Gippsland Lakes Complete Health | 2021 Annual Report

ContentsCEO & Chair Report.......................................... 2 - 3

Our Board.......................................................... 4

Our Organisation.............................................. 5

Our Achievements........................................... 6

Our Workforce.................................................. 8 - 9

Inclusive Practice............................................. 10

- LGBTIQA+..................................................... 11

- NDIS.............................................................. 12

- Closing the Gap......................................... 13

- Community Health & Wellbeing............... 14 - 15

- Healthy Ageing.......................................... 16 - 17

Healthy Lifestyle Programs.............................. 18

Financial Summary........................................... 19 - 20

We are GLCHGippsland Lakes Complete Health (GLCH) has been part of the East Gippsland community for 46 years.

We exist so that people in our regional, rural and remote communities are supported to live well.

Our role is to develop and deliver quality health and support services that are safe, accessible and inclusive.

As an organisation we value:

• Equity

• Quality

• Integrity

• Respect

• Collaboration

• Compassion

Accreditation Gippsland Lakes Complete Health is an accredited health service provider. This means we complete regular accreditation reviews by independent bodies to ensure that our policies, procedures and systems meet safety and quality requirements, and our services are safe and responsive.

Our services are accredited under the following Standards:

• Quality Innovation Performance (QIP) Accreditation Review

• Department Health and Human Services

• Aged Care Safety and Quality Commission

• Department of Education and Training

• Australian General Practice Accreditation Limited

• Department of Veterans A�airs

• NDIS Commission

• GP Trainer / Training Post Accreditation.

Connect with Us03 5155 8300

hello@glch.org.au

glch.org.au

Gippsland Lakes Complete Health

glch1975

Gippsland Lakes Complete Health

GLCH1975

We acknowledge our work in the community takes place on the traditional lands of the Gunaikurnai people. GLCH respectfully recognises elders both past, present and emerging.

VisitBairnsdale: 281 Main Street

Bruthen: Main Street

Lakes Entrance: 18 - 26 Jemmeson Street

Lakes Entrance - Children’s Centre: 45 Coates Road

Metung: Cnr Metung and Hardy’s Road

Nowa Nowa: Hall Road

CEO &Chair Report

Welcome to the forty-sixth CEO and Chair annual report of Gippsland Lakes Complete Health Ltd.Last year we commented on the additional challenges that the external environment presented us with and this year they have continued.

It is with pride that we have been part of the COVID-19 response, participating in testing and vaccinating the community through the medical clinic.

Work with the bushfire-a�ected communities has continued as they rebuild their homes and their lives. Our Bushfire Recovery Support Workers supported people through virtual connection but were very glad to be able to get out into the community for face-to-face contact outside of lockdown periods.

There have been both achievements and challenges in continuing to provide much needed services to East Gippsland communities, but through it all Directors, management, volunteers and sta� have worked tirelessly, and we are pleased to present this annual report on the operational achievements of the 2017 – 2022 Strategic Plan.

Services for our communities now and into the future

• We completed an additional room at the GLCH Children’s Centre in time to open a new Kindergarten program at the start of the school year. This increased our numbers at the Children’s Centre to 99 and we recruited sta� to meet the growing need. We have a great sta� of qualified educators and teachers, committed to the children in their charge. Watching the pre-school graduation at the end of each year is a special privilege that we all enjoy.

• Testing for COVID-19, both in the medical clinic and assisting with the rapid response ‘pop-up’ sites when there was a potential outbreak in the area.

• Vaccination Clinics have enabled people in Lakes Entrance to access Astra Zeneca vaccine locally.

• The High-Risk Accommodation Response program aided those living in community and public housing, rooming houses, supported residential services and caravan parks to achieve the strict guidelines of COVID-19 physical distancing, masks and hand hygiene and then assist them to access vaccination.

• A second drought calendar, The Lay of the Land, was launched by ConnectWell in December with the help of Gippsland Jersey.

• The Medical Clinic, Allied Health Professionals and Family, Youth and Children’s Services sta� continued to provide services via telehealth throughout COVID-19 where this was necessary and pivot between o�ce based, outdoor and virtual services to meet the needs.

• Our all-important face to face services and home-based services of nursing and home care ensured that all services were delivered in a COVID-19 safe manner, and this continues.

A highly capable organisation that prospers

In February 2021 GLCH again achieved accreditation with the Quality Innovation Performance for Health and Community Service Standards and Human Services Standards for a further three years. This year we were also particularly pleased to achieve accreditation for the Rainbow Tick Standards, demonstrating that we are working towards quality, safe and welcoming health and community services for the LGBTIQA+ members of our community. We celebrated this final achievement on IDAHOBIT Day (International Day Against Homophobia, Biphobia, Intersex and Transgender phobia).

Partnerships with other organisations and businesses have been so important in the development of services in East Gippsland.

• ConnectWell is the newly adopted name for the Outer Gippsland Drought and Fire Mental Health and Wellbeing partnership. This is a partnership of eight agencies: GLCH, Yarram and District Health, Central Gippsland Health Service, Orbost Regional Health, Omeo and District Health, Relationships Australia, Lifeline and Royal Flying Doctor Service with assistance from Gippsland Primary Health Network. ConnectWell has supported the continuation of the drought calendar - The Lay of the Land, and financially supported communities to have events to help rebuild connections. They also supported the making of the seven-part documentary, Beyond the Fire, which screened on Channel 10 and is still available for watching on Ten Play.

• GLCH has continued to participate in the East Gippsland Health Services Strategic Planning group, East Gippsland Primary Care Network and the emergency management groups of the Gippsland COVID-19 Cluster and the East Gippsland Sub-Regional Cluster, all of which inform the services that we provide and prioritise for our communities.

2

Throughout the year we have continued to assist sta� to undertake training that expands their scope of practice and meets the needs of consumers and communities in East Gippsland.

• The GLCH scholarship program assisted sta� to access formal training in leadership, business accounting, counselling, health and human services, leading exercise, diversity and we have continued to support the Pain Revolution group and Good Life with Arthritis: Denmark (GLA:D).

• GLCH has a large band of dedicated supporters who volunteer in many ways to help others in the community. Their work is vital in providing the many services that we provide. Last year’s contactless delivery of uniquely branded cookies and a thank-you card allowed us to thank so many people for their assistance.

The Board of GLCH have been key among the many volunteers that support our work. While we thank all our volunteers, we are particularly grateful to the directors who volunteer their time to provide guidance and shape the strategy of this community organisation. In addition to the directors, we have an independent person sit on each of the board standing committees. Thanks to Matthew Scott for his expertise on the Finance Committee and Carmel Gillies for her time on the Quality Governance Committee. The responsibilities of a director have vastly increased over the years and the growth in the organisation prompted the board to reconsider the voluntary nature of director positions. In March the board voted to have directors recognised with a fixed annual payment.

Our Executive Management Team has had some changes this year. Cheryl Bush, Chris Tipa and Kathy Dickinson remain leading our talented, multidisciplinary team of more than 500 sta� to build the range of services that are needed by our communities. John Yiannacou has le�, and we now introduce Chloe Watson as Chief Financial O�cer and Rebecca Woodland as Executive Manager of Corporate Services.

Angela Ellis has just signalled her intention to resign and accept a position as a Physiotherapist at Yirrkala on the Gove Peninsula. We wish Angela all the best in this exciting new adventure.

Well-resourced and financially sustainable:

Financial performance for the reporting period has again been strong. Considering capitalisation, depreciation and gain on disposal assets the end of year result was a surplus of $3.080 million This surplus will be invested back into services and facilities to meet the growing needs of our communities.

A full copy of our financial position is available towards the back of the report and our audited financial statements are available online at www.glch.org.auWe thank our partners and funders who continue to support us to work towards our vision, and to support our community and consumers.

We are proud to present this forty-sixth annual report to you, and we look forward to continuing to work with our consumers, community, partners and other key stakeholders to work towards our vision of supporting people in our regional, rural and remote communities to Live Well.

Sue Medson Carol RossChief Executive O�cer GLCH Board Chair

Farewell message from Sue

This is the last annual report that I will prepare for GLCH. I retire from the organisation with some sadness at leaving amazing people and communities behind but also a sense of celebration that I have been able to be a part of this great service for over ten years, witnessing the growth of both the organisation and the communities that we have provided services to.

I am proud of what we, the sta�, board, management and volunteers have been able to achieve over the years that I have been privileged to o�er my leadership.

By now many of you will have met the new CEO, Anne-Maree Kaser. I wish Anne-Maree all the best in her new role, safe in the knowledge that the Board of Directors have chosen well and that they - along with volunteers, sta�, managers and executive managers will embark on the next ten years with the same enthusiasm, skill and professionalism that greeted me back in January 2011.

3

Our Board of Directors have overarching responsibility for the development, implementation and monitoring of the organisation’s Strategic Directions, and approve the budget and key principles that guide its development. They are:

Carol Ross | ChairCarol is a resident of Bairnsdale who is keen to contribute to her local community as a Director with the Board of GLCH. Carol works at East Gippsland Water and brings senior management skills to the Board. Her qualifications include a Bachelor of Commerce, Diploma of Financial Services, Diploma of Management (Human Resources) and a Diploma of Frontline Management.

Glenn Hodges | Vice ChairGlenn is a Lawyer who specialises in commercial, business and financial matters, including corporate governance. Glenn has experience as company secretary for unlisted public companies and has served as director or secretary on other company boards, both for business and for community organisations. Glenn’s qualifications include a Bachelor of Jurisprudence, a Bachelor of Law and a Diploma of Finance Law.

Carina Turner | DirectorCarina has a clinical and business background, with over 25 years’ experience running a small business, managing sta�, and financial and governance compliance. Carina’s qualifications include Nursing and a Masters of Business Administration. Carina is passionate about sustainability and contributing to her local community. She is a member of the Bairnsdale Sunrise Rotary Club.

James Mulcahy | DirectorJames has had a varied career, from journalism and public relations to youth work and teaching. He was the Principal at Lucknow Primary School prior to his retirement. James has a Bachelor of Arts and a Diploma of Education. He joins the board with the desire to work towards a more inclusive community.

John Miller | DirectorJohn is semi-retired and has a professional background in store management and administration with large supermarket and hardware retailers. He has a Degree in Store Management and has strong leadership skills. John currently volunteers in a number of roles in the community and would like to use his skills to benefit the broader community.

Robyn Cooney | DirectorRobyn has a Bachelor of Arts and Diploma’s in Education, Business and Marketing. Robyn has had a varied career in teaching, media, politics, hospitality, management and municipal government. She has a sound private sector background, coupled with more recent public service roles. Her most recent work was in the area of strategic development, plans and policy with East Gippsland Shire Council.

Andrew Stuart-Murray | DirectorAndrew has a Bachelor of Business Accounting and is a Fellow of CPA Australia. Andrew’s professional background has been in senior executive and finance roles within commercial enterprises and he has extensive experience in finance, governance and risk as well as leadership and strategy. Andrew recently retired and is looking to put his skills to good use within the community.

Our Board

Meeting Attendance1 July 2020 - 30 June 2021

Je� WilsonCarol RossDarryl AndyGlenn HodgesRobyn CooneyAndrew Stuart-MurrayJames MulcahyJohn MillerCarina Turner

BoardAttended

210 27

108899

Held/Eligible2

104

10101010109

Finance CommitteeAttended

27

74

Held/Eligible27

77

Quality & Governance CommitteeAttended

55

55

Held/Eligible

66

65

• A

ssist

ed

Sh

op

pin

g

• B

roke

red

Ho

me

Sup

po

rt

• C

are

r Se

rvic

es

- C

rea

tive

Re

spite

• D

om

est

ic A

ssist

an

ce

• F

lexi

ble

Re

spite

• H

om

e C

are

Pa

cka

ge

s

• H

om

e M

ain

ten

an

ce

• M

ea

ls o

n W

he

els

• N

DIS

Se

rvic

es

• P

ers

on

al C

are

• R

eg

ion

al A

sse

ssm

en

t Se

rvic

e

• V

olu

nte

er S

erv

ice

s -

Tra

nsp

ort

, Me

al D

eliv

ery

a

nd

Ho

me

Ba

sed

Lib

rary

.

Ag

ed

& D

isa

bili

tyC

hris

top

he

r Tip

aC

linic

al &

Nur

sing

Ch

ery

l Bus

hC

orp

ora

te S

erv

ice

sRe

be

cc

a W

oo

dla

nd

Fina

nce

& IT

Ch

loe

Wa

tso

nFa

mily

, Yo

uth

& C

hild

ren

Kath

y D

icki

nso

n

Sup

po

rt, T

hera

py,

Ed

uca

tion

& P

reve

ntio

nA

ng

ela

Ellis

• A

dva

nc

e C

are

Pla

nn

ing

• C

hro

nic

Co

nd

itio

n a

nd

Li

fest

yle

Mo

difi

ca

tion

Su

pp

ort

• C

linic

al A

lco

ho

l & D

rug

N

urse

• C

linic

al T

riag

e a

nd

A

sse

ssm

en

t

• D

em

en

tia N

urse

Co

nsu

ltan

t

• D

iab

ete

s Ed

uca

tors

• G

en

era

l Pra

ctit

ion

ers

(G

P)

• G

P O

utre

ac

h C

linic

s

B

ruth

en

, No

wa

No

wa

, Me

tun

g,

LTH

CS,

LEA

HA

, Ba

irnsd

ale

Se

co

nd

ary

C

olle

ge

an

d S

wi�

s C

ree

k Se

co

nd

ary

C

olle

ge

• H

ea

lth A

sse

ssm

en

ts

• H

om

e B

ase

d N

ursin

g

• I

mm

unisa

tion

s

• L

ymp

ho

ed

em

a C

linic

• P

ath

wa

ys t

o G

oo

d H

ea

lth

• P

allia

tive

Ca

re a

nd

Bere

ave

me

nt

Sup

po

rt

• P

ark

inso

ns

Dise

ase

Clin

ic

• R

esp

irato

ry C

linic

• S

exu

al &

Re

pro

duc

tive

He

alth

(C

linic

281

)

• V

isitin

g M

ed

ica

l Sp

ec

ialis

ts

• W

oun

d M

an

ag

em

en

t

• A

dm

inist

ratio

n S

upp

ort

• C

en

tre

link

Ag

en

cy

• C

lien

t Re

co

rds

• C

usto

me

r Se

rvic

e

• E

nvi

ron

me

nta

l Se

rvic

es

• F

ac

ilitie

s M

an

ag

em

en

t

• H

ea

lth a

nd

Sa

fety

• H

uma

n R

eso

urc

es

• M

ark

etin

g a

nd

C

om

mun

ica

tion

s

• O

rga

nisa

tion

-wid

e

Tele

ph

on

y

• P

ayr

oll

• Q

ualit

y a

nd

Co

mp

lian

ce

• S

tatis

tica

l Re

po

rtin

g

• A

sse

t M

an

ag

em

en

t

• B

udg

etin

g

• F

ina

nc

ial M

an

ag

em

en

t

• I

nfo

rma

tion

Ma

na

ge

me

nt

• I

TC M

an

ag

em

en

t a

nd

Su

pp

ort

• A

lco

ho

l an

d D

rug

Se

rvic

es

• A

sse

ssm

en

t a

nd

Re

spo

nse

• B

ush

fire

Re

co

very

Ca

se

Sup

po

rt P

rog

ram

• C

hild

FIR

ST

• C

oun

sellin

g -

Ge

ne

ral,

HA

CC

, C

HSP

, Fa

mily

Vio

len

ce

• C

rad

le t

o K

ind

er

• E

me

rge

nc

y A

ssist

an

ce

• E

nh

an

ce

d H

om

e V

isitin

g

Serv

ice

• F

am

ily V

iole

nc

e O

utre

ac

h a

nd

Su

pp

ort

• H

om

ele

ssn

ess

Sup

po

rt

• I

nte

gra

ted

Fa

mily

Se

rvic

es

(IFS)

• I

FS C

hild

FIR

ST S

upp

ort

Pa

cka

ge

s

• D

ive

rsio

n P

rog

ram

• M

ate

rna

l an

d C

hild

He

alth

• M

en

's Be

ha

vio

ur C

ha

ng

e

• M

en

's Se

rvic

es

(Fa

mily

V

iole

nc

e)

• R

isk A

sse

ssm

en

t M

an

ag

em

en

t Pa

ne

l

• Y

out

h S

erv

ice

s -

Sch

oo

l Fo

cus

ed

, Re

co

nn

ec

t, C

rea

ting

C

on

ne

ctio

ns,

Yo

uth

Jus

tice

C

om

mun

ity S

upp

ort

Pro

gra

m

• S

ch

oo

l Nur

sing

• A

qua

Th

era

py

• A

rt T

he

rap

y

• A

utism

Ob

serv

atio

n S

erv

ice

• C

linic

al P

syc

ho

log

y

• D

iete

tics

• E

arly

Ch

ildh

oo

d In

terv

en

tion

Se

rvic

es

• E

arly

Ed

uca

tion

an

d L

on

g

Da

y C

are

• E

xerc

ise P

hys

iolo

gy

• T

hre

e a

nd

Fo

ur-Y

ea

r-O

ld

Kin

de

rga

rte

n

• H

ea

lth P

rom

otio

n

• M

ed

ica

l Eq

uip

me

nt

an

d

Aid

s fo

r Hire

• O

cc

upa

tion

al T

he

rap

y

• P

ae

dia

tric

Allie

d H

ea

lth

Serv

ice

s

• P

ers

on

al T

rain

ing

• P

hys

ioth

era

py

• P

od

iatr

y

• P

ulm

on

ary

Re

ha

bilit

atio

n

• S

ch

oo

l Re

ad

ine

ss S

erv

ice

s

• S

pe

ec

h P

ath

olo

gy

• S

oc

ial C

on

ne

ctio

n G

roup

s

Gip

psl

and

La

kes

Co

mp

lete

He

alth

Bo

ard

Chi

ef E

xecu

tive

O�

cer |

Sue

Me

dso

n (o

ut-g

oin

g)

/ A

nne

-Ma

ree

Ka

ser (

in-c

om

ing

)

Org

ani

satio

n Li

nks

(CEO

resp

on

sibilit

y)

Lake

s En

tra

nc

e A

bo

rigin

al H

ea

lth A

sso

cia

tion

an

d L

ake

Tye

rs H

ea

lth &

Ch

ildre

n’s

Se

rvic

es

Our

Org

ani

satio

n

Our Achievements • The Bushfire Recovery Support Program continued to

support fire a�ected populations with over 800 clients, with sta� working from Bushfire Recovery Victoria’s Community Hubs in Sarsfield, Buchan, Orbost, Cann River and Mallacoota.

• The annual ‘Walk to Change the Story’- part of the 16 Days of Activism campaign against gender-based violence - was re-imagined as ‘Hands Up to Change the Story’ to comply with COVID-19 restrictions. The campaign maintained it‘s successful reach across East Gippsland communities, achieving high levels of engagement from local schools and businesses.

• Our Finance team moved from a paper-based accounts payable system to paperless invoices via Microso� Business Central. Accounts payable now saves around 500 invoices a week being printed with the associated paperwork. In addition, a 30% reduction in accounts receivable paper usage with around 450 less invoices being printed and posted each month that are now emailed direct to the client.

• Our commitment to inclusive practice was recognised with Rainbow Tick Accreditation in early 2021. The Rainbow Tick is awarded to organisations that have successfully completed an extensive accreditation process through Rainbow Health Victoria, which involves meeting a robust set of criteria that is audited by an external agency.

• The creation and launch of Clinic 281 - a sexual health and wellbeing hub in Bairnsdale sta�ed by a nurse consultant and two part-time GPs.

• Preparing for changes to family violence services in Outer Gippsland due to The Orange Door (TOD) roll-out. Human Resources have supported recruitment for the Orange Door, which has resulted in numerous rounds of advertising and marketing, and movement of sta� from within the FYCS team to the Orange Door, thus creating further vacancies.

• Our allied health team created new service models to enhance service access during lockdowns. This includes an occupational therapy virtual care model and phone triage using support sta�.

• We commenced the roll-out of MARAM family violence sta� training to align with the Family Violence Royal Commission findings and the Road-map to Reform.

• Our Family, Youth and Children’s Services Unit partnered with Federation Uni to provide student placements.

• Our general practitioner (GP) workforce increased to seven Fellowed GPs and four Registrars.

1 July 2020 to 30 June 2021

• A redesign of our paediatric allied health service model has delivered a number of e�ciencies including the recruitment of an administration o�cer that has allowed our allied health assistants to increase service delivery.

• Our clinical and environmental services teams supported a COVID-19 Pop Up testing clinic in January alongside Bairnsdale Regional Health Service (BRHS) and the Gippsland Primary Health Network.

• The STEP Unit was named the winner of the “Improved Access to Health Services”category at the 2020 Gippsland Primary Health Awards for their quick service remodelling response to the COVID-19 pandemic to safely meet community needs.

• We took a lead role in the development of the “Building Regional Workforce Capacity” project in conjunction with the East Gippsland Shire Council, East Gippsland Water, Gippsland Ports, BRHS, Southern Rural Water and Gippsland Land and Water Aboriginal Corporation. This project resulted in an information booklet on the careers available locally, and will be distributed late 2021.

• Thanks to a $378,000 grant from the Department of Education, we installed a relocatable building at our Children's Centre in Lakes Entrance, enabling us to o�er Three-Year-Old Kindergarten for the first time, and to create 22 new kindergarten places for East Gippsland children.

• Our NDIS team experienced an increase Support Coordination (up 38%) and our Home Care Package team celebrated their 500th client.

• Weekly COVID-19 vaccination clinic (AstraZenica) ongoing from end of March 2021 with approximately 150 people through the clinic each week.

• We provided graduate nurses with the primary care experience via the Graduate Nurse Program - a collaboration with BRHS.

• Parkinson’s registered nurse collaboration with neurologist via Telehealth provides us with weekly access to specialist care.

• Our Quality and Governance team supported the preparation of various accreditation processes including Quality Innovation Performance (QIP), Human Services Standards (HSS), the review of NDIS services, Aged Care Quality review and Rainbow Tick Accreditation.

6

Our Workforce

Workforce Highlights

• GLCH has continued to grow, with many new positions created across the organisation. A key focus has been the increase of traineeship opportunities, specifically in the areas of early childhood education and care, business administration and individual support.

• Our sta� have shown amazing resilience and strength adapting to the ever-changing world we find ourselves living in. Working from home, flexible work arrangements, and use of telehealth and other virtual forums are now the norm for many sta� and will continue into the future.

• We implemented a ‘LEAD’ training program for 14 sta� across the organisation who have been identified as future leaders. The program aims to equip sta� with the various skills and knowledge required to be an e�ective leader. We look forward to the graduation ceremony in December.

• We have moved to paperless contract, onboarding, and performance review systems, creating e�ciencies for sta� and managers (whilst also helping the environment!)

• The Human Resources team participated in the inaugural East Gippsland jobs expo alongside many other local agencies. Over 150 job seekers attended the event to learn about employment opportunities within the region.

• We implemented a mandatory competency and licencing policy to ensure that we continue to have a well-trained and appropriately credentialed workforce to deliver services to our local community.

Education and Training

Scholarships

• A skilled workforce is central to GLCH’s commitment to continuous improvement.

• The GLCH scholarship program allows sta� to gain further knowledge and skills in the form of recognised qualifications, and/or experience which will assist individual, professional and organisational growth.

• Eleven scholarships were awarded in the following areas of study:

- Business (Accounting) - Human Resources Management - Community Services - Case Management - Training and Assessment - Project Management Practice - Diversity and Inclusion - Pain Care Yoga - Women’s Coaching - Paediatric Physiotherapy - Leadership and Management - Governance and Risk Management.

Our Team is 514 sta� and 300+ volunteersacross six locations

ATSI 23 sta� have identified as Aboriginal or Torres Strait Islander

19 youngest sta� member80 oldest sta� member

1 July 2020 to 30 June 2021

8

Learning and Development

GLCH fosters a culture of continuous learning and development. Mandatory training for all sta� includes:

• Aboriginal Cultural Awareness

• LGBTIQA+ Inclusive Practice

• Bullying and Harassment for Employees

• Manual Handling

• Victims of Crime Charter

• GLCH Sta� Induction (for new sta�)

• Child Safe Standards

• COVID-19 Infection Prevention and Control

Some of the optional training held over the past year includes:

• Emotional Intelligence

• Self-Care to Prevent Burnout and Fatigue

• Managing Performance

• Dealing with Aggressive People

• Excel - Basic, Intermediate and Advanced

• Riskman Training

Inclusive Workplace

GLCH recognises, accepts and respects that each individual, family, or community presents with a diverse and unique set of characteristics and circumstances.

Our workforce is the most important asset of our organisation. We want all sta� to feel safe, respected and valued in the workplace. We celebrate diversity and the benefits that this brings to GLCH.

To further our commitment in this space, we have appointed a Diversity and Inclusion O�cer whose role is to coordinate an organisation-wide approach to embedding diversity and inclusive practice in service planning and delivery, consumer engagement and within the workforce.

Education and training provided to sta� includes:

• Aboriginal Cultural Awareness training which includes a local context

• LGBTIQA+ Inclusive Practice training

• Diversity and Inclusion resources on the sta� intranet

• Other service specific training such as the NDIS Worker Orientation Module and Dementia Awareness training

Length of Service Acknowledgments 10 Years

• Susan Bristow• Chris Carroll• Rachel Clulow• Carol Culpitt• Tracey Dear• Amanda Hack• Natalie Hannington• Sherryn Hewett

• Susan Jones• Sue Medson• Lyn Nicol• Janine Pratt• Emma Raeburn• Sarah Smith• Susan Smith• Kathleen Wigg

15 Years

• Wendy Brownrigg• Kaitlin Clegg• Vanessa Mair• Carolyn Phillips• Jenni Schmidt• Janine St John• Anthony Sta�

• Fiona Rawson• Pam Dibben

20 Years

Recognising Length of Service

Acknowledging the uniqueness of every person We recognise, accept and respect that each individual, family, or community presents with a diverse and unique set of characteristics and circumstances. With this mind we will...

• Deliver equitable and accessible service regardless of race, ethnicity, gender, sexual orientation, socio economic status, age, physical abilities, mental abilities, religious beliefs, political beliefs, or other ideologies

• Comply with the Charter of Human Rights and Responsibilities (the Charter) Act 2006

• Provide inclusive, safe, and culturally appropriate services and environments

• Employ a workforce that accepts and supports diversity

• Identify and incorporate an individual or a family’s unique set of characteristics or circumstance in any process

• Provide as necessary, access to additional resources such as aides and equipment, advocacy services, language interpreters, Aboriginal liaison o�cers etc. to ensure maximum participation in any decision making process.

INCLUSIVEPRACTICE

10

What we achieved

• Successfully achieved Rainbow Tick accreditation for the whole organisation.

• Undertook the ACON Health + Wellbeing Equality Index (HWEI) Client and Sta� Surveys.

• Celebrated IDAHOBIT Day and Wear It Purple Day with our communities.

• Continued to roll out LGBTIQA+ inclusive practice training to all sta�.

LGBTIQA+

X is a fi�een-year-old young person who uses the pronouns they/them/theirs. X was referred by the local school to the Reconnect Support Program as they were struggling with their gender dysmorphia. They were having issues at school with being bullied and their parents were struggling at times with accepting the mental and emotional challenges of trying to support a young person undergoing such as life changing transition.

Our Reconnect worker was able to provide support through the HEY Project partners in Melbourne to assist them with adjusting to their new gender identity. They also provided support to X’s parents specifically around use of inclusive language and referral to other LGBTIQA+ support services as required.

With support from Reconnect, X was able to communicate their feelings of alienation and victimisation to school welfare support sta� which led to their increased engagement with school on a more regular basis. X was also encouraged to have their name changed on the school role which was incredibly empowering for them.

X

We are committed to inclusive practice and improving the quality of care and services we provide to LGBTIQA+ consumers, sta� and volunteers.

LGBTIQA+ is the acronym for lesbian, gay, bisexual, trans and gender diverse, intersex, queer, asexual and ‘+’ which encompasses other diverse sexual orientations and gender identities.

The LGBTIQA+ community is o�en referred to as the Rainbow community and are represented by a flag with the colours of the rainbow.

We have a Rainbow Work Group made up of management and sta� from across the organisation. Membership consists of people who identify as LGBTIQA+ and people who are allies. The group meet monthly to progress LGBTIQA+ inclusive practice initiatives.

What we achieved

• Support Coordination clients increased from 78 to 105, representing a growth of 38%.

• Plan Management services maintained an overall high number of clients (220), with new clients and some moving to other providers.

• NDIS intake process changed from a central point of contact to a direct intake service. This model has helped the NDIS team develop a more customised approach, increase collaboration between sta� and teams, and reduce wait times.

• Careview Advantage so�ware was introduced to assist with Plan Management services. This program helps our NDIS team process client invoices and produce monthly statements in a more timely manner. It also helps manage client feedback.

James* is a 62 year old male with a disability and chronic medical conditions residing in a rural Nursing Home. James is from a large local farming family and is the youngest sibling. Sister, Sue*, is James’ nominee and resides interstate.

Sue told us that James enjoyed playing the card game “Cribbage” with his father and other siblings. She said he always enjoyed the game and is still very good at adding up scores. James also liked working on the farm.

James was finding it di�cult living in the nursing home as he is the youngest resident. He said he is o�en bored and that his ageing siblings are becoming increasingly worried about his quality of life. James attends the local Men’s Shed but is unable to fully participate due to impaired fine motor skills – he says he enjoys the social catch-up and o�en sweeps the floor.

NDIS Supports were implemented a�er consultation with both James and his family. This process included two support workers who regularly assist James in and around the local community, and to participate in activities of his choice.

One support worker visits James once a week at the nursing home to play Cribbage. The worker also takes James on drives around neighbouring townships, and to co�ee shops or the bakery to catch-up with local farming families. James likes to share stories from his past with his worker. They also like to walk along the river.

James’ support worker helps him participate in Men’s Shed activities or alternative projects at the nursing home when Men’s Shed is closed. Together they have constructed a ‘kit clock’ which is beside James‘s bed, and a bird box which sits on a post outside his bedroom window. Future projects include the creation of wooden train set for the GLCH Children’s Centre, a park bench seat for the gardens of the nursing home, a picnic table and a new Cribbage board.

When James gave consent to share his story, he said it was important that the people responsible for overseeing the NDIS were aware of the very positive impacts the service has had on him and the wonderful di�erence it has made to his life.

James’ sister Sue says, “The family o�en receive phone calls from James wanting to share his experiences of the day. He loves spending time with both support workers. The NDIS has relieved a huge amount of stress, sleepless nights and worry for the family, and we feel it has made a huge di�erence to James’ quality of life.”

“I personally would also like to point out that it is not only my brother as the client that has benefited, but also his entire family, who due to ageing and health issues of their own were finding it increasingly di�cult to be across his needs,” Sue said.

“All families who have a member with a disability worry endlessly over what will happen when we are no longer here to help.”

“I believe the community also benefits, especially when certain activities are tailored to a client who not only wants to feel part of, but also wants to contribute in some way to their community.”

“One-on-one help in the Men's Shed, where projects like seats for hospital grounds, bird boxes where trees have been destroyed by the bushfires, a wooden train for the local kindergarten etc. not only give the client a sense of pride, but a sense of achievement that they can do something worthwhile to help others.”

NDISWe o�er a variety of NDIS services including plan management, in-home support, social support and allied health services like speech and occupational therapy.

12

What we achieved

• We celebrated Rainbow Tick Accreditation with Lakes Entrance Aboriginal Association (LEAHA), the second Aboriginal Community Controlled Health Organisation (ACCHO) in Victoria to achieve this accreditation.

• A partnership between GLCH and LEAHA’s Tackling Indigenous Smoking (TIS) team won a Gippsland Primary Health Network award for a smoking prevention resource package to be used in primary schools. This partnership also saw the development of a smoking prevention training package for other Aboriginal Community Controlled Health Organisation workers.

• COVID-19 clinic sessions provided in collaboration with Lake Tyres Health and Children’s Services.

• Outreach delivery of specialist nursing services including diabetes educator and respiratory nurse.

• We worked with Gippsland and East Gippsland Aboriginal Co-op (GEGAC) early years program to deliver the Stephanie Alexander Kitchen Garden program.

• Certificate IV Primary Care Aboriginal Health Worker Traineeship (partnering with LEAHA.

• Delivering kinder gym at GEGAC early years.

We work with local Aboriginal and Torres Strait Islander communities to achieve health equality and restore respect and recognition.

Closing The Gap

13

What we achieved

• Our Bushfire Recovery Support Program continued to support the personal recovery of people and social recovery of East Gippsland communities a�ected by the bushfires. When faced with the additional challenges of a global pandemic, they made sure that what needed to be done didn’t get lost or forgotten in the glare of the COVID-19 spotlight.

• We partnered with The Entrance Walk Committee and secured funding from the Gippsland PHN One Good Community Wellbeing Grants Program to create an awesome video to promote Lakes Entrance, the walk to the Entrance, and its associated health benefits.

• The 2020 Walk to Change the Story (a community walk down the main street of Bairnsdale) was unable to take place. In its place, over 20 schools and over 100 businesses from across East Gippsland put their ‘Hands Up to Change the Story’ in support of the message that “our community says no to violence” by displaying posters and banners and by wearing t-shirts.

Some local businesses have even pledged to continue wearing their t-shirt at work on a regular basis, to continue to convey this important message.

• We participated in the East Gippsland Community Christmas Appeal.

• GLCH hosted Stephanie Alexander Kitchen Garden Training in May at Lakes Entrance for 20 educators from 16 early years settings. These included GEGAC, Eastwood, East Bairnsdale, GLCH Children’s Centre and Milestones Early Years.

Community Health & Wellbeing

Nowa Nowa - The place to beWe met with people from the Nowa Nowa hall committee, men’s shed, social support group, community development group and the general community. We listened to community members, letting them tell their stories, share their experiences and their hope/vision for the future. A�er years of drought in East Gippsland and 56% of the municipal area burnt out, many small communities were struggling. Nowa Nowa was heavily impacted by fires with homes, sheds, businesses, livestock, and fences destroyed in the surrounding area.

With the Princes Highway closed for several weeks and fires raging in the area, the tourist season was lost. The community wanted visitors and tourists back in the town, and to get the community active and connected again. The idea of a promotional film came up and that became our primary focus.

Working with a local film maker and using locals as actors, ‘Nowa Nowa the Place To Be’ emerged from the ashes. Promoted locally and using Facebook (over 17,000 views) and Instagram the film has been a great success and this has been celebrated. The community have expressed their pride in the project and visitors are back in the town.

Working with local communities to strengthen and support their health and wellbeing.

The High Risk Accommodation Response (HRAR) program is a temporary program during the Covid-19 pandemic. There are many people living in public housing and caravan parks across East Gippsland, that were identified as needing extra support in the event of an outbreak and then later, to access vaccinations.

The HRAR team attended the East Gippsland Field Days and visited hundreds of people, assessing their needs and arranging vaccinations as they became eligible. O�en people had no access to online booking systems and were confused about how to access vaccinations and if they were safe. People also needed help with transportation to their appointments and follow up bookings.

The team handed out hundreds of care packages across winter, kept in touch with isolated residents and assisted many vulnerable people to access other services within GLCH.

14

Working to create healthy and sustainable environments

Stephanie Alexander Kitchen Garden Program brings joy to students, whilst building relationships and broadening learning outcomes. It is a successful way to engage students who do not always flourish in the traditional classroom setting.

Exhausted sta�, strung out parents, uncertain children and a town that lurched from drought to bushfires and without pause entered into pandemic lockdowns. Children already su�ering loss of home, animals or even just a sense of safety were disengaged from their learning. Sta� also told us kid’s lunchboxes were full of processed food with little healthy content.

Our Health Promotion team recongised the need for support via their relationships with Wellbeing sta� in schools. As locals, they knew the stress levels were high and sta� needed assistance with delivering all their programs that could support kids. So they set-up Stephanie Alexander Kitchen Garden Programs (SAKG) in Orbost in partnership with Orbost Regional Health (ORH).

We supplied an experienced facilitator to train key school sta� and the Health Promotion worker from ORH. We envisioned that with one term of support we could inspire and motivate, and leave them with a program they could sustain.

But by the end of the first term, Wellbeing sta� wrote letters asking us to stay longer.

”You have created a relaxed atmosphere for kids who struggle at school. They now engage and show o� their new skills, and take pride in knowing they are responsible for the delicious lunches that we all share.“

The garden also gave sta� some valuable time out of their hectic classrooms where they could connect with kids who don't always respond well to challenges.

“This has been a tough time for everyone [a�er bushfires and then COVID-19] particularly as Orbost was already struggling economically. As the wellbeing person at school, I am really appreciative that you o�ered our kids this opportunity.”

Celebrating our Volunteers For the second year in a row we had to substitute our traditional National Volunteer Week celebrations (thanks COVID) with a home delivered morning tea for our awesome volunteers to enjoy in the comfort of their own homes.

Each year National Volunteer Week provides us with an opportunity to shine the light on our dedicated volunteers and let them know how much we value their generosity and commitment to our organisation and clients.

GLCH sta� also recognised, celebrated and thanked volunteers for being an invaluable asset by uploading a ‘wave photo’ to our social media platforms as part of Volunteering Australia’s #waveforvolunteers initiative.

You can join our fabulous team of Volunteers!

Volunteering benefits you personally as it o�ers the chance to act on your values, passions and interests and make new friendships and create professional networks. Volunteers also enjoy better physical and mental health as studies show volunteering makes us healthier and happier.

We have a number of di�erent volunteering opportunities available from our main locations in East Gippsland, such as:

• Delivering meals on wheels

• Transporting people to medical appointments

• Assisting a planned activity group

• Reading a book to someone

• Going for a walk with someone

You can volunteer as much or as little time as you want – once a week, once a fortnight, once a month – whatever suits your personal schedule.

Make a di�erence in your community.

To find out more about these opportunities, contact the volunteer coordinator on 5155 8300.

15

In-charge and Active at 88At 88 years young, Bridie is the epitome that self-care is a life-long pursuit.

“I’ve been using the podiatry service at Gippsland Lakes Complete Health for several years now and would certainly recommend it highly to my friends and family. It is a professional service that is friendly from the moment you step into reception. You never feel like you are a ‘bother’ and they know your name. But the best thing about the service is that they genuinely care about you.” “I also like that I can choose the person who I want to see. The same person has been caring for my feet for years now so she can spot any changes. She is so lovely and thorough, and with me having diabetes she always checks that I have a good pulse in both feet. I manage my diabetes well, but you hear horror stories of people losing a foot so I think seeing someone regularly gives you more confidence.”

“I am a regular walker but I had noticed I was always looking at the ground; actually my daughter pointed this out. I was very stooped over, but I guess at 88 I am worried about tripping and falling. I am OK around the shops but out on tracks where the surface is uneven I was not so confident. I am now using walking poles and it has made a huge di�erence to my balance, confidence and I am upright again. I am even taking on a few hills!”

Healthy AgeingSupporting choice, connection and independence for older community members.

What we achieved

• Our Home Care Package team supported over 100 additional home care package recipients to live independently in their home and community. The program sta�ng increased to 26 due to steady growth.

• Our Dementia Nurse Consultant continued to be highly sought-a�er in response to growing community need.

• A redesign of our falls prevention program resulted in the new and improved Better Balance program.

• Our physiotherapy team continued to o�er the GLA:D program - a group that o�ers education and exercise to manage osteoarthritis of the knee or hip, to clients via a mix of in-person and virtual sessions

• The Social Support team in Lakes Entrance introduced two new social groups following consultation with existing group members.

Monday Happy Wanderers, Armchair Travel and Musical Masterpieces. Our Monday clients have ventured far and wide this year from the comfort of our Social Support armchairs! Every week our session would include a destination or event, traditional foods and customs, and our very own boarding passes and passports.

Together we have taken train-tours through Mexico while feasting on traditional Mexican cuisine. We have attended an Andre Reiu concert in Prague, and visited the Western Australia coastline and tropical North Queensland.

Cra�ernoon

What began as a once monthly, cra�-focused cuppa and catch up quickly took hold and became a weekly, hands on cra�ing and reminiscing session on a Wednesday a�ernoon.

Approximately 10 clients attend every week and work on projects such as dri�wood macrame and polymer clay keyrings. With lockdown, we continued to send out monthly cra� installments and still continue to see the clients in an outdoor, COVID-safe setting on a weekly basis for a quick catch up.

16

Dementia?A referral for cognitive assessment for a client who reported significant di�culties with their memory and thinking led to a comprehensive and holistic assessment by our Dementia Clinical Nurse Consultant.

The assessment identified that the client had an alcohol intake which could potentially impact their memory and thinking. A long discussion took place with the client about brain health and how this could be improved if they were to modify their alcohol consumption.

The client took the advice provided and in the year to follow reduced their drinking to within recommended levels.

A follow-up assessment was undertaken and the client’s cognition and quality of life had improved to the point where they performed within the normal range for their age.

Our Dementia Clinical Nurse Consultant o�ers specialised support services to people concerned about or living with dementia, and their families. We also have a range of social support programs for people living with dementia and their carers.

For more information call 5155 8300.

Mental Health MattersResearch tells us that older people are generally happier and more optimistic than their younger counterparts even when they are faced with health problems and other bumps in life’s road.

So, if your “get up and go” has got up and gone along with those spectacles you put down and can’t seem to find, chances are you are having some problems with your mental health.

This is important to you because we know that there is a strong link between mental health and physical health.

What is mental health and why it matters

Mental health has an important influence on our ability to reach our full potential, cope with day-to-day stresses and strains, function e�ectively, and contribute to our community.

Whether we have positive mental health or not depends on a number of factors, some we can change and others we have little control over right now because they are things that happened in the past.

As people age, they can develop chronic health problems. They may lose their life partner and experience bereavement, and though most people don’t develop dementia it is more likely to occur in older age. These factors can have an impact on mental health, and result in conditions like depression and anxiety. However, poor mental health is not an inevitable part of getting older and can be prevented in some cases and managed well in most cases. The key to managing mental health is to seek help and take some action.

Our Dementia Clinical Nurse Consultant, Amanda Crombie, has written a guide to looking a�er your mental health later in life. The guide covers physical activity, staying social and combating ageism, and also highlights the many ways that GLCH can support you to ‘Live Well.’

Scan the QR code below to view a digital copy of this fantastic resource or call Amanda on 5155 8300 for a hardcopy.

17

Advance Care PlanningAdvance Care Planning is the process of planning ahead for your future health and personal care needs in the case you become unable to make decisions for yourself.

Why is it important?Advance Care Planning allows you to consider and influence your future life decisions while you are still able.

An Advance Care Plan (ACP) can help identify what is important to you such as your personal values, beliefs and preferences. It also give you an opportunity to nominate a person you trust to make decisions on your behalf if you are unable to do so.

An ACP provides guidance if decisions need to be made by the people you nominate. It also provides support and peace of mind to your nominated decision maker.

We have a Registered Nurse who is trained in Advance Care Planning and available by appointment to talk to you and your family either in the comfort of your home or at GLCH. The nurse will provide information, resources and guidance that will help you create your ACP.

For further information or to book an appointment, call 5155 8300.

Healthy Lifestyle Programs• Healthy Together Victoria Achievement Program

• HEY! Program (Healthy Equal Youth)

• Home Based Library

• LIFE! Program (Diabetes & Cardiovascular Prevention)

• Life Matters – Living Skills Program

• Making the Last Chapter Reflect the Whole Book

(pre-advance care planning)

• Men’s Behaviour Change

• Men’s Shed (pictured below)

• Mindful Meditation

• Paediatric Therapy Groups

• Parenting Groups

– Bumps to Bubs

– FAB Tuesdays

– New Parents Group

– Circle of Security

– Tuning Into Kids / Tuning Into Teens

– Parenting & Partnerships (Men)

– Pizza & Parenting (Men)

• Parkinson’s Support Group

• Protective Behaviours for Children and Young People

• Social Support Groups - for people of all ages, abilities

and interests

• Stephanie Alexander Kitchen Garden Program

• Tackling Climate Change - Love Food, Hate Waste

• Tackling Smoking

• Violence Prevention

• Wheels to Meals

• WISE (Women Inspired Supported and Empowered)

• Your Choice Program

• Achievement Program (Workplace & School)

• Art Therapy

• Calm Futures

• Caution with Cannabis

• Children’s Centre programs including:

– Full-time, part-time and casual childcare

– Before and a�er school care

– Three and Four-Year-Old Kindergarten

– Vacation Care

• Community Arts Group

• Drumbeat for Adults, Children, and Young People

• Fitness Programs including:

– Active Mums ‘n’ Happy Bubs

– Aqua therapy

– Better Balance (Falls Prevention)

– Blokes Gym

– Cardiopulmonary Rehab / Lungs in Action

– Community Rehab

– Healthwise Gym

– Health Moves

– GLA:D (Good Life with OsteoArthritis Denmark)

– GLA:Diators

– Keep Active Gym

– Kinder Gym Programs (East Gippsland)

– Men’s Gym

– PD Warrior (Parkinson’s Disease/Neuro Specific)

– Sta� Gym

– Veterans Only Gym (DVA Funded)

– Walking for all abilities

• Healthy Ageing Options Information Sessions

• Healthy Eating Programs with Local Primary Schools

18

FinancialPerformanceAnalysis and commentary

Income

Our operating result for the year, including depreciation and gain on disposal of assets, was a surplus of $3,080,139.Gippsland Lakes Complete Health continues to be supported in seeking and successfully attracting funding required to build service delivery.

This has been demonstrated over the year with an increase in operating income of 29.6% ($12.4 million) to a total of $54,429,224.

The increase to income is primarily due to National Disability Insurance Scheme (NDIS) increasing by $3.493 million, Home Care Package subsidies by $3.660 million, an additional $2.6 million for bushfire support, one-o� capital grant of $420k for a 3-year-old kinder building at the Children’s Centre which in turn increased the centre capacity and centre fees by $472k.

Expenditure

GLCH has a sound financial base, showing strong liquidity and associated ability to meet all employee and program commitments.

Total operating expenditure increased by 29.8% ($11.818 million) during the year. Employee benefits expense is the largest area of expenditure, representing 60% ($31.010 million) of total operating expenditure, an increase of 16.2% (4.328 million).

Total non-salary expenditure increased in the period by 58% ($7.490 million). This is primarily due to the increase in client costs of 79.8% ($5.906 million) resulting from the additional number of Home Care Packages and NDIS client funds.

Balance Sheet

Gippsland Lakes Complete Health’s total net assets increased by 25.36% ($4.761 million) during the period.

Total assets increased by 18.34% ($6.530 million) consisting of an increase in current assets of 23.75% ($4.697 million), driven by increases in cash holdings and increased non-current assets of 11.12% ($1,834 million) primarily due to asset revaluations during the period of $1.681 million.

Total liabilities increased during the period by 10.54% ($1.769 million), this is due to increases in employee provisions of 13.31% ($0.749 million), unexpended grants and prepaid revenue increased by 5.38% ($0.506 million) and trade and other payables increased by 32.03% ($0.535 million) due to timings of payments to creditors and expenses accrual’s at year end.

Governance

The Board recognises the importance of a strong governance framework and support this with well-established Finance and Quality Governance Committees that meet bi-monthly. The Finance Committee reviews financial reports, ensures accounting policies are applied, recommends the approval of audited annual financial statements, and ensures that issues raised as part of internal and external financial audits are addressed. The Finance Committee reviews the engagement of external financial auditors, including criteria for appointment, proposed audit scope, and approach. The Finance Committee includes an independent member, previously identified as best practice.

Audited Financial Statements

Gippsland Lakes Complete Health prepares General Purpose, reduced disclosure financial statements in accordance with the requirements of the Corporations Act 2001 (Cth) and the Audit Act 1994.

The Financial Statements for the year were audited by Crowe. Auditors expressed the opinion that the Financial Statements represent a true and fair view of the financial position of the organisation as at 30 June 2021.

A complete set of Financial Statements, notes and Auditor’s Report are included as a supplement with this Annual Report. They are available on request from our Lakes Entrance and Bairnsdale sites and via the Gippsland Lakes Complete Health website www.glch.org.au

Gippsland Lakes Complete Health is a financially healthy and viable organisation. The organisation is highly regarded by funding bodies and well positioned to embrace future opportunities as they arise.

19

Comprehensive Statement of Income 2021 $ 2020 $

Revenue from ordinary operations 54,009,224 41,999,730

Employee expenses (31,010,237) (26,682,001)

Other expenses from ordinary activities (19,426,341) (12,025,649)

Capital grants 420,000 -

Depreciation and gain/loss on disposal on assets (912,507) (823,120)

Net result for the year 3,080,139 2,468,960

Statement of Financial Position 2021 $ 2020 $

Current assets 24,474,253 19,777,592

Non-current assets 17,614,767 15,781,235

Total assets 42,089,020 35,558,827

Current liabilities (17,556,855) (15,609,329)

Non-current liabilities (996,340) (1,174,448)

Total liabilities (18,553,195) (16,738,777)

Net assets/total equity 23,535,825 18,775,050

20