Annual Report 2008/09 - West Wimmera Health Service

Transcription

At the Heart of
Our Communities
WEST WIMMERA HEALTH SERVICE
ANNUAL REPORT
2008–2009
BELOW: Nhill Hospital
OUR VISION
OUR VALUES
To establish a health service without peer
through the pursuit of excellence and
by opening the doors to innovation and
technology.
Strong Leadership and Management
OUR MISSION
Safety will always be our prime focus.
We value our organisation and will encourage exceptional professional skills and
promote collaborative teamwork to drive better outcomes for our consumers.
A Safe Environment
A Culture of Continuing Improvement
West Wimmera Health Service is
committed to the delivery of health,
welfare and disability services which are
compassionate, responsive, accessible
and accountable to individual and
community needs, which result in quality
outcomes for the people of the West and
South Wimmera, and Southern Mallee.
The delivery of superior care to our consumers motivates a culture of quality
improvement in all that we do.
Effective Management of the Environment
Our Service is managed in ways which recognise environmental imperatives.
Responsive Partnerships with Our Consumers
We maintain a productive relationship with our communities and stakeholders
through open communication, honest reporting and a willingness to embrace
constructive suggestions.
About this Report
This Report is a clear and honest summary of our
performance in every aspect of our business and is a
key document in communicating with our communities
and other stakeholders about every aspect of our
undertakings.
It details the communities we serve and the health
programs and services we deliver. It also outlines
the goals we set, and the strategies we planned for
achieving them, our financial outcome for 2008/2009,
the Governance system of the Service and the Executive
staff responsible for management of the Service.
To maintain our high standard of clear and open
reporting this Report was prepared in accordance with
the directions of the Victorian Government, the Victorian
Minister for Finance, the guidelines of the Australasian
Reporting Awards Inc. and also recommendations
received in response to entering the 2008 Annual and
Quality of Care Reports in the PricewaterhouseCoopers
Transparency Awards.
The Report will be distributed, in September, to the
Victorian Parliament and the Department of Human
Services for their approval to publish and then released
to the community and other stakeholders at West
Wimmera Health Service Annual General Meeting to
be held in the Nhill Community Centre on Friday 27th
November 2009 at 8.00pm where Dr Peter Morley MB,
BS, DIP ENG, MPH, Medical Director – International
Burmungrad International Hospital, Bangkok, Thailand –
will be the Guest Speaker.
We have included a Glossary of Terms & Abbreviations
and an Index on page 86 to assist readers to navigate
this Report.
This Report and our Quality of Care Report can be
accessed on our Website and the internal Intranet.
www.wwhs.net.au
Hard copies are available at each of our sites or by
request via email or mail.
corporate@wwhs.net.au
The Resource Centre
West Wimmera Health Service
P.O. Box 231
Nhill Victoria 3418
AUSTRALIA
© Copyright West Wimmera Health Service September 2009
CONTENTS
Our Year > Highlights, Events & Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
President’s Report > 2008 – 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Our Organisation > The Pride of the Western Wimmera . . . . . . . . . . . . . . . . . . . . .4
Our Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Looking Forward > Steps Towards Reaching Our Vision . . . . . . . . . . . . . . . . . . . . .6
Chief Executive Officer > An Insight into Our Service 2008 – 2009 . . . . . . . .8
The Year In Review > Chief Executive Officer’s Perspective . . . . . . . . . . . . . . . .10
Industrial Relations and Human Resources > Well Managed. . . . . . . . . . . . . . . . .16
Management Of Risk > Not a Risky Business?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Education > Developing Our Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Employees > The Heart and Soul of Our Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
WWHS Staff 2008–2009. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Our Year > A Statistical Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Community and Fundraising > We Depend on You! . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Corporate Governance > Directives and Obligations . . . . . . . . . . . . . . . . . . . . . . . .28
Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Board Of Governance > Member Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Leadership And Management > Our Executive Team . . . . . . . . . . . . . . . . . . . . . . . .32
Acute Care Services > We Can Care for You. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Medical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Residential Care > For Our Senior Citizens. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Community And Allied Health > Our Care Reaching Out . . . . . . . . . . . . . . . . . . . . .46
Cooinda > Disability and Business Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Corporate and Quality Services > Support that is Essential. . . . . . . . . . . . . . . . .52
Accreditation – An External Measure of Quality. . . . . . . . . . . . . . . . . . . . . . . .55
Environment and Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Legislation > Critical to Our Performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Finance and Administration > Sustainable and Accountable . . . . . . . . . . . . . . . .58
Financial Performance > Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Auditor General’s Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
Certification and Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
Compliance Disclosure Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
1
ANNUAL REPORT 2008/2009
OUR YEAR
HIGHLIGHTS, EVENTS & CHALLENGES
HIGHLIGHTS OF THE PAST YEAR
CHALLENGES FOR THE COMING YEAR
> The Honourable Daniel Andrews MP, Minister for Health
> Implement recommendations from the Community Needs
visited the Nhill Hospital on 27th March
>
>
>
>
>
>
ACHS EQuIP four year accreditation status retained
ACHS Diagnostic Imaging Accreditation achieved
and ‘Mira’ Complex
Australasian Annual Report Gold Reporting Award 2007-08
> Development of a Strategic Plan 2009-2012
> Introduction and implementation of ‘iSoft’ Patient
Annual & Quality of Care Report entered in
PricewaterhouseCoopers Transparency Awards
> Replacement and upgrade Fire Detection system and
HACC Accreditation attained
Report Highly Commended
> Community Needs Analysis & Service Profile Project
completed
Dialysis service doubled to four chairs
Commencement of Dental Therapy Service
Achieved a full suite of Allied Health Practitioners
Medical services at Goroke Community Health Centre
extended
> Upgraded motor vehicle fleet to more efficient and
environmentally friendly composition
>
>
>
>
> Recruit & retain skilled staff
> Completion of remaining building stages of the Nhill Hospital
Aged Care Accreditation maintained
> Department of Human Services Awards – 2007 Quality of Care
>
>
>
>
Analysis & Service Profile Project
Opening of Oliver’s Kiosk at Nhill Hospital
Foot Care Clinic introduced
Diabetes Insulin Pump Clinic increased
$130,000 Philanthropic contribution from Perpetual Trustees,
The Percy Baxter Charitable Trust
> Department of Human Services ‘Close Watch’ Financial
Reporting Monitoring ceased
> Appointment of Clinical Operations Manager and Manager of
Allied & Community Health
> WWHS Health & Fitness Centre opened
> $651,204 for Equipment and Infrastructure & Essential
Services from DHS
Management System
Nurse Call system at Kaniva Hospital
>
>
>
>
Redevelopment of Goroke Community Health Centre
Finalise business plan for relocation of Kaniva Hostel
Secure funding for Medical Clinics at Nhill and Rainbow
Commencement of Dental Clinics at Rainbow, Kaniva
and Goroke
> Strengthening partnerships with regional and sub-regional
hospitals and Health Services
Performance in Brief for the Year Ended 30 June 2008
Acute Services
Patients Treated
Occupancy
Cost Per Acute Inpatient
2008/09 2007/08 Variance
1,879
1,902
-1.2%
71.88% 73.65%
-1.8%
$4,547 $ 4,400
+3.3%
Residential Aged Care Services
Nursing Home (High Care) Percentage Occupancy
Hostel (Low Care) Percentage Occupancy
Cost Per Aged Care Day
98.86%
92.49%
$245
98.94%
90.48%
$241
-0.1%
+2.0%
+1.7%
Allied & Community Health Services
Occasions of Service
66,633
66,004
+1.0%
546
536
+1.8%
Fundraising
**Funds Raised
Total Cost of Fundraising
254,105 1,206,337
10,000
15,000
-78.9%
-33.3%
Finance
Finance Total Operating Surplus
599,000
450,000
33.1%
Total Net Surplus
425,000 1,473,000
-71.1%
Employees
Total Employees
Notes: *Total employees for financial year.
**2007/08 boosted by steady donations for the Nhill Hospital Redevelopment.
2
PRESIDENT’S REPORT
2008 – 2009
This is my second term in office as President of West Wimmera Health Service and
when I consider the achievements of the Service during this period, I do so with a great
sense of pride in the quality of leadership, the dedication and skill of staff and the
altruism of community volunteers.
The Board of Governance has continued to strengthen its role in effecting sound
and responsible governance of West Wimmera Health Service throughout the
reporting period. We have experienced another successful year of operation with
many of the positive outcomes illustrated throughout this report. In particular, I am
gratified to confirm very strong performances in the areas of clinical services and
financial management.
The Board welcomed Mr Harvey Champness from Kaniva as
a Board Member at the March 2009 Board Meeting after his
appointment by the Governor in Council from 3 March 2009.
My fellow Board of Governance members bring together a diverse
range of complementary expertise and experience, to ensure that
the many aspects required in governing a health care organisation
as complex as ours can be successfully undertaken. I would
like to thank each and every Board Member for their valuable
contribution and commitment to the Service.
West Wimmera Health Service has continued to work closely
with the Department of Human Services to enhance funding
opportunities and the level of service delivery we provide.
Hosting the Minister for Health, the Honourable Mr Daniel
Andrews MP, on his visit to the Service in March 2009 was
a personal highlight in my year’s presidency. His visit was a
signal honour for our Service and I am pleased to report that
the Minister was considerably impressed with the standard of
the Nhill Hospital. It was a pleasure to host the Minister for the
afternoon of his visit.
Board Members thank the Executive Team and all staff for their
continued exceptional contribution to the Service. Working
with a strong ethos of teamwork throughout the organisation
results in the end-goal of our service – the highest quality and
effectiveness of care provided to our patients, residents and
clients. Excellent accreditation outcomes confirm and recognise
these high levels of service provision.
We are at the advent of the next three year Strategic Plan –
2009-10 – 2012-13. This plan will implement recommendations
from the Community Needs and Service Profile Project Report
and heralds an exciting time of development for our service.
We will, in the coming year, continue in our endeavours to provide
the very highest levels and widest range of available healthcare
for our communities. We regard it as a privilege to serve the
people of West Wimmera.
In accordance with the Financial Management Act 1994, I am
pleased to present the Report of Operations for West Wimmera
Health Service for the year ending 30 June 2009.
Without doubt it is reassuring to note that his ‘bedside manner’
with our Chief Executive Officer, a patient at the time, was first
rate.
To Mr John Smith, Chief Executive Officer, I again extend my
sincere thanks for an excellent outcome in the year 2008-09.
John, your dedication and loyalty to the Service, your exemplary
work ethic and forward vision have once again proved to be
pivotal factors in ensuring the continually improving quality of
healthcare that is delivered in all our facilities.
Mr Ron A. Ismay
President
Nhill
24 August 2009
PAGE RIGHT: Ron A. Ismay – President,
3
4
OUR ORGANISATION
THE PRIDE OF THE WESTERN WIMMERA
NSW
Rainbow
SOUTH AUSTRALIA
Where Can You Find Us?
Jeparit
Kaniva
Nhill
Goroke Natimuk
Horsham
VICTORIA
Ararat
Ballarat
Melbourne
In the Grampians Region of the
Department of Human Services, the
Local Government areas of the Shires
of Hindmarsh, West Wimmera, a portion
of the Rural City of Horsham and
Yarriambiack Shires in the South and
West Wimmera, and Southern Mallee in
rural and remote North Western Victoria.
Our catchment area of approximately
17,000 square kilometres is bound by
the Wyperfeld and Little Desert National
Parks, home to rare species of Australian
flora and fauna.
Mount Arapiles, a world renowned rock
climbing mecca borders our Natimuk
Aged Care Centre – spectacular tourist
attractions.
Nhill, Rainbow, Jeparit, Kaniva, Goroke
and Natimuk are the communities where
we have a significant presence.
wwhs facilities
wwhs catchment
West Wimmera Health Service, a
public health service incorporated
under the Health Services Act
1988, was created on the 21st
August, 1995, and now is a vital
element in the sustainability of
the rural communities it serves.
In an environment with an ageing
population, continuing drought
and relatively low socioeconomic
conditions the health care available
from this Service is central to the
physical, mental and social well being
of our community.
We are an integrated health service
offering an exceptional choice of health
care ranging from Acute Surgical
Specialties, Allied Health, Community
Health and Health Promotion, Disability
Services, Supported Employment Options,
Community Aged Care Options, to Hostels
and Nursing Homes.
Our Community Profile
Our communities and the agricultural
industry have strong links with grains,
sheep and legumes being the primary
products. On the other hand several
national and international industries are
located in Nhill - a boost for the economy
and employment options.
Through the harsh times our communities
have relied on West Wimmera Health
Service as never before. Access to the
diverse choice of quality health and
welfare services in the community is a
blessing appreciated by all.
Six very diverse communities –
What was their link?
Resourcefulness and a determination
without equal to maintain health services
in these small rural communities was the
foundation in 1995 for the progressive
mergers of seven services in six
communities, including the first Disability
Service and first Community Health
Centre in Victoria to come under the
umbrella of a Public Hospital.
As always, dollars were the change
makers, with never enough to support
service provision, building repairs and
renewal of our hospitals and aged care
facilities, the challenge to retain staff,
attract General Practitioners and the
need to keep up with the rising standards
of care, buildings and services.
The projected benefits of joining forces
far outweighed the inner parochial
feelings of wanting ‘each hospital to stay
the same’.
> Communities overwhelmingly voted
to merge and become West Wimmera
Health Service. The process occurred
over five years and the results speak
for themselves.
> Brand new Hospitals, Nursing Homes
and Hostels stand at Nhill, Kaniva,
Natimuk, Rainbow & Jeparit, together
with the significant redevelopment at
Cooinda, our Disability Service.
> Services thought to be a ‘pipe dream’
are now a reality.
> Continued Accreditation status
provides proof that West Wimmera
Health Service’s broad range of care
has been given the ‘tick of approval’ by
independent external assessors.
Our Future – What will it be?
The recommendations from the
Community Needs Analysis and Service
Profile Project will be instrumental in
setting the care provided by the Service
for the next decade ensuring our Health
Service will remain the centre for
exceptional care in the Grampians region.
5
OUR ORGANISATION > OUR SERVICES
Aged Care
Residential Hostels & Nursing Homes
Community & Home Based Aged Care
Clinical Services
Acute Services
Admission and Discharge Clinic
Dental Diagnostic
Dental Prosthetic
Dialysis
Domiciliary Midwifery
Ear Nose and Throat Surgery
Gastroenterology
General and Specialist Medical Care
General and Specialist Surgery
Laparoscopic Surgery
Maternity Shared Care Clinic
Medical Services
Nursing Traineeships
Obstetrics and Gynaecology
Ophthalmic Surgery
Oral Surgery
Orthopaedic Surgery
Palliative Care
Pathology
Pharmacy
Post Acute Care
Primary Care Casualty
Psychiatry
Reconstructive Surgery
Regional Discharge Planning Strategy
Allied and Community Support
Services
Aged Care Assessment Services
Ante/Post Natal Classes
Asthma Education and Counselling
Cancer Council of Victoria
- Cancer Awareness
Cardiac Rehabilitation
Carer Support
Community Health Nursing
Continence Education
Diabetes Education
Dietetics
District Nursing
Drought Centre
Drug and Alcohol
Exercise Groups
Exercise Physiology
Farm Safety Education
Fitness Assessments
Guys & Gals School Program
Gym/Weights Program
Hairdressing
Health & Fitness Centre
Health Education and Promotion
Hearing Screening
Home and Community Care
Hospital in the Home
Hospital to Home
Kindergarten Screenings
- Podiatry, Speech Pathology
Living with Cancer Program
Lowan Rural Health Network
Massage Therapy
Maternal and Child Health
Meals on Wheels
Myotherapy
National Diabetes Services
Nutrition Education
Occupational Therapy
Optometry
Orthodontic Referral
Pap Smear Tests
Physiotherapy
Planned Activity Groups
– (Day Centres)
Podiatry
Puberty ‘Biz’ Sexuality Education
to Grade 6 Children and Parents
Radiology
‘Secret Men’s Business’
– group for older men
Social Work
– Welfare and Counselling Service
Speech Pathology
Work Experience
Disability Services
Advocacy
Assistant Training
Australians Working Together
Community Access
Employment Program
Food Preparation and Sales
Future for Young Adults
Living Skills
Supported Employment
Therapy Programs
Vocational Training
Regional Services To:
Allambi Elderly Peoples Home,
Dimboola
Avonlea Hostel Nhill
Dunmunkle Health Service
Edenhope Hospital
Goroke P-12 College
Hopetoun Hospital
BELOW: Jeparit Hospital
Jeparit Primary School
Kaniva College
Kindergartens - Nhill, Jeparit, Kaniva,
Rainbow, Goroke
Lutheran Primary School, Nhill
Natimuk Primary School
Nhill College
Rainbow College
Rainbow Primary School
Rural Northwest Health
St Patrick’s Primary School, Nhill
Woomelang Bush Nursing Centre
Service Support
Education
Engineering and Maintenance
Health Information Management
Hotel Services
Library and Resource Services
Traineeships
Volunteers
Work Experience
Work Placements
Community Programs:
Hospital To Home (H2H)
H2H is a service available for patients
who have a short term need which
cannot be met through regular
community service provision. This
program supports patients in the
transition from hospital to home.
Patients must live in municipalities
associated with West Wimmera Health
Service.
Hospital in the Home (HITH)
HITH is the provision of hospital care in
the comfort of the person’s own home.
Patients are regarded as hospital
inpatients and remain under the care of
their treating doctor in the hospital.
National Respite for Carers (NRCP)
Provides ‘time out’ for carers of people
with dementia. This program offers
carers the opportunity to maintain
their own interests, while fulfilling the
demanding role of carer.
Nursing Homes - Hostels Accommodation
Community Aged Care Packages
(CACPs)
Nhill
These packages offer comprehensive
assistance to the elderly to support
them in their homes, thus delaying
entry into a hostel or nursing home for
as long as possible. The carer is also
able to manage for longer with the
support provided.
‘Iona’ Digby Harris Home,
for 26 frail aged, dementia and
psychogeriatric residents.
Kaniva
Archie Gray Nursing Home,
Nursing Home for 11 residents.
Kaniva Cottages, 10 two bedroom
units for low care Hostel residents.
Jeparit
Nursing Home for 10 residents.
Hostel for 5 residents.
Rainbow
Bowhaven Hostel for 10 residents.
Weeah Nursing Home for 10 frail aged
residents.
Natimuk
Natimuk Nursing Home,
for 20 residents.
‘Allan W Lockwood’ Special Care
Hostel dedicated care for 11 residents
with dementia.
Trescowthick House Hostel for 10 frail
aged residents.
Post Acute Care (PAC)
Provides community-based services
such as community nursing and
personal care.
Home and Community Care Program
(HACC)
This program provides care in home
and community settings to frail
older adults, younger people with
disabilities, and their carers, promoting
independence to these groups thus
avoiding premature or inappropriate
admission to long term residential
aged care.
6
LOOKING FORWARD
STEPS TOWARDS REACHING OUR VISION
Delivering Needs Based
Health Care
Strategy
Achievements
Future Actions
>
Undertake a Community Needs
Analysis & Service Profile Project
>
>
Extensive stakeholder consultations held
Comprehensive Project Report finalised and
adopted by the Board, June 2009
>
Implement recommendations from the
Project Report
>
Establish options for expansion of
Clinical Services
>
>
Increased dialysis service from 2 to 4 chairs
Dental Therapist commenced in February 2009,
providing specialised public dental care for
children and young adults
Allied Health Staffing levels increased with
all departments now fully staffed and total
complement of services provided to all sites
>
Re-introduce Dental Services to Rainbow,
Kaniva & Goroke
Conduct feasibility study regarding introduction
of Ultrasound
Introduce Chemotherapy care
Introduce post acute and step down
convalescence services in conjunction with
sub-regional and regional hospitals
Meetings held with regional and sub-regional
health services on a regular basis
Brokerage of Allied Health Practitioners to other
regional health services
Strengthened clinical liaisons with Medical
Practitioners
>
Formalise coordination strategies for patient
transfer from sub-regional and regional
services for post acute and convalescence care
Commenced Oliver’s Kiosk in March 2009 with
exceptional patronage
Purchase of a Catering Vehicle
>
Investigate expansion of catering service
Conducted Clinical Risk Framework Internal
Audit
Established coordinated network with Victorian
Managed Insurance Authority to address Risk
Management planning and process
>
Adoption of the Victorian Government Clinical
Risk Governance Framework
Review overall Risk Management Framework
with focus of best practice risk management
processes
Strengthen relationship with VMIA relating to
Risk Management administration
Education program for Board regarding
Directors Duties
>
>
Seek and develop opportunities for
greater regional alliances
>
>
>
>
Strengthening
Leadership and
Management
>
Increase the viability of Oliver’s Café
through increased expansion of sales
and marketing
>
Refinement of Risk Management
Framework
>
>
>
>
>
>
>
>
>
>
Optimum Human
Resources Management
Safe Practices &
Environment
Achieve improved internal
communication through organisational
and committee structures
>
>
>
>
Reduction in number of management
committees
Increased meeting attendance rates
Finalisation of clinical executive structure
Seamless communication between all levels of
management
>
>
Evaluate effectiveness of committee structure
Policies dealing with communication strategies
to be reviewed
>
Formalise and enhance strategies for
attraction, support and retention of
visiting medical practitioners
>
>
Appointment of General Practitioner Anaesthetist
Appointment of Obstetrician and Gynaecologist
>
Seek recognition of overseas trained General
Practitioner Surgeon and General Practitioner
Obstetrician qualifications for Visiting Medical
Practitioners
>
Strengthen the defined organisational
structure
>
>
Organisation structure reviewed, revised and
enhanced
Succession Plan formalised
>
>
Ongoing review of organisation structure
Address Succession Plan appropriateness
>
Introduce Human Resources Self
Service (HRSS) portal
>
HRSS portal introduced
>
Broaden use of HRSS system to include
rostering and leave management
>
Appoint a Human Resource Manager
>
Human Resource Manager position advertised
>
Finalise appointment to Human Resource
Manager position
>
Adopt ‘best practice’ for all clinical
safety and environmental procedures
>
>
No sentinel events recorded
Policies and procedures regularly reviewed
>
Clinical Quality & Safety Committee to review
and introduce ‘best practice’ principles as
appropriate
>
Comply with Occupational Health &
Safety Act
>
Dedicated Occupational Health & Safety
Committee introduced that meets monthly
Accredited OH&S training provided to Health &
Safety representatives
>
Encourage staff to undertake OH&S training
courses
Achieve optimal waste disposal
recycling and environmental
management
>
>
Rain water collection increased at all sites
General waste disposal sorted and graded to
address recycling opportunities
>
Pursue all options to improve waste disposal
and recycling systems
Establish an ongoing environmental strategy
and protocol
>
>
>
7
Sound Financial
Management
Strategy
Achievements
Future Actions
>
Maintenance of a robust financial
management strategy
>
Increased residential aged care subsidies received
following review of resident documentation
Work place efficiencies achieved
Improved monitoring and adherence to
departmental budgets
>
>
Close monitoring of capital expenditure budget
Achieve an operating surplus annually
>
Continue a capital fundraising program
>
Distribution from Philanthropic Trusts, Benefactors,
Donations and Bequests totalled $187,548.00
>
Intensify access to Private Benefactors,
Commercial Enterprise, Philanthropic
Foundations and Bequests
>
Maximise Aged Care Revenue
>
Increased subsidies derived from Aged Care
Funding Instrument (ACFI)
Highest Bed Occupancy levels for region
>
>
Continued monitoring of ACFI levels
Maximise occupancy rates at all levels
Installation of IT servers providing increased
capacity and improved security
Introduction of HRSS
New West Wimmera Health Service website
launched and operational
>
Consider the introduction of a Knowledge
Management System
New Information Technology Strategic Plan to
be developed
Education delivered for iSoft Patient Management
system
Computer replacement program progressed
Clinical Mobile Video System introduced
>
Redevelopment works commenced at Rainbow
and Kaniva
Applications submitted to Commonwealth seeking
funding for Nhill and Rainbow Medical Clinics
>
Successful application to Perpetual Trustees for
$130,000
>
>
>
>
Effective Information
Management
>
Develop and implement an Information
Communications Technology Strategy
>
Develop information technology links
to improve access, efficiency and
effectiveness of preparation, storage
and retrieval of records
>
Redevelop Dental Clinics at Rainbow,
Kaniva and Goroke
Provide stand alone Medical Clinics at
Nhill and Rainbow
>
Complete Stage 3 & 4 of ‘New’ Nhill
Hospital and Mira complex
>
>
Assess the need for residential
services at Goroke
>
>
>
Project Control Group established at Goroke
Community consultations conducted
Consultant Architect commissioned to undertake
feasibility study
>
Finalise options for redevelopment of Goroke
Community Health Centre
>
Review redevelopment/refurbishment
needs across the Services
>
Consultant Architect appointed to undertake a
feasibility study to address the sentiments of the
Strategy
>
Pursue Consultant’s feasibility study report and
determine action to be taken
>
Maintain constructive relationships
with our community and other
stakeholders
>
Community Consultation Forums conducted at
each township
Community Advisory Committees provide regular
feedback to Board of Governance
Informative website developed and operational
Contract retained with Media, Marketing and
Public Relations Consultant
Increased media coverage of Service delivery and
activities
>
Continue to conduct open forums at each
township on an annual basis
Work closely with and utilise the services of
Media Consultant to further promote the worth
of WWHS
>
Asset Management
>
>
>
Relationships with the
Community and Other
Stakeholders
>
>
>
>
>
>
>
>
>
>
>
>
>
>
>
Installation and introduction of iSoft Patient
Management system
Introduction of ‘Oracle’ Financial Management
system
Gain greater clinical benefit from Clinical Mobile
Video Unit
Commission new Dental Clinics at Rainbow
and Kaniva
Obtain funding for Nhill and Rainbow Medical
Clinics
Complete ‘Mira’ Allied and Community Health
Centre refurbishment – Stage 3
Commence redevelopment of Kitchen and
Administration area of ‘New’ Nhill Hospital Stage 4
8
CHIEF EXECUTIVE OFFICER
AN INSIGHT INTO OUR SERVICE 2008 – 2009
In the coming year we have set ourselves the task to
further strengthen all aspects of the organisation so
that we can continue to achieve exemplary levels of
excellence in the provision of healthcare.
Unlike recent years 2008-09 was not a year when our
focus centred on new building or major expansions of
service. Rather, it was a time to closely examine and
consolidate our wide ranging healthcare imperatives
and business activities to ensure optimum efficiencies
and realise emerging potential.
The financial constraints caused by redevelopment programs
during the period 2002-2005 are now behind us and we have
worked extremely hard to achieve the current healthy financial
position in an acknowledged difficult economic climate.
The operating surplus of $599K is the consequence of refining
business efficiencies while continuing to increase service
delivery in many clinical areas. The true test was in being awarded
accreditation by the Australian Council of Healthcare Standards
in November 2008 for four years. This judgement showcased
our Service and highlighted performance improvements and
excellence of the quality of care we provide.
Success in financial and clinical sectors can be difficult to
maintain and this year West Wimmera Health Service excelled
in both areas.
Ensuring highly skilled staff were recruited and retained was
certainly a prime concern and it is pleasing to report we conclude
the year with an excellent array of clinical professionals in our
workforce; this is a gratifying achievement!
The calibre of such professionals is at an all time high and
provides a strong platform from which to develop further
innovative programs, particularly in the areas of community
health and health promotion.
The implementation of a ‘Back to Basics’ nursing education
program mandates nursing staff members be educated on
amendments to policies, new equipment and best practice
documentation and competencies.
This systematic approach to clinical education ensures each
and every nurse at West Wimmera is well equipped to deliver all
aspects of their professional roles.
Increased Director of Nursing and Unit Manager involvement
on Committees has had an obvious benefit with enhanced
integration between strategic policy and operational roles.
The final Report supports retaining all current West Wimmera
Health Service clinical services and identifies areas where
service growth should occur.
This Report presents exciting opportunities to increase the scale
and scope of health care we may offer in the future and harness
new and emerging technologies to enable this to occur.
The Report underlines the need and importance of continuing
to press forward and intensify commitment to continual
improvement.
Our year of strengthening the organisation has resulted in a
prime strategic manner to implement all the recommendations
of the Community Needs Analysis and Service Profile Project.
We now await endorsement and adoption of the Report by the
Department of Human Services.
There is no doubt this is the beginning of an important and
exciting decade!
On a personal note I have continued my association with the ACHS
as a Councillor and Board Member, the AHHA as a Councillor, and
serve on the Board of the VHIA.
This provides West Wimmera Health Service with a voice in
leading strategic and important healthcare sector authorities –
privileges I gratefully value.
Once again we have produced an Annual Report which
comprehensively outlines who we are and how we work as an
organisation.
We firmly believe that the excellence in our communication with
communities, staff and the broad health industry is an integral
part of service provision.
An explanation of every component of our operations is provided
to give an understanding of how we can assist you as an individual
and our collaborative population health approach for all the
communities is a responsibility we must constantly remember
and actively initiate.
We have emerged as a potential new leader in rural health care
where our emergence as a primary care innovator has commenced
the journey.
This transformation has been earned through continued hard
work, dedication and commitment of our Board Members and
Staff, with every single role contributing to our success.
I look forward to the challenges and inevitably rewards that
the Community Needs Analysis and Service Profile Project
recommendations will bring and trust that working together
with all stakeholders West Wimmera Health Service will
continue to shine.
The Community Needs Analysis and Service Profile Project
study has been unparalleled in comparison with anything West
Wimmera Health Service has embarked upon since its inception.
The Project incorporated community forums, stakeholder
consultations, data collection, departmental interviews and a
departmental policy review to consider and address the adequacy
and range of the current clinical services provided and to develop
a 10 year Clinical Service Plan.
Undertaken by external Consultants, the Project was managed
by an Advisory Committee comprising West Wimmera
Health Service Executives, Department of Human Service
Representatives and a Community Representative.
Mr John N. Smith PSM
Chief Executive Officer
PAGE RIGHT: John N. Smith PSM –
CEO, West Wimmera Health Service
9
10
THE YEAR IN REVIEW
CHIEF EXECUTIVE OFFICER’S PERSPECTIVE
In this reporting period we have
concentrated on long term growth
and sustainability to guarantee that
the healthcare actually needed by
our stakeholders will be available to
them for the next decade.
The challenges we will face along
the way will provide outstanding
opportunities for West Wimmera
Health Service to adapt to the
changes required to achieve
‘a Health Service without peer’.
11
Minister For Health Visits
Financial Performance
One of the highlights of our year was the
visit by the Minister for Health Mr Daniel
Andrews on Friday 27th March 2009.
It is with pride our successful financial
management strategies over consecutive
years were recognised by the Department
of Human Services with the ceasing
of Close Watch Financial Monitoring
Program at the end of the 2007-08
financial year.
Minister Andrews visited the Nhill
Hospital to announce a $32,669 funding
boost for cardiac monitoring equipment
and operating theatre trolleys through the
Department of Human Services Targeted
Equipment Program.
It was a pleasure to showcase our facility
to Minister Andrews and he was glowing in
his praise for the Hospital and staff.
Risk Management
Risk Management continues to be at the
forefront of business at the Service.
Our Risk Register captures all identified
risks, and relevant reports are presented
to the Board and Operational Committees
for review and action.
Internal Auditors, ‘Deloittes’ play
an important role in verification of
appropriate risk controls through the
Internal Audit process. More than ever the
Internal Auditors review items outside the
traditional financial systems, and in 2009
reviews have included Clinical Governance
and Occupational Health and Safety.
Our diverse risk systems ensure that West
Wimmera Health Service can manage risk
in a proactive manner across all facets of
the organisation.
For further information on Risk
Management refer to page 17.
Annual General Meeting
The Annual General Meeting was held on
Friday 28th November 2008 at the Nhill
Sports Centre.
An excellent audience of approximately
250 people gathered to learn about the
progress and achievements of the Service
and staff.
The Guest Speaker, Mr. Khoa Do, Young
Australian of the Year 2005, was a
captivating speaker with an important
message for the audience. Reports
indicated that the audience was indeed
impressed and inspired with Khoa’s
presentation.
PAGE LEFT: Anaesthetist, Dr Kim Fielke
preparing anaesthetic prior to surgery
The Department uses Close Watch to
monitor Health Services considered to be
at high risk for financial performance.
Our Service had been on ‘Close Watch’
for three years as a result of cash
flow difficulties and the resulting
deficit during the intensive building
program incorporating Natimuk and
Rainbow facilities.
During the 2008-09 financial year we have
reported mandated financial data to the
Department of Human Services.
Annual Report 2008 Gold Award
West Wimmera Health Service received
a Gold Award for its 2008 Annual
Report. This is an outstanding result
for the organisation and places our
reporting standards at the highest level
across Australasia.
The Annual Report is our flagship
publication each year, outlining the
high level of services we provide. It is
confirmation that the Service meets the
criteria of producing factual, open and
honest reporting, promoting a better
public awareness of our activities.
Quality Of Care Report 2006-07
High Commendation
West Wimmera Health Service was
presented with a ‘High Commendation’
award for the Quality of Care Report
2006-07 at the Victorian Public
Healthcare Awards in the Small Rural
Hospitals section.
The recognition of the high standard of
this publication was greatly appreciated
as we continue to strive for excellence
through the reporting media.
We await the result for the 20072008 Quality of Care Report due in
September 2009.
Dr Kim Fielke – General
Practitioner Anaesthetist
Dr Kim Fielke has been credentialed as
a Visiting Medical Practitioner and has
commenced providing Anaesthetist
services at the Nhill Hospital.
Dr Fielke is an experienced General
Practitioner Anaesthetist based
at Western District Health Service,
Hamilton.
We are privileged to have gained this
service to complement our comprehensive
range of Visiting Medical Practitioners.
Executive Structure Revised
The Executive Structure relating to
Clinical Divisions was reviewed, and it
was deemed that one Executive Director
for Clinical Services would be the
most effective structure. Previously
three Executive Directors covered the
Clinical Divisions.
The roles of Executive Director of Aged
Care, Executive Director of Acute Care
and Executive Director of Community and
Disability are effectively combined into
the new position of Executive Director of
Clinical Services.
The Senior Management structure of
the Clinical Division was also revised to
encompass new appointments to assist
the Executive Director of Clinical Services.
The new positions of Manager of Allied
and Community Health and Clinical
Operations Manager reporting directly to
the Executive Director of Clinical Services
were created.
The changes in structure have been
extremely beneficial with a more direct
approach to specific aspects of Clinical
and associated care.
Capital & Equipment Grants 2008-09
Funding Purpose
Annual Provision for Minor Works
Aged Care Annual Provision
Jeparit Hospital Water Tanks
Kaniva Hospital Nurse Call System
Natimuk Air Conditioning
Kaniva Hospital Hot Water Units
Fire Safety Grant
Cardiac Monitoring System
Total
Amount
15,000
30,000
14,500
62,000
95,000
28,726
120,000
32,460
$397,686.00
12
THE YEAR IN REVIEW > CHIEF EXECUTIVE OFFICER’S PERSPECTIVE
Strategic Plan 2006/07 –
2008/09
HealthSMART Information
Technology Program
The current Strategic Plan 2006-07 to
2008-09 expired at the end of June.
The implementation of HealthSMART
‘iSoft’ patient management software
system has occurred this year.
Environmental impact and fuel efficiency
were major considerations when
selecting the new vehicles throughout the
reporting period.
The iSoft Patient and Client Management
software will replace IBA, the outdated
acute patient management system
currently in use.
Expenses for the fleet are a significant
cost. Investing in fuel efficient vehicles
was a benefit to the environment and also
had a positive financial impact.
‘iSoft’ will provide a comprehensive
patient management and administration
system inclusive of inpatients, primary
health and administration data relating to
aged care.
Oliver’s ‘Kiosk’
Training has been provided for all
key users and we eagerly await
the introduction of the system in
August 2009.
Operated by the supported employees and
staff of Oliver’s Café under the auspice
of Cooinda Disability Business Services,
Oliver’s Kiosk offers light meals and
beverages to visitors and staff of the
Nhill Hospital.
‘Moving Ahead’, a Progress Report on the
implementation of the Strategic Plan to
30th September 2008 was presented to
the community at the November 2008
Annual General Meeting.
This public reporting was a first for the
Service outlining progress towards
implementing and achieving the strategic
objectives of the Board of Governance.
The strategic accomplishments over the
period were substantial and the Service
looks forward to implementing a new
Strategic Plan to maintain the momentum
of our planned progress.
ABOVE: At the Nhill Hospital, Shirley Avery
helps Braden Taylor as he chooses his lunch from
Oliver’s Kiosk, while his mother Lyn watches.
Barista, Graeme Ruse is busy at the very popular
coffee machine.
PAGE RIGHT: Exercise Physiologist, Tracey Bell
(left) guides community member Sharon Bone
(right) with her fitness program.
New Motor Vehicle Fleet
Oliver’s Kiosk at the Nhill Hospital
was officially opened on Tuesday 31
March 2009.
Support of the Kiosk has been
astounding and customers are extremely
complimentary about the quality of the
food and friendly service.
It has enhanced working opportunities for
our supported employees and has added
to the ambience of the Hospital.
13
WWHS Health and Fitness Centre
West Wimmera Health Service commenced management
of the Nhill Gymnasium on the 1st January 2009 – now
known as the Health and Fitness Centre.
Qualified staff provide advice relating to the use of
equipment and develop specialised individual fitness
programs.
A wonderful opportunity to impact on the health and well
being of the community.
14
THE YEAR IN REVIEW > CHIEF EXECUTIVE OFFICER’S PERSPECTIVE
Dental Therapist
Tristar Medical Group
The commencement of a Dental Therapist
at the Nhill Dental Clinic in February was
in accordance with our goal to expand
Dental Services.
Tristar Medical Group continues to
provide West Wimmera Health Service
with a full complement of Visiting Medical
General Practitioners.
Under a brokerage arrangement with
Wimmera Health Care Group, the
Therapist provides dental services
every week to children aged 0 – 18 years
enhancing dental services available to
children in our communities.
Our working relationship has continued
to strengthen with ‘Tristar’ and we are
extremely thankful for its continued
commitment to the communities for which
we care.
An excellent outcome!
Community Participation and
Engagement
Brokerage of Allied Health
Services
Community Needs Analysis & Service
Profile Project
The recruitment drive for Allied Health
Professionals has been so successful that
West Wimmera Health Service is in the
fortunate position to assist neighbouring
Health Services and Aged Care
Residential Facilities with the provision
of Allied Health Practitioners on a fee for
service basis.
The developing network of Allied Health
brokerage for speech pathology, podiatry,
occupational therapy and dietetics
enables the wider Wimmera region to
benefit from the highly skilled Allied
Health Practitioners we employ.
During 2008-09 West Wimmera Health
Service embarked upon a Community
Needs Analysis and Service Profile
Project. The purpose of the Project was
to review current service provision and
demand for services throughout the
Service catchment.
A Service Plan for a ten year period was
devised to lead the Service to meet
the needs of our patients, residents
and clients.
Consultants were appointed to conduct
the Project and an Advisory Committee
formed comprising a Board Member,
Executive staff, Department of Human
Services Central and Regional Office
Representatives and a Community
Representative.
The project included consultation with
all major stakeholders including staff.
Community forums were conducted at all
our catchment townships.
In May 2009 the Advisory Committee
approved the Final Report which outlined
recommendations for future service
delivery, its contents then being adopted
by the Board.
The Report concluded that all current
service provision was essential with,
additional services recommended.
We now await the Department of Human
Services final approval of the Report
so we can commence implementing the
Service Plan which will enhance our ability
to deliver the healthcare needs of our
catchment population.
ABOVE: Dental Therapist Christine Petersen
discussing dental hygiene with Jayrell Sellens.
15
Menu Revised
The development of a new menu was
undertaken by WWHS throughout 2008.
During the trial process considerable
feedback about the new menu
was received.
One area of concern was the particular
‘titles’ of menu selections and for
residents in particular, the modern title
was difficult in some circumstances to
identify the ingredients.
Catering staff organised a focus
group to discuss this aspect, and as a
consequence meal titles were altered to
more accurately reflect the content of the
selected dish.
New titles are based on identifying the
key ingredients which further assist
meal choice for preference, allergies and
flavours.
The feedback was extremely valuable
and the clear and simplified meal titles
ensure patients and residents are now
fully informed.
Some Highlights from Our
Vast Compliments …
Community Advisory Committees
All communities of our Service have active
Community Advisory Committees in place.
Reporting to the Board, Community
Advisory Committees provide a direct
line of communication from community
members and consumers.
A successful recruiting campaign
for additional Community Advisory
Committee members during the year
bolstered numbers.
play an important role in informing the
Board about community concerns and
perceptions of the Service, as well as
highlighting the excellent achievements
the Service has made.
Conversely, members of the Advisory
Committees are crucial to our
communication strategy and assist in
informing the broader community about
what is happening within the Service.
ABOVE: Audrey Gregory, resident of Archie
Gray Nursing Home, Kaniva, and Div 1 Nurse
Helen Ryan enjoy a chat without disturbing
Ruby the Cat.
Equity Trustees Not For Profit
CEO of the Year Award
I was honoured to be one of five finalists
for the 2008 Equity Trustees ‘CEO of the
Year Award’ presented at a ceremony at
the Arts Centre in Melbourne on Thursday
30th October 2008.
It was humbling to be recognised in a
National Award with top class Chief
Executive Officers from many excellent
‘Not for Profit’ organisations. Being
nominated is a credit to West Wimmera
Health Service and showcases the
excellent work we do.
Commendations & Advice
Feedback either in the form of
compliments or complaints is a vital
component in delivering quality services.
When consumers express their gratitude
with a compliment, staff involved can be
praised by their peers and their exceptional
work acknowledged. Equally a complaint
or constructive feedback assists us to
identify areas of service that may require
modification or, staff who may require
further education to ensure high standards
of healthcare delivery continues.
‘I cannot think of praise high
enough in words for these people,
- highly professional, caring,
compassionate, thorough, serving,
diligent, peaceful – I am really
overwhelmed by the excellence of
your staff.’
‘Our heartfelt thanks to you all for
your care, kindness and patience
shown to our mother’
‘We certainly picked the right
hospital, you come highly
recommended!’
Conclusion
We will continue to steer West Wimmera
Health Service on a direct course to
achieve our Vision and Mission to practise
impeccable governance, manage our
finances prudently and recruit highly
skilled, qualified and compassionate staff.
These remain our enduring goals.
16
INDUSTRIAL RELATIONS AND HUMAN RESOURCES
WELL MANAGED
The fundamental role of Industrial
Relations and Human Resource
Management is to successfully
guide and support the workforce
in a collaborative manner and in so
doing increase productivity, position
satisfaction and retain a highly skilled
and knowledgeable workforce.
A major and necessary attribute of the
these functions is to provide advice
to the Chief Executive Officer on key
aspects associated with essential good
governance.
To ensure compliance with changes to
workforce legislation and the Federal
Government’s new ‘Fair Work Australia’
Policy, which will come into force on 1st
July 2009, regular random audits have
been conducted on employment and
payroll practices. Evidence reveals the
Service is meeting its legal obligations.
The Australian Industrial Commission
handed down its decision in relation to the
Allied Health Professionals claim which
resulted in a significant pay increase
awarded to this group of employees.
Unfortunately the decision did nothing
tangible to assist Small Rural Health
Services attract and retain keenly sought
after Allied Health Professionals.
Predictions surrounding a robust round of
Enterprise Bargaining for non nursing and
support staff did not eventuate largely
due to the State Government changing
its wages policy with the Union having to
react quickly to ‘lock in’ a more generous
outcome.
The engagement of staff in change
management practices has resulted in
a number of innovative and sustainable
changes across the service in the way we
deliver Cleaning and Catering services.
These changes have resulted in better
outcomes for all concerned.
During the year a Human Resource
Governance Plan was developed which
will be adapted to address the Service
Strategic Plan.
I am proud to emphasise we lost no
time due to industrial disputes and our
relationship with our staff is excellent.
Benchmarking with other Rural Health
Services continues to become a high
priority in order to be recognised as
an employer of choice to ensure ‘best
practice’ ideals are observed.
People Matter Survey 2008
The Service participates on a voluntary
basis in the People Matter Survey
conducted by the State Services
Authority. This survey measures
staff satisfaction and organisational
compliance in relation to Public Sector
Values and Employment Principles. The
values measured are responsiveness,
integrity, impartiality, accountability,
respect, leadership and human rights.
The purpose of the People Matter
Survey is to track improvements in staff
satisfaction over time and West Wimmera
has recorded significant improvements
over a very short period.
People Matter Survey
Merit
Choosing people for the
right reasons
Reasonable avenues
of redress
Resolving issues fairly
Equal employment
opportunity
Providing a fair go for all
Fair and reasonable
treatment
Respecting and balancing
people’s needs
WWHS WWHS
2008 2006
84%
64%
Like
Orgs
2008
83%
77 %
51%
77%
94 %
87 %
94%
79%
63%
81%
When comparing 2006 with the 2008
figures it is pleasing to note that the
increase in staff satisfaction ranges
from 7% to 26% over 39 indicators in the
values section of the survey.
Importantly we record the Human
Resources Governance Plan has placed a
high priority on continuous improvement
with Executive Directors required to
report to the Chief Executive Officer
improvements gained across the Service.
Training programs addressing Bullying
and Harassment in the Workplace were
well attended and we will concentrate in
the coming year on employee assessment
and professional development
training to eradicate exposure to such
undesirable behaviour.
As we struggle in this economic period of
financial instability and new employment
laws, it will be important to build on
the successes of the past and meet the
challenges of the future which these
unpredictable times may bring.
ABOVE: John N. Smith PSM – CEO with Executive
Director of Finance and Administration Ritchie
Dodds who deputises in the CEO’s absence.
PAGE RIGHT: Darren Welsh, Manager Quality
& Safety, with Personal Care Worker Donna
Watson, discussing mandatory education
requirements.
17
MANAGEMENT OF RISK
NOT A RISKY BUSINESS?
Risks are carefully reviewed by Executive
Directors. Actions to minimise or
eliminate risk are formulated and put
into practise. Results are reported to the
Performance Review Committee and the
Board monthly.
Through these processes the Service
has been able to ensure there are no Very
High or Extreme risks currently recorded
within the Service.
Risks are revealed through the Incident
Reports. Incidents are documented and
reported through a computerised incident
reporting database (RiskMan), utilised by
staff in all locations.
The Risk Register is progressively refined
to concentrate on organisation wide
risks and to closely integrate it with the
Incident Reporting system.
Attestation
The following attestation bears out
the commitment of this Service to
appropriate management of our risks.
West Wimmera Health Service has
adopted a proactive approach in
managing its risks which includes
all facilities and all types of service
provision and activities.
The Risk Management Framework
includes procedures and practices to
support the Risk Management Policy.
This framework is designed to protect and
enhance Service resources and support
the achievement of Service objectives.
The Framework emphasises that
risk management is integral to the
management process and is based on the
following principles:
> It is the responsibility of all executives,
managers and employees, integrated
into all Service activities and
systems, and based on the Australia/
New Zealand Standard for Risk
Management (AS/NZS 4360:2004).
> Risk management is a part of everyday
work practice for the staff of West
Wimmera Health Service.
> Risks may present in the clinical,
non clinical, community and
volunteering areas of our organisation.
As a health care organisation, it is our
responsibility to identify risks step
by step, measure their impact and
manage them.
Risks take many forms; they can be
associated with the long distances
our allied health staff travel to
attend patients in outlying areas, our
maintenance staff working in confined
spaces or our nurses administering
medications to patients.
Risk is managed from the Board through to
the floor level of our operations. The Audit
Committee provides the over-arching
leadership and has the responsibility for
risk governance.
Attestation on Compliance with
Australian/New Zealand Risk
Management Standard 4360:2004
I, John Norman Smith certify that
risk management processes in place
consistent with the Australian/New
Zealand Risk Management Standard AS/
NZS 436:0 2004 and an internal control
system is in place that enables the
executives to understand, manage and
satisfactorily control risk exposures. The
Audit Committee verifies this assurance
and that the risk profile of West Wimmera
Health Service has been critically
reviewed within the last 12 months.
The Board and its Committees monitor
and examine the risks of the organisation
to ensure patients, staff, community
and resources, human and material
are protected.
A Risk Register is maintained and is
readily accessible to staff through the
Service Intranet. They are encouraged to
notify risks, contribute to the solutions
and actions that minimise risks.
Incidents are also rated according to
severity, from immaterial to extreme,
and placed in the Risk Register.
John N. Smith PSM
Nhill
10 September 2009
18
EDUCATION
DEVELOPING OUR FUTURE
To effectively care for our diverse communities it is
crucial all staff have the necessary skills to meet the
complex demands placed upon them in a safe, efficient,
reliable and effective manner.
Our ‘Virtual’ Future – Online Learning
Our key to achieving this outcome is to establish and
maintain a highly educated workforce, with the ability
to respond to the changing needs of consumers.
The e3 Learning opportunity is facilitated by the Department
of Human Services with education modules developed jointly
between the Grampians and Loddon Mallee Regions of the
Department. There is no fee associated with its use and
a Certificate is issued to the participant upon successful
completion of each e3 Learning course.
Education – Within Our Service
This year, 315 internal education sessions occurred focusing on
clinical care and skills, addressing practical aspects such as fire
safety, technology and management, with 2,410 attendees –
averaging 5 education sessions per staff member.
The big change in education has been the move to online computer
based learning, known as e3 Learning, a move enthusiastically
embraced by staff.
Modules addressing Medication Management and Fire and
Emergency Training are expected to be available in December
2009.
The Clinicians Health Channel, also facilitated by the Department,
is another online opportunity for education, research and
reputable clinical information.
E3 Learning 2009
External education has been well addressed, with 156 sessions
attended by 309 staff. Opportunities have included conferences,
workshops and short courses providing up-to-date knowledge.
We are committed to encouraging and supporting staff in pursuit
of further education by making Bursaries available for Tertiary
Study, paying Travel and Accommodation expenses for external
Seminars, and providing paid leave for courses of study and
attendance at conferences.
Education Addressing Patient Safety
15
E3 Learning Participants by month
Education Further Afield
12
9
6
3
The delivery of safe patient care is an undoubted imperative. To
achieve this goal staff are required to undertake annual training
in a number of key programs.
Compliance with Mandatory Education
Education Element
Bullying and
Sexual Harassment
Chemical Handling
Fire and
Emergency Training
Food Handling
Incident Reporting
Infection Control
Manual Handling
No Lift
Privacy and
Confidentiality
Resuscitation:
Basic CPR
Resuscitation:
Basic Life Support
2008/09 2007/08 2006/07 2005/06 2004/05
97%
98%
98%
70%
24%
99%
97%
95%
98%
100%
99%
86%
98%
50%
92%
99%
98%
97%
96%
95%
98%
95%
95%
97%
93%
95%
99%
97%
97%
95%
97%
94%
94%
92%
78%
81%
93%
70%
90%
68%
29%
36%
81%
66%
77%
96%
94%
98%
89%
70%
96%
90%
99%
92%
88%
0
Jan
Mar
Apr
May
Jun
Total Videoconference Usage by Numbers
and Duration
500
400
300
200
100
0
A high percentage of staff met the mandatory education requirements - an indication that
education is more readily accessible and sought.
Feb
Commentary: Our staff have contiunued to embrace online (computer) learning since its official
launch in January 2009. Over 190 individual education sessions have been completed. 85
different staff have used this new system and we expect this number to gradually increase in the
next 12 months as staff become more aware of its availability. Each workplace has a number of
computers available for staff to use. The education is also available for use from home via the
internet. A Certificate of Achievement is awarded upon completion of the course and in addition
this information is recorded in their personnel file.
Hours
Our goal is to reach 100% compliance, an outcome which must
be achieved.
Basic Life Support
Manual Handling
Elder Abuse
Office Ergonomics
IV Cannulation
2007/08
Total Durations (hours)
Number of Conferences
2008/09
19
Videoconferencing
Educational opportunities are expanding with the increased
use of videoconferencing at all sites, removing the tyranny
of distance.
Videoconferencing uses audio and video communication to bring
people together for meeting and education purposes. This can be as
simple as a discussion between two people or involve several sites
with more than one person at each site. Videoconferencing can also
be used to share documents and computer presentations.
Counsellor Sybil Braybrook consults with clients
via the Clinical Videoconferencing unit, Medilink.
Face to face education is able to be undertaken where participants
are great distances apart. Clinical staff meet weekly in this way to
plan patient care through multi-disciplinary meetings.
20
EMPLOYEES
THE HEART AND SOUL OF OUR SERVICE
In this era of high demand in the
public and private sectors for
workers in critical areas such
as health care, information
technology, engineering and
accounting and the necessity to
retain skilled workers we have
applied a twofold approach
to workforce planning using
aggressive recruitment and
innovative retention strategies
to maintain experienced and
highly motivated employees.
Directors of Nursing & Unit Managers assemble prior to
their monthly meeting. (L-R) Megan Webster, DON Jeparit,
Angela Walker DON Natimuk, Lesley Hawker DON Kaniva,
Christine Dufty Unit Manager Nhill Acute, Carol Paech
DON Rainbow, Katrina Fraser Unit Manager Goroke.
Absent: Dianne McDonald Unit Manager Iona Nhill
Long & Loyal Service – Staff Service Awards 2009
Certificates and Badges will be presented at the Annual General Meeting to staff who have served this Service with loyalty
and commitment over an extended period. We recognise their value to our Service and our patients.
35 Years of Service
Pauline Colbert
30 Years of Service
Roger Batchelor
Denise Jensz
25 Years of Service
Janet Fisher
John Martion
20 Years of Service
Shirley Ashfield
Kaye Borgelt
Pamela Clark
Caroline Fischer
Lorretta Fuller
Dianne Green
Rodney Greenaway
Kerri Lynch
Lisa Newcombe
Lee-Ann Pumpa
Megan Smith
15 Years of Service
Karen Alexander
Lisa Braybrook
Gillian Burgess
Pamela Burgess
Richard Lane
Julie Leddin
Cheryl Lowe
Sharyn Morrison
Sharelle Newcombe
Deborah Schilling
Fiona Weir
Desiree Williams
10 Years of Service
Kelvin Asplin
Rebecca Bastin
Pauline Breen
Toni Casey
Shirley Crick
Michelle Dickinson
Mary Graetz
Janet Heenan
Brenda M Jackson
Brian Jones
Sally Kruger
Douglas Matheson
Kevin Merton
Janet Shurdington
Hilma Summerhayes
Glenis Tink
Elizabeth Witmitz
Maureen Wright
21
WWHS STAFF 2008–2009
Chief Executive
Officer
John Smith
Executive Director
Finance &
Administration
Ritchie Dodds
Executive Director
Clinical Services
Janet Fisher
Executive Director
Corporate & Quality
Services
Kaye Borgelt
Executive Director
Medical Services
Dr Ian Graham
Executive Director
Industrial Relations
& Human Resource
Management
Leslie Butler
Operations
Manager
Melanie Albrecht
Executive Assistant
Katrina Pilgrim
Roy Abbott
Lucy Adamson
Elaine Aitken
Jillian Albrecht
Clifford Alexander
Ian Alexander
Karen Alexander
Raelene Alexander
Judy Allen
Gary Allison
Wendy Altmann
Glenda Aristides
Patricia Arnold
Shirley Ashfield
Kelvin Asplin
Angela Atta
Marlene Austin
Shirley Avery
Leah Bailey
Zoe Ballentine
Merrilyn Bamford
May Barber
Michelle Barber
Kaye Baron
Ian Barry
Sharon Bartholomew
Karen Barton
Rebecca Bastin
Roger Batchelor
Heather Batson
Narrelle Batson
Sean Bayzand
Clint Beattie
Kellie Beattie
Susanne Beattie
Tracey Bell
Julie Bloomfield
Rhys Boehm
Cindy Bone
Mathew Bone
David Brasier
Lisa Braybrook
Sybil Braybrook
Anthony Breavington
Pauline Breen
Samantha Briggs
Shelley Brown
Amanda Brownsea
Donna Burns
Helen Burns
Glenda Bush
Jayne Campbell
Helen Cannell
Mark Carracher
Taryn Carter
Toni Casey
Deborah Chaston
Patricia Chequer
Erol Chilton
Peter Chilton
Anne Christian
Janine Clark
Pamela Clark
Robyn Clark
Janice Clugston
Pamela Coates
Pauline Colbert
Alexi Conboy
Kellie Conboy
Alison Connell
Charles Cook
Helene Cook
Helisa Cook
Jennifer Cook
Kerryn Cook
Sharyn Cook
Jacqueline Cooper
Sarah Coughlan
Annie Coustley
Judith Coutts
Malcolm Coutts
Kerry Coyne
Marianne Cramer
Shirley Crick
Anthony Croke
Carolyn Croke
Maria Cuciniello
Deborah Cunningham
Janine Dahlenburg
Tani Dahlenburg
Jisha David
Robert Davies
Christine Dawson
Sandra Decker
Andrea Deckert
Christine Deckert
Kelvin Deckert
Susanne Dedio
Kellie Dickerson
Michelle Dickinson
Aimee Disher
Shenae Dixon
Kim Dodson
Christine Dufty
Jennifer Dufty
Sherrie Dumesny
Julie Dunford
Lynette Dunford
Timothy Dunmill
Kerryn Dyer
Danielle Eastick
Michelle Eldridge
Melissa Elliott
Geraldine Ellis
Sheryl Ellis
Kaye Emmett
Kevin Emmett
Wendy Essex
Allison Etherton
Vicki Etherton
Kerry Exell
Christina Farinha
Kaylene Featherstone
Carmel Feder
Penelope Finch
Anne-Marie Fischer
Caroline Fischer
Janine Fischer
Chantelle Fisher
Loretta Fisher
Erin Fisher
Wendy Flavel
Geoffrey Fletcher
Jane Ford
Katrina Fraser
Margaret Frew
Tyrone Friebel
Lorretta Fuller
Deborah Funcke
Shirley Galpin
Sharon Garwood
Carol Gebert
Darren Gebert
Kylie Gebert
Lipy George
Gwenda Gilpin
Leanne Glasgow
Tanya Golder
Kent Goldsworthy
Tennille Gould
Teresa Gould
Stacey Grace
Mary Graetz
Leonie Graham
Melinda Graham
Ashley Grant
Beverley Grant
Lawrence Grayling
Dianne Green
Allan Greenaway
Helen Greig
Jennifer Greig
Sarah Greig
Beverly Hage
Krystal Hall
Yvonne Hall
Anne Hamilton
Cynthia Harberger
Janine Harberger
Judith Harrington
Belinda Hartigan
Lesley Hawker
Christina Hayden
Yingying He
Christopher Hedt
Janet Heenan
Amanda Heinrich
Marie Heinrich
Trisha-Anne Heinrich
Michael Henderson
Samantha Hendy
Craig Henley
Merrin Hennessy
Debra Hill
Sandra Hinch
Casey Hiscock
Terri-Ann Hogart
Jodie Holmes
Shirley Honeyman
Charmaine Hovey
Beverley Howarth
Elaine Humphrey
Karen Hunter
Kathleen Hutson
Janice Hutton-Croser
Sarai Innes
Brenda Joy Jackson
Brenda Mary Jackson
Diane Jackson
Jessica Jackson
Phillip Jackson
Helan Jacob
Tracey Jarred
Margaret Jarvis
Swarnamalie
Jayakody-Arachige
Denise Jensz
Nakita Jewell
Janis John
Cheryl Johnson
Deborah Johnston
Bianca Jones
Brian Jones
Kevin Jones
Norman Jones
Sonia Jones
Valmai Jones
Yvonne Jones
Tesmy Jose
Deborah Kakoschke
Martha Karagiannis
Judith Keller
Marilyn Keller
Rowena Keller
Veronica Keller
Kim Kendrick
Karen Kennedy
Kathryn Kennedy
Catherine Kent
Amanda King
Mary King
Sherin King
Kayleen Kingwill
Linda Knight
Fiona Krelle
Margaret Krelle
Sally Kruger
Elsamma Kuriakose
Gladys Kyle
Elizabeth Lacey
Richard Lane
Lynne Launer
Kristine Laverty
Julie Leddin
Barbara Leffler
Ingvar Lidman
Katrina Lloyd
Sally Lockwood
Jessica Lovel
Bree Amber Lowe
Bree Camille Lowe
Cheryl Lowe
Darren Lyall
Patricia Lyall
Kerri Lynch
Lynne Lynch
Megan Mackenzie
Patricia Mackenzie
Dianne Maddern
Lyn Maddern
Marion Major
Sharon Marais
Brooke Marra
Julie Marra
Katie Martin
Fay Martion
John Martion
Harsha Mary-Antony
Melissa Mason
Douglas Matheson
Robyn Matheson
Leah Matthews
Seona Maybery
Gaile Mayne
Scott McCallum
Andrea McCartney
Dale McCartney
Joanne McCartney
Mathew McCartney
Nichole McCartney
Helen McClure
Maree McClure
Pauline McCracken
Tanya McCracken
Dianne McDonald
Jennifer McDonald
Merlyn McFarlane
Bianca McGennisken
Michelle McGennisken
Stephanie McIntosh
Catherine McKenzie
Lynne McKenzie
Sheryl McKenzie
Julie McLean
Lynette McLean
Bonnie McLeod
Peter McNelly
Jane McPhee
Casey Mellington
Lisa Mellington
Ann Merrett
Maree Merrett
Michelle Merrett
Tracey Merrett
Erin Merton
Kevin Merton
Neville Michael
Pamela Michael
CaraJane Millar
Lisa Miller
Sandra
Millward-Coyne
Rachel Milte
Breanna Moar
Cassandra Moar
Trudi Moar
Samantha Moloney
Erin Moorhead
Tracey Morphett
Sharyn Morrison
Sandra Muller
Chloe Mulraney
Samara Munn
Jacqueline Nash
Lisa Newcombe
Sharelle Newcombe
Candice Newton
Courtney Newton
Pamela Newton
Erika Niemann
Carole Nitschke
Megan Nossack
Kylie Oakley
Leanne O’Connor
Linda O’Heaney
Polly O’Heaney
Luke Oldaker
Brenda O’Leary
Jayne Oliver
Carol Paech
Rhianna Paech
Reginald Parsons
Catherine Patching
Nerida Patterson
Peter Pearce
Elizabeth Pfeiffer
Beverly Phillips
Heather Pinyon
Bobbie Pitt
Christie Pitt
Karen Pitt
Loata Pitt
Sandra Pollock
Rebecca
Powell-Hodges
Courtney Preston
Rhonda Preston
Pamela Price
Rosemary Pritchett
Lee-Anne Pumpa
Kelly Purcell
Donna Purchase
Nicola Quy
Patricia Rabone
Jaylath Ralalage
Denise Ralph
Jennifer Rentsch
Joylene Rich
Claire Riches
Graeme Ridgwell
Judith Ridgwell
Christine Ridgwell
Joshua Rintoule
Allira Roberts
Brenda Robinson
Kaye Robinson
Lesley Robinson
Natalie Robinson
Wendy Robson
Lara Rogers
Joylene Rohde
Tanya Roll
Valerie Roll
Rosemarie Rose
Helen Ross
Teresa Ross
Anna Rowe
Denise Rowe
Rosemary Rudd
Graeme Ruse
Helen Ryan
Laurence Ryan
Lynette Ryan
Melissa Ryan
Tania Ryan
Patricia Sagasser
Sharyn Salt
Debra Sanders
Sharon Sanderson
Richard Sartori
Patricia Saul
Kathryn Saxton
Judith Schier
Deborah Schilling
Sarah Schnaars
Nicole Schneider
Robert Schneider
Shirley Schorback
Rebecca Schultz
Denise Schulz
Wendy Schulze
Debra Schumann
Nicole Schumann
Susan Scobie
Ellen Scott
Theresa Scott
Diane Seeney
Michelle Sheahan
Karen Sherlock
Kerryn Shrive
Janet Shurdington
Karen Shurdington
Belinda Silinger
Joyce Sipthorpe
Wendy Sleep
Susan Sluggett
Dean Smith
Flores Smith
Janet Smith
Judith Smith
Keryn Smith
Leanne Smith
Stephanie Smith
Philip Soumya
Shirley Sproule
Sreekanth Sreekumar
Christine Stanford
Casey Stasinowsky
Amanda Stephan
Yvonne Stephan
Jacqueline Stevenson
Elaine Stewart
Denise Stimson
Debra Stonehouse
Hilma Summerhayes
Susan Szejnoga
Darren Taylor
Sindi Taylor
Sue Taylor
Val Terry
Ann Thomas
Vicki Thomas
Judith Thomson
Penelope Thurlow
Karen Tilley
Glenis Tink
Kristy Tink
Jessie Toose
Maritess Toquero
Margaret Trenery
Julie Tyerman
Bronwyn Usher
Adele Vincent
Melanie Wagg
Robyn Wagg
Angela Walker
Susan Walker
Helen Wallis
Krystal Wallis
Leanne Wallis
Rosalie Wallis
Stacey Wallis-Rabone
Donna Watson
Julie Watson
Karen Webb
Lindy Webb
Valerie Webb
Elaine Webster
Kerrie Webster
Megan Webster
Hannah Wedding
Christopher Weir
Fiona Weir
Kristen Weir
Katrina Welch
Mary Welch
Annmaree Wells
Darren Welsh
Linda White
Cheryl Williams
Desiree Williams
Wendy Wills
Elinor Wilson
Nicol Wilson
Elizabeth Witmitz
Lauren Witmitz
Norelle Witmitz
Julie Woolcock
Julie Worsley
Elisa Wotherspoon
Maureen Wright
Martin Yau
Mary Zadow
Rhonda Zivkovic
Christine Zubrinich
22
OUR YEAR
A STATISTICAL SUMMARY
Allied and Community Health
– Non Admitted Patient Occasions of Service
Acute & Sub-Acute – 2 Year Comparison
2008/09
1,879
10,757
8,601
1,614
542
71.9%
4.68
0
615
334
60
0.8318
1,379.84
183.16
0.76
18.03
1,003.19
374.05
Patients Treated
Occupied Bed Days (Total)
Acute Bed Days
Nursing Home Type Bed Days
GEM Bed Days
Percentage Occupancy (Acute)
Acute Average Length of Stay (Days)
Births
Procedures
DVA NHT Bed Days
DVA GEM Bed Days
Average DRG Weight
Non DVA WIES
DVA WIES
TAC WIES
Renal WIES
Public WIES
Private WIES
2007/08
1,902
11,052
8,366
1,669
1,017
73.7%
4.58
0
638
447
143
0.8036
1,384
144.70
4.21
14.69
1,026.49
344.88
Total
Total
2008/09
862
2,245
1,429
836
3,941
4,415
3,053
514
2,003
95
1,643
3,601
1,763
2,052
2007/08
779
2,778
963
1,222
3,649
4,162
2,647
1,029
1,840
N/A
1,316
3,752
1,587
1,841
Decrease in occupied bed days is a direct result of community health promotion and preventative care
activities. Pending appointment of a Geriatrician will increase the efficiency and utilisation of the
GEM Program.
Total Occasions of Service
Transport
Meals on Wheels
Meals to Day Centre
Meals to Senior Citizens
28,452
5,217
13,487
4,948
295
27,565
5,094
14,738
4,921
270
Residential Aged Care – 2 Year Comparison
Total External Services
23,947
25,023
7,796
5,824
614
7,428
5,414
574
Total HACC
14,234
13,416
Total All Services
66,633
66,004
HACC Funded Activity Hours
District Nursing
Day Centre
Community Health
5,305
31,979
417
5,485
29,764
380
Total
37,701
35,629
Nursing Home Bed Days
Hostel Bed Days
Nursing Home Discharges
Hostel Discharges
Percentage Occupancy Nursing Home
Percentage Occupancy Hostel
2008/09
27784
15529
34
34
98.9%
92.5%
2007/08
27,883
15,234
36
24
98.94%
90.48%
2006/07
27,735
14,819
36
38
99.00%
87.10%
Occupancy rates in the Nursing Homes were excellent and similar to levels achieved last year. Hostel
occupancy rates improved 2% on the previous year.
NB: Jeparit Hostel bed days in previous years have been counted into Nursing Home Bed days due to the
facility having one RACS number. Bed days for Jeparit Hostel have now been counted into Hostel days,
with figures altered from previous years accordingly.
Jeparit Hostel bed days: 2006/07 - 1792; 2007/08 - 1856; 2008/09 - 1825
Attestation on Data Accuracy
I, John Norman Smith certify that West Wimmera Health Service
has put in place appropriate internal controls and processes to
ensure that the Department of Human Services is provided with
data that reflects actual performance. West Wimmera Health
Service has critically reviewed these controls and processes
during the year.
John N. Smith PSM
25 August 2009
Occasions of Service
Diabetes Education
Dietetics
Massage Therapy
Exercise Physiology
Podiatry
Physiotherapy
Speech Pathology
Counselling / Welfare
Shared Care Midwifery Clinic
Dental
Primary Care Casualty (Emergency+Other)
Visiting Surgeons
Radiology
HACC Funded Occasions of Service
District Nursing
Day Centre
Community Health
Total increase in services is the result of an increased emphasis on preventative and health promotion
programs combined with the appointment of additional primary and community health care practitioners
23
Patients Transferred From and Within
Acute Admissions by Postcode
Transfer Destination
Number
%
Wimmera Health Care Group
Ballarat Health Services
Kaniva Hospital
St. John of God Ballarat
Western District Health Service
Jeparit Hospital
Nhill Hospital
Rainbow Hospital
Royal Adelaide Hospital
Royal Melbourne Hospital
Northern Hospital Epping
Wakefield Private Hospital Adelaide
Total
77
3
8
5
2
8
4
6
1
2
1
1
118
65.3%
2.5%
6.8%
4.2%
1.7%
6.8%
3.4%
5.1%
0.8%
1.7%
0.8%
0.8%
100%
118 (6.28%) patients were transferred from WWHS acute
hospitals to other hospitals, slightly less than in the previous year
when 6.94% of patients were transferred. 65% of patients were
transferred to Wimmera Healthcare Group, the nearest Base
Hospital with both Intensive Care and Coronary Care beds.
West Wimmera Health Service Total Occupied Bed Days
Number of Days
Program
Acute Inpatient
GEM
NHT
Nursing Home
Hostel
Total
2008/09
8,601
542
1,614
27784
15529
2007/08
8366
1017
1669
27,883
15,234
54,070
54,169
Residential Aged Care Bed Days
by Facility
Suburb
Number
%
Nhill
Kaniva
Rainbow
Jeparit
Horsham
South Australia
Goroke
Dimboola
Ararat
Warracknabeal
Serviceton
Others
Total
992
221
198
139
65
54
50
45
17
16
15
67
1879
52.8%
11.8%
10.5%
7.4%
3.5%
2.9%
2.7%
2.4%
0.9%
0.9%
0.8%
3.6%
100%
Site
Total Bed Days
Iona Digby Harris Home
Kaniva Nursing Home
Kaniva Hostel
Jeparit & District Nursing Home
Jeparit Hostel
Rainbow Nursing Home
Rainbow Hostel
Natimuk Nursing Home
Allan W. Lockwood Special Care Hostel
Trescowthick House Hostel
85% or 1600 admissions were from communities where we have
a physical presence with more postcodes represented this year
indicating a wider area of demand for our acute services.
9321
3933
2595
3604
1825
3649
3645
7277
3914
3550
Occupancy levels for our residential aged care facilities remained
buoyant throughout the year with all locations achieving levels
satisfactorily close to their annual targets. With the exception of
Kaniva Hostel, each facility recorded occupancy levels above 97%
with Jeparit Hostel, Rainbow Hostel and Rainbow Nursing home all
attaining the maximum possible outcome.
WWHS – Income by Program
Acute Care
Residential Aged Care
Ambulatory Care
Primary Health
Business Units
Capital Income
Donations & Bequests
Other
Total
2008/09
11,634
9,495
1,800
2,184
258
758
254
1,308
2007/08
10,791
9,345
1,805
2,022
270
1,030
1,206
1,691
27,691
28,160
WWHS – Expenditure by Category
2008/09
2007/08
Category
Employee Entitlements
Fee for Service
Corporate
Other
Fuel, Light and Power
Supplies
Depreciation
$000’s
18,671
869
1,843
1,967
560
2,224
1,132
$000’s
18,412
868
1,915
1,711
727
1,882
1,172
Total
27,266
26,687
60,000
50,000
40,000
30,000
20,000
2008/09
TOTAL
Hostel
Nursing
Home
NHT
GEM
0
Acute
Inpatient
10,000
2007/08
In 2008/09 the majority of care provided within our organisation
was in residential aged care, both nursing home and hostel. The
number of bed days across each different program remained
similar to that of the previous year.
Program
%
Acute Care
Ambulatory Care
Primary Health
Business Units
Capital Type Income
Other
39
33
6
7
1
4
4
6
Acute Care income received predominantly from the Department
of Human Services continued to represent the largest single
income category increasing from 38% of total income last year
to 41% in 2008/2009. Combined with Residential Aged Care
income (primarily sourced from the Australian Government) these
two items comprise some three quarters of total Service income.
Category
%
Employee Entitlements
Fee for Service
Corporate
Other
Fuel, Light and Power
Supplies
Depreciation
70
3
7
6
3
7
4
The bulk of our expenditure was again made up of Employee
Entitlements at 69%, unchanged from last year highlighting the
importance of ongoing strong and effective human resource
management. Supplies and Consumables and Corporate costs
formed most of the remaining expenditure.
24
COMMUNITY AND FUNDRAISING
WE DEPEND ON YOU!
Fundraising is an ongoing commitment to raise funds to support the continual upgrading
of facilities and equipment for our Service.
The generosity shown by donors in such hard times has been overwhelming and we are
extremely grateful for the magnificent support we have received from our Communities,
Benefactors, Sponsors, Businesses, Individuals, Bequests and Philanthropic Trusts.
Fundraising for the Capital Appeal has
been continuing steadily throughout
2008/09, with the total appeal funds to
date totalling $2.044 million.
Golf Day Fundraiser
In October 2008 the Service hosted the
inaugural 4 Person Ambrose Event at the
Nhill Golf Club.
The day was well attended with 10 teams
competing in the event undeterred by the
hot windy conditions.
The lucky winners were awarded prizes
kindly donated by a number of local
businesses. The day raised $2,270.00.
Festive Theme Day
The annual Christmas Festive Theme Day
incorporated all sites with a number of
schools and businesses participating.
St Patrick’s School children dressed in
festive clothing and collected donations
as they entertained ‘Iona’ Residents with
Christmas Carols.
A fun day was had by all raising $582.00
for the Nhill Hospital Redevelopment.
Art Show Fundraiser
2009 began with the planning of an
exciting new event inspired by local artist
Naomi Zanker.
Naomi hosted her first solo exhibition
‘Floral Fusion’ at Radmac Gallery in
Ballarat with a percentage of sales of
paintings and raffle tickets donated to the
Appeal.
The Exhibition was a huge success with the
Service receiving $1,955.00.
An excellent outcome and contribution –
thank you.
Murray To Moyne Cycle
Relay 2009
This year the Murray to Moyne Team
did it tough with a head wind and rainy
conditions. They did however excel and
managed to ride 520 km in 17 hrs 40 mins.
The team had a wonderful support crew as
well as many local sponsors.
Their efforts raised $600.00 for our
Service.
Biggest Morning Tea
‘Iona’s’ Biggest Morning Tea organised by
the Activities Co-ordinator was enjoyed
by residents, family, community members
and staff.
A gold coin donation raised $240.00 for
cancer research.
Sale of Chocolates And Books
This activity continues to be an ongoing
fundraising effort, contributing $4050.00
to our funds throughout the reporting
period.
Valuable Volunteers
The Service has in excess of 40 dedicated
community volunteers who commit their
time and expertise to all areas of our
organisation.
Volunteers actively participate in
providing patient transport, garden
landscaping, music and entertainment,
craft activities, meal delivery, pet therapy,
walking school bus, exercise activities and
shopping support.
The Service is blessed to have a large base
of volunteers who are instrumental in
assisting with the provision of our various
services. It is impossible to personally
thank every volunteer but their individual
contributions, commitment and dedication
to the Service is greatly appreciated.
Public Recognition
Volunteers associated with the Nhill
Drought Resource Centre, were proud
to be nominated as finalists in the Pride
of Australia Medal Victorian Section
in recognition of the extraordinary
commitment to their community.
The finalists were Mrs Sue Krelle,
Ms Shona Hoffrichter, Mrs Helen
Schwarz and Mr Carl Krelle. This is
a wonderful achievement for our
volunteers to be recognised at such a
high level! Congratulations.
Ladies Auxiliaries
A special mention must be made of the
Ladies Auxiliaries across our facilities
who are a tireless band raising funds
for special items of equipment and who
support the Service in many ways.
Ladies Auxiliaries and Friends &
Relatives Groups support Cooinda,
Nhill Hospital, Kaniva Hospital, Jeparit
Hospital, Rainbow Hospital, Goroke
Residential and Aged Care Facilities,
and have financed important equipment
for our Service including large screen
televisions, activity books, resident
mobile lounge chairs, plants and garden
materials, crockery, sporting uniforms,
medical equipment and recreational
structures.
Thank you sincerely for your continuing
wonderful work!
Kate Kennedy, Capital Campaign
Coordinator preparing for the
next fundraising initiative.
25
26
COMMUNITY AND FUNDRAISING > WE DEPEND ON YOU!
ECG Fundraising
Div 2 Nurse Judy Ridgwell has been a tremendous
driving force behind a number of fundraising activities
with the express purpose of raising funds for a much
needed new Electrocardiograph machine.
Many staff and community members supported raffles,
a Melbourne Cup Day event and a walkathon which was
a huge undertaking, walking from Netherby to Nhill –
32 kilometres.
These efforts have contributed $6,671.55 towards the
new electrocardiograph unit for Nhill Hospital.
What a magnificent commitment.
Div 2 Nurse Judy Ridgwell campaigned
vigorously to raise funds for the purchase of a
new ECG Machine for the Service. Nhill Hospital
patient Keith Dickinson is pictured with Judy
reaping the benefits of the new purchase.
27
Volunteers
Trevor Atwell
Graham Belgrave
Jacqueline Belgrave
Barry Brown
Barbara Champness
Geoff Davis
Tracey Deckert
Sharon Dixon
Heather Dufty
Marie Goode
Rosa Goode
Wyn Hamlyn
Kevin Hedt
Beverley Hobbs
Shona Hoffrichter
John Hunter
Joan Ingham
Rochelle James
Richard Jones
Gary Judd
Phyllis Keller
Janette Kirk
Carl Krelle
Susan Krelle
Judith Lawson
Darryl Lewis
Mariel Macalinao
Kenneth Mackenzie
Norman Mansfield
Brian McGennisken
Katrina Morgan
Sam Morris
Eunice Morris †
Allen Norman
Brenda Norman
Luke O’Connor
John Pumpa
James Rochelle
Gary Robinson
Julia Schoneville
Helen Schwarz
Maureen Skinner
Helen Slattery
Kenneth Sleep
Sini Sreekanth
Elsa Williams
Candice Wilson
Volunteer Groups
Donations and Bequests
Apex
CFA
CWA
Ladies Auxiliaries
Lions Clubs
Probus
Residential Care Friends
& Relatives
Rotary Clubs
RSL Clubs
SES
Donor
Collier Custodian Co.
Estate of R C Eastick
Natimuk Friends & Relatives
William Angliss Charitable Trust
Estate of Sarah Stott
Chocolate sales
Anonymous
Raffles
Mr N Gould
Jeparit Hospital Ladies Auxiliary
WWHS Golf Day
Friends All Riding Together
Jeparit Hospital Social Club
Mr L D Creek
Estate of Mr K Allen
Mr & Mrs A R Taylor
Greta Group Pty Ltd
Drought Resource Centre
Murray to Moyne
The Salvation Army
West Wimmera Darts Assocation
Mrs N Zanker
Mr & Mrs M Schilling
Mr & Mrs J M Davey
Nhill College
Cooinda Ladies Auxiliary
Christmas Red Ribbon Day
Mrs Flora Taylor
Mr & Mrs G Cooper
Mr & Mrs P Ralph
Mr & Mrs S Walter
Book Sales
Nhill Day Centre
Frock & Frolic
About Town
Winiam Hall
Farmers Arms Hotel
Britten Floor Coverings
Campbell Silos
Ahrens Sherwell
Mr & Mrs C J Magrath
Rural Energy
Jim’s Butchery
Little Desert Lodge
Dulkeith Computer Solutions
Union Hotel Nhill
St Peter’s Lutheran School
Elgas
Nhill Kindergarten
Mr R Dodds
Mr & Mrs P Cramer
Total
50,000
25,000
6,503
5,000
4,160
4,050
3,903
3,122
3,000
2,775
2,270
2,200
2,000
2,000
2,000
2,000
2,000
1,907
1,155
1,000
1,000
1,000
1,000
1,000
861
614
582
500
500
500
500
447
418
364
328
300
300
250
250
250
250
250
250
250
250
220
200
200
200
200
200
Donations – Value Undisclosed
Estate of George Mitchell
Driscoll, McIllree & Dickinson
Mr & Mrs K Binns
Mr & Mrs B L Dorrington
Mr & Mrs G T Kerber
–
–
–
–
–
Donations Under $200
Total
Total Cost of Fundraising
5,439
254,105
10,000
Grand Total
244,105
28
CORPORATE GOVERNANCE
DIRECTIVES AND OBLIGATIONS
Major Committees
Audit Committee
Accepts the responsibility of overseeing
review processes including the
performance and independence of
the internal auditor and the Auditor
General’s agent, internal controls for
financial processes, the risk management
framework, monitoring compliance with
laws and regulations and the Service’s Code
of Conduct and Code of Financial Practice.
Executive Committee
Exercises the Board’s powers between
Board meetings and manages the Chief
Executive Officer’s employment and
performance.
Finance Committee
was incorporated as a Public
Hospital on 21st August 1995
under the Services Act 1988 (VIC).
Corporate Governance is the
framework of rules, systems and
processes within which an organisation
is controlled and operates.
The Board of Governance has the
responsibility to govern and delegates
to the Chief Executive Officer its
management and operation.
Currently the Service has nine Board of
Governance Members. When a vacancy
arises positions for Members are
advertised and applications are forwarded
to the Minister for Health for endorsement.
The Governor in Council officially appoints
Board of Governance Members on the
recommendation of the Minister.
The appointment cycle is three years
at which time Members can apply for
reappointment.
The Board of Governance has two
important policy documents which set our
corporate governance framework of the
Service. They are:
‘By-Laws’ approved by the Department
of Human Services which outline the
obligations of the Board to govern the
Health Service.
The By-Laws incorporate clear direction
to the Board regarding its governance
obligation in regard to Meetings of
the Board, Appointment of the Chief
Executive Officer, Quality Assurance,
Mandatory Committees, Annual Report,
Annual Meeting, Auditors, Investment And
Disposal and Winding up of Assets.
‘Rules of Procedure’ adopted by the Board,
detail the operational framework and
processes through which all governance
matters are observed.
The ‘Rules of Procedure’ address the
leadership role of the Board, Codes
of Ethics and Acceptable Standards,
Delegation of Authority, Committee
Structure, Appointment of Visiting
Medical Practitioners and other General
Governance Standards.
implemented a robust governance
framework which includes Financial,
Business and Strategic Planning.
Pecuniary, Conflict &
Declaration of Interests
Pecuniary Interests involve actual,
potential or perceived financial gain or loss.
A Conflict of Interest is conflict between
public duties and private interests which
may be actual, potential or perceived.
The declaration of any known conflict
of interest by Board Members is a
fundamental element in guaranteeing the
highest level of integrity and public trust.
There were no instances in any Board or
Executive Meetings where it was necessary
for a member to declare a Conflict or a
Pecuniary Interest.
Monitors and oversees the financial
performance by reviewing strategic
performance targets, operational and
capital expenditure and budgeting.
Clinical Appointments, Credentialing
and Review Committee
Has a duty of care to ensure all health
professionals practising within the
organisation are appropriately qualified
and competent to perform their designated
duties within their defined scope of
practice. Credentialing protocols for all
Clinical Practitioners are applied.
Performance Review Committee
Is responsible for establishing and
monitoring policy and quality frameworks
by ensuring appropriate organisational
structures, processes and resources are in
place to manage and improve the safety of
care, services and service delivery. It also
addresses compliance with legislation,
regulations and Australian Standards.
Advocate a consumer perspective on
behalf of each community and advise the
Board on strategic issues and initiatives,
simultaneously promoting a consumer and
community point of view.
Management Committees
Provide an important reporting and
advisory role to Board Committees.
These Committees are: Clinical Quality
& Safety, Corporate Support, Safety &
Environment, and Occupational Health
& Safety.
ABOVE: Independent Audit Committee Members
– John Magrath (L) with Chairman John Hobday (R)
29
ORGANISATIONAL STRUCTURE
Board of
Governance
Consultants
Chief Executive
Officer
Manager
Disability Services
Dental Services
Executive
Director Corporate
& Quality Services
Executive Director
Medical Services
Executive Director
Clinical Services/
DON Nhill
Operations
Manager
Executive
Assistant
Executive Director
Industrial Relations
Human Resource Mgt.
Executive
Director Finance
& Administration
Accreditation
Catering
Education
Engineering
General Services
Health Information Services
Manager Allied
& Community
Health
Clinical
Operations
Manager
OH & S
Quality
Risk Management
Safety
Security
Diabetes Education
Dietetics
Goroke CHC
Health Promotion
Home & Community Care
Lowan Rural Health
Maternal & Child Health
Physiotherapy
Social Work
Speech Therapy
Acute Care
– Nhill, Kaniva,
Jeparit, Rainbow
Aged Care
– Nhill, Kaniva, Jeparit,
Natimuk, Rainbow
Central Sterilising
Infection Control
Operating Theatre
Pharmacy
Radiography
Accounting Services
Accounts Payable
Accounts Receivable
Information Technology
Payroll
Procurement
Reception Services
Resource Centre
30
BOARD OF GOVERNANCE
MEMBER PROFILES
Ronald A. Ismay
Lester C. Maybery
Harvey Champness
Leonie G. Clarke
John A. Hicks
Ronald S. Rosewall
Desmond J. White
Janice M. Sudholz
Rodney L. Stanford
Ronald A. Ismay
Lester C. Maybery
Harvey Champness BA, Dip Ed
President / Business Proprietor
Vice President / Primary Producer
Term of Appointment:
01.03.07 – 30.06.09
01.03.07 – 30.06.09
Ron has significant financial and business
management experience and is dedicated
to maintaining quality health services in
rural areas.
With his vast knowledge of rural
communities Lester is committed to
ensuring viable cost effective health
services to the people of West Wimmera.
Accredited Lay Preacher -Uniting
Church, Waterwatch Community
Monitoring Officer, Wimmera Catchment
Management Authority
WWHS Committees:
Executive, Audit, Finance, Performance
Review, Clinical Appointments,
Credentialing & Review, Rainbow
Community Advisory
WWHS Committees:
Executive, Finance, Chair – Performance
Review, Chair – Natimuk Community
Advisory
Board Meeting Attendance: 100%
03.03.09 – 30.06.11
A recent appointment to the Board,
Harvey has a background in education.
Through his role as a Lay Preacher he has
gained vast knowledge of community
issues and has a particular interest in
aged care and accessibility to quality
healthcare.
WWHS Committees:
Kaniva Community Advisory
31
Leonie G. Clarke
Ronald S. Rosewall BA SocSci
Janice M. Sudholz
Education Support - Librarian
Retired
Home Duties/Farmer
01.11.08 – 30.06.2011
01.11.08 – 30.06.10
01.03.07 – 30.06.09
Leonie was appointed by the Governor
in Council as a Justice of the Peace in
September 2008 . Her vision is the long
term viability of West Wimmera Health
Service to deliver sustainable healthcare
to our communities.
Ron is a member of the National Disability
Service Committee and serves on the
Board of Victoria Advocacy League for
Individuals with a Disability. He brings a
depth of knowledge and understanding
of the provision of health, welfare and
disability services to the Board.
Janice has broad governance experience
and is keen to review and implement
recommendations from the Community
Needs Analysis and Service Profile
Project Report.
WWHS Committees:
Executive, Performance Review, Clinical
Appointments Credentialing and Review,
Chair – Rainbow Community Advisory
John A. Hicks MBA BE
Chief Executive Officer,
Hindmarsh Shire Council
01.03.07 – 30.06.09
As CEO of Hindmarsh Shire Council John
has significant expertise in financial
management and community issues. He is
committed to responsible administration
of health and aged care.
WWHS Committees:
Audit, Finance, Nhill Community Advisory.
WWHS Committees:
Executive, Performance Review,
Clinical Appointments Credentialing
& Review, Chair – Jeparit Community
Advisory, Chair – Cooinda Community
Advisory
Rodney L. Stanford
Social Worker
01.11.08 – 30.06.10
Rodney has experience in the governance
of community care and has a wide
perspective of community issues. His
focus is to meet the specific healthcare
needs of remote rural communities.
WWHS Committees:
Audit, Finance, Chair – Kaniva Community
Advisory
WWHS Committees:
Executive, Finance and Natimuk
Community Advisory.
Desmond J. White
Dip Agr Sci, Post Grad Dip Ag, Adv Cert
Works Man, Dip Eng Tech, Adv Dip Eng
Tech
Civil Engineer
01.07.08 – 30.06.11
Des possesses astute management skills
and is committed to the provision of
access to sustainable health services for
rural and remote communities.
WWHS Committees:
Audit, Chair – Goroke Community
Advisory
RESPONSIBLE OFFICERS FOR OUR SERVICE (as at 30th June 2009)
Commonwealth
State
The Hon Nicola Roxon MP
Minister for Health and Ageing
The Hon Daniel Andrews MP
Minister for Health
The Hon Justine Elliot MP
Minister for Ageing
The Hon Lisa Neville MLA
Minister for Mental Health, Community
Services and Senior Victorians
The Hon Jenny Macklin MP
Minister for Families, Housing, Community
Services and Indigenous Affairs
The Hon Bill Shorten MP
Parliamentary Secretary for Disability
and Children’s Services
The Hon John Forrest MP
Member for Mallee
The Hon David Koch MLC
Member for Western Victoria Region
The Hon Jaala Pulford MLC
The Hon Gayle Tierney MLC
The Hon Tim Holding MLA
Minister for Finance, Workcover and
Transport Accident Commission, Tourism
and Major Events, and Water
The Hon John Vogels MLC
Mr Hugh Delahunty MP
Member for Lowan, Shadow Minister for
Sport & Recreation, Youth Affairs and
Veterans’ Affairs
Ms Fran Thorn
Secretary, Department of Human Services
The Hon Gavin Jennings MLC
Minister for Environment and Climate
Change and Innovation
The Hon Peter Kavanagh MLC
Department Of Human Services
Dr Chris Brook
Executive Director, Rural and Regional
Health and Aged Care Services
Ms Maree Guyatt
Director, Rural and Regional
Health Services
Ms Brenda Boland
Regional Director, Grampians Region
32
LEADERSHIP AND MANAGEMENT
OUR EXECUTIVE TEAM
The Executive team under the leadership of the
Chief Executive Officer is accountable to the
Board for executing the statutory responsibilities
of the Service, its targets and obligations set
by the Department of Human Services and the
Commonwealth Department of Health and Ageing.
The focal point of the Chief Executive Officer
through his Executive Team is to support the Board
of Governance with the education and personal
development of all staff to establish a high
achieving workforce.
Mr John Smith PSM
MHA, Grad Dip HSM, AFACHSE, CHE, FAHSFMA, AFAHRI, AFAIM, FAICD
John commenced his appointment in 1995 after serving as the
Chief Executive Officer of the Nhill Hospital.
His experience and expertise is a sound basis for managing the
effective and efficient use of business assets, human resources
and the execution and administration of all decisions and policies
of the Board.
His wealth of knowledge, business acuity and determination are
the basis of his strength of management.
John is a Board Member and National Councillor of the Australian
Council on Healthcare Standards, a National Councillor of the
Australian Healthcare & Hospitals Association, and a Board
Member for the Victorian Hospitals Industrial Association.
ABOVE: Executive Team
L-R – Katrina Pilgrim, Kaye Borgelt, Leslie Butler,
John Smith PSM, Ritchie Dodds, Janet Fisher, Melanie
Albrecht . Absent: Dr Ian Graham (see page 41)
For his contribution and dedication to the Nhill community and
the Nhill Hospital in particular, John was awarded a Public Service
Medal in the Australia Day Honours 1991.
33
Ritchie Dodds
Kaye Borgelt
Leslie Butler
B Com (Acc) CA FFin MBA (HRM)
Assoc Dip Med Rec Admin, Grad Cert Mgt Org
Change, HIMAA Accredited Coder
B.Lab Stud, Assoc Dip Lab Stud, RN Div 2
Executive Director
Finance and Administration
Ritchie was appointed in April 2006
and is responsible for Finance, Payroll,
Information Technology, Supply, and
Administration.
Previously Ritchie gained considerable
experience as the Operations Manager,
Personal Assistant to the Chief Executive
Officer and Finance Accountant.
He gained a Bachelor of Commerce degree
(Accounting major) at the University of
Melbourne, is a Chartered Accountant and
completed a Graduate Diploma in Applied
Finance & Investment and a Master of
Business Administration majoring in
Human Resource Management.
Ritchie deputises for the Chief
Executive Officer.
Executive Director
Corporate & Quality Services
Kaye is responsible for co-ordinating and
facilitating quality and safety throughout
the organisation, promoting a robust risk
management framework and a culture of
continuous improvement.
She is responsible for Occupational Health
and Safety, Organisational Security
and non-clinical and support services,
including engineering, catering and
general services, education and health
information services.
Kaye has a background in Health
Information Management. She was
appointed in 2004 and prior to that was
Director of Health Information Services.
Dr Ian Graham
RN RCNA Grad Dip Bus Management
MB,BS (Melb.); M. Health Planning (NSW);
FRACMA; Cert. Essential Skills in Medical
Education (AMEE).
Executive Director
Clinical Services
Executive Director
Medical Services
Jan was appointed in January 2009. Her
responsibilities include management
of Medical, Surgical and Primary Care
Casualty Services, Central Sterilising,
Radiology, Pharmacy, and Maternal and
Child Health.
Dr Graham is the Executive Director of
Medical Services. He chairs the Clinical
Quality and Safety Committee and
Medical Staff Association meetings.
Janet Fisher
She is also responsible for the
management of Residential Aged Care,
Allied and Community Health, Day Centres
and Goroke Community Health Centre.
A Registered Nurse Division 1, Jan
has an Advanced Diploma of Business
Management, and was previously
Executive Director of Aged Care and
Community and Allied Health.
Ian liaises with clinicians and senior
management regarding patient safety,
clinical practice, credentialing, scope of
clinical practice and patient care matters.
Dr Graham is the part-time Medical
Director of the Postgraduate Medical
Council of Victoria (PMCV) and practises
as a consultant in health management,
leadership and education.
Executive Director Industrial Relations
and Human Resource Management
Responsible for the strategic direction of
Human Resources and Industrial Relations
Management, Les promotes development
and training in management techniques.
Les advises the Chief Executive Officer on
Industrial Relations and Human Resource
Management and supports the Executive
team, advises on WorkCover claims,
conducts workplace mediations and
attends industrial forums as the Health
Service representative.
Melanie Albrecht
LLB, BIS, Grad. Cert. HSM, AFCHSE
Operations Manager
Melanie was appointed Operations
Manager in April 2006 and is responsible
for the executive management of
Disability Services, Dental Services,
Aged Care Administration, Compliments
and Complaints, Contracts and assisting
the Chief Executive Officer with
special projects.
Melanie’s knowledge of health and
business is growing as she continues
her Master of both Health and
Business Administration.
Katrina Pilgrim
Cert IV Bus Management
Executive Assistant to CEO
Katrina commenced employment at Nhill
Hospital April 1986. She was appointed
Executive Assistant to the CEO in
September 2004 and has over 20 years of
secretarial experience.
She is the Minute Secretary to the
Board of Governance, Committees and
Management Committees and assists with
major function organisation.
34
ACUTE CARE SERVICES
WE CAN CARE FOR YOU
When illness strikes the place to be is home or
as near as you can be. We are dedicated to caring
for you; we are your home away from home where
Orthopaedics, Ophthalmology, ENT, Gynaecology,
Oral and General Surgery and superior Medical
Services are at your fingertips. Care with compassion
is our maxim. We think care, we actually do care and
our care is genuine...
Dialysis Unit Nurse Tania Ryan RN Div 2 with Lorraine Semmler who
attends the Dialysis Unit at Nhill Hospital three days each week
35
Goals
Strategies
Achievements
Future
To deliver safe and
effective needs-based
healthcare by providing
timely and effective
emergency and elective
services and promoting
improved health
outcomes.
Attract and retain qualified
and skilled clinicians –
medical, nursing and allied
health professionals.
1,879 patients treated.
Recruit additional Division 1
Nurses.
To reintroduce ‘low risk’
maternity services.
Introduce and expand clinical
services to conform with the
Strategic Plan.
Provide modern and safe
medical equipment, and
embrace new technologies.
615 elective procedures
performed.
Dialysis Unit expanded – 305
patients treated.
Professional relationships
with Visiting Medical
Practitioners broadened.
Introduction of patient
consultation via
Videoconferencing allowing
patients to participate in
specialist consultations
without having to travel long
distances.
X-ray reporting efficiently
refined.
Six graduate nurses
employed.
Quality Emergency and
Elective Care
Acute care services are at Nhill, Rainbow,
Jeparit and Kaniva, with all sites having 24
hour Primary Care Casualty departments
for emergency presentations.
45% of all patients admitted were
classified as emergency admissions,
requiring immediate attention. Most of
these patients were treated effectively
by our Visiting Medical Practitioners and
were discharged to their home. However,
occasionally patients require a higher
level of care (intensive, coronary care or
specialist referral). These patients are
transferred to the nearest appropriate
health service, or to a regional,
metropolitan or interstate hospital.
In 2008/09 1,021 patients were treated
as elective admissions and were admitted
for a planned stay. These patients
included dialysis admissions and those for
elective surgery.
WWHS offers a range of specialist
elective surgery providing patients with
the opportunity to have procedures
undertaken in their local environment,
where family and friends can readily
visit without travelling long distances.
Elective surgery available includes
Ear, Nose and Throat, Orthopaedic,
Dental, Ophthalmology, Gynaecology and
General Surgery.
Electrocardiogram Reporting
(ECG)
Dr van den Broek, a Specialist Physician
reports on all ECGs. He interprets and
diagnoses ECGs (measurement of the
electrical activity of the heart), providing
specialist advice to our Visiting Medical
Practitioners to initiate prompt and
relevant clinical care for patients with
acute cardiac conditions. These ECG
reports are received within 24 hours.
Urgent reports are dealt with almost
immediately – this is outstanding
professional support for the Visiting
Medical Practitioners.
Introduce Chemotherapy
treatment.
Formalise the relationship
with Rural Ambulance
Victoria to assist in Primary
Care Casualty.
As highlighted in the
Community Needs Analysis
and Service Profile Report
we must strengthen and
formalise partnerships with
larger regional, metropolitan
and interstate health services
to broker efficient service
provision and to ensure
seamless patient transfers
between organisations.
We must continue to respond
to community needs by
seeking the opportunity to
provide identified clinical
needs.
Medical Imaging - Reporting
Times Improved
Our alliance with Western Medical Imaging
has been a positive step with a remarkable
turnaround in reporting times of urgent
and non urgent x-rays.
Urgent reports are now received
within one hour of the x-ray – providing
Visiting Medical Practitioners with
accurate diagnoses and supporting
the commencement of necessary and
timely treatment.
36
ACUTE CARE SERVICES > WE CAN CARE FOR YOU
Excellent Graduate
Nurse Program
Graduate Division 1 Nurses gain
experience in medical, surgical, aged,
community and ambulatory care,
emergency and critical care.
Mentorship and direction is provided
during the first 12 months of clinical
practice for newly graduated Division 1
nurses, providing a solid background for
future career exposures.
New Initiative
After a period of consolidation at the
Nhill Hospital, Graduate Nurses now have
the opportunity to gain experience as
the Nurse in Charge at our more remote
sites. Strict parameters ensure adequate
support and guidance is provided to the
Graduate. This initiative is an excellent
professional and clinical learning
experience. Feedback from Managers and
Graduates has been extremely positive.
Pharmacy
Admission And Discharge:
In November 2008 ‘Medprof’, a computer
program for Pharmacists to produce
a Medication Profile for patients on
discharge was installed. Patients receive
information about their medications
assisting them to understand the
importance of safe and effective
administration of their medications.
The Admission and Discharge Program has
two main functions: Pre-Admission Clinic
and Discharge Planning.
We have surveyed patients discharged
since January 2009 to determine the
level of benefit ‘Medprof’ has provided
with the results revealing that patients
have appreciated the Medication Profile
particularly in preventing duplication of
medications.
Elective surgery patients attend for a
pre-admission interview prior to their
admission to hospital. The aim of the
interview is to educate, assess and inform
the patient regarding expected outcomes
of their surgical procedure, pre and post
operative requirements, preparation for
lifestyle and support services required
following discharge, such as Home Help or
Meals On Wheels.
ABOVE: Pharmacist, Martin Yau preparing
patient medications.
PAGE RIGHT: Dr. Shoaib Munawar (left), Tristar
Medical Group, consults with patient Graham
Stephan.
37
Haemodialysis (Dialysis)
Equipment Purchases
Dialysis is vital to sustain life for those
with renal disease or diminished renal
function. It helps to balance fluid, minerals
and chemical levels in the blood with
patients required to receive treatment 3
days per week.
Department of Human Services Targeted
Equipment Program funding has provided
a new Cardiac Monitor for Kaniva Hospital
and Patient Trolleys in consulting areas of
the Nhill Hospital.
An increased demand has witnessed
an increase in unit capacity from 2 to 4
chairs. Previously patients had to travel
to other regional facilities to access this
service. A reduction in travel time of at
least six hours per week for these patients
has occurred.
Education for staff and patients has
been an important facet in increasing our
capacity. Additional training for Division 1
and 2 Nurses supported by a Department
of Human Services grant ensures
specifically trained Nurses are available
at all times. Training of additional nursing
staff is planned.
Infection Control
An effective Infection Control Strategy
is central to providing safe quality care.
This Service has stringent strategies and
controls in place to maintain our virtually
infection free status.
Clinical Waste
Waste produced by medical procedures
such as dressings, surgery and dialysis
must be disposed of at specialist waste
centres. We questioned if the amount
of clinical waste reflected how busy we
were. We graphed the amount of waste in
kilograms against the number of occupied
bed days and discovered that there was
a direct correlation. It is reassuring to be
able to quantify that increases are due
to increased business within the health
service, rather than poor procedures.
In 2009-2010 audits will be undertaken
to ensure that items are discarded via the
correct waste disposal system.
Gastroenteritis
Ongoing episodes of gastroenteritis
occurred in our catchment area with
many patients admitted to hospital
with a diagnosis of Gastroenteritis,
the commonly highly contagious Norovirus
(Norwalk Virus). There were no outbreaks
of hospital acquired gastroenteritis which
is testament to the exceptional nursing
care and infection control procedures
applied across our Service.
38
Hand Hygiene
Swine Flu (H1N1)
Occupational Exposures
Hand Hygiene encompasses hand washing
and the use of Alcohol Based Handrubs.
Supported by Department of Human
Services Statewide Quality Branch,
the Victorian Hand Hygiene Program
combines education and auditing of Hand
Hygiene practices in Victorian Public
Hospitals.
The Swine Influenza pandemic created
considerable concern within the
community during Winter 2009. The
pandemic to date is a mild form of
influenza that is very infectious. Much
literature and information has been
supplied by the Department of Human
Services and we were very aware of the
situation. West Wimmera Health Service
has collaborated with the Hindmarsh
Shire to prepare a Pandemic Plan which,
combined with our Business Continuity
Plan, has us well organised to cope with
the challenges associated with a major
pandemic outbreak.
Occupational Exposures and Needlestick injuries are occupational hazards
staff attempt to avoid. Acute areas of the
Health Service have a greater level of use
of needles and intravenous devices which
increase the risk of a ‘sharps’ injury and
while all possible attempts to prevent
these injuries are made occasionally
accidents do occur. Strict reporting and
treatment procedures are in place to
address such a problem should it arise.
Staff Health
We endeavour to protect our staff by
providing free vaccinations to resist
illnesses such as Influenza and Hepatitis B.
ABOVE: Young patient Katey Zivkovic playing
cards with her mother Rhonda as Div 1 Nurse
Helan Jacob records Katey’s discharge plans.
Rhonda recently Graduated from the University
of Ballarat as an RN Div 2 Nurse.
Four needle stick injuries occurred in
2008-2009, all in the Nhill Hospital.
Staff Education Compliance
Mandatory Infection Control education
is in place for staff from all Departments.
Staff must have an understanding of
Infection Control principles in regard to
hand hygiene, special cleaning, isolation
and protective clothing and special
requirements of patients to ensure
minimal infections are experienced and
cross infection prevented.
39
ACUTE CARE SERVICES > STATISTICS
Major Elective Surgical Procedures
Dental Statistics by Procedure
Procedure
Exams
X-rays
OPGs
Scale & Clean
Fillings
Extractions
Root Canal Treatments
Crowns
Dentures
Total
Major Procedures
No. Performed
Hip
Knee
Gynaecology
Cholecystectomy
Hernia
IOL (Cataract)
Eyes other
Dental
ENT
General other
Total
25
33
35
12
19
107
8
60
40
8
347
Admitted Patient Activity
No. Performed
722
825
63
268
1,115
680
38
15
58
3,784
Public and private dental patients are treated and waiting lists
remain at the State waiting list average, with the exception of
Prosthetics which is a considerably shorter wait time.
Staff Flu Vaccinations
60
Rainbow
Goroke
Kaniva
Jeparit
Nhil
0
Hand Hygiene Audit
Total
774
1105
1879
858
1021
1879
1879
8601
2156
1879
Total Bed Days
Same Day – patients admitted and discharged on the
same day. Multi Day – patients in hospital for longer than
one night. Emergency – patients whose admission was
not planned – usually admitted via the Doctors Surgery or
Primary Care Casualty. Elective – patients whose admission
has been planned – elective surgery; dialysis
Total
Number of Staff Immunisations
Nhill
Jeparit
Kaniva
Rainbow
Goroke
Natimuk
Total
Percentage
The Nhill Hospital continues to provide the surgery required by
an ageing population. Orthopaedic replacement of hip and knee
joints occurs on two days per month. Each month 5-6 joint
replacements are performed relieving those people of chronic
pain and loss of mobility. Each month the eye surgeon conducts
cataract surgery for an average of 10 patients. Most patients
have cataracts in both eyes and so have two operations a month
apart. Removing the cloudy lens enables clear vision for many
years. The Gynaecological and General surgeons perform a
range of surgery to investigate, treat or repair as needed. This
involves many minor procedures but also others such as hernia
repairs, hysterectomies, removal of varicose veins and removal
of gallbladder (Cholecystectomy)
90
30
Total
Cases
Minor
Procedures
Vaccinations
2007/08
320
313
633
2008/09
2007/08
Major
Procedures
800
700
600
500
400
300
200
100
0
2008/09
347
266
613
SubAcute
0
45
45
0
45
45
0
Number of Staff tested
Nhill
Jeparit
Kaniva
Rainbow
Goroke
Natimuk
120
Type of procedure
Major Procedures
Minor Procedures
Total Cases
Acute
774
1060
1834
858
976
1834
1563.76
Hep B 2009 Month Stats Annual Report
150
Operating Suite Activity
Separations
Same Day
Multi Day
Total Separations
Emergency
Elective
Total Separations
Total WIES
100
90
80
70
60
50
40
30
20
10
0
Audit 1
Audit 2
Audit 3
Victoria Average
2007/08
2008/09
Hand Hygiene practices of staff are audited three times each
year. In 2008/09 we achieved a compliance rating of 76.4%
compared to the State average of 71%. We will continue
to promote hand hygiene education to improve compliance
levels in this vital infection control area.
TOTAL
67
9
23
40
3
51
192
TOTAL
18
1
7
7
–
15
48
Hepatitis B Surface Antibody Screening
Hepatitis B is a viral disease spread by blood and body fluids.
A screening program to assess staff immunity to Hepatitis B
is now in place. Blood is taken to assess the level of protective
antibodies that are gained after undertaking the three injection
course of Hepatitis B immunisation.
40
Dental Services
Conclusion
The Nhill Hospital Dental Clinic expanded
its services with the appointment of
a Dental Therapist who visits weekly
providing dental treatment for children
under the age of 18, effectively replacing
the traditional ‘School Dental Service’.
Our aim will always be to provide the best
care possible for our patients.
This popular service is meeting a very
important need in the community treating
121 youngsters since the commencement
of the program in February 2009.
The Nhill Dental Clinic is fortunate to also
retain the expertise of Dr Damien Goh
who provides public and private general
dental services, and Oral Surgeon Dr
Anamaly Ayasamy who conducts monthly
consultations and surgical services.
During the year Dental Clinics at Kaniva
and Rainbow have been refurbished
through funding from the Department
of Health and Ageing and we are now
proceeding to engage dentists for
these clinics.
We must recruit staff who will continue to
develop professionally, to ensure care is
based on sound clinical evidence, and good
personal qualities are evident.
A nationally recognised issue emerging
in nursing, perhaps as a consequence of
differing trends in Nurse Education, is
making time for the ‘little things’ in daily
care regimes. Taking the time to sit and
talk to a patient, offering a cup of tea or
comforting a distressed relative appear
to be at risk of becoming the exception
rather than the norm!
We will always provide exceptional care
with compassion and dignity.
ABOVE: Dr Richard Clarnette, Visiting
Orthopaedic Surgeon consulting with patient
Catherine George.
41
MEDICAL SERVICES
Medical & Clinical
Visiting Consultants
continues to provide excellent
clinical services to the
communities of Nhill, Rainbow,
Jeparit, Natimuk, Kaniva,
Goroke and surrounding districts.
Executive Director Medical Services
Dr. Ian Graham MB BS MHP AMEE FRACMA
General Surgeons
Mr. S. R. Clifforth MB BS FRACS
Mr. D. Bird MB BS FRACS
Mr. P. H. Tung MB BS FRACS
Dr Ian Graham,
Executive Director Medical Services
Dr Irfan Hakeem has taken over the
Kaniva practice rapidly establishing
a reputation for his caring, thorough
and skilled approach to rural general
practice. Drs Khaled El-Sheikh, Rizwan
Lotia, Sumeet Dhillon, Shoaib Munawar
and Katrina Morgan provide clinical
services in Nhill while Dr Nouman
Qadir operates the Jeparit and
Rainbow practices.
During the past twelve months, Medical
Association meetings have been
integrated with the Clinical Quality
and Safety Committee agendas.
The combined meetings provide a
valuable forum where medical and
other clinical professionals are able
to discuss clinical issues, quality
improvement, peer review and
professional development activities.
Dr Malcolm Anderson has continued to
provide anaesthetic services, although
he now lives and works in Ballarat.
Dr Rob Ray, Specialist Anaesthetist,
also regularly visits Nhill to provide
anaesthetics. Visiting surgeons
undertake General, Orthopaedic, ENT
(Ear Nose and Throat) and Ophthalmic
Surgery at Nhill Hospital.
The Medical Association continues to
be actively involved in the West Vic
Division of General Practice Clinical
Risk Management Program. Cases at
West Wimmera and other hospitals
throughout the region are selected
for detailed review by a panel of
experienced medical practitioners.
The Service has continued to develop
and extend its processes for the
credentialing (review of qualifications)
and definition of scope of clinical
practice for its Medical Practitioners
and other clinical staff.
These processes ensure that
Practitioners practising at West
Wimmera Health Service are
appropriately qualified and only
undertake clinical work within their
scope of training and experience.
The Service is committed to developing
a deeply embedded culture of
credentialing and delineation of
scope of practice going far beyond
the completion of application forms,
paperwork and checklists. It means that
all staff (doctors, nurses, allied health
professionals, executive and other
staff) are aware of the requirements
for credentialing and definition of
scope of practice and are confident
to raise issues, challenge decisions
and ensure the highest standard of care
is delivered.
The recommendations from these
reviews are considered by the Medical
Association and Clinical Quality
and Safety Committee for review
and action.
All Visiting Medical Practitioners
undertake continuing medical
education, attending seminars,
tutorials, conferences and workshops
relevant to their practice.
Congratulations
Drs Sumeet Dhillon and Shoaib
Munawar have successfully completed
their Fellowship examinations with
the Royal Australian College of General
Practitioners. This is an outstanding
achievement and all associated with
West Wimmera Health Service offer
their congratulations to Sumeet
and Shoaib.
The communities of West Wimmera
thank our General Practitioners
and Visiting Specialist Medical
Practitioners for their ongoing
support and the quality clinical services
they provide.
Orthopaedic Surgeon
Dr. R. Clarnette MB BS FRACS
Consultant Ophthalmic Physician
and Surgeon
Dr. M. A. Chehade MB BS FRANZCO
Ear, Nose And Throat Practitioners
Ms A. Cass MB BS FRACS
Mr. L. Ryan MB BS FRACS FRCS DLO
Consultant Obstetrician
and Gynaecologist
Dr. I. Jones MB BS FRANZCOG
Visiting Oral Surgeon
Dr. A. Ayasamy BDS FDSR CPS FICD
Specialist Anaesthetist
Dr. R. Ray MB BS FANZCA
General Practitioner Anaesthetists
Dr. M. J. Anderson
MB BS FRACGP DA FACRRM
Dr. K.A Fielke MB BS DA FACRRM
Consulting Psychiatrist
Dr. R. Proctor MB BS BSc DPM
Dental Surgeon
Dr. D. Goh BDent BBSc
Dental Therapist
Ms C. Petersen Dip Dent Ther
General Practitioners
Dr. K. El-Sheikh
MB BS FRACGP FACCRM DPM
CASA Pilot Medical Officer
Dr. R. Lotia MB BS BSc
Dr. S. Dhillon MB BS FRACGP
Dr. S. Munawar MB BS BSc FCPS FRACGP
Dr. K. Morgan
MB BS DRANZCOG DCH(SA) FRACGP
Dr. M. N. Qadir MB BS FRACGP
Dr. I. Hakeem MBChB
Consulting Pharmacist
Mrs. A. Teed PHC MPS FSHP MACPP
Staff Pharmacist
Mr. M. Yau BPharm MPS
Consulting Radiology Service
Western Medical Imaging
Visiting Optometrists
Ross Both & Associates
42
RESIDENTIAL CARE
FOR OUR SENIOR CITIZENS
We believe that entering residential
aged care is not the beginning of
the end but rather the next phase in
the life journey.
Our desire is to deliver
compassionate, client-centred,
individualised aged care
services which meet and surpass
accreditation stipulations and
demonstrate the way we care for
every resident each and every day,
in nurturing meaningful lives, within
a framework of care, with respect,
compassion and dignity.
Goals
Strategies
Achievements
Future
To deliver a
compassionate,
individualised and
homely residential care
experience.
To foster education
in changing aged care
philosophies and practices.
A trained Diversional
Therapist supports Activity
Co-ordinators to evaluate
programs and ensure
activities are resident
focused.
Prepare for accreditation
Surveys in August 2009.
To constantly apply best
practice care models.
To successfully comply with
Accreditation Standards.
To gather accurate
information from Residents
and Families.
Respecting Patient Choices
Program allows residents
the opportunity to make
informed decisions regarding
‘end of life’ care.
Introduction of electronic
‘iCare’ record at all Homes and
Hostels.
Guaranteed resident access
to Allied Health professionals.
All Homes and Hostels 100
per cent compliant with
Accreditation Standards.
Continue to improve aged
care volunteer programs.
Recruit addtitional
Registered Nurses Division 1.
Achieve 100% occupancy in
aged care facilities.
Accurately assess residents
to maximise financial
availability.
43
Percentage Occupancy
Residential Aged Care Percentage
Occupancy by Site
80
60
40
20
0
Facility
Iona Digby Harris Home
Archie Gray Nursing Home Unit
Jeparit & District Nursing Home
Jeparit Hostel
Rainbow Nursing Home
Natimuk Nursing Home
Kaniva Hostel
Rainbow Hostel
Lockwood Hostel
Trescowthick House Hostel
Percentage occupancies at individual residential aged care
facilities except for Kaniva Hostel were all above 95%.
Because of its unique physical layout Kaniva Hostel can only
accept residents with very low care needs. For this reason
percentage occupancy at this location is always lower than
for other facilities.
Physiotherapist Sreekanth Sreekumar assists
Allan Lockwood, a resident of Trescowthick
House Hostel, Natimuk.
PAGE LEFT: Natimuk’s Trescowthick House
Hostel Resident, Anne Phelps enjoys the
sunshine with Div 2 Nurse Anne Hamilton.
Living in residential care means living
with new people and accepting others,
doing everyday things residents can
no longer do for themselves.
When entering our residences we
ensure resident personal privacy
and dignity is maintained, and we
respect their rights as citizens.
Family and friends are encouraged to
visit and residents can come and go
as their health and physical capacity
allows. This is their home and that
is respected.
Residents also maintain control over
the personal aspects of their life, their
financial affairs and possessions.
Our communities have access to excellent,
comfortable and safe Residential Aged
Care, with dedicated, highly trained staff
attending to them.
Residents are Our Number
One Priority
The transition from living at home to
moving into Residential Care sometimes
has a dramatic impact on the new resident
and their family. We strive to make this
important change as smooth as possible.
Our approach is to tailor our services to
meet the specific requirements of each
resident which is accomplished in a way
that minimises the disruption of the
move, supports individual independence
and promotes increased enjoyment and a
sociable lifestyle.
Our planning for individual residents
includes ongoing consultation with them,
their relatives and the Resident-Relative
and Friends Group to continually improve
their care.
Regular communication between the
Service, Residents and their Families is a
vital link.
The ‘Resident Information Booklet’
detailing all facets of living in Residential
Care has been reviewed recently with
a new chapter providing information
specific to each individual Hostel and
Nursing Home.
The Booklet is also produced in ‘large
print’ for the sight impaired.
Positive Continuous Improvement
Comments and ideas received from
residents, families and visitors assist us
to constantly improve our care standards.
A Register is provided for residents and
visitors to record their thoughts, ideas,
compliments and complaints - often the
catalyst which leads to improved lifestyle
and services for residents.
If choices and preferences are known they
are respected!
44
RESIDENTIAL CARE > FOR OUR SENIOR CITIZENS
Community Aged Care
Packages are individually
planned and coordinated
assisting older people to
remain safely at home and
connected to the community.
45
Highly Trained Staff
Grants For Resident Safety
High level staff training ensures we meet
the physical, social and emotional needs
of residents.
$25,000 was received from the
Department of Human Services to
purchase five floor line beds and five
wound care mattresses, crucial for
residents identified as ‘at risk’ of falling
and to reduce the possibility of skin tears
and pressure areas.
We provide a range of opportunities for
professional development reinforcing
our sound reputation for expert resident
care. Continual exposure to new
techniques and practices is essential in
maintaining standards.
This year skill updates and training were
centred on Electronic Care Planning and
Assessment, Behaviour Management and
new practices relating to Dementia Care.
Electronic Care Planning
An electronic care planning and
documentation system, ‘iCare’, was
introduced providing an integrated
and user-friendly health care record
containing current health information of
each resident located in one place. iCare
has made handwritten resident records
a task of the past and has improved
adherence to complex government
regulations.
Access To Health Professionals
Residents have access to specialist
therapies provided by Allied Health
professionals, including physiotherapy,
speech pathology, podiatry and dietetics,
who visit weekly and are available
via Videoconference or telephone if
consultation is required between visits.
Medical Practitioners are available 24
hours a day for all Residents.
Protecting Our Residents
The Charter of Residents Rights and
Responsibilities - Aged Care Act 1997
(the Act) explicitly states that people
living in aged care homes have the right
to be treated with dignity and respect,
and to live without exploitation, abuse
or neglect.
Mandatory reporting to local Police
and Department of Health and Ageing
(DoHA) of any incident of elder abuse,
clear policies and procedures are in place
defining the immediate actions required.
Resident wellbeing is paramount.
PAGE LEFT: Community Aged Care Package
recipient Lorna Redford returns home from a
medical appointment with her Personal Care
Worker, Marion Major.
We are indeed grateful for this support.
Accreditation
All of our Residential premises are fully
accredited verifying they are providing
quality care and services according
to Standards set by the Australian
Government and monitored by the Aged
Care Standards and Accreditation Agency.
This is comforting to those who elect to
access our Service.
Our Belief
It is clear we must continue to attract
enthusiastic staff with a genuine passion
for aged care who desire to improve life
for our residents.
Aged care is a ‘specialty’ requiring a
passion and commitment to care for
people with highly complex needs.
The Aged Care Nurse must nurture a
relationship with residents. It is long term
care, it is being part of an extended family
and it is being able to provide that little bit
extra which makes the difference.
Care for our residents will continue to
be passionate, dedicated and delivered
with respect.
Community Aged Care
– Help To Remain At Home
(CACPs) are funded by DoHA to cater
for the complex care needs of older
people. Packages are designed to
meet the physical wellbeing, cultural,
social, spiritual and emotional needs
of individuals.
We deliver 15 Packages across Hindmarsh
and West Wimmera Shires and the Rural
City of Horsham. Currently there is a
waiting list of 55 people and we await
the outcome of an application to the
Department of Health and Ageing for
more packages to address this demand.
The National Respite For Carers Program
(NRCP)
This Program supports the Carers of the
frail elderly, dementia sufferers, people
with challenging behaviours, younger
persons with disabilities and those with a
terminal illness.
The Program assists people to remain at
home for as long as possible, supporting
the maintenance of caring relationships
between carers and the care recipients.
Services, including Home Care, Personal
Care, Social Support and some travel
assistance are provided to 31 clients
across our region.
Planned Activity Groups (PAG)
Planned Activity Groups are located in our
6 communities providing programs and
activities to support frail older people,
people with disabilities and their carers.
The groups provide balanced programs
enhancing independence and providing
opportunities for socialisation,
intellectual stimulation, physical
activity, as well as emotional and
psychological support.
The recognition for increased social
supports for Men in Nhill and Kaniva has
resulted in increasing the number of days
to cater for men seeking involvement
and enjoyment of socialisation and the
interesting opportunities these Groups
provide – a credit to our dedicated and
enthusiastic staff.
Conclusion
Resident focus is more than words in our
Residential Care facilities – it is the way
we do business.
We will ensure that all facilities have
robust processes to meet and exceed
accreditation requirements, while
retaining the resident as the centre of
all initiatives.
We will also build on volunteer programs
within Residential Care – further linking
our facilities with the communities
we serve.
46
COMMUNITY AND ALLIED HEALTH
OUR CARE REACHING OUT
For the first time in many years we have recruited a full
complement of Allied Health staff – a significant milestone.
Community and Allied Health Professionals encompass
Community Nursing, Counselling, Diabetes Education,
Dietetics, Occupational Therapy, Physiotherapy, Podiatry,
Speech Pathology, Social and Welfare who work together to
provide an holistic approach to the management of health.
47
Goals
Strategies
Achievements
Future
Provision of care in
accordance with evidence
based practice principles.
Documentation in
medical file entries to
meet legal and statutory
requirements.
All clinicians are providing
care in accordance with
evidence based practice
as indicated by results of
internal audits.
A collaborative approach
to the development and
implementation of the
Health Promotion Plan for
the years 2009-2012 will
be utilised.
Employ passionate
clinicians with expertise
in their speciality area .
Strengthen our reputation
as leaders of Allied and
Community Health care.
Regular clinical and
documentation audits
to ensure clinicians are
working within their
scope of practice and in
accordance with evidence
based principles.
Staff to participate in
internal and external
credentialing processes.
Professional development
will be supported to
increase the knowledge
base of clinicians.
All Allied and Community
Health staff will be
members of their
respective Professional
Associations.
Partnerships have
been formed with
external health and local
government agencies
to ensure a coordinated
approach to service
provision.
Allied Health clinicians
have presented
to national and
international forums.
Research and innovative
workforce programs will
be pursued.
West Wimmera Health
Service - Health &
Fitness Centre opened in
January 2009.
In excess of $100,000
received from the
Department of Human
Services (DHS) for
Innovative Research
Grants.
A Time Of Change
Chronic Disease Mangement
Service delivery is offered for all ages
in a variety of clinical settings: acute,
rehabilitation, community, and in the
home. Referrals are accepted from health
care professionals, doctors, nurses,
carers or self referral. It is crucial that
quality care is delivered within the realms
of evidence based practice. In order
to ensure our community receives the
best and appropriate care, all staff
are completing external or internal
credentialing processes which ensure they
are abreast of current practice and future
developments of care.
We are moving proactively from systems
based on the acute model of care and
implementing pathways that address the
Burden of Disease in accordance with a
social model of health.
Staff travel to all campuses weekly and
deliver services to neighbouring Health
Services and Residential Aged Care
facilities, namely Rural Northwest Health,
Edenhope District and Memorial Hospital,
Woomelang Bush Nursing Centre, Allambi
Elderly Peoples Home Dimboola and
Dunmunkle Health Service.
Community and Allied
Health services at the
Goroke Community
Health Centre will
increase.
The social model of health recognises
the effect of social, economic, cultural
and political factors and conditions on
health and wellbeing. It is a conceptual
framework for improving health
outcomes, aimed at preventing and
reducing illness and addressing
inequalities and disadvantages that
exist within communities.
WWHS Health And Fitness Centre
– Nhill Gymnasium
Since January 2009 we have managed the
Nhill Gymnasium which now operates as
West Wimmera Health Service Health and
Fitness Centre.
Membership numbers have increased
and our Physiotherapists, Exercise
Physiologist and Fitness Instructors have
commenced well supported health and
fitness programs.
Exercise is an important factor in
preventing and controlling disease,
therefore reinforcing the importance
of the programs offered at the Health &
Fitness Centre.
PAGE LEFT: Speech Pathologist, Yingying He
assessing Iona Digby Harris Nursing Home
resident, Sylvie Donnell.
48
COMMUNITY AND ALLIED HEALTH > OUR CARE REACHING OUT
Healthy Workplace Challenge
Innovative Submissions
Research and Presentations
Lowan Community Health Nurses
organised a Healthy Workplace Challenge
incorporating physical activity and
healthy eating over 6 weeks.
Despite major competition, our team
was successful in attracting funding for
several projects proving that we have
the expertise and capacity to share our
knowledge with our Rural, Regional and
Metropolitan counterparts.
Creating a dynamic and exciting research
culture has assisted in attracting expert
clinicians to our Service and forging
partnerships with researchers from major
metropolitan and regional centres such
as Latrobe Regional Hospital, Latrobe
Community Health Centre, The University
of Melbourne, PeterMac Cancer Centre
and The Murdoch Children’s Institute.
Sixty participants undertook the
challenge with a combined weight loss
of 63 kgs, loss of waist measurement,
increased physical activity as well as
feelings of well being, increased energy
levels and staff morale, and decreased
blood pressure levels.
In April 2009 another Challenge was
instigated, with funding received from
the ABC Rural Fund, and was opened up
to local businesses. Twenty businesses
completed the challenge, with 275
participants and a total weight loss of
301.9 kgs.
Early Intervention
– Let’s Make Tracks
We embarked on the development and
implementation of an early intervention
program ‘Let’s Make Tracks’. A multidisciplinary team including Counselling,
Dietetics, Occupational Therapy,
Podiatry, and Speech Pathology
screened all kindergarten children across
the Hindmarsh, West Wimmera and
Yarriambiack Shires. Early intervention
programs are valuable, as a child’s
development in the first few years of
life is crucial in setting the foundation
for lifelong learning, behaviour and
health outcomes.
Chronic Disease Management Pathway
Workforce Innovations Grants of
$110,000 from DHS were received to
provide an effective and efficient health
service for clients with a chronic disease,
a proactive model of care that is capable
of addressing health problems and
increasing wellness. We will move from
systems based on the acute model of care
and develop community care pathways in
the areas of Diabetes, Mental Health and
Cancer Care Management.
Foot Care Clinic
We were also funded to complete a toolkit
and DVD to provide nursing staff with
education on basic foot care for residents
in our Nursing Homes and Hostels. This
will ensure a timely service for our
residents and enables the Podiatrist to
concentrate on more complex foot care.
Dysphagia and High Risk Nutritional
Assessment Toolkit
Funding was provided to develop and
implement an Assessment Form and
DVD to assist in timely assessment and
management of patients and residents
who have difficulty swallowing, or are not
consuming enough solids or fluids thus
risking dehydration and malnutrition.
We are currently involved in a large scale
clinical trial to investigate the effects
of water aspiration in patients who
have been prescribed thickened fluids,
by considering immunological response
and bacterial colonisation - a new area
of research.
Our Speech Pathologists were invited
to present work at the New York Speech
Pathology Convention and the Speech
Pathology Australia Conference in
May 2009.
Future Direction
Decreasing the Burden of Disease through
health promotion and effective chronic
disease management will continue to be
a priority of the Allied and Community
Health team.
Our collaborative approach with other
clinicians and service providers will
ensure that clients in our communities
have access to best practice models of
care that are effective and accessible.
49
PAGE LEFT: District Nurse, Kaye Robinson Div 2
visits Dorothy Chenoweth in her home to monitor
her blood pressure.
BELOW: Sarah White and baby son Riley listen
intently to Maternal and Child Health Nurse Mandy
Stephan as daughter Baillee watches on.
50
COOINDA
DISABILITY AND BUSINESS SERVICE
Goals
Strategies
Achievements
Future
To advance the quality
of life for people with a
disability.
Provision of activities
which enhance motor
skills and increase
cognitive abilities.
Sensory Room
established at Cooinda.
Achieve compliance with
Department of Human
Services (DHS) Disability
Accreditation.
To facilitate
opportunities for clients
in the community.
To increase client
access to lifestyles, by
encouraging others to
respect, promote and
safeguard their rights.
To provide employment
opportunities.
Encourage community
integration through public
outings and activities.
Provide programs which
develop self-esteem,
promote confidence and
respect.
Commence healthy
lifestyle programs which
promote healthy diet and
exercise regimes.
Intensify work based
training and skill
development.
Workplace integration
achieved at West
Wimmera.
Oliver’s Kiosk opened at
Nhill Hospital.
Success at Tristate
Games with all athletes
receiving medals.
Our partnership with
Luv-A-Duck continues.
Clients participate
in fitness sessions
at WWHS Health and
Fitness Centre.
Master new State
Individualised Support
Payments System.
Review operations
utilising services of a
sector lead agency.
Facilitate community
engagement by utilising
increased volunteers.
Overcome challenges of
business viability.
51
PAGE LEFT: Cooinda Client, Roger Batchelor enjoys
watering the veggies with ‘worm juice’, a fertiliser
produced by the centre.
Exciting Year in Disability Services
Cooinda Disability Service encompassing
Oliver’s Café, Oliver’s Kiosk, Snappy
Seconds, Cooinda Duck Farm (partnership
with Luv-a-Duck) and State Funded Day
Programs provide innovative programs
for clients.
2008/2009 has been an exciting
year with program changes and new
opportunities.
Oliver’s Café continues to gain increasing
market share and is firmly entrenched as
‘the place to eat’ in Nhill. Excellent meals
and timely service has contributed to
increased clientele.
‘Oliver’s Kiosk’ was opened in March
2009 by Mr Jock McLean – Contract
Manager, Department of Families,
Housing, Community Services and
Indigenous Affairs.
The Kiosk offers a tempting variety
of light meals and excellent coffee
for patients, visitors and staff,
simultaneously creating employment
opportunities for Supported Employees.
Snappy Seconds, pre-loved and
collectables in Nhill now opens on
Saturday mornings, made possible by
the efforts of our wonderful team of
volunteers adding another dimension to
this enterprise.
BELOW: Amy Brown has taken another step in her career development and
now assists with the weekly sorting and distribution of laundry to residents
at Iona, Nhill. A task undertaken with precision and a cheerful smile.
The collection of cardboard and
newspaper has ceased, triggered by the
high cost of compliance with new OH&S
regulations, the decline in the global price
of cardboard and high fuel costs.
Innovation and Enthusiasm
Paper shredding, fire brick making
and worm farms are new programs
being developed.
Paper is shredded to produce fire bricks
and we are experimenting to produce
smaller firelighters.
A venture into worm farming to produce
liquid fertiliser is proving to be a
great success which will introduce a
commercial presence.
The new Sensory Room is important for
the Diversional Therapy Program and
offers mood music with soothing and
stimulating visual effects resulting in a
calming environment.
The garden program provides pleasure
and a sense of achievement. Plots have
been extended with produce sold through
a local craft shop. Clients assist at a
Herb Farm, harvesting Peppermint and
preparing it for drying.
Cooinda operates a large Breeder Shed
for Luv-a-Duck with eggs collected and
delivered daily to the Hatchery where they
are processed and then distributed to
grower farms.
Luv-a-Duck management continues to
applaud the quality of the Supported
Employees and praises their handling
of the ducks, with outstanding egg
numbers delivered in the second year
of involvement.
Three Supported Employees are studying
for the Certificate in Poultry Management
and will sit their final examinations in
August 2009.
The new programs have been very
successful providing clients choice and
the opportunity to develop new skills
making Cooinda ‘The Happy Place’, the
meaning of its name.
The Future
DHS is making changes to the funding
regime for Disability Services which
will challenge Service Providers such as
Cooinda. We are confident Disability and
Business Services will continue to provide
a caring and supportive environment for
our clients with their future endeavours,
and ‘Cooinda’ will be no exception.
52
CORPORATE AND QUALITY SERVICES
SUPPORT THAT IS ESSENTIAL
Although not directly related to hands on patient
care the support services of the Corporate & Quality
Division – Engineering and Maintenance, Catering and
General Services, Education and Health Information
Services are vital to our ability to function.
53
Our Goal
Strategies
Achievements
Future
To provide timely,
efficient and
effective support
services.
Provide a comprehensive
preventative maintenance
program.
Continued redevelopment of
‘Mira’ Primary and Community
Health Centre.
Complete Nhill Hospital
redevelopment.
Undertake building renovation
projects to enhance the
physical infrastructure of the
Service .
Redevelopment of Helen
Macpherson Smith Day Procedure
Unit to accommodate a 4 chair
Dialysis Unit.
Provide tasty and nutritious
freshly cooked meals for
patients and staff.
Gazebo built at Natimuk for
sheltered outdoor activities.
Provide a clean and hygienic
environment minimising the
risk of infection.
Provide a comprehensive
education program.
Provide health information in a
secure manner.
Provide a safe and secure
working environment.
General Service – Clean, Hygienic
and Safe Environment
The necessity to maintain a clean
environment minimising the risk of
infection is at the forefront of our actions.
With the rapid spread of H1N1 (Swine) Flu
in May and June 2009 the community also
became conscious of the need for a clean
and hygienic environment.
A thorough and comprehensive cleaning
program is in place at all sites. Regular
audits are undertaken by staff and
independent external auditors to ensure
we meet or exceed Department of Human
Services (DHS) standards.
The 2009 external audit outcome revealed
outstanding results.
Our patients believe the hospitals
within WWHS are clean. When asked to
rate cleanliness between 0 (poor) and 5
(excellent) we have performed above the
State average.
Victorian Patient Satisfaction Monitoring
December 2008
The cleanliness of the
toilets and showers
The cleanliness of the
room where you spent
the most time
WWHS
4.51
State-wide
4.05
4.53
4.14
315 staff education sessions with
a total of 2410 attendees.
Provision of 191,406 fresh
cooked meals across all sites.
External cleaning audit results
11% above the State benchmark.
Security review undertaken –
result 98% compliant.
External Cleaning Audits
Implement recommendations
arising from the security
review .
Replacement of air
conditioning systems at
Natimuk Hostels.
Integrate the Kaniva
nurse call system with fire
detection systems.
Establish secondary storage
compound.
Complete ‘No Smoking’
policy.
The Dollars for Continual Improvement
A number of grant submissions made to
DHS were successful for which we are
grateful and include.
100
95
> The replacement of evaporative air
90
85
80
2009
How we know standards are reached
Modification of Oliver’s Kiosk.
Expand incident reporting
to gather more detailed
analytical data.
WWHS
2008
2007
2006
State Benchmark
conditioning system at Trescowthick
House Hostel and Allan W. Lockwood
Special Care Hostel at Natimuk with a
new refrigerated system prior to the
2009/10 summer season, to ensure
residents remain comfortable and safe
during all weather conditions.
> The installation of an additional hot
Engineering & Maintenance
Services
water system at Kaniva Hospital and
Nursing Home will increase the safety
and comfort of patients and residents.
Our highly skilled team undertakes
most repairs and maintenance and a
large amount of our redevelopment
projects, without having to outsource
tradespersons - a considerable saving and
importantly has ensured a high standard
of quality workmanship.
The Engineering staff have undertaken
projects including the redevelopment
of ‘Mira’, Primary and Community
Health facility, installation of a Gazebo
for dementia specific residents at
Natimuk, modification of Oliver’s Kiosk
at Nhill Hospital and relocation of the
dialysis unit.
How fortunate we are to have such
skilled tradesmen.
PAGE LEFT: Joanne McCartney, General Services
Supervisor, conducts a cleaning audit using the
Palm Pilot software program.
54
SUPPORT THAT IS ESSENTIAL
BELOW: Wearing protective ear and face
shields, Ian Barry guides timber on the saw
bench, and Matthew McCartney works on the
grinder in the maintenance workshop.
Safety and Security
A security review was conducted to ensure
security measures in place met with
Australian Standards. 98% compliance
with mandatory security criteria resulted.
An excellent outcome, it is the highest
score of any hospital surveyed by the
consultant in the previous four years.
Recommendations were made to
improve our security systems and an
Action Plan, including a priority rating,
has been developed to facilitate the
implementation which includes the
introduction of Closed Circuit Television
cameras to provide documentary evidence
of security issues as they occur, which
will significantly improve security across
our organisation.
Health Information Services
Every patient treated at WWHS has a
Medical Record containing medical and
administrative information. The Record
provides a comprehensive history of
previous medical treatment which assists
health professionals to plan future or
emergency care should this arise.
Catering – Nutritious and Tasty
Meal Options
A major imperative for our Catering
Departments has been to establish a
new menu. During the 15 week trial some
recipes proved successful and others
not so.
However changes to recipes and menu
choices did occur.
A number of complaints were received
from Aged Care residents that meals were
‘too healthy’ and missed the opportunity
to indulge in occasional ‘fast food’ items.
Given the need to promote the importance
of patient and resident choice, ‘special
meals’ have now been reintroduced,
an initiative which has met with
resounding acclaim.
Prior to final approval, the menu is now
being reviewed by Dietitians, Speech
Pathologists and Catering Staff
Challenges
Fire Alarms at Kaniva
During the final six months of the
reporting period the number of false fire
alarm calls increased at Kaniva Hospital
and Nursing Home. The calls were
causing great concern for our Service
and the Country Fire Authority (CFA).
The volunteer Kaniva Brigade has been
extremely patient and understandably
became increasingly frustrated by
unnecessary call outs. The false alarms
were caused by ageing fire detectors
and wiring.
We worked closely with the CFA and DHS
seeking funding to install a fire detection
system, integrated with the nurse call and
paging systems. A vital improvement, with
funding being provided for this purpose.
Power Surge at Rainbow and Jeparit
Hospitals
Rainbow and Jeparit Hospitals
experienced a power surge in April 2009
which caused a number of electrical
systems to fail at the Rainbow Hospital.
As a result a number of electrical
applications and appliances, including
electronic beds, water heating and chilling
systems and air conditioners required
replacement.
Service personnel and contractors worked
around the clock to ensure residents and
patients safety was not compromised
during this traumatic period.
These systems have now been returned
to working order with associated costs
subject to an insurance claim.
Information, particularly administrative
and diagnostic information including
pathology and X-ray results, are held
electronically, with other information
relating to treatment while in hospital
or in an outpatient or emergency care
situation in paper format.
Your Privacy Assured
We are forever vigilant to ensure people
are confident that their information
remains confidential and will only be
available for those purposes for which
consent is given.
To this end, staff must regularly
participate in privacy and confidentiality
education. At the end of this reporting
period, 98% of our staff were compliant
with the mandatory privacy and
confidentiality training – a reassuring
outcome.
Looking Forward to Next Year
and Beyond
We will embrace new technologies
to increase efficiencies in all
departments including ‘state-of-the-art’
catering equipment with the planned
redevelopment of the Nhill Hospital
catering unit, introduce CCTV video
monitoring for improved security
purposes and implement the electronic
iSoft Patient Management system.
55
ACCREDITATION – AN EXTERNAL MEASURE OF QUALITY
We are committed to
providing quality care
across our entire range
of services. We submit
the quality of our
care for assessment
by participating in
external accreditation
processes, with
independent surveyors
reviewing services
against ‘best practice’
and national standards.
Australian Council of
Healthcare Standards
(EQuIP) ACHS
>
Organisational wide survey
was conducted in November
2008 with Full accreditation
status received – four years.
Reviews WWHS
organisation within a 4
year cycle – including
acute inpatients,
residential aged
care, primary health,
disability and support
services
>
‘Extensive Achievement’
status awarded for ‘Infection
Control’ and ‘Community
Consultation’ Standards.
High praise indeed.
>
‘Moderate Achievement’
status achieved for 41
Criteria, including all
‘Mandatory Criteria’.
Home and Community
Care (HACC) ACHS
>
Addressing District
Nursing & Planned
Activity Groups
It is pleasing to report all
forms of accreditation
undertaken have resulted
in positive outcomes,
reinforcing the excellence
of care delivered by West
Aged Care Standards
and Accreditation
Agency (ACCA)
Review of individual
residential aged
care sites every 3
years in accordance
with Commonwealth
legislation
Disability Services
Accreditation
>
>
19 recommendations
resulted which are now being
addressed.
>
A Self-assessment, focusing
on Clinical Functions will be
submitted to the Council in
October 2009.
>
ACHS is a pre-eminent
organisation recognised
nationally for the quality of its
accreditation programs.
Assessment in November
2008 reviewed District
Nursing Service against the
National Standards of the
ACHS.
>
High Standard was recorded
for all 25 standards, with a
rating of 20/20.
>
A perfect example of our
continuous improvement
ideals.
Survey undertaken at
Archie Gray Nursing Home
Unit, Kaniva, in February
2009 resulted in three year
accreditation status being
achieved with compliance in
all 44 criteria.
>
Weeah Lodge Nursing Home,
Rainbow.
>
>
Bowhaven Hostel, Rainbow.
>
Allan W. Lockwood Special
Care Hostel, Natimuk.
>
Trescowthick House Hostel,
Natimuk.
>
Accreditation kits have
been submitted to ACCA in
preparation for surveys to
take place at 8 of our Nursing
Homes and Hostels, scheduled
for August and September
2009.
>
An Action Plan is in place to
address all recommendations
from July 2008 review.
>
A further review is due to take
place in July 2009.
Unannounced site visits
were conducted at each of
the following residential
aged care facilities with
total compliance resulting.
>
‘Iona’ Digby Harris Home,
Nhill.
>
Archie Gray Nursing Home
Unit, Kaniva.
>
Arthur Vivian Close Hostel,
Kaniva .
>
Tullyvea Nursing Home &
Hostel, Jeparit.
>
Annual review audit was
undertaken in July 2008
with one area of minor
non-conformance identified
relating to a formal Audit
program.
Relevant to Cooinda
Disability Service
Diagnostic Imaging
(X-Ray) ACHS
>
Residential Aged Care Nursing
Home, Natimuk.
>
A follow up review in January
2009 revealed the Audit
program was re-presented
with the non-conformance
cleared.
>
From July 2009 the
Department of Health &
Ageing require all Diagnostic
Imaging practices to be
accredited in order to be
eligible to receive Medicare
benefits.
>
Self assessment and desktop
audits were undertaken by
ACHS assessing our Service
against national standards.
>
Full Stage 1 accreditation
status was achieved which
is valid from May 2009 to
June 2010.
Related to X-Ray
services at Nhill,
Jeparit & Kaniva
Department of Health
& Ageing
>
>
Community Aged Care
Packages (CACP)
Full accreditation status
by Department of Health &
Ageing maintained.
The five recommendations
received for CACP have been
addressed.
>
Self-assessment toolkit
submitted in preparation for
full survey in August 2009.
>
Six recommendations
received for NRCP, five of
which have been complied
with. One recommendation
relating to carer needs
remains ongoing.
National Respite for
Carers Program (NRCP)
56
CORPORATE AND QUALITY SERVICES > ENVIRONMENT AND SUSTAINABILITY
Enduring a decade of sustained
drought conditions in the West and
Southern Wimmera and Southern
Mallee has provided us with a tangible
illustration of resulting catastrophic
outcomes that can occur if we do not
protect the environment and promote
its long term sustainability.
We have contributed to this cause through
the following initiatives:
Landfill Waste
To improve collection, recycling and
disposal of waste material a trial using
‘Rubbish Skips’ has been introduced at
Kaniva and Nhill Hospitals.
The ‘skips’ cope with waste too large for
domestic bins used previously.
Efficiencies gained have translated into
estimated cost savings of 53%, improved
control of vermin and a reduction in
inappropriate disposal of waste, therefore
reducing waste consigned to landfill.
Efforts have also been intensified to
maximise recycling opportunities and
minimise landfill waste through the
segregation of paper, cans, bottles and
plastic.
Paper
A trial of paper brick making as a business
activity at Cooinda using shredded paper
has commenced. The paper bricks will be
sold for domestic use.
Where possible we purchase items
manufactured according to environment
sustainability standards. For example the
photocopy paper we use is purchased from
a mill accredited under ISO 14001 for its
Environmental Management System.
85% of the water used in making the paper
is recycled.
Macerators
Macerators, an environmentally friendly
method of human waste disposal, provide
substantial savings to the environment
and the Service when compared with the
flush method:
> 85% saving in electricity;
> 75% reduction in cold water usage;
> 100% reduction in hot water
consumption;
> Consumables used in the macerators
are manufactured from recycled paper.
Application has been made to the
Department of Human Services for
funding to install macerators at Jeparit
and Kaniva Hospitals, our two remaining
sites waiting to maximise the benefits of
this efficiency initiative.
Rain Water Storage at Jeparit
– a First
Four tanks purchased for Jeparit Hospital,
with funding of $14,500 received from
the Department of Human Services,
provided the opportunity to collect and
store rainwater. The Hospital is now selfsufficient in terms of access to rain water.
Previously, water had been purchased
and transported to the Hospital at
considerable cost.
Insulating For Efficiency
Insulation was installed in the ceilings
of the two Natimuk Hostels providing
instant relief from extreme heat as well as
lowering energy consumption levels.
External blinds were fitted to several
window areas at Rainbow Hospital
thus reducing external heat during
summer, and reducing the burden on
air-conditioning systems.
Vehicle Replacement
Selection criteria for replacement
of vehicles in our fleet now includes
air pollution and greenhouse rating
with vehicles purchased in 2008/09
averaging an efficiency rating of 3.5–4
out of a possible 5 stars and a greenhouse
rating of between 7–7.5 out of 10,
an improvement on previous vehicles
which averaged a greenhouse rating of
6 out of 10.
The Future
The review of energy use planned for
2008/09 to explore methods of maximising
efficiency and minimising costs thus
maintaining a pleasant and comfortable
environment, will now proceed in 2009/10.
We will introduce innovation in all recycling
and energy conserving practices to protect
the environment and achieve sustainability
wherever and whenever we can!
ABOVE: At the Jeparit Hospital, plumber Reg
Parsons continues work on the installation of
rain water tanks which were provided through
a DHS funding grant.
57
LEGISLATION
CRITICAL TO OUR PERFORMANCE
has a fundamental obligation to
establish a sound system which
ensures compliance with legislative
requirements specific to the
healthcare industry. Compliance is a
central element of the legal obligation
of the Service.
Statement on Compliance with
the Building and Maintenance
Provisions of the Building Act
1993
The Building Code of Australia specifies
buildings must be classified according to
their function. The Code, incorporating the
Building Regulations 2006, define building
and safety requirements, including fire
safety and entry and egress depending on
the use of the building.
The Essential Safety Measures Report
is prepared annually in accordance with
requirements of the Building Regulations
2006 and confirms the safety of buildings,
including fire safety, entry and exits and
disabled access.
The Board receives reports testifying to
such compliance.
A comprehensive Preventative
Maintenance Program is in place at all
sites to ensure physical infrastructure
remains in a safe condition.
Freedom of Information Act 1982
Through the Freedom of information Act
clients and patients are able to gain access
to information relating to their care.
In exceptional circumstances requests
for access to information may be denied
if safety and privacy of an individual is
deemed to be in jeopardy.
Three applications were made under
Freedom of Information, all of which
were granted. The applications related to
requests for medical record information.
Nine requests for information, outside the
Freedom of Information guidelines, were
also processed. Five of these requests
were from treating practitioners, with
the remaining requests from police and
solicitors.
The Chief Executive Officer
is the designated Freedom of
Information Officer.
Occupational Health & Safety
Act 2004
Providing a safe working environment is
paramount. The Occupational Health &
Safety Act 2004 details employer and
employee responsibilities.
Two visits from WorkSafe Victoria
Officers occurred, with officers being
satisfied with health and safety processes
in place.
On one occasion an employee injured in
the workplace required hospitalisation
which was reported to WorkSafe
Victoria. A resulting visit by WorkSafe
officers confirmed that changes made to
procedures had minimised the risk of such
an incident recurring.
Consultancies
Consultancies to
WWHS
In excess of $100,000
Less than $100,000
No. Value $
0
0
11 137,895
Summary of Application and
Operation of Whistleblower Act
The Whistleblowers Protection Act 2001
is to encourage and simplify the process
of making of disclosures of improper
conduct by public officers and public
bodies, to provide protection for persons
who make those disclosures and to
provide for these disclosed matters to be
properly investigated and dealt with.
The value of transparency and
accountability in administrative and
management practices is accepted, and
support disclosures which reveal corrupt
conduct, substantial mismanagement of
public resources, or conduct involving a
substantial risk to public health and safety
or the environment.
The Service’s Whistleblower Policy
outlines the process of making a
disclosure which is available on the
Service Intranet.
The Operations Manager is the
Disclosure Officer.
No disclosures or notifications of
disclosure under this Act were received.
Information
Information about any facet of WWHS
may be requested by contacting the CEO
by mail or telephone.
Police Checks
It is a legislative requirement that all staff
and volunteers have a current Victorian
Police Check. No one is employed or
accepted as a volunteer at this Service
without a valid Police Check.
Compliance with this regulation is
monitored monthly, with staff notified
when their Police Check nears expiry.
The organisation is 100 per cent compliant
with this requirement.
Publications
Publications produced by West Wimmera
Health Service are readily available from
the Service, on the website –
www.wwhs.net.au ,or by contacting
the Service by telephone, mail or email
corporate@wwhs.net.au.
Publications include Annual Reports,
Quality of Care Reports, Strategic Plan,
The Residential Aged Care Booklet, a
brochure outlining the activities and
services at Cooinda, and Information
brochures related to specific health
conditions and post operative care.
Fees
State and Commonwealth Governments
set fees to be applied for most
services offered.
The schedule of fees is available from the
Service where Policies and Procedures are
in place outlining systems and processes
for payment and collection of fees
and charges.
National Competition Policy
Competitive neutrality ensures the
significant business activities of
publicly owned entities compete fairly
in the market. As this policy only applies
to significant businesses of a for-profit
nature, no disclosure by the Service
is required.
Victorian Industry Participation
Policy (VIPP)
This policy was introduced in 2003 to
increase opportunities for local business
and supply chain partners to participate
in government related business.
The Service did not tender any
works above the designated $1m
threshold, therefore no reporting
requirements apply.
58
FINANCE AND ADMINISTRATION
SUSTAINABLE AND ACCOUNTABLE
Goals
Strategies
Achievements
Future
To be an industry leader in financial
reporting and control.
Maintain a cohesive and
well trained finance team.
To maximise the level of financial
resources available for operating
and future capital and equipment
renewal.
Provide financial
management education
and assistance to
managers.
Fourth consecutive year
of achieving an operating
surplus.
Ensure the successful
implementation of a new
financial management
information system
scheduled to occur in
March 2010.
To be recognised as a reliable and
responsive provider of financial and
administrative services and able to
identify and successfully deal with
emerging financial challenges in a
timely manner.
Achieve an operating surplus for the
2009-2010 financial year.
Installation of the
PayGlobal Human
Resource Self Service
(HRSS) module which
allows employees to
check online pay related
details including their
mandatory education
status and leave
applications.
Maximise use of
HRSS to improve the
effectiveness and
efficiency of the Payroll
Department.
59
The Finance and Administration
Division has completed another
trouble free financial year due
in no small part to the continued
commitment of staff to best practice
,and to gaining and applying new skills
and knowledge at every opportunity.
Procurement
The proper functioning of our Stores and
Supply Department is critical to clinical
staff delivering the best possible care
to patients, clients and residents. The
effective and efficient management of
all stages of the procurement process is a
vital part of this process.
The following chart shows the value
of medical and surgical inventory as a
percentage of the annual cost of medical
and surgical goods purchased. The fall in
this metric indicates a significant increase
in the efficiency of the supply and storage
of medical and surgical goods.
A trainee storeman has quickly become
a reliable assistant to the Purchasing
Officer.
Medical & Surgical Stock as a Percentage
of Total Goods and Services Costs
Percentage
WWHS Workforce Composition
> Ensure open competition in
recruitment, selection, transfer and
promotion
> Base employment decisions on merit
> Treat employees fairly and reasonably
> Provide employees with a reasonable
avenue of redress against unfair or
unreasonable treatment
> Avoid discriminating between
employees on the basis of gender, age,
impairment, industrial activity, marital
status and religious or political belief
> We do not tolerate bullying and
harassment in any form.
Workcover
A safe and secure environment and a
healthy workforce are vital components
of a successful health service. There
were no serious staff injuries, diseases or
workplace deaths during the year.
2009
2008
Employees
Full Time
Part Time
Casual
134
296
116
121
296
119
Grand Total
546
536
Equivalent Full Time by Category
Nursing
160
Administration
31
Medical & Allied Health
25
Professionals
General Services
53
Maintenance
18
Disability
10
160
32
23
52
18
14
Grand Total
297
299
Employees by Gender
Female - EFT
Female - Number
Male - EFT
Male - Number
252
446
44
70
251
447
48
71
We acknowledge our WorkCover
insurance agent, Cambridge Integrated
Service which continues to provide
timely assistance in the management of
injured workers.
Finance
20
Continued increases in the level of
compliance reporting to a variety of
stakeholders have been met by improved
use of the PowerBudget financial
management and reporting software.
15
10
5
0
Through the application of Service
policies and compliance with legislation
we are able to:
2005
2006
2007
2008
2009
Employment
The Finance Team works together to
ensure accounting and finance processes
are executed in a prompt and effective
manner.
Our commitment to remaining an
‘employer of choice’ is underpinned by our
ongoing compliance with the obligations
and requirements of the following
legislation:
A trainee has commenced in our Finance
and Payroll Departments adding strength
and diversity to these services.
> The Victorian Public Authorities (Equal
The Pay Office Manager and Clerk
ensure employees are paid on time and
in accordance with all contractual and
industrial agreements.
Employment Opportunity) Act 1990
> The Victorian Equal Opportunity
Act 1995
> The Victorian Public Sector
Management and Employment
Act 1998
> The Commonwealth Disability
Discrimination Act 1992
> The Commonwealth Racial
Discrimination Act 1975
> The Victorian Public Administration
Act 2004
Payroll
Upgrades to the PayGlobal personnel
management software including the
installation of the Human Resource Self
Service (HRSS) module is expected to
materially reduce non-staff related
administrative costs associated with
paying over 500 people.
PAGE LEFT: Purchasing Officer, Luke Oldaker
(right) and trainee storeman Clint Beattie (left)
with the first of the morning deliveries
60
FINANCE AND ADMINISTRATION > SUSTAINABLE AND ACCOUNTABLE
Information & Communication
Technology (ICT)
ICT affects all areas of our business and is
integral to maintaining the efficiency and
effectiveness with which our services are
delivered. However proper management of
this potentially costly area is vital. Our IT
Strategic Plan is pivotal to this outcome.
The Service is now a member of the
Grampians Regional Health Alliance
(GRHA), a joint venture of Grampians
region health services established to
manage the acquisition and installation
of major region-wide IT systems including
‘iSoft’ (Patient and Client Management
System) and Oracle (Financial Management
Information System).
GRHA is funded directly by the Victorian
Government to provide cohesive and costeffective management of the new system.
GRHA also maintains the ICT connections
within the Service and external to it.
In August 2009 a new Patient Management
System will be implemented as part of
a statewide standardised information
technology system. It will occur in
conjunction with other public health
services in the Grampians region.
iSoft includes patient admissions and
discharges, bookings for the Operating
Theatre, referrals to Specialists and Allied
Health staff, bed allocation and diagnosis
and procedure coding.
The importance of ICT has grown as
evidenced by the use we now make of
videoconferencing. This technology has
greatly reduced the amount of travelling
required for internal and external
meetings, meaning material savings in
time and money.
We acknowledge the prompt and
professional assistance received from our
principal ICT services provider, Dulkeith
Computer Solutions.
Preparation for the implementation has
occurred, with training for staff now taking
place to ensure the system is used to its
maximum potential when we ‘go live’.
The implementation of the new system will
improve efficiency by ensuring maximum
bed allocation and use.
The successful implementation of our
Residential Aged Care clinical notes
and care planning software, ‘iCare’,
demonstrated that remoteness of a
health service in no way detracts from
technological outcomes.
ABOVE: Josh Rintoule, Trainee Administration
Clerk (front), Cassy Moar, Assistant Accountant
(centre), and Richard Lane, Accounts Payable
Officer (at rear) during training for the new
PayGlobal Human Resource Self Service (HRSS)
payroll system.
61
FINANCIAL PERFORMANCE
OVERVIEW
The strong financial performance reported by the Service in recent financial
years has continued through 2008-2009 with another impressive operating
result achieved and relatively high levels of cash and investments held at
year end.
The ongoing efforts by management and staff to maximise revenue streams,
while at the same time keeping costs under control, has contributed
significantly to this outcome.
The financial support of the Department of Human Services and our many
generous benefactors is noted and greatly appreciated.
Profit & Loss Financial Year Ending 30 June
2009
2008
2007
2006
2005
$’000s
26,733
(18,339)
(1,201)
(2,224)
(4,370)
599
(174)
425
$’000s
25,961
(18,119)
(1,161)
(1,882)
(4,349)
450
1,023
1,473
$’000s
24,743
(17,797)
(927)
(1,795)
(4,076)
148
391
539
$’000s
23,970
(17,164)
(956)
(1,722)
(4,077)
51
2,443
2,494
$’000s
22,815
(16,362)
(796)
(1,457)
(4,219)
(19)
3,657
3,638
2009
2008
2007
2006
2005
Current Assets
Non-Current Assets
Current Liabilities
Non-Current Liabilities
Net Assets (Equity)
$’000s
8,228
52,378
(8,580)
(522)
51,504
$’000s
8,255
42,894
(9,317)
(433)
41,399
$’000s
4,329
43,963
(7,927)
(659)
39,706
$’000s
3,530
44,083
(7,910)
(536)
39,167
$’000s
4,254
40,474
(8,165)
(390)
36,173
Net Operating Surplus
Sources of Operating Income
The net operating surplus (income minus
expenses before capital items) was
$599,000 compared to the surplus of
$450,000 recorded in 2007-2008. This
year’s result significantly bettered the
original budget of surplus $195,000.
In 2008-09 approximately 59% (20072008: 58%) of the Service’s total
operating revenue was provided by the
Department of Human Services ($15.7m)
which equates to an increase of 6.0%
from the previous year.
Cash and Investments
The remainder of operating revenue
which includes receipts from the
Australian Government for residential
Aged Care ($5.266m) totalled $11.09m
representing a 1% decrease compared
with the previous financial year. The
primary cause of this reduction was
the planned cessation of the $550k
grant previously received from the
Australian Government to cover the
financial effects upon the Service
of recent changes to Fringe Benefi ts
Tax Legislation.
Balance Sheet Financial Year Ending 30 June
At 30 June 2009 the Service held some
$3.9m in cash and investments which
does not include monies held in relation
to Aged Care Accommodation Bonds,
and is after deducting those amounts
which have been earmarked for a specific
purpose. This amount is well in excess of
the budget forecast of $2.6m.
It is often said an organisation’s greatest
asset is its employees, which in absolute
expenditure terms is true of West
This year employee related costs were
$19.54m representing some 75% of
total operating expenditure, and a 1.3%
increase on 2007-2008.
Summary of Significant
Changes to Financial Position
During the Year
Summary of Financial Results
Revenue
Employee Related Expenditure
Non-Salary Labour Costs
Supplies & Consumables
Other Expenses
Net Result before Capital & Specific Items
Net Capital Items & Specific Items (includes depreciation)
Net Result for the Year
Funding Expenditure
The following table lists those balance
sheet items which have changed
significantly over the 2008-2009
financial year:
Summary of Significant Financial Changes
Property, Plant &
Equipment - Asset
Property, Plant &
Equipment Revaluation
Reserve - Equity
2009
2008
$’000
52,350
$’000
42,844
10,050
370
In accordance with the requirements of
the Department of Treasury and Finance,
the Service had all Land and Buildings
revalued by the Victorian Valuer General
as at 30 June 2009.
This resulted in a net gain on revaluation
of $9.68m hence the significant increase
in the value of the Service’s Property,
Plant & Equipment asset category.
As such revaluations must be recorded
directly in the Balance Sheet this had
the effect of increasing the Service’s
Property, Plant & Equipment Revaluation
Reserve by the same amount.
62
FINANCIAL PERFORMANCE > OVERVIEW
Current Ratio 0.89
At 30 June 2009 the Service’s Current
Ratio (Current Assets divided by Current
Liabilities) was 1.47. This means that for
every dollar of current liabilities payable
by the Service, it holds $1.47 cents worth
of current assets. This ratio is used to
indicate the Service’s capacity to pay its
debts ‘when they fall due’.
As can be seen in the following chart, the
Service’s Current Ratio has shown strong
gains in the past two years following the
completion of the redevelopment of the
Nhill Hospital.
Debt to Equity Ratio – (Gearing) 0.18
Current Asset Ratio Comparison
This ratio is used to indicate the level to
which the Service relies on externally
sourced funding and shows that it only
requires a small level of such funding.
2.0
1.5
Ratio
Financial Ratios
1.0
Conclusion
0.5
The strong financial results reveal that
West Wimmera Health Service has the
capacity to successfully adapt to the
changing fi nancial environment in which
it operates.
0.0
‘97
‘99
‘01
‘03
‘05
‘07
‘09
Year ended June 30
The Service’s current ratio has ended the past five
years at its highest result during such time. This
outcome indicates that the Service is well able to
fund its short term financial obligations and that it is
in a good financial position going into the 2009-2010
financial year.
Quick Asset Ratio 0.99
ABOVE: Receptionist Kerryn Cook has a
busy morning with patient appointments for
Radiology and Visiting Surgeons.
The Service’s Quick Asset Ratio is similar
to the Current Ratio, however it only
includes those current assets and current
liabilities which are of a very short-term
nature and therefore is used to gauge the
Service’s short-term solvency. This result
means that the Service has 99 cents
worth of liquid current assets (20072008: 93 cents) for every one dollar of
short-term current liabilities.
Despite the financially challenging
environment faced by the Service
over the past decade coupled with
major redevelopment works which it
undertook during such time, the Service
nevertheless finds itself in a sound
financial state from which it can look with
confidence to continuing to meet the
many and changing healthcare needs of
the people we serve.
63
64
WEST WIMMERA HEALTH SERVICE > ANNUAL REPORT 2008/2009
NOTES TO THE FINANCIAL STATEMENTS JUNE 30 2009
65
Board member’s, accountable officer’s and chief finance & accounting officer’s declaration
We certify that the attached financial report for West Wimmera Health Service has been prepared in accordance with Standing Direction 4.2 of the Financial Management
Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian Accounting Interpretations and other mandatory professional reporting
requirements.
We further state that, in our opinion, the information set out in the Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and notes
forming part of the financial report, presents fairly the financial transactions during the year ended 30 June 2009 and financial position of West Wimmera Health Service at 30
June 2009.
We are not aware of any circumstance which would render any particulars included in the financial report to be misleading or inaccurate.
We authorise the attached financial report for issue on this day.
R A Ismay
J N Smith
R R Dodds
Board Member’s President
Accountable Officer
Chief Finance &
Accounting Officer
Nhill
24 August 2009
Nhill
24 August 2009
Nhill
24 August 2009
Operating Statement For the Year Ended 30 June 2009
Revenue from Operating Activities
Revenue from Non-operating Activities
Employee Benefits
Non Salary Labour Costs
Other Expenses From Continuing Operations
Share of Net Result of Associates & Joint
Ventures Accounted for using the Equity
Method
Net Result Before Capital & Specific Items
Capital Purpose Income
Depreciation and Amortisation
Finance Costs
NET RESULT FOR THE YEAR
Balance Sheet as at 30 June 2009
Note
2
2
3
3
3
3
2009
$’000
26,228
477
(18,339)
(1,201)
(2,224)
(4,370)
2008
$’000
25,500
461
(18,119)
(1,161)
(1,882)
(4,349)
11
28
-
2
4
5
599
958
(1,132)
425
450
2,199
(1,172)
(4)
1,473
This Statement should be read in conjunction with the accompanying notes.
2009
$’000
2008
$’000
6
7
8
9
10
5,350
569
2,012
265
32
8,228
5,132
655
2,209
252
7
8,255
7
-
50
11
12
28
52,350
52,378
60,606
42,844
42,894
51,149
13
1,438
1,436
14
15
4,519
2,623
8,580
4,888
2,993
9,317
Note
Current Assets
Cash and Cash Equivalents
Receivables
Other Financial Assets
Inventories
Other Current Assets
Total Current Assets
Non-Current Assets
Receivables
Investments Accounted for using the Equity
Method
Property, Plant & Equipment
Total Non-Current Assets
TOTAL ASSETS
Current Liabilities
Payables
Employee Benefits and Related On-Costs
Provisions
Other Liabilities
Total Current Liabilities
Non-Current Liabilities
Employee Benefits and Related On-Costs
Provisions
Total Non-Current Liabilities
TOTAL LIABILITIES
NET ASSETS
EQUITY
Property, Plant & Equipment Revaluation
Reserve
Restricted Specific Purpose Reserve
Contributed Capital
Accumulated Surpluses/(Deficits)
TOTAL EQUITY
Contingent Liabilities
Commitments for Expenditure
14
16a
16a
16b
16c
16d
20
19
522
433
522
9,102
51,504
433
9,750
41,399
10,050
427
25,924
15,103
51,504
370
427
25,924
14,678
41,399
This Statement should be read in conjunction with the accompanying notes.
66
Cash Flow Statement For the Year Ended 30 June 2009
Note
CASH FLOWS FROM OPERATING ACTIVITIES
Operating Grants from Government
Patient and Resident Fees Received
Donations and Bequests Received
GST Received from/(paid to) ATO
Interest Received
Other Receipts
Employee Benefits Paid
Payments for Supplies & Consumables
Finance Costs
Cash Generated from Operations
Capital Grants from Government
Capital Donations and Bequests Received
Non-Government Capital Income
NET CASH INFLOW/(OUTFLOW)
FROM OPERATING ACTIVITIES
17
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for Non-Financial Assets
Payments for Facility Redevelopments
Proceeds from sale of Non-Financial Assets
FROM INVESTING ACTIVITIES
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from Borrowings
Repayment of Borrowings
Transactions with the State in its capacity as
owner
FROM FINANCING ACTIVITIES
NET INCREASE/(DECREASE) IN CASH HELD
CASH AND CASH EQUIVALENTS AT
BEGINNING OF PERIOD
CASH AND CASH EQUIVALENTS
AT END OF PERIOD
6
Notes to the Financial Statements 30 June 2009
2009
$’000
2008
$’000
16,784
8,673
27
544
463
733
(18,846)
(870)
(7,291)
217
17,309
8,962
37
(255)
391
512
(18,288)
(868)
(6,201)
(4)
1,595
398
227
333
705
1,169
325
1,175
3,794
(1,242)
285
(420)
(154)
-
(957)
(574)
229
(229)
378
(378)
-
220
-
220
218
3,440
5,132
1,692
5,350
5,132
This Statement should be read in conjunction with the accompanying notes
Statement of Changes in Equity For the Year Ended 30 June 2009
Note
Total equity at beginning of financial year
Gain/(loss) on Asset Revaluation
NET INCOME RECOGNISED DIRECTLY IN
EQUITY
Net result for the year
TOTAL RECOGNISED INCOME AND EXPENSE
FOR THE YEAR
Transactions with the State in its capacity as
owner
Total Equity at the end
of the financial year
16a
16b
2009
$’000
41,399
9,680
2008
$’000
39,706
-
9,680
425
1,473
10,105
1,473
-
220
51,504
41,399
This Statement should be read in conjunction with the accompanying notes
Table of Contents
Note
1
2
2a
2b
2c
3
3a
3b
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22a
22b
23
24
Statement of Significant Accounting Policies
Revenue
Analysis of Revenue by Source
Patient and Resident Fees
Net Gain/(Loss) on Disposal Non-Current Assets
Expenses
Analysis of Expenses by Source
Analysis of Expenses by Internal and Restricted Specific Purpose
Funds for Services Supported by Hospital and Community Initiatives
Depreciation and Amortisation
Finance Costs
Receivables
Other Financial Assets
Inventories
Other Assets
Investments Accounted for Using the Equity Method
Property, Plant & Equipment
Payables
Employee Benefits and Related On-Costs Provisions
Other Liabilities
Equity
Reconciliation of Net Result for the Year to Net Cash
Inflow/(Outflow) from Operating Activities
Financial Instruments
Commitments for Expenditure
Segment Reporting
Responsible Person Disclosures
Executive Officer Disclosures
Events occurring after the Balance Sheet Date
Auditor Remuneration
Page
67
70
71
72
72
73
74
74
75
75
75
75
75
75
75
76
76, 77
77
77
78
78
78
79
82
82
83, 84
84
84
84
84
Note 1: Statement of Significant Accounting Policies
(a) Statement of compliance
The financial report is a general purpose financial report which has been prepared on
an accrual basis in accordance with the Financial Management Act 1994 and applicable
Australian Accounting Standards (AASs) and Australian Accounting Interpretations. AASs
includes Australian equivalents to International Financial Reporting Standards.
The Service is a not-for profit entity and therefore applies the additional Aus paragraphs
applicable to “not-for-profit” entities under the AAS’s.
(b) Basis of preparation
The financial report is prepared in accordance with the historical cost convention, except for
the revaluation of certain non-financial assets and financial instruments, as noted. Cost is
based on the fair values of the consideration given in exchange for assets.
In the application of AASs management is required to make judgments, estimates and
assumptions about carrying values of assets and liabilities that are not readily apparent from
other sources. The estimates and associated assumptions are based on historical experience
and various other factors that are believed to be reasonable under the circumstances, the
results of which form the basis of making the judgments. Actual results may differ from these
estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions
to accounting estimates are recognised in the period in which the estimate is revised if the
revision affects only that period or in the period of the revision, and future periods if the
revision affects both current and future periods.
Accounting policies are selected and applied in a manner which ensures that the resulting
financial information satisfies the concepts of relevance and reliability, thereby ensuring that
the substance of the underlying transactions or other events is reported.
The accounting policies set out below have been applied in preparing the financial report for
the year ended 30 June 2009, and the comparative information presented in these financial
statements for the year ended 30 June 2008.
(c) Reporting Entity
The financial report includes all the controlled activities of West Wimmera Health Service.
(d) Rounding Of Amounts
All amounts shown in the financial report are expressed to the nearest $1,000 unless
otherwise stated.
(e) Cash and Cash Equivalents
Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and
highly liquid investments with an original maturity of 3 months or less, which are readily
convertible to known amounts of cash and are subject to insignificant risk of changes in value.
(f) Receivables
Trade debtors are carried at nominal amounts due and are due for settlement within 30 days
from the date of recognition. Collectability of debts is reviewed on an ongoing basis, and debts
which are known to be uncollectible are written off. A provision for doubtful debts is raised
where doubt as to collection exists. Bad debts are written off when identified.
Receivables are recognised initially at fair value and subsequently measured at amortised cost
using the effective interest rate method, less any accumulated impairment.
(g) Inventories
Inventories include goods and other property held either for sale or for distribution at no or
nominal cost in the ordinary course of business operations. It includes land held for sale and
excludes depreciable assets.
Inventories held for distribution are measured at cost, adjusted for any loss of service potential.
All other inventories are measured at the lower of cost and net realisable value.
Bases used in assessing loss of service potential for inventories held for distribution include
current replacement cost and technical or functional obsolescence. Technical obsolescence
occurs when an item still functions for some or all of the tasks it was originally acquired to do,
but no longer matches existing technologies. Functional obsolescence occurs when an item no
longer functions the way it did when it was first acquired.
(h) Other Financial Assets
Other financial assets are recognised and derecognised on trade date where purchase or sale
of an investment is under a contract whose terms require delivery of the investment within the
timeframe established by the market concerned, and are initially measured at fair value, net of
transaction costs.
The Service classifies its other financial assets between current and non-current assets based
on the purpose for which the assets were acquired. Management determines the classification
of its other financial assets at initial recognition.
West Wimmera Health Service assesses at each balance sheet date whether a financial asset
or group of financial assets is impaired.
(i) Property, Plant and Equipment
Land and Buildings are recognised initially at cost and subsequently measured at fair value
less accumulated depreciation and impairment.
Plant, Equipment and Vehicles are recognised initially at cost and subsequently measured at
fair value less accumulated depreciation and impairment.
(j) Revaluations of Non-current Physical Assets
Non-current physical assets measured at fair value are revalued in accordance with FRD
103D. This revaluation process normally occurs every five years, based upon the asset’s
Government Purpose Classification, but may occur more frequently if fair value assessments
indicate material changes in values. Revaluation increments or decrements arise from
differences between an asset’s carrying value and fair value.
Revaluation increments are credited directly to the asset revaluation reserve, except that, to
the extent that an increment reverses a revaluation decrement in respect of that class of asset
previously recognised as an expense in the net result, the increment is recognised as income
in the net result.
Revaluation decrements are recognised immediately as expenses in the net result, except that,
to the extent that a credit balance exists in the asset revaluation reserve in respect of the same
class of assets, they are debited directly to the asset revaluation reserve.
67
Revaluation increases and revaluation decreases relating to individual assets within an asset
class are offset against one another within that class but are not offset in respect of assets in
different classes.
Revaluation reserves are not transferred to accumulated funds on derecognition of the relevant
asset.
In accordance with FRD 103D West Wimmera Health Service’s non-current physical assets
were subjected to a detailed valuation in the current financial year.
(k) Depreciation and Amortisation
Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided
on depreciable assets so as to allocate their cost or valuation over their estimated useful
lives using the straight-line method. Estimates of the remaining useful lives and depreciation
method for all assets are reviewed at least annually. This depreciation charge is not funded by
the Department of Human Services.
The following table indicates the expected useful lives of non current assets on which the
depreciation charges are based.
Buildings
Plant & Equipment
Medical Equipment
Vehicles
2009
2008
30 to 40 Years
8 to 10 Years
7 to 9 Years
5 to 8 Years
30 to 40 Years
8 to 10 Years
7 to 9 Years
5 to 8 Years
(l) Net Gain/(Loss) on Non-Financial Assets
Net gain/(loss) on non-financial assets includes realised and unrealised gains and losses from
revaluations, impairments and disposals of all physical assets and intangible assets.
Disposal of Non-Financial Assets
Any gain or loss on the sale of non-financial assets is recognised at the date that control of the
asset is passed to the buyer and is determined after deducting from the proceeds the carrying
value of the asset at that time.
Impairment of Non-Financial Assets
Non-Financial Assets are assessed annually for indications of impairment. If there is an
indication of impairment, the assets concerned are tested as to whether their carrying value
exceeds their possible recoverable amount. Where an asset’s carrying value exceeds its
recoverable amount, the difference is written-off as an expense except to the extent that the
write-down can be debited to an asset revaluation reserve amount applicable to that class of
asset.
It is deemed that, in the event of the loss of an asset, the future economic benefits arising
from the use of the asset will be replaced unless a specific decision to the contrary has been
made. The recoverable amount for most assets is measured at the higher of depreciated
replacement cost and fair value less costs to sell. Recoverable amount for assets held primarily
to generate net cash inflows is measured at the higher of the present value of future cash
flows expected to be obtained from the asset and fair value less costs to sell.
(m) Net Gain/(Loss) on Financial Instruments
Net gain/(loss) on financial instruments includes realised and unrealised gains and losses from
revaluations of financial instruments that are designated at fair value through profit or loss or
held-for-trading, impairment and reversal of impairment for financial instruments at amortised
cost, and disposals of financial assets.
Impairment of Financial Assets
Bad and doubtful debts are assessed on a regular basis. Those bad debts considered as
written off are classified as an expense.
Financial Assets have been assessed for impairment in accordance with Australian Accounting
Standards. Where a financial asset’s fair value at balance date has reduced by 20 per cent or
more than its cost price; or where its fair value has been less than its cost price for a period of
12 or more months, the financial instrument is treated as impaired.
(n) Payables
These amounts consist predominantly of liabilities for goods and services.
Payables are initially recognised at fair value, then subsequently carried at amortised cost
and represent liabilities for goods and services provided to the Service prior to the end of the
financial year that are unpaid, and arise when the health service becomes obliged to make
future payments in respect of the purchase of these goods and services.
The normal credit terms are usually Net 30 days.
(o) Provisions
Provisions are recognised when the entity has a present obligation, the future sacrifice of
economic benefits is probable, and the amount of the provision can be measured reliably.
The amount recognised as a provision is the best estimate of the consideration required to
settle the present obligation at reporting date, taking into account the risks and uncertainties
surrounding the obligation. Where a provision is measured using the cash flows estimated to
settle the present obligation, its carrying amount is the present value of those cash flows.
(p) Functional and Presentation Currency
The presentation currency of West Wimmera Health Service is the Australian dollar, which has
also been identified as the functional currency of the entity.
(q) Goods and Services Tax
Income, expenses and assets are recognised net of the amount of associated GST, unless the
GST incurred is not recoverable from the Australian Taxation Office (ATO). In this case it is
recognised as part of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The
net amount of GST recoverable from, or payable to, the ATO is included with other receivables
or payables in the balance sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising from
investing or financing activities which are recoverable from, or payable to the ATO, are
presented as operating cash flow.
Commitments and contingent liabilities are presented on a gross basis.
68
(r) Employee Benefits
Wages and Salaries, Annual Leave and Accrued Days Off
Liabilities for wages and salaries, including non-monetary
benefits, annual leave and accrued days off expected
to be settled within 12 months of the reporting date are
recognised in the provision for employee benefits in respect
of employees’ services up to the reporting date, classified as
current liabilities and measured at nominal values.
Those liabilities that the entity does not expect to be
settled within 12 months are recognised in the provision for
employee benefits as current liabilities, measured at present
value of the amounts expected to be paid when the liabilities
are settled using the remuneration rate expected to apply at
the time of settlement.
Long Service Leave
Current Liability – unconditional LSL (representing 10 or
more years of continuous service) is disclosed as a current
liability even where the Service does not expect to settle
the liability within 12 months because it will not have the
unconditional right to defer the settlement of the entitlement
should an employee take leave within 12 months.
The components of this current LSL liability are measured at:
present value – component that the Service does not expect
to settle within 12 months; and
nominal value – component that the Service expects to settle
within 12 months.
Non-Current Liability – conditional LSL (representing less
than 10 years of continuous service) is disclosed as a
non-current liability. There is an unconditional right to defer
the settlement of the entitlement until the employee has
completed the requisite years of service. Conditional LSL is
required to be measured at present value.
Consideration is given to expected future wage and salary
levels, experience of employee departures and periods of
service. Expected future payments are discounted using
interest rates of Commonwealth Government guaranteed
securities in Australia.
Superannuation
– Defined contribution plans
Contributions to defined contribution superannuation plans
are expensed when incurred.
– Defined benefit plans
The amount charged to the Operating Statement in respect
of defined benefit superannuation plans represents the
contributions made by the entity to the superannuation
plans in respect of the services of current entity staff.
Superannuation contributions are made to the plans based
on the relevant rules of each plan.
Employees of the Service are entitled to receive
superannuation benefits and the Service contributes to both
defined benefit and defined contribution plans. The defined
benefit plans provide benefits based on years of service and
final average salary.
The name and details of the major employee superannuation
funds and contributions made by the Service are as follows:
Fund
Defined benefit plans:
Health Super Superannuation
Fund
Other
Defined contribution plans:
Health Super Superannuation
Fund
Other
Total
Contributions Paid or
Payable for the year
2009
$’000
2008
$’000
45
11
58
6
1,372
60
1,488
1,351
51
1,466
The Service does not recognise any unfunded defined benefit
liability in respect of the superannuation plans because
the entity has no legal or constructive obligation to pay
future benefits relating to its employees; its only obligation
is to pay superannuation contributions as they fall due.
The Department of Treasury and Finance administers and
discloses the State’s defined benefit liabilities in its financial
report.
Termination Benefits
Liabilities for termination benefits are recognised when a
detailed plan for the termination has been developed and
a valid expectation has been raised with those employees
affected that the terminations will be carried out. The
liabilities for termination benefits are recognised in other
creditors unless the amount or timing of the payments is
uncertain, in which case they are recognised as a provision.
On-Costs
Employee benefits on-costs (workers’ compensation,
superannuation, annual leave and LSL accrued while on LSL
taken in service) are recognised separately from provisions
for employee benefits.
(s) Finance Costs
Finance costs are recognised as expenses in the period in
which they are incurred and refer to interest on the Service’s
bank overdraft.
(t) Residential Aged Care Service
The Residential Aged Care Service segment’s operations
are an integral part of the Service and shares its resources.
An apportionment of land and buildings has been made
based on bed numbers. The results of the two operations
have been segregated based on actual revenue earned and
expenditure incurred by each operation in note 2b to the
financial statement.
Residential Aged Care Services is substantially funded from
Commonwealth bed-day subsidies.
(u) Joint Ventures
Interests in jointly controlled assets are accounted for by
recognising in the Service’s financial statements, its share
of net assets and any revenue and expenses of such joint
ventures. Details of the joint venture are set out in note 11.
(v) Intersegment Transactions
Transactions between segments within the Service have
been eliminated to reflect the extent of the Service’s
operations as a group.
(w) Leases
Leases of property, plant and equipment are classified as
finance leases whenever the terms of the lease transfer
substantially all the risks and rewards of ownership to the
lessee. All other leases are classified as operating leases.
Operating lease payments are recognised as an expense
in the operating statement on a straight line basis over the
lease term.
(x) Income Recognition
Income is recognised in accordance with AASB 118 Revenue
and is recognised as to the extent it is earned. Unearned
income at reporting date is reported as income received in
advance.
Amounts disclosed as revenue are, where applicable, net of
returns, allowances and duties and taxes.
Government Grants
Grants are recognised as income when the entity gains
control of the underlying assets in accordance with AASB
1004 Contributions. For reciprocal grants, the Service is
deemed to have assumed control when the performance
has occurred under the grant. For non-reciprocal grants, the
Service is deemed to have assumed control when the grant is
received or receivable. Conditional grants may be reciprocal
or non-reciprocal depending on the terms of the grant.
Indirect Contributions
– Insurance is recognised as revenue following advice from
the Department of Human Services.
– Long Service Leave (LSL) – Revenue is recognised upon
finalisation of movements in LSL liability in line with the
arrangements set out in the Metropolitan Health and Aged
Care Services Division Hospital Circular 34/2008.
Patient fees are recognised as revenue at the time invoices
are raised.
Donations and Bequests
Donations and bequests are recognised as revenue when
received. If donations are for a special purpose, they may
be appropriated to a reserve, such as the specific restricted
purpose reserve.
Interest Revenue
Interest revenue is recognised on a time proportionate basis.
(y) Services Supported By Health Services Agreement
and Services Supported By Hospital and
Community Initiatives
Activities classified as Services Supported by Health
Services Agreement (HSA) are substantially funded by the
Department of Human Services and include Residential
Aged Care Services (RACS) and are also funded from other
sources such as the Commonwealth, patients and residents,
while Services Supported by Hospital and Community
Initiatives (Non HSA) are funded by the Health Service’s own
activities or local initiatives and/or the Commonwealth.
(z) Change in Accounting Policies
In accordance with Victorian Government Financial Reporting
Direction 103D ‘Non-Current Physical Assets’, West
Wimmera Health Service measures plant and equipment,
and medical equipment assets at fair value from 1 July
2008. Previously these assets were measured at cost.
This change in accounting policy is required to ensure that
Victoria’s Whole of Government financial report, into which
the Service’s results are consolidated, complies with the
requirements of AASB1049 Whole of Government and
General Government Sector Financial Reporting. As this
change is the initial application of a policy to revalue assets
in accordance with AASB116 Property, Plant and Equipment
the change is treated as a revaluation in the current year.
(aa) Comparative Information
Where necessary the previous year’s figures have been
reclassified to facilitate comparisons.
(ab) Property, Plant & Equipment Revaluation Reserve
The asset revaluation reserve is used to record increments
and decrements on the revaluation of non-current assets.
(ac) Specific Restricted Purpose Reserve
A specific restricted purpose reserve is established where
the entity has possession or title to the funds but has no
discretion to amend or vary the restriction and/or condition
underlying the funds received.
(ad) Contributed Capital
Consistent with Australian Accounting Interpretation 1038
Contributions by Owners Made to Wholly-Owned Public
Sector Entities and FRD 119 Contributions by Owners,
appropriations for additions to the net asset base have
been designated as contributed capital. Other transfers that
are in the nature of contributions or distributions that have
been designated as contributed capital are also treated as
contributed capital.
(ae) Net Result Before Capital & Specific Items
The subtotal entitled ‘Net result Before Capital & Specific
Items’ is included in the Operating Statement to enhance
the understanding of the financial performance of West
Wimmera Health Service. This subtotal reports the result
excluding items such as capital grants, assets received
or provided free of charge, depreciation, and items of an
unusual nature and amount such as specific revenues and
expenses. The exclusion of these items is made to enhance
matching of income and expenses so as to facilitate the
comparability and consistency of results between years
and Victorian Public Health Services. The Net result Before
Capital & Specific Items is used by the management of
the Service, the Department of Human Services and the
Victorian Government to measure the ongoing result of
Health Services in operating hospital services.
Capital and specific items, which are excluded from this
sub-total, comprise:
• Capital purpose income, which comprises all tied
grants, donations and bequests received for the purpose
of acquiring non-current assets, such as capital works,
plant and equipment or intangible assets. Consequently the
recognition of revenue as capital purpose income is based
on the intention of the provider of the revenue at the time the
revenue is provided.
• Depreciation and amortisation, as described in note 1 (k).
(af) Category Groups
West Wimmera Health Service has used the following
category groups for reporting purposes for the current and
previous financial years.
Admitted Patient Services (Admitted Patients) comprises all
recurrent health revenue/expenditure on admitted patient
services, where services are delivered in public hospitals,
or free standing day hospital facilities, or alcohol and drug
treatment units or hospitals specialising in dental services,
hearing and ophthalmic aids.
Outpatient Services (Outpatients) comprises all recurrent
health revenue/expenditure on public hospital type outpatient
services, where services are delivered in public hospital
outpatient clinics, or free standing day hospital facilities,
or rehabilitation facilities, or alcohol and drug treatment
units, or outpatient clinics specialising in ophthalmic aids or
palliative care.
Aged Care comprises revenue/expenditure form Home and
Community Care (HACC) programs, allied Health, Aged Care
Assessment and support services.
Primary Health comprises revenue/expenditure for
Community Health Services including health promotion and
counselling, physiotherapy, speech therapy, podiatry and
occupational therapy.
Off Campus, Ambulatory Services (Ambulatory) comprises all
recurrent health revenue/expenditure on public hospital type
services including palliative care facilities and rehabilitation
facilities, as well as services provided under the following
agreements: Services that are provided or received by
hospitals (or area health services) but are delivered/received
outside a hospital campus, services which have moved from
a hospital to a community setting since June 1998, services
which fall within the agreed scope of inclusions under the
new system, which have been delivered within hospital’s i.e.
in rural/remote areas.
Residential Aged Care including Mental Health (RAC incl.
Mental Health) referred to in the past as psychogeriatric
residential services, comprises those Commonwealthlicensed residential aged care services in receipt of
supplementary funding from DHS under the mental health
program. It excludes all other residential services funded
under the mental health program, such as mental healthfunded community care units (CCUs) and secure extended
care units (SECs).
Other Services excluded from Australian Health Care
Agreement (AHCA) (Other) comprises revenue/expenditure
for services not separately classified above, including: Public
health services including Laboratory testing, Blood Borne
Viruses / Sexually Transmitted Infections clinical services,
Kooris liaison officers, immunisation and screening services,
Drugs services including drug withdrawal, counselling and
the needle and syringe program, Dental Health services
including general and specialist dental care, school dental
services and clinical education, Disability services including
aids and equipment and flexible support packages to people
with a disability, Community Care programs including
sexual assault support, early parenting services, parenting
assessment and skills development, and various support
services. Health and Community Initiatives also falls in this
category group.
(ag) New Accounting Standards and Interpretations
Certain new accounting standards and interpretations have
been published that are not mandatory for the 30 June
2009 reporting period. As at 30 June 2009, the following
standards and interpretations had been issued but were not
mandatory for financial years ending 30 June 2009. West
Wimmera Health Service has not and does not intend to
adopt these standards early.
Applicable for reporting
periods beginning on or
ending on
Impact on Entities
Annual Statements
69
Standard / Interpretation
Summary
AASB 8 Operating Segments.
Supersedes AASB 114
Segment Reporting.
An accompanying amending
standard, also introduced
consequential amendments
into other Standards.
Beginning 1 January 2009
Not applicable
Impact expected to be not
significant.
AASB 2007-6 Amendments
to Australian Accounting
Standards arising from
AASB 123 [AASB 1, AASB
101, AASB 107, AASB 111,
AASB 116 & AASB 138 and
Interpretations 1 & 12]
An accompanying amending
standard, also introduced
consequential amendments
into other Standards.
All Australian government
jurisdictions are currently
still actively pursuing an
exemption for government
from capitalising borrowing
costs.
to AAS arising from AASB 3
& AASB 127 [AASB 1, 2, 4,
5, 7, 101, 107, 112, 114, 116,
121, 128, 131, 132, 133,
134, 136, 137, 138 & 139
and Interpretation 9 & 107]
This Standard gives effect
to consequential changes
arising from revised AASB
3 and amended AASB
127. The Prefaces to those
Standards summarise the
main requirements of those
Standards.
Summary
Impact expected to be
insignificant.
Applicable for reporting
periods beginning on or
ending on
Impact on Entities
Annual Statements
Impact is being evaluated.
insignificant.
insignificant.
Impact is being evaluated.
insignificant
insignificant
insignificant
Standards arising from AASB
8 [AASB 5, AASB 6, AASB
102, AASB 107, AASB 119,
AASB 127, AASB 134, AASB
136, AASB 1023 and AASB
1038]
Standard / Interpretation
to AASs arising from the
Annual Improvements Project
[AASBs 5, 7, 101, 102, 107,
108, 110, 116, 118, 119, 120,
123, 127, 128, 129, 131,
132, 134, 136, 138, 140,
141, 1023 & 1308]
AASB 2008-6 Further
Amendments to Australian
Accounting Standards
arising from the Annual
Improvements project [AASB
1 & AASB 5]
to AAS Cost of an Investment
in a Subsidiary, Jointly
Controlled Entity or Associate
[AASB 1, AASB 118, AASB
121, AASB 127 & AASB 136]
Standards – Eligible Hedged
Items [AASB 139]
to AASB 1049 for Consistency
with AASB 101
Standards – Borrowing Costs
of Not-for-Profit Public Sector
Entities [AASB 1, AASB 111 &
AASB 123]
Standards – Improving
Disclosures about Financial
Instruments [AASB 4, AASB
7, AASB 1023 & AASB 1038]
A suite of amendments
to existing standards
following issuance of IASB
Standard Improvements
to IFRSs in May 2008.
Some amendments result
in accounting changes for
presentation, recognition
and measurement purposes.
The amendments require
all the assets and liabilities
of a for-sale subsidiary’s
to be classified as held
for sale and clarify the
disclosures required when
the subsidiary is part of
a disposal group that
meets the definition of a
discontinued operation.
Changes mainly relate to
treatment of dividends from
subsidiaries or controlled
entities
The amendments to
AASB 139 clarify how the
principles that determine
whether a hedged risk or
portion of cash flows is
eligible for designation
as a hedged item, should
be applied in particular
situations.
Amendments to AASB 1049
for consistency with AASB
101 (September 2007)
version.
Amendments to Australian
Accounting Standards to
allow borrowing costs of
Not-for Profit Public Sector
Entities to be expensed
Amendments to AASB 7 to
enhance disclosures about
fair value measurements
and liquidity risk. Editorial
amendments to AASB 4,
AASB 1023 and AASB
1038 resulting from the
amendments to AASB 7
70
Note 2: Revenue
Revenue from Operating Activities
Government Grants
- Department of Human Services
- Dental Health Services Victoria
- State Government - Other
- Department of Education
- Commonwealth Government
- Residential Aged Care Subsidy
- Other
Total Government Grants
Indirect Contributions by Department of Human Services
- Insurance
- Long Service Leave
Total Indirect Contributions by Department of Human Services
- Patient and Resident Fees (refer note 2b)
- Residential Aged Care (refer note 2b)
Total Patient & Resident Fees
Business Units & Specific Purpose Funds
- Dental Services
- Meals on Wheels
- Diagnostic Imaging
Total Business Units & Specific Purpose Funds
Other Revenue from Operating Activities
Sub-Total Revenue from Operating Activities
Revenue from Non-Operating Activities
Interest
Property Income
Sub-Total Revenue from Non-Operating Activities
Revenue from Capital Purpose Income
State Government Capital Grants
- Targeted Capital Works and Equipment
- Equipment and Infrastructure Maintenance
Residential Accommodation Payments (refer note 2b)
Net Gain/(Loss) on Disposal of Non-Financial Assets (refer note 2c)
Sub-Total Revenue from Capital Purpose Income
Share of Net Result of Joint Ventures Accounted for using the Equity Model
(refer note 11)
Total Revenue (refer to note 2a)
HSA
2009
$’000
HSA
2008
$’000
Non HSA
2009
$’000
Non HSA
2008
$’000
Total
2009
$’000
Total
2008
$’000
15,403
203
14,650
183
-
-
15,403
203
14,650
183
169
12
-
-
169
12
5,266
874
21,915
5,242
1,151
21,238
-
-
5,266
874
21,915
5,242
1,151
21,238
301
(50)
251
302
(233)
69
-
-
301
(50)
251
302
(233)
69
1,917
1,688
3,605
2,068
1,625
3,693
-
-
1,917
1,688
3,605
2,068
1,625
3,693
172
25,943
193
25,193
30
98
130
258
27
285
34
119
117
270
37
307
30
98
130
258
27
172
26,228
34
119
117
270
37
193
25,500
-
-
385
92
477
391
70
461
385
92
477
391
70
461
366
–
366
631
–
631
32
336
(3)
227
592
75
305
19
1,169
1,568
32
366
336
(3)
227
958
75
631
305
19
1,169
2,199
28
26,337
25,824
1,354
2,336
28
27,691
28,160
Indirect contributions by Department of Human Services: Department of Human Services makes certain payments on behalf of the Health Service. These amounts have been brought to account in
determining the operating result for the year by recording them as revenue and expenses.
71
Note 2a: Analysis of Revenue by Source (based on the consolidated view of note 2)
Revenue from Services Supported by Health
Services Agreement
Government Grants
Indirect contributions by Department of Human Services
- Insurance
Patient & Resident Fees (refer note 2b)
Donations & Bequests (non capital)
Interest
Capital Purpose Income (refer note 2)
Share of Net Result of Joint Ventures Accounted for
using the Equity Model (refer note 11)
Sub-Total Revenue from Services Supported by
Health Services Agreement
Revenue from Services Supported by Hospital and
Dental Services
Meals on Wheels
Diagnostic Imaging
Capital Income
Interest
Property Income
Hospital and Community Initiatives
Total Revenue
Ambulatory
2009
$’000
RAC incl.
Mental
Health
2009
$’000
Aged Care
2009
$’000
Primary
Health
2009
$’000
Other
2009
$’000
Total
2009
$’000
2
1,586
7,731
-
2,012
392
21,915
301
(16)
1,108
14
-
33
-
214
-
(10)
1,688
20
-
(2)
68
-
(8)
130
50
-
(14)
364
88
366
301
(50)
3,605
172
366
-
-
-
-
-
-
28
28
11,599
35
1,800
9,429
66
2,184
1,224
26,337
-
-
-
-
-
-
30
98
130
365
254
385
92
30
98
130
365
254
385
92
-
-
-
-
-
-
1,354
1,354
11,599
35
1,800
9,429
66
2,184
2,578
27,691
Admitted
Patients
2009
$’000
Outpatients
2009
$’000
10,192
Indirect contributions by Department of Human Services: The Department of Human Services makes payments on behalf of the Service for its annual insurance premium.
These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.
Note 2a: Analysis of Revenue by Source (based on the consolidated view of note 2)
Revenue from Services Supported by Health
Services Agreement
Government Grants
Indirect contributions by Department of Human
Services
- Insurance
Patient & Resident Fees (refer note 2b)
Donations & Bequests (non capital)
Interest & Dividends
Capital Purpose Income (refer note 2)
Health Services Agreement
Revenue from Services Supported by Hospital and
Dental Services
Meals on Wheels
Diagnostic Imaging
Capital Income
Interest
Property Income
Hospital and Community Initiatives
Total Revenue
Admitted
Patients
2008
$’000
Outpatients
2008
$’000
9,318
2
Ambulatory
2008
$’000
RAC incl.
Mental
Health
2008
$’000
Aged Care
2008
$’000
Primary
Health
2008
$’000
Other
2008
$’000
Total
2008
$’000
1,523
7,687
-
1,920
788
21,238
(7)
3
-
(36)
88
50
-
(68)
402
108
631
302
(232)
3,693
192
631
302
(76)
1,208
14
-
23
-
282
-
(45)
1,687
20
-
10,766
25
1,805
9,349
(4)
2,022
1,861
25,824
-
-
-
-
-
-
34
119
117
399
1,206
391
70
34
119
117
399
1,206
391
70
-
-
-
-
-
-
2,336
2,336
10,766
25
1,805
9,349
(4)
2,022
4,197
28,160
Indirect contributions by Department of Human Services: The Department of Human Services makes payments on behalf of the Service for its annual insurance premium. These amounts have
been brought to account in determining the operating result for the year by recording them as revenue and expenses.
72
Note 2b: Patient and Resident Fees
Note 2c: Net Gain/(Loss) on Disposal of Non-Financial Assets
2009
$’000
Patient and Resident Fees Raised
Recurrent:
Acute
– Inpatients
– Outpatients
– Other
– Generic
– Mental Health
– Residential Accommodation Payments
Total Recurrent
Capital Purpose:
Residential Accommodation Payments
Total Capital
2008
$’000
1,105
20
792
1,184
16
868
1,609
79
3,605
1,531
79
15
3,693
336
336
305
305
Proceeds from Disposals of Non-Current Assets
Plant and Equipment
Medical Equipment
Motor Vehicles
Total Proceeds from Disposal
of Non-Current Assets
Less: Written Down Value
of Non-Current Assets Sold
Plant and Equipment
Medical Equipment
Motor Vehicles
Total Written Down Value
of Non-Current Assets Sold
Net gains/(losses) on Disposal
of Non-Current Assets
2009
$’000
2008
$’000
282
6
20
110
282
136
285
6
111
-
285
117
(3)
19
73
Note 3: Expenses
Employee Benefits
Salaries & Wages
WorkCover Premium
Departure Packages
Long Service Leave
Superannuation
Total Employee Benefits
Fees for Visiting Medical Officers
Agency Costs - Nursing
Total Non Salary Labour Costs
Drug Supplies
Medical, Surgical Supplies and Prosthesis
Food Supplies
Total Supplies & Consumables
Other Expenses from Continuing Operations
Domestic Services & Supplies
Fuel, Light, Power and Water
Insurance costs funded by DHS
Motor Vehicle Expenses
Repairs & Maintenance
Maintenance Contracts
Patient Transport
Bad & Doubtful Debts
Lease Expenses
Other Administrative Expenses
Audit Fees
- VAGO - Audit of Financial Statements
- Other
Total Other Expenses from Continuing Operations
Depreciation & Amortisation
Finance Costs
Total
Total Expenses
HSA
2009
$’000
HSA
2008
$’000
Non HSA
2009
$’000
Non HSA
2008
$’000
Total
2009
$’000
Total
2008
$’000
15,951
224
321
1,455
17,951
15,765
291
56
204
1,434
17,750
342
5
8
33
388
325
6
1
5
32
369
16,293
229
329
1,488
18,339
16,090
297
57
209
1,466
18,119
626
332
958
655
293
948
243
243
213
213
869
332
1,201
868
293
1,161
144
1,123
744
2,011
146
862
661
1,669
70
143
213
53
160
213
144
1,193
887
2,224
146
915
821
1,882
519
537
306
214
351
188
88
4
107
1,827
503
705
327
227
270
212
141
3
155
1,624
8
23
12
4
20
22
82
8
21
12
6
12
13
2
68
527
560
318
218
371
210
88
4
107
1,909
511
726
339
233
282
225
143
3
155
1,692
24
34
4,199
1,132
1,132
26,251
20
20
4,207
1,172
4
1,176
25,750
171
1,015
142
937
24
34
4,370
1,132
1,132
27,266
20
20
4,349
1,172
4
1,176
26,687
74
Note 3a: Analysis of Expenses by Source (based on the consolidated view)
Services Supported by Health Services
Agreement
Employee Benefits
Depreciation & Amortisation (refer note 4)
Sub-Total Expenses from Services Supported
by Health Services Agreement
Services Supported by Hospital and
Employee Benefits
Sub-Total Expense from Services Supported
by Hospital and Community Initiatives
Total Expenses
Ambulatory
RAC incl.
Mental
Health
Aged Care
Primary
Health
Other
Total
2009
$’000
2009
$’000
2009
$’000
2009
$’000
2009
$’000
2009
$’000
2009
$’000
5,536
837
1,244
1,359
407
17
17
10
2
1,612
2
77
314
91
8,016
119
452
1,453
455
444
16
169
28
1,541
88
459
95
785
117
435
54
17,951
958
2,011
4,199
1,132
9,383
46
2,096
10,495
657
2,183
1,391
26,251
-
-
-
-
-
-
388
243
213
171
388
243
213
171
Admitted
Patients
Outpatients
2009
$’000
-
-
-
-
-
-
1,015
1,015
9,383
46
2,096
10,495
657
2,183
2,406
27,266
Aged Care
Primary
Health
Note 3a: Analysis of Expenses by Source (based on the consolidated view)
Services Supported by Health Services
Agreement
Employee Benefits
Depreciation & Amortisation (refer note 4)
Finance Costs (refer note 5)
Sub-Total Expenses from Services Supported
by Health Services Agreement
Services Supported by Hospital and
Employee Benefits
Sub-Total Expense from Services Supported
by Hospital and Community Initiatives
Total Expenses
Admitted
Patients
Outpatients
Ambulatory
RAC incl.
Mental
Health
Other
Total
2008
$’000
2008
$’000
2008
$’000
2008
$’000
2008
$’000
2008
$’000
2008
$’000
2008
$’000
5,722
816
977
1,466
413
-
92
19
20
6
-
1,254
59
252
72
-
7,841
132
438
1,565
458
-
544
18
143
32
-
1,628
90
510
102
-
669
68
251
89
4
17,750
948
1,669
4,207
1,172
4
9,394
137
1,637
10,434
737
2,330
1,081
25,750
-
-
-
-
-
-
369
213
213
142
369
213
213
142
-
-
-
-
-
-
937
937
9,394
137
1,637
10,434
737
2,330
2,018
26,687
Note 3b: Analysis of Expenses by Internal and Restricted Specific Purpose
Funds for Services Supported by Hospital and Community Initiatives
Dental
Diagnostic Imaging
Meals on Wheels
TOTAL
2009
$’000
580
253
182
1,015
2008
$’000
484
252
201
937
Note 8: Other Financial Assets
Note 4: Depreciation and Amortisation
Depreciation
Buildings
Plant & Equipment
Medical Equipment
Computers & Communication
Furniture & Fittings
Motor Vehicles
Total Depreciation
2009
$’000
2008
$’000
622
117
213
21
54
105
1,132
619
149
212
23
82
87
1,172
Note 5: Finance Costs
Interest on Overdraft
TOTAL
2009
$’000
-
2008
$’000
4
4
Note 6: Cash and Cash Equivalents
For the purposes of the Cash Flow Statement, cash assets includes cash on hand and in
banks, and short-term deposits which are readily convertible to cash on hand, and are subject
to an insignificant risk of change in value, net of outstanding bank overdrafts.
Cash on Hand
Cash at Bank
Deposits at Call
TOTAL
Represented by:
Cash for Health Service Operations (as per Cash Flow
Statement)
TOTAL
75
2009
$’000
4
314
5,032
5,350
2008
$’000
4
578
4,550
5,132
5,350
5,350
5,132
5,132
Operating Fund
CURRENT
Term Deposits
Aust. Dollar Term Deposits
TOTAL
Represented by:
Monies Held in Trust
Patient Monies
Accommodation Bonds
(Refundable Entrance Fees)
Licences to Occupy
TOTAL
Totals
2009
$’000
2008
$’000
2009
$’000
2008
$’000
2,012
2,012
2,209
2,209
2,012
2,012
2,209
2,209
-
1
-
1
1,769
243
2,012
1,881
327
2,209
1,769
243
2,012
1,881
327
2,209
(b) Ageing analysis of other financial assets
Please refer to note 18(b) for the ageing analysis of other financial assets
(c) Nature and extent of risk arising from other financial assets
Please refer to note 18(b) for the nature and extent of credit risk arising from other
financial assets
Note 9: Inventories
Pharmaceuticals - at cost
Catering Supplies - at cost
Housekeeping Supplies - at cost
Medical and Surgical Lines - at cost
Engineering Stores - at cost
Administration Stores - at cost
TOTAL INVENTORIES
2009
$’000
59
26
17
104
28
31
265
2008
$’000
57
26
14
103
33
19
252
2009
$’000
2008
$’000
32
32
7
7
Note 10: Other Assets
Note 7: Receivables
2009
$’000
2008
$’000
181
328
-
308
299
15
(5)
504
(15)
607
TOTAL CURRENT RECEIVABLES
65
65
569
48
48
655
NON CURRENT
Statutory
Accrued Revenue - DHS
TOTAL NON-CURRENT RECEIVABLES
TOTAL RECEIVABLES
569
50
50
705
2009
$’000
15
(3)
(7)
5
2008
$’000
15
(3)
3
15
CURRENT
Contractual
Trade Debtors
Patient Fees
Accrued Revenue - DHSV
Less Allowance for Doubtful Debts
Patient Fees
Statutory
GST Receivable
(a) Movement in the Allowance for doubtful debts
Balance at beginning of year
Amounts written off during the year
Amounts recovered during the year
Balance at end of year
(b) Ageing analysis of receivables
Please refer to note 18(b) for the ageing analysis of receivables
(c) Nature and extent of risk arising from receivables
Please refer to note 18(b) for the nature and extent of credit risk arising from receivables
Current
Prepayments
TOTAL
76
Note 11: Investments Accounted for Using the Equity Method
Interest in Jointly Controlled Entities
TOTAL
2009
$’000
2008
$’000
28
28
Ownership Interest
Name of Entity
Jointly Controlled Entities
Grampians Regional Health Alliance
Share of Current Assets
Share of Non-Current Assets
Share of Current Liabilities
Share of Total Revenue
Share of Net Result
Country of
Incorporation
Principal Activity
Provision of
Information
Systems
Australia
2009
$’000
241
51
41
354
28
2008
$’000
-
Note 12: Property, Plant & Equipment
2009
$’000
2008
$’000
703
703
836
836
49,330
49,330
25,176
1,162
24,014
-
16,323
503
15,820
49,330
39,834
Plant and Equipment
Plant and Equipment at fair value
Less Acc’d Depreciation
Total Plant and Equipment
1,249
1,041
208
2,840
2,314
526
Medical Equipment
Medical Equipment at fair value
Total Medical Equipment
3,360
2,401
959
2,989
2,134
855
875
829
46
883
835
48
1,114
397
717
748
540
208
1,575
1,188
387
52,350
2,246
1,709
537
42,844
Land
Land at fair value
Total Land
Buildings
Buildings at fair value
Buildings at cost
Total Buildings
Computers & Communication
Computers & Communication at fair value
Total Computers & Communication
Motor Vehicles
Motor Vehicles at fair value
Total Motor Vehicles
Furniture & Fittings
Furniture & Fittings at fair value
TOTAL
Published Fair Value
2009
%
2008
%
2009
$’000
2008
$’000
7.77
0
28
–
77
Note 12: Property, Plant & Equipment (Continued)
Reconciliations of the carrying amounts of each class of asset for the Service at the beginning and end of the previous and current financial year are set out below.
Balance at 1 July 2007
Additions
Disposals
Depreciation and Amortisation (note 4)
Balance at 1 July 2008
Additions
Disposals
Revaluation increments/(decrements)
Net Transfers between classes
Depreciation and Amortisation (note 4)
Balance at 30 June 2009
Land
Buildings
Plant &
Equipment
Medical
Equipment
Computers,
Communctns
Furniture
& Fittings
Motor
Vehicles
Total
$’000
836
836
(133)
703
$’000
40,299
154
(619)
39,834
5
9,812
301
(622)
49,330
$’000
621
68
(14)
(149)
526
75
(276)
(117)
208
$’000
931
136
(212)
855
222
95
(213)
959
$’000
53
18
(23)
48
19
(21)
46
$’000
486
133
(82)
537
24
$’000
217
189
(111)
(87)
208
899
(285)
(105)
717
$’000
43,443
698
(125)
(1,172)
42,844
1,244
(285)
9,679
(1,132)
52,350
(120)
(54)
387
Land and buildings carried at valuation
An independent valuation of the Health Service’s property, plant and equipment was performed by the Valuer-General Victoria to determine the fair value of the land and
buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could be exchanged between
knowledgeable willing parties in an arms’ length transaction. The valuation was based on independent assessments. The effective date of the valuation is 30 June 2009.
Note 13: Payables
CURRENT
Contractual
Trade Creditors
Accrued Expenses
TOTAL PAYABLES
2009
$’000
2008
$’000
1,083
355
1,438
1,156
280
1,436
(a) Maturity analysis of payables
Please refer to Note 18c for the ageing analysis of payables
(b) Nature and extent of risk arising from payables
Please refer to note 18c for the nature and extent of risks arising from payables
Note 14: Employee Benefits and Related On-Costs Provisions
Current Provisions
Employee Benefits
- Unconditional and expected to be settled within 12 months
- Unconditional and expected to be settled after 12 months
Total Current Provisions
Non-Current Provisions
Employee Benefits
Total Non-Current Provisions
Current Employee Benefits
Unconditional LSL entitlement
Annual leave entitlements
Accrued Wages and Salaries
Accrued Days Off
Non-Current Employee Benefits
Conditional long service leave entitlements (present value)
Total Employee Benefits
Movement in Long Service Leave:
Balance at start of year
Provision made during the year
- Revaluations
- Expense recognising employee service
Settlement made during the year
Balance at end of year
2009
$’000
2008
$’000
2,580
1,939
4,519
2,981
1,907
4,888
522
522
433
433
1,939
2,055
411
114
1,907
1,989
935
57
522
5,041
433
5,320
2,339
2,524
3
327
(208)
2,461
209
(394)
2,339
78
Note 16: Equity
Note 15: Other Liabilities
2009
$’000
CURRENT
Income in Advance
- DVA WIES Recall
- Lowan Regional Health Program
- Other
Monies Held in Trust*
- Patient Monies Held in Trust*
- Accommodation Bonds
(Refundable Entrance Fees)*
- Licences to Occupy
Total Current
* Total Monies Held in Trust
Represented by the following assets:
Other Financial Assets (refer to Note 8)
Land and Buildings
TOTAL
2008
$’000
6
121
58
-
1
2,374
243
2,623
2,486
327
2,993
2,012
605
2,617
2,209
605
2,814
(a) Reserves
Property, Plant & Equipment Revaluation Reserve 1
Balance at the beginning of the reporting period
Revaluation Increment/(Decrements)
- Land
- Buildings
Balance at the end of the reporting period*
* Represented by:
- Land
- Buildings
2009
$’000
2008
$’000
370
370
(133)
9,813
10,050
370
237
9,813
10,050
370
370
(1) The property, plant & equipment asset revaluation reserve arises on the revaluation of
property, plant & equipment.
2009
$’000
2008
$’000
427
427
10,477
427
427
797
25,924
25,704
25,924
220
25,924
(c) Accumulated Surpluses/(Deficits)
Balance at the end of the reporting period
14,678
425
15,103
13,205
1,473
14,678
(d) Total Equity at end of financial year
51,504
41,399
Restricted Specific Purpose Reserve
Total Reserves
(b) Contributed Capital
Capital contribution received from Victorian
Government as compensation for cessation of GST
payments
Note 17: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow)
from Operating Activities
Depreciation & Amortisation
DHS GST Funding
Change in Inventories
Net (Gain)/Loss from Sale of Motor Vehicles
Share of Joint Venture Net Result
Change in Operating Assets & Liabilities
(Increase)/Decrease in Receivables
(Increase)/Decrease in Prepayments
Increase/(Decrease) in Payables
Increase/(Decrease) in Other Liabilities
Increase/(Decrease) in Employee Benefits
FROM OPERATING ACTIVITIES
2009
$’000
425
2008
$’000
1,473
1,132
(13)
3
28
1,172
220
10
(19)
-
127
(25)
(71)
(197)
(234)
274
167
245
179
73
1,175
3,794
79
Note 18: Financial Instruments
Note 18: Financial Instruments (continued)
(a) Financial Risk Management Objectives and Policies
West Wimmera Health Service’s principal financial instruments comprise of:
- Cash Assets
- Term Deposits
- Receivables (excluding statutory receivables)
- Payables (excluding statutory payables)
- Residential Aged Care Accommodation Bonds
Details of the significant accounting policies and methods adopted, including the criteria
for recognition, the basis of measurement and the basis on which income and expenses
are recognised, with respect to each class of financial asset, financial liability and equity
instrument are disclosed in note 1 to the financial statements.
The main purpose in holding financial instruments is to prudentially manage the Service’s
financial risks within government policy parameters.
(c) Liquidity Risk
The following table discloses the contractual maturity analysis for West Wimmera Health
Service’s financial liabilities. For interest rates applicable to each class of liability refer to
individual notes to the financial statements.
Maturity analysis of financial liabilities as at 30 June
Maturity Dates
Categorisation of financial instruments
Financial Assets
Loans and Receivables
Total Financial Assets (i)
Financial Liabilities
At amortised cost
Total Financial Liabilities (ii)
Carrying
Amount
Carrying
Amount
2009
$’000
2008
$’000
7,362
509
7,871
7,341
657
7,998
4,061
4,061
4,429
4,429
(i) The total amount of financial assets disclosed here excludes statutory receivables
(i.e. GST input tax credit recoverable)
(ii) The total amount of financial liabilities disclosed here excludes statutory payables
(i.e. Taxes payable)
(b) Credit Risk
The Service’s exposure to credit risk by ageing periods is set out in the following table.
For interest rates applicable to each class of asset refer to individual notes to the financial
statements.
Ageing analysis of financial asset as at 30 June
2009
Financial Assets
Receivables
- Trade debtors
- Patient fees receivable
Other financial assets
- Monies in Trust Deposits
Total Financial Assets
2008
Financial Assets
Receivables
- Trade debtors
- Patient fees receivable
- DHS LSL receivable
- Accrued revenue
Total Financial Assets
Consol’d
Carrying
Amount
Not Past
Due
& Not
Impaired
Past Due But Not Impaired
Less than 1
Month
1-3 Months
$’000
$’000
$’000
$’000
5,350
5,350
-
-
181
328
114
223
50
16
17
89
2,012
7,871
2,012
7,699
66
106
5,132
5,132
-
-
303
289
50
176
118
50
8
60
-
119
111
-
15
2,209
7,998
15
2,209
7,700
68
230
2009
Payables
Other Financial Liabilities
- Other
Total Financial Liabilities
2008
Payables
- Other
Total Financial Liabilities
Carrying
Amount
Contractual
Cash Flows
1 to 3
Months
3 Months
to 1 Year
$’000
$’000
$’000
$’000
1,438
1,438
1,438
-
2,374
243
6
4,061
2,374
243
6
4,061
1,438
2,374
243
6
2,623
1,436
1,436
1,436
-
2,486
327
180
4,429
2,486
327
180
4,429
-
2,486
327
180
2,993
1,436
80
(d) Market Risk
Market risk is defined as the degree to which the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Generally, market risk comprises three
types of risk: currency risk, interest rate risk and other price risk.
Currency Risk
The Service is exposed to insignificant foreign currency risk through its payables relating to purchases of supplies and consumables from overseas. This is because of a limited amount of
purchases denominated in foreign currencies and a short timeframe between commitment and settlement.
Interest Rate Risk
Exposure to interest rate risk might arise primarily through the Service’s interest bearing liabilities. Minimisation of this risk is achieved mainly by utilising fixed rate or non-interest bearing
financial instruments. For financial liabilities, the Service mainly utilises financial liabilities with relatively even maturity profiles.
Other Price Risk
The Service is not materially exposed to price risk.
Interest Rate Exposure of Financial Assets and Liabilities as at 30 June
2009
Financial Assets
Receivables
- Trade debtors
- Other receivables
Carrying Amount
$’000
Fixed Interest Rate
$’000
Non-Interest Bearing
$’000
5.43
5,350
5,350
-
181
328
-
181
328
2,012
7,871
2,012
7,362
509
1,438
-
1,438
2,374
243
6
4,061
-
2,374
243
6
4,061
5,132
5,132
-
303
289
-
303
289
2,209
7,933
2,209
7,341
592
4.98
Payables
- Other
2008
Financial Assets
Receivables
- Trade debtors
- Other receivables
Payables
- Other
Interest Rate Exposure
Weighted Average
Effective Interest
Rate (%)
8.08
6.83
1,436
2,486
327
180
4,429
1,436
-
2,486
327
180
4,429
81
(d) Market Risk (cont)
Sensitivity Disclosure Analysis
Taking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the financial markets, the Service believes the following
movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from the Reserve Bank of Australia)
- A shift of +1% and -1% in market interest rates (AUD) from year-end rates of 6%;
- A parallel shift of +1% and -1% in the inflation rate from year-end rates of 2%
The following table discloses the impact on net operating result and equity for each category of financial instrument held by the Service at year end as presented to key management personnel,
if changes in the relevant risk occur.
Interest Rate Risk
2009
Financial Assets
Receivables
- Trade debtors
- Other receivables
- Term Deposit
Payables
- Other
2008
Financial Assets
Receivables
- Trade debtors
- Other receivables
- Term Deposit
Payables
- Other
-1%
+1%
Carrying
Amount
$’000
Profit
$’000
Equity
$’000
Profit
$’000
Equity
$’000
5,350
(54)
(54)
54
54
181
328
-
-
-
-
2,012
(20)
(20)
20
20
1,438
-
-
-
-
2,374
243
6
-
-
-
-
(74)
(74)
74
74
5,132
(51)
(51)
51
51
303
289
-
-
-
-
2,209
(22)
(22)
22
22
1,436
-
-
-
-
2,486
327
180
-
-
-
-
(73)
(73)
73
73
82
Note 19: Commitments for Expenditure
Capital Expenditure Commitments
Payable:
Land and Buildings
Plant and Equipment
Total Capital Commitments
Land and Buildings
Later than 1 year and not later than 5 years
Total
Plant and Equipment
Not later than one year
Total
TOTAL
Lease Commitments
Commitments in relation to leases contracted for at
the reporting date:
Xerox Photocopier Agreement
Motor Vehicles - Lowan Regional Health
Motor Vehicles - Capital Finance
IP Telephone Rental
Total Lease Commitments
Operating Leases
Cancellable
Not later than one year
Later than 1 year and not later than 5 years
TOTAL
Total Commitments for expenditure
(inclusive of GST)
less GST recoverable from the Australian Tax Office
Total commitments for expenditure
(exclusive of GST)
2009
$’000
2008
$’000
-
300
588
888
-
300
300
-
588
588
-
888
105
43
148
146
68
124
45
383
59
89
148
235
148
383
148
(13)
1,271
(116)
135
1,155
Note 20: Contingent Liabilities
Details of estimates of maximum amounts of contingent liabilities are as follows:
Quantifiable
Caveat over property - Kaniva Cottages
Total Quantifiable Contingent Liabilities
2009
$’000
2008
$’000
200
200
200
200
The West Wimmera Shire Council holds a caveat of $200,000 over the title of the Kaniva
Cottages. Should the Cottages be sold for any other purpose than to provide Aged Care
accommodation at any future time or be wound up, the Council retains the right to recoup
$200,000 from the Service.
REVENUE
External Segment Revenue
Total Revenue
EXPENSES
External Segment Expenses
Total Expenses
Net Result from ordinary
activities
Interest Expense
Interest Income
Share of Net Result of Associates
& Joint Ventures using Equity
Method
Net Result for Year
OTHER INFORMATION
Segment Assets
Total Assets
Segment Liabilities
Total Liabilities
Investments in associates and
joint venture partnership
Acquisition of property, plant and
equipment
Depreciation & amortisation
expense
Note 21: Segment Reporting
(502)
(485)
-
-
19,655
19,655
(1,943)
(1,943)
23,289
23,289
(1,814)
(1,814)
268
2,934
2,680
-
-
-
221
23,250
23,250
(5,370)
(5,370)
2,934
2,680
(473)
285
(1,061)
-
(1,061)
(10,619)
(10,619)
(8,369)
(8,369)
(8,544)
(8,544)
9,558
9,558
2009
$’000
11,303
11,303
2008
$’000
RACS
11,224
11,224
2009
$’000
Acute Care
(490)
268
-
19,622
19,622
(5,752)
(5,752)
(1,146)
-
(1,146)
(10,389)
(10,389)
9,243
9,243
2008
$’000
(27)
13
-
1,127
1,127
(183)
(183)
(34)
-
(34)
(469)
(469)
435
435
2009
$’000
(28)
13
-
951
951
(196)
(196)
(5)
-
(5)
(459)
(459)
454
454
2008
$’000
Aged Care Other
(16)
89
-
355
355
(52)
(52)
293
-
293
(276)
(276)
569
569
2009
$’000
(17)
4
-
300
300
(56)
(56)
152
-
152
(270)
(270)
422
422
2008
$’000
Business Units
(32)
59
-
2,407
2,407
(102)
(102)
(371)
-
(371)
(1,036)
(1,036)
665
665
2009
$’000
(33)
28
-
2,031
2,031
(109)
(109)
(384)
-
(384)
(1,014)
(1,014)
630
630
2008
$’000
Internally
Managed Units
(79)
159
-
8,248
8,248
(1,227)
(1,227)
(345)
-
(345)
(3,949)
(3,949)
3,604
3,604
2009
$’000
(82)
95
-
6,961
6,961
(1,314)
(1,314)
(478)
-
(478)
(3,861)
(3,861)
3,383
3,383
2008
$’000
Primary Health
(19)
418
28
1,930
1,930
(355)
(355)
28
(736)
385
(1,149)
(2,372)
(2,372)
1,223
1,223
2009
$’000
(20)
22
-
1,629
1,629
(380)
(380)
399
(4)
391
12
(2,322)
(2,322)
2,334
2,334
2008
$’000
Other Programs
(1,132)
1,244
28
60,606
60,606
(9,102)
(9,102)
28
425
385
12
(27,266)
(27,266)
27,278
27,278
27,769
27,769
2008
$’000
(1,172)
698
-
51,149
51,149
(9,750)
(9,750)
1,473
(4)
391
1,086
(26,683)
(26,683)
Consol’d
2009
$’000
83
84
Note 21: Segment Reporting (continued)
Note 22b: Executive Officer Disclosures
The major products/services from which the above segments derive revenue are:
Executive Officers’ Remuneration
The numbers of executive officers, other than Ministers and Accountable Officers, and their
total remuneration during the reporting period are shown in the first two columns in the table
below in their relevant income bands. The base remuneration of executive officers is shown in
the third and fourth columns. Base remuneration is exclusive of bonus payments, long-service
leave payments, redundancy payments and retirement benefits.
Segment
Acute Care
Residential Aged Care Service
Aged Care - Other
Business Units
Internally Managed Units
Primary Health
Other Programs
Services
Acute Inpatient Care
Community Aged Care Packages, Dementia
Respite
Dental, Radiography, Medical & Meals on Wheels
Disability Services
Allied & Community Health
Other
Geographical Segment
Geographical SegmentWest Wimmera Health Service operates predominantly in the West
Wimmera region. More than 90% of revenue, net surplus from ordinary activities and segment
assets relate to operations in this area.
2008
No.
2
1
1
4
$497,482
2009
No.
1
1
1
3
$387,957
2008
No.
2
1
1
4
$473,482
There were no significant events after the reporting date (30 June 2009).
In accordance with the Ministerial Directions issued by the Minister for Finance under the
Financial Management Act 1994, the following disclosures are made regarding responsible
persons for the reporting period.
Period
01/07/2008 - 30/06/2009
Board of Governance
R Ismay
R Rosewall
L Clarke
J Hicks
L Maybery
J Sudholz
R Stanford
D White
H Champness
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
01/07/2008 - 30/06/2009
03/03/2009 - 30/06/2009
Accountable Officers
J Smith - Chief Executive Officer
01/07/2008 - 30/06/2009
Remuneration of Responsible Persons
The number of Responsible Persons are shown in their relevant income bands;
Income Band
$0 - $9,999
$210,000 - $219,999
$220,000 - $229,999
Total Numbers
Total remuneration received or due and receivable
by Responsible Persons from the reporting entity
amounted to:
Amounts relating to Responsible Ministers
are reported in the financial statements of the
Department of Premier and Cabinet
Other Transactions of Responsible Persons and
their Related Parties
Mrs E M Stewart has provided nursing services to the
Service on normal award terms and conditions
T Ismay & Company of which Mr R Ismay is a director
has provided hardware supplies and services to the
Service on normal commercial terms and conditions
Mrs L M Graham has provided secretarial services to
the Service on normal award terms and conditions
$110,000 - $119,999
$120,000 - $129,999
$130,000 - $139,999
$140,000 – $149,999
Total
Total Remuneration
2009
No.
1
2
3
$393,957
Base Remuneration
Note 23: Events Occurring after the Balance Sheet Date
Note 22a: Responsible Persons Disclosures
Responsible Minister:
The Honourable Daniel Andrews,
MLA, Minister for Health
Total Remuneration
2009
No.
10
1
11
2008
No.
12
1
13
$229,080
$217,121
$’000
$’000
-
105
2
1
45
42
Note 24: Remuneration of Auditors
Audit fees paid or payable to the Victorian AuditorGeneral’s Office for audit of the (Agency’s) current
financial report
Total Paid and Payable
2009
$’000
2008
$’000
24
24
20
20
85
COMPLIANCE DISCLOSURE INDEX
The Annual Report of West Wimmera Health Service 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 No.
Charter and purpose
FRD 22B
FRD 22B
FRD 22B
Manner of establishment and the relevant Ministers
Objectives, functions, powers and duties
Nature and range of services provided
4, 28, 30, 31
6, 7, 28
5
Management and Structure
FRD 22B
Organisational structure
29
Financial and Other Information
FRD 10
FRD 11
FRD 21A
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 22B
FRD 25
SD 4.2(j)
SD 4.5.5
Disclosure index
Disclosure of ex-gratia payments
Responsible person and executive officer disclosures
Application and operation of Freedom of Information Act 1982
Application and operation of Whistleblowers Protection Act 2001
Compliance with building and maintenance provisions of Building Act 1993
Details of consultancies over $100,000
Details of consultancies under $100,000
Major changes or factors affecting performance
Occupational Health and Safety Act 2004
Operational and budgetary objectives and performance against objectives
Significant changes in financial position during the year
Statement of availability of other information
Statement of merit and equity
Statement on National Competition Policy
Subsequent events
Summary of the financial results for the year
Workforce Data Disclosures
Victorian Industry Participation Policy disclosures
Report of Operations, Responsible Body Declaration
Attestation on Compliance with Australian/New Zealand Risk Management Standard
85
NIL
65
57
57
57
57
57
62
57
6, 7
61
57
59
57
84
61
59
57
2
17
Ministerial Directions
Report of Operations
Financial Statements
Financial statements required under Part 7 of the FMA
SD 4.2(a)
Compliance with Australian accounting standards and other authoritative pronouncements
SD 4.2(b)
Operating Statement
SD 4.2(b)
Balance Sheet
SD 4.2(b)
Statement of Changes in Equity
SD 4.2(b)
Cash Flow Statement
SD 4.2(c)
Accountable officer’s declaration
SD 4.2(c)
Compliance with Ministerial Directions
SD 4.2(d)
Rounding of amounts
67
65
65
66
66
65
65
67
Legislation
Freedom of Information Act 1982
Whistleblowers Protection Act 2001
Victorian Industry Participation Policy Act 2003
Building Act 1993
Financial Management Act 1994
57
57
57
57
IFC
86
GLOSSARY OF TERMS
ACFI
Aged Care Funding Instrument
ACHS
Australian Council on Healthcare
Standards
Australian Standards
National Standards developed
by the Standards Association of
Australia/New Zealand
Best Practice
Measuring results against the best
performance of other groups
CACPs
provide services in the home
Carers
Carers of patients/clients who are
not part of the Service Care Team
Catchment
Geographical area for which
West Wimmera Health Service is
responsible to provide services
CEO
Close Watch
The program used by the
Department to monitor health
services considered to be at
a higher than normal financial
risk of being able to trade in a
sustainable manner
Desk Top Audit
A paper-based assessment of
an organisation’s progress in a
particular program
DHS
The Department of Human
Services, Victoria
DoHA
Commonwealth Department of
Health & Ageing
DON
Director of Nursing
DVA
Department of Veterans’ Affairs
ECG
Electrocardiograph
EQuIP Accreditation
Evaluation Quality Improvement
Program
FaHCSIA
Commonwealth Department of
Families, Housing, Community
Services and Indigenous Affairs
FOI
Freedom of Information
FTE
Full Time Equivalent – used in
relation to the number of staff
employed
GEM Bed
Geriatric Evaluation and
Management Beds allocated
to older patients requiring
professional management of
an illness or complex medical
condition
GRHA
Grampians Regional
Health Alliance
HACC
–Home and Community Care
Funding for services and
programs which are provided in
the home or the community
ICT
Information & Communication
Technology
Inpatient
A person who is admitted to an
acute bed
M&CH
Maternal & Child Health
Medical Record
Compilation of patient medical
treatment and history
Mission Statement
See Inside Front Cover
Multi-disciplinary
A group comprised of more than
one discipline, a mix of health
professionals
Occupied Bed Days
The total number of patients in
hospital in a given time
OH&S
Occupational Health & Safety
Outcome
The result of a service provided
Outpatient
A patient/client who is not
admitted to a bed
Patient/Client/Consumer
A person for whom this Service
accepts the responsibility of care
PCP
Primary Care Partnership
QOC
Quality of Care Report
Separation/Discharge
The process whereby care is
completed and the patient leaves
the organisation
Standard
Level of performance to be
achieved
Statutory or Legislative
Requirement
A requirement laid down by an Act
of Parliament
Sub-Acute
Subacute care is a
comprehensive, cost-effective
inpatient level of care for patients
who have had an acute event
resulting from injury, illness or
exacerbation of a disease process.
TAC
Transport Accident Commission
The Board
The Board of Governance
The Department
The Department of Human
Services, Victoria
The Service
Values
The principles and beliefs that
guide West Wimmera Health
Service
WIES
Weighted Inlier Equivalent
Separations
WWHS
INDEX
Accreditation . . . . . . . . . . . . . . . . .1, 4, 8, 55
ACFI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Admission and Discharge. . . . . . . . . . . . 36
Aged Care . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Air Conditioning . . . . . . . . . . . . . . . . . . . . . 53
Allied Health . . . . . . . . . . . . . . . . 14,16,46,49
Annual General Meeting . . . . . . . . . .IFC, 11
Attestations:
Accountable Officer . . . . . . . . . . . . . . 65
Data Accuracy . . . . . . . . . . . . . . . . . . . . .22
Responsible Body . . . . . . . . . . . . . . . . . . 2
Risk Management . . . . . . . . . . . . . . . . . 17
Audit Committee . . . . . . . . . . . . . . . . . . . . .28
Auditors . . . . . . . . . . . . . . . . . . . . . . . . . . . . IBC
Australasian Reporting Awards
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IFC, 1, 11
Australian Council on
Healthcare Standards. . . . . . . . . 1, 8, 55
Bequests . . . . . . . . . . . . . . . . . . . . . . . . 23, 27
Board of Governance . . . . . . . 2, 28, 30, 31
Building Code of Australia . . . . . . . . . . . .57
Bullying . . . . . . . . . . . . . . . . . . . . . . . . . 16, 57
Burden of Disease . . . . . . . . . . . . . . . . . . .47
By Laws . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Capital & Equipment Grants . . . 11, 37, 53
Capital Fundraising . . . . . . 7, 24,25,26,27
Catering . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Chemotherapy . . . . . . . . . . . . . . . . . . . . . . . . 6
Chief Executive Officer . . . . 2, 8, 15,16, 32
Chronic Disease . . . . . . . . . . . . . . . . . . 47,48
Cleaning . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Clinical Governance . . . . . . . . . . . . . . . . . . . 6
Clinical Risk . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Clinical Videoconferencing . . . . . . . . . . . . 7
Clinicians Health Channel. . . . . . . . . . . . . 18
Close Watch . . . . . . . . . . . . . . . . . . . . . . 1, 11
Closed Circuit Television (CCTV) . . . . . 54
Committees . . . . . . . . . . . . . . . . . . . . . . . . .28
Community Advisory Committees . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 15, 28
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5, 44, 45
Community Needs Analysis
& Service Profile Project . . . . 1, 6, 8, 14
Complaints . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Compliance Disclosure . . . . . . . . . . . . . . 85
Compliments . . . . . . . . . . . . . . . . . . . . . . . . 15
Confidentiality . . . . . . . . . . . . . . . . . . . . . . 54
Conflict of Interest . . . . . . . . . . . . . . . . . . .28
Cooinda . . . . . . . . . . . . . . . . . . . . . . . . . 50, 51
Corporate Governance . . . . . . . . . . . . . . .28
Credentialing . . . . . . . . . . . . . . . . . . . . 41, 47
Dental Services . . . . . . . . . . . . . . . .6, 39, 40
Dental Therapist . . . . . . . . . . . . 1, 6, 14, 40
Diagnostic Imaging Services . . . . . . 35, 55
Dialysis. . . . . . . . . . . . . . . . . . . . . . .1, 5, 6, 37
Disability Services . . . . . . . . . . . . . . . 50, 51
Donations . . . . . . . . . . . . . . . . . . . . . . . 23, 27
Dysphagia . . . . . . . . . . . . . . . . . . . . . . . . . . 48
E3 Learning . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Early intervention . . . . . . . . . . . . . . . . . . . 48
Education . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Education,Mandatory . . . . . . . . . . . . 18, 38
Electrocardiogram . . . . . . . . . . . . . . . 27, 35
Electronic Patient Drug
Information System . . . . . . . . . . . . . . 36
Emergency Services . . . . . . . . . . . . . . . . 35
Environment . . . . . . . . . . . . . . . . . . . . . . 6, 56
Equity Trustees . . . . . . . . . . . . . . . . . . . . . . 15
Executive Directors . . . . . . 2, 3, 16, 32, 33
Executive Structure . . . . . . . . . . . . . . . 6, 11
External cleaning audits . . . . . . . . . . . . . 53
Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Finance Committee . . . . . . . . . . . . . . . . . .28
Finance . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 60
Financial Management Act 1994 . . . . . . . 2
Financial Management . . . . . . . . . . . . .7, 11
Financial Ratios . . . . . . . . . . . . . . . . . . . . . .62
Foot Care Clinic . . . . . . . . . . . . . . . . . . . . . 48
Freedom of Information . . . . . . . . . . . . . .57
Fundraising . . . . . . . . . . . . . . . 24, 25, 26, 27
Garden Program and Activities . . . . . . . .51
Gastroenteritis . . . . . . . . . . . . . . . . . . . . . . .37
General Practitioner Anaesthetist . . . 6,11
Goroke . . . . . . . . . . . . . . . . . . . . . . . . . 4, 5, 7
Graduate Nurse Program . . . . . . . . . . . . 36
Health Promotion . . . . . . . . . . . . . . . . . . . 48
Health Services Act 1988 . . . . . . . . . . 4, 28
Healthy Workplace Challenge . . . . . . . . 48
Hepatitis B. . . . . . . . . . . . . . . . . . . . . . . 38, 39
Highlights of the Year . . . . . . . . . . . . . . . . . 1
Home & Community Care . . . . . . . . . . . . . . 5
HRSS . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 58
Human Resource Management . . . . . . . 16
Human Resources. . . . . . . . . . . . . . . . . 6, 16
ICT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 60
Industrial Relations . . . . . . . . . . . . . . . . . . 16
Infection Control . . . . . . . . . . . . . . . . . . . . .37
iSoft Electronic Patient
Management System . . . . . . . . 7, 12, 54
Jeparit . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 5
Kaniva. . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 5, 7
Ladies Auxiliaries . . . . . . . . . . . . . . . . . . . . 24
Landfill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Macerators . . . . . . . . . . . . . . . . . . . . . . . . . 56
Maternal & Child Health . . . . . . . . . . . . . .49
Medical Imaging . . . . . . . . . . . . . . . . . . . . 35
Medical Practitioners . . . . . . . . . . . . . . . . 41
Medical Records . . . . . . . . . . . . . . . . . . . . 54
Medical Staff Association . . . . . . . . . . . . 41
Medication . . . . . . . . . . . . . . . . . . . . . . . . . 36
Medprof . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Menu Review . . . . . . . . . . . . . . . . . . . . 15, 54
Merit & Equity . . . . . . . . . . . . . . . . . . . . . . .59
Minister for Health . . . . . . . . . . . 1, 2, 11, 31
Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . IFC
Natimuk . . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 5
National Respite for Carers . . . . . . . . 5, 45
Nhill Drought Resource Centre . . . . . . . . 24
Nhill Hospital . . . . . . . . . . . . . . . . . 1, 4, 5, 11
Occupational Health & Safety . . . . . . 6, 57
Olivers Café . . . . . . . . . . . . . . . . . . . . . . . . 51
Oliver’s Kiosk . . . . . . . . . . . . . . . .1, 6, 12, 51
Operating Suite . . . . . . . . . . . . . . . . . . . . . .39
Organisation Structure . . . . . . . . . . . . 6, 29
Payroll . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Pecuniary Interest . . . . . . . . . . . . . . . . . . 28
People Matter Survey . . . . . . . . . . . . . . . . 16
Performance in Brief . . . . . . . . . . . . . . . . . . 1
Performance Review . . . . . . . . . . . . . 17, 28
Perpetual Trustees . . . . . . . . . . . . . . . . . . . . 7
Pharmacy Services . . . . . . . . . . . . . . . . . 36
Planned Activity Groups (PAG) . . . . . . . 45
Police Checks. . . . . . . . . . . . . . . . . . . . . . . .57
Pre-admission Clinic . . . . . . . . . . . . . . . . 36
Procurement. . . . . . . . . . . . . . . . . . . . . . . . .59
Publications . . . . . . . . . . . . . . . . . . . . . . . . .57
Quality of Care Report . . . . . . . . . . . . . 1, 11
Rain Water Storage . . . . . . . . . . . . . . . 6, 56
Rainbow . . . . . . . . . . . . . . . . . . . . . . . . . 4, 5, 7
Recycling . . . . . . . . . . . . . . . . . . . . . . . . . 6, 56
Residential Care . . . . . . . . . . . . . . . . . 42, 43
Residents’ Rights . . . . . . . . . . . . . . . . . . . 45
Responsible Officers . . . . . . . . . . . . . . . . .31
Risk Management . . . . . . . . . . . . . . 6, 11, 17
Rules of Procedure . . . . . . . . . . . . . . . . . . .28
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . 18, 54
Security Review . . . . . . . . . . . . . . . . . . . . 54
Sensory Room . . . . . . . . . . . . . . . . . . . . . . .51
Staff . . . . . . . . . . . . . . . . . . . . . . 8, 18, 20, 21
Statistics . . . . . . . . . . . . . . . . . . . . . . . . 22, 39
Strategic Plan . . . . . . . . . . . . . . . . . . 1, 2, 12
Supported Employees . . . . . . . . . . . . . . . .51
Swine Flu (HINI) . . . . . . . . . . . . . . . . . . 38, 53
Targeted Equipment Program . . . . . 11, 37
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Tristar Medical Group . . . . . . . . . . . . . . . . 14
Ultrasound. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
VAGO Report . . . . . . . . . . . . . . . . . . . . . 63, 64
Vehicle Fleet . . . . . . . . . . . . . . . . . . . 1, 12, 56
Videoconferencing . . . . . . . . . . . . . . . 18, 19
Visiting Surgeons . . . . . . . . . . . . . . . . . . . . 41
Volunteers . . . . . . . . . . . . . . . . . . . . . . . 24, 27
Waste Management . . . . . . . . . . . . . . . 6, 36
Whistle Blower Act . . . . . . . . . . . . . . . . . . .57
Workcover . . . . . . . . . . . . . . . . . . . . . . . . . . .59
Workforce Composition . . . . . . . . . . . . . .59
Workforce Innovation Grants . . . . . . . . 48
WWHS Health & Fitness Centre . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, 13, 47
WWHS Strategic Plan . . . . . . . . . . . . . . . . . 1
tell us…
what you think
Please circle the answer which most closely reflects your opinion.
Q1
a)
b)
c)
d)
Are you a:
Consumer
Representative of Government
WWHS Staff
Medical Practitioner
Q2
e) Health Industry Employee
f) Financial Supporter
g) Other (please specify)
What did you think about the Report? (please circle a number)
Poor
Excellent
1
2
3
4
5
6
7
8
Q3
What did you like about the Report?
9
10
___________________________________________________________________
___________________________________________________________________
Q4
How can we improve the Report?
___________________________________________________________________
___________________________________________________________________
Q5
Are there any other topics which you would like to see in next year’s Annual Report?
___________________________________________________________________
___________________________________________________________________
Thank you for your time in completing this questionnaire. You can return it by post or leave it at any of our
facilities. John N. Smith, PSM, Chief Executive Offi cer WWHS.
help us…
to make the services we provide for
six communities become better and better
YES, I am interested in supporting West Wimmera Health Service and would like further information about the following:
Becoming a Volunteer
Joining an Auxiliary
Giving financial support through a bequest or donation
If you wish to discuss supporting our Service in this way please contact the
Chief Executive Offi cer who will explain in detail how arrangements can be made.
Alternatively, please complete the form below and return it to us.
Name _____________________________________________________________________
Address ___________________________________________________________________
__________________________________________________________________________
Telephone _______________________ Facsimile _________________________________
Mobile _________________________ Email _____________________________________
John N. Smith, PSM, Chief Executive Offi cer
West Wimmera Health Service PO Box 231, Nhill, Victoria 3418
Telephone 03 5391 4222 Facsimile 03 5391 4228
Email corporate@wwhs.net.au
PO Box 231
NHILL VIC 3418
Reply Paid 231
NHILL VIC 3418
BELOW: Gardener, Matt Bone maintaining
the grounds of Nhill Hospital
THANK YOU
Sponsors
We acknowledge the generous sponsorship which supports the production of this report.
Tattersall’s
‘Tattersall’s are
proud to support the
initiative of West
Wimmera Health
Service and their
commitment to
regional Victoria.’
Tattersall’s
George Adams
Foundation
The Weekly
Advertiser
Ace Radio
2 Stawell Rd
Horsham
Victoria 3400
PO Box 606,
Horsham
Victoria 3402
Telephone
(03) 5382 1351
Wimmera
Messengers
Luv-A-Duck
Australia’s Favourite
Duck
Telephone
1800 649 000
www.luvaduck.com
85 Nelson St
Nhill Victoria 3418
Telephone
(03) 5391 3456
Acknowledgements
WW107 / MOTIV
Design & Production Motiv Design Co-ordination DMR Associates Pty Ltd, Nhill Photography Robert Geh
Lawyers DLA Phillips Fox, Russell Kennedy Pty Ltd, Stewart & Lipshut Auditors Victorian Auditor General’s Office
Internal Auditor Deloitte Growth Solutions Pty Ltd Architects Brown Falconer Banker Commonwealth Bank
This publication is printed on ENVI – 100% Carbon Neutral Paper
Please use, re-use & recycle.
About this Report
West Wimmera Health Service is a complex organisation.
We are care givers, we are business managers, we are forward
planners, we are employers, we are stimulators of the local economy.
It is an extensive list of activities and responsibilities and every
single endeavour represented is directed towards people –
people of the diverse communities in North West Victoria.
NHILL
43-51 Nelson Street
Nhill Victoria 3418
T (03) 5391 4222
F (03) 5391 4228
KANIVA
7 Farmers Street
Kaniva Victoria 3419
T (03) 5392 7000
F (03) 5392 2203
COOINDA
Queen Street
Nhill Victoria 3418
T (03) 5391 1095
F (03) 5391 1229
NATIMUK
6 Schurmann Street
Natimuk Victoria 3409
T (03) 5363 4400
F (03) 5387 1303
GOROKE
Natimuk Road
Goroke Victoria 3412
T (03) 5363 2200
F (03) 5386 1268
RAINBOW
2 Swinbourne Avenue
Rainbow Victoria 3424
T (03) 5396 3300
F (03) 5395 1411
JEPARIT
2 Charles Street
Jeparit Victoria 3423
T (03) 5396 5500
F (03) 5397 2392
EMAIL
corporate@wwhs.net.au
www.wwhs.net.au

Annual Report 2008/09 - West Wimmera Health Service

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