Annual Report BETTER - Castlemaine Health annual report of Castlemaine Health is prepared in accordance with ... • Introduction of a Hospital Medical Officer role to ... , Kyneton

2014

BETTER TOGETHERCommunity Consultation

CENTRAL, V ITAL AND THRIVING

Marlene CC Committee

Maureen CC Committee

Judy CC Committee

Cornish Street, Castlemaine Vic 3450, PO Box 50www.castlemainehealth.org.au

Annual Report

ANNUAL REPORT 2014

ContentsKey Achievements 1

Overview of Services 2 provided

Report to the Community

– President’s Report 3 – Chief Executive Officer 4

Strategic Plan 6

Organisational Chart 7

Corporate Governance 8

Nursing Care and Education 9

Medical Services 10

Community Care 11

Corporate Services 13

Environment 13

Human Resources 15

Statutory Compliance 19

Acknowledgement/Maps 20

Disclosure Index Inside back cover

Without the consumers and the community, we could not do what we do here at Castlemaine Health.

Consumers provide us with a unique perspective, allowing us to make decisions that reflect the needs of our community. They help us to provide a safe and quality service for all, constantly reminding us that we are here to enhance the consumer experience.

There are a number of ways that consumers can contribute, ranging from participation in the Consumer Consultation Committee through to involvement in specially selected projects.

Our aim is to create a service that reflects the diverse needs of our community. If you are interested in providing input as a consumer and/or would like to find out more, please contact the Public Relations Department on 5471 1505.

VisionCastlemaine Health will be widely acknowledged within our industry and by stakeholders as a preeminent Australian Rural Health Service.

Better together

MissionAs a comprehensive rural health service for the Castlemaine district we shall maturely continue to expand our knowledge, learning, services and skills and partner with other stakeholders to provide person centred care of the highest quality.

Castlemaine Health acknowledges the support of the Victorian Government

Disclosure IndexThe annual report of Castlemaine Health is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements.

LEGISLATION REQUIREMENT PAGE REFERENCEMINISTERIAL DIRECTIONSREPORT OF OPERATIONSCHARTER AND PURPOSEFRD 22E Manner of establishment and the relevant Ministers 2FRD 22E Objectives, functions, powers and duties 8FRD 22E Nature and range of services provided 2MANAGEMENT AND STRUCTUREFRD 22E Organisational structure 7FINANCIAL AND OTHER INFORMATIONFRD 10 Disclosure index 21FRD 11A Disclosure of ex-gratia expenses 19FRD 12A Disclosure of major contracts 19FRD 21B Responsible person and executive officer disclosures AFSFRD 22E Application and operation of Carers Recognition Act 2012 19FRD 22E Application and operation of Freedom of Information Act 1982 19FRD 22E Compliance with building and maintenance provisions of Building Act 1993 19FRD 22E Details of consultancies over $10,000 19FRD 22E Details of consultancies under $10,000 19FRD 22E Employment and conduct principles 18FRD 22E Major changes or factors affecting performance AFSFRD 22E Occupational health and safety 16FRD 22E Operational and budgetary objectives and performance against objectives AFSFRD 22E Significant changes in financial position during the year 14FRD 22E Statement of availability of other information AFSFRD 22E Statement on National Competition Policy AFSFRD 22E Subsequent events 17FRD 22E Summary of the financial results for the year AFSFRD 24C Reporting of office-based environmental impacts 2FRD 22E Workforce Data Disclosures Including a statement on the application of employment and conduct principals 18FRD 25B Victorian Industry Participation Policy disclosures 19FRD 29 Workforce Data disclosures 18SD 4.2(g) Specific information requirements 19SD 4.2(j) Sign off requirements 19SD 3.4.13 Attestation on data integrity 19SD 4.5.5.1 Ministerial Standing Direction 4.5.5.1 compliance attestation 19SD 4.5.5 Risk management compliance attestation 19SD 4.5.5.1 Attestation on data integrity 19FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FINANCIAL MANAGEMENT ACT

Letter of comfort AFSSD 4.2(a) Statement of changes in equity AFSSD 4.2(b) Comprehensive Operating Statement AFSSD 4.2(b) Balance Sheet AFSSD 4.2(b) Cash Flow Statement AFSOTHER REQUIREMENTS UNDER STANDING DIRECTIONS 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements AFSSD 4.2(c) Accountable officer’s declaration AFSSD 4.2(c) Compliance with Ministerial Directions AFSSD 4.2(d) Rounding of amounts AFSLEGISLATIONFreedom of Information Act 1982 19Carers Recognition Act 2012 19Victorian Industry Participation Policy Act 2003 19Building Act 1993 19Financial Management Act 1994 3/AFS

AFS - Attached Financial Statement; IF - Inside Front

CENTRAL, V ITAL AND THRIVING 1


Key achievements

• CommissioningthenewOperatingSuiteandUrgentCareCentre.

• CADARGbecameanaccreditedservice,meetingallstandards.

• Introductionofaphysiotherapyledpainmanagementprograminresidentialagedcare.

• OlderPerson’sNursePractitionersuccessfullyendorsedthisyear.

• FurtherdevelopmentofChildren’sCentre,expansionofAlliedHealthservicesforschoolagechildren.

• WholeofStudentServicesPlacement(WoSSP)programafinalistatInauguralPeopleinHealthAwards.

• OutandOutClubcelebratedtwentyoneyearsasaprogramforyoungeradultswithadisabilitylivingintheMountAlexanderShire.

• Improvedmanagementofthedeterioratingpatient/residentwiththedevelopmentofnewprocesses,systemsalongwithstaffeducation.

• AppointmentofVisitingGeriatricianandRehabilitationSpecialisttoConnollyRehabilitationUnit.

• ContinuationofexternalpeersupportforGeneralPractitionerObstetriciansandMidwives.

• ClinicalplacementofsecondandfourthyearpharmacystudentsfromLatrobeUniversity.

• IntroductionoftheNationalMedicationManagementPlantoimprovecommunicationbetweenhealthcarecliniciansaboutpatientmedications.

• IntroductionofaHospitalMedicalOfficerroletotheConnollyRehabilitationUnitviaBendigoHealth.

• OverallimprovementinInfectionControlOrganisationalcomplianceto95%in2013-14.

• UpgradeofIntakeandReceptionofficeswithintheCommunityRehabilitationCentre.

• PlanningandimplementationoftheAlliedHealthGraduateProgram.

• ReviewofHIPPrograms(HealthIndependencePrograms)inpreparationforActivityBasedFunding.

• Clientsurveyswerecompletedwith95%happywiththeservicereceivedintheCommunityRehabilitationCentre.

• PathwayreviewforHARPclientsinordertoprovideamoreseamlessservice.

• ABladderScannerhasbeenpurchasedforuseinthecommunity.

• PodiatryDepartmenthasestablishedapaediatriccliniclocatedintheChildren’sCentre.

• MergingofthePalliativeCareandDistrictNursingServicetoprovidemorestreamlinedcommunityservice.

• Pre-schoolassessmentsbyanOccupationalTherapistandPhysiotherapisthavebeenintroduced.

• ImplementedtheBoardProvidersProgrampartneringwithStLukes.

• PurchaseoftwocaravansbyCADARGtobeusedprimarilyforyoungpeopleatriskofhomelessness.

• NewAdultDayServiceActiveTuesdays,ActiveChoicesprogramtrialedandreviewed.

• DevelopmentofanIndividualisedBudgetSoftwareprogramtomeetstandardsforconsumerdirectedcare.

• Onlinerecruitmentsoftwareimplementationcompleted.

• CastlemaineHealthpayrollteamnowsuppliesservicestofiveorganisationsacrosstheLoddonMalleeregion.

ACTIVITY Target 2013-14 actuals

WIES Activity Performance

WIES (public and private) performance to target % 2151 1875 (88%) estimate

Acute admitted

WIES public 1640 1440 estimate

WIES private 407 382 estimate

TOTAL WIES (public and private) 2047 1822 estimate

WIES DVA 99 69 estimate

WIES TAC 5 3 estimate

WIES TOTAL 2151 1894 estimate

Acute non-admitted

Emergency Services - 4691

Subacute and Nonacute Admitted

GEM DVA 430 250

GEM Private 219 634

GEM Public 1387 824

Palliative Care DVA - 41

Palliative Care Private - N/A

Palliative Care Public - 14420

Rehab DVA 636 678

Rehab Private 2274 2052

Rehab Public 4700 5624

Transition Care – bed days 1946 1502

Transition Care – home days 792 745

Aged Care

Residential Aged Care Full compliance Full compliance

HACC 95% Full compliance

Quality and safety

Health service accreditation Full compliance Full compliance

Residential aged care accreditation Full compliance Full compliance

Cleaning standards:

High Risk areas 85% 95.5%

Moderate Risk areas 85% 96.3%

Health care worker immunisation - influenza 75% 59.7% to June 30th

Submission of data to VICNISS 100% 100%

Hospital associated infection surveillance (Acute):

Methicillin Resistant Staphylococcus Aureus 0 0

Vancomycin Resistant Enterococcus 0 0

Clostridium Difficile 0 3

Occupational Exposure ≤6 9

Hand hygiene (rate) 70% 89.1%Staphylococcus aureus Bacteraemia rate per occupied bed days:Healthcare associated 0 0

Community associated 0 1Victorian Patient Satisfaction Monitor (Jan – Jun 2013) 73 82.5

Consumer Participation Indicator (Jan – Jun 2013) 73 83.0

Victorian Hospital Experience Measurement Instrument (Jan – June 2014)

Yet to be implemented

Yet to be implemented

People Matter Survey 50% 32%

MaternityPercentage of women with prearranged postnatal home care 100% 100%

Percentage of eligible newborns screened for hearing deficit before one month 100% 100%

Performance Priorities

2

ANNUAL REPORT 2014

Acute/sub acute (50 staffed beds)• Medical

• Obstetric

• Paediatric

• Rehabilitation

• Geriatricevaluationandmanagement

• Respite

• Surgical

• Accidentandemergency

Residential Aged CareHigh care (90 beds)

• ElleryHouse

• ThompsonHouse

Low care (75 beds)

• Spencely

• Penhall

• Thompson

Transitional care (6 beds)

• ThompsonHouse(4beds)

• Community(2beds)

Community• DistrictNursingServices/Palliative

Care/PostAcuteCare

• PostAcuteCareHomeServices

• AgedCareAssessmentService

• AdultDayActivityCentre

• CommunityRehabilitationCentre/AlliedHealthdepartments

• VolunteerandSocialSupportProgram

• CastlemaineandDistrictAccommodationandResourceGroup(CADARG)

• EarlyInterventionProgram

• CommunityAgedCarePackages

• ContinenceService

Client Services• Medical

• NursingandPersonalCare

• Welfare/socialwork

• Podiatry

• OccupationalTherapy

• Physiotherapy

• Speechtherapy

• Dietetics

• Continencemanagement

• Volunteerassistance

• Pharmacy

• Psychiatry

• Pastoralcare

• Infectioncontrol

• Recreationalactivities

• Transport

• Pathology(providedonsitebyHealthScopePathology)

• Radiologyandultrasonography(providedonsitebyBendigoRadiology)

Corporate Services• Engineeringservices

• Supplydepartment

• HumanResources

• HealthInformationServices

• InformationServices

• PublicRelations/Fundraising

• FinanceDepartment

• Environmental/Laundryservices

• OccupationalHealthandSafety

• QualityDepartment

• Catering

• EmergencyRiskandCompliance

• Payroll

• Transport

• Laundry

Training and Development• Traininganddevelopment

ApprenticeshipsandTraineeships

• GraduateNurseProgram

• InitialRegistrationofOverseasNursesProgram

• ReturntoPracticeNursesProgram

• PublicHealthPrograms/HealthPromotions

• StaffEducation/ProfessionalDevelopment

• UndergraduateProgram

• WorkExperienceProgram

Castlemaine Health is a public hospital incorporated under the Health Services Act 1988 and has a variety of programs and services funded by:

Department of Health (Federal)

MinisterforHealthThe Hon Peter Dutton MP

MinisterforSocialServicesThe Hon Kevin Andrews MP

MinisterforIndigenousAffairsSenator the Hon Nigel Scullion

TheDepartmentofHealth(Victoria)MinisterforHealthandAgeingThe Hon David Davis MP

MinisterforMentalHealthThe Hon Mary Wooldridge MP

The Department of Human Services (Victoria)

MinisterforCommunityServices,MinisterforDisabilityServices&ReformThe Hon Mary Wooldridge MP

TheDepartmentofEducationandEarlyChildhoodDevelopment(Victoria)MinisterforEducationThe Hon Martin Dixon MP

Overview of Services Provided



Itisalwaysausefulandpositive

experiencetopausetotakestockand

reflectontheprevioustwelvemonths.

Ifocusmyreflectionsinthisreportonthe

organisation,thecommunityandthe

board.

Ithasbeenabigyearforthe

organisation.Staffhavehadtodealwith

agreatdealofchangeaswellasthe

buildingprogramandhaverisentothe

challengeinanimpressiveway.The

buildingworkshavebeenamajorfocus

anditwasapleasuretocelebratethe

completionofallworksattheopening

on30May2014withtheMinisterfor

HealththeHonDavidDavis.Wenow

havetwomodernoperatingtheatres,a

muchimprovedentryandurgentcare

centreandimprovementstoourday

surgeryfacilities.Iwouldalsoliketo

thankourneighbouringhealthservices:

BendigoHealthcareGroup,Kyneton

DistrictHealthService,Maryborough

DistrictHealthServicesandHepburn

HealthServiceforworkingso

cooperativelytotakeoursurgical

patientsduringtheconstructionperiod.

Creditmustalsogototheprojectcontrol

groupchairedbyourformerpresident

GlennSutherlandwhichincluded

representativesfromtheDepartmentof

Health,staff,theBoard,theconstruction

companyandthearchitecturalfirm.

Inordertorespondtoourfinancial

deficit,theorganisationundertooka

completeservicereviewinOctober

2013.Again,Iacknowledgethe

challengeofthisandthankstafffortheir

fullcooperation.Thereporthad

numerousrecommendationswhichhave

informedourFinancialManagement

ImprovementPlan.Weareworking

throughthisandaimtohaveabalanced

budgetbyJune2015.Thishasrequired

changestoservicedeliveryandstaff

levelsandmanydifficultdecisionshave

beenfaced.TheBoardisoftheviewthat

thesechangesaresettingusonapath

toasustainablefuture.

Iwouldliketoacknowledgethe

exemplaryleadershipofourCEOand

hisstrongworkethic.Heiswell

supportedbyhisexecutiveteamand

seniorstaff.InMay2014oursenior

teamledtheorganisationthrougha

mockaccreditationfortheNational

SafetyandQualityHealthService

Standards.Whilstweperformedwell,

thereisworkaheadofustoachieve

accreditationwhentherealauditoccurs

inSeptember2014.

CastlemaineHealthisveryfortunateto

enjoyahighlevelofcommunitysupport.

Iknowthatmuchofthisisduetothe

greatcareandloveourstaffshowto

patientsandresidents,whichishighly

valued.Thereisagreatteamof

volunteerswhoprovidesocialsupportto

manyofourclients.Wealsoappreciate

thefundraisingofanumberofdedicated

communitygroupsandlookforwardto

thiscontinuing.Communityand

consumerparticipationisgoingtobea

muchstrongerfocusforCastlemaine

Healthoverthenext12monthsaswe

findmorewaystoincludeconsumers

andcommunitymembersinourservice

planninganddelivery.

Finally,Iwouldliketothankand

acknowledgetheworkofmyfellow

Boardmembers.Ourgovernancerole

requiresustobewellinformed,attend

training,participateinboardsub-

committeesandkeepupwithmaterial

presentedtous.Wefarewelltwoofour

longstandingboardmembers,

DrLesFitzgeraldandMsLeeBower.

Theirquestioning,challengingand

commitmenttoourorganisationhas

madethemvaluableBoardmembers.

InJulywewillwelcomefournew

memberstoourBoard.Theywillbringa

rangeofskillsintheareasoffinance,

clinicalgovernance,riskmanagement,

governanceandstrategy.Castlemaine

HealthisabouttofinaliseitsStrategic

Planforthenextthreeyears,buildingon

theserviceplanningandorganisation

reviewthattookpartinthelatepartof

2013.Iamlookingforwardtoworking

withtheBoard,staffandourcommunity

andembracingournewstrategic

directions.

InaccordancewiththeFinancial

ManagementAct1994Iampleasedto

presenttheReportofOperationsfor

CastlemaineHealthfortheyearending

30June2014.

Carolyn Wallace

President


Carolyn Wallace, President

4

ANNUAL REPORT 2014

LastyearIwrotethatCastlemaineHealth

wouldfaceanumberofsignificant

challengesin2013/2014relatedtothe

redevelopmentofouroperatingtheatres

andtheassociatedrelocationofour

theatresurgicalcases,preparationfor

theNationalStandardssurvey,ongoing

financialpressuresandareviewofour

currenthealthserviceprofile.Eachof

thesechallengeshasbeenafocusof

theorganisationthisyear.Ourcapital

worksweresuccessfullycompletedand

whilstwearestillfacingother

challenges,thereisanairofgrowing

confidencethatwearemakinggood

progresstoreturningCastlemaineHealth

backtobeingatopperforminghealth

service.

Theatre, urgent care and associated

capital works

Our$10Mcapitalprojectwasofficially

openedonthe30May2014bythe

MinisterofHealthandAgeingthe

HonorableDavidDavis.Theproject

whichwascommencedinFebruary2013

hascreatedanewfrontentrance,new

mainreception,operatingtheatresuite

withtwonewtheatres,refurbishedurgent

careandimprovedacutereception.

Also,partsoftheacutewardwere

refurbishedandmedicalimaging

relocatedtonewrooms.Many

challengeswerefacedsuchaskeeping

theurgentcareandacuteservices

functioning,dealingwithrockand

maintainingaccess.Anotherchallenge

wasconstructionofnewfacilitiesthat

neededtoaligntoabuildingthatwas

builtaroundthe1860’s.Numerousother

latentconditionswerediscoveredduring

thedemolitionphaseandkeepingthe

projecttobudgetandtimeframewas

verydifficult.However,withallmajor

partiesworking

co-operativelytheprojectcameinon

budgetandthetotalprojectwasonly

marginallydelayed.Theprojectwasa

greatsuccessandnowCastlemaine

Healthcanstartreceivingthebenefits

fromitsnewfacilities.

AspecialthankyoutoRodWoodford,

ChiefEngineerandtheengineeringstaff

fortheircontributiontotheprojectandall

staffwhoputupwithdisruptiontotheir

workenvironmentduringthe

constructionphase.

Service Plan

CastlemaineHealthengagedAspex

ConsultingtoassisttheBoardin

developingstrategichealthservice

directionstomeetitsanticipated

communityneedsinthefuture.The

ServicePlancompletedincludedan

environmentalanalysisoffactorsthatwill

influencefutureserviceprovision,

regionalandstatewidehealth

improvementstrategies,anassessment

ofthecurrentfacilitiesandthe

effectivenessofthecurrentrangeof

services.

TheServicePlanidentifiedarangeof

optionsthatwillbeconsideredaspartof

thenewStrategicPlan2014/2019.

Strategic Plan

CastlemaineHealthhascommencedthe

developmentofournewStrategicPlan

2014/2019whichwillbefinalisedby

September2014.Thisisanopportunity

tousethisconsultativeprocesstoreview

currentservices,determinewhatthe

communitywantsourroletobeinthe

LoddonMalleeRegionandtodiscuss

howwecangetthere.

Fortheyear2013/2014ourcurrent

StrategicPlan(2009to2014)asreported

lastyearguidedourdecisionsand

actions.

Financial position

CastlemaineHealth’sdecliningfinancial

statusattheendof2012/2013wasa

majorconcernfortheBoardandthe

DepartmentofHealth.Whilethe

temporaryclosureoftheoperating

theatrewasacontributingfactor,there

wereotherfactorsthatadverselyaffected

thefinancialresult.Withtheassistanceof

theDepartmentofHealth,theBoardand

Executivehaveprogressively

implementedarangeofstrategiesto

improveourfinancialperformance.

Theseincludeafinancialimprovement

plan,financialreportingframework,

restructuredfinancedepartmentand

mostimportantlyeducationand

consultationwithDepartmentHeadson

thebudgetingandmonitoringof

performance.Ouractionshaveresulted

inanimprovedfinancialresultthisyear

andprovideafoundationforaneven

betterresultin2014/2015.


IanFisher,CEO



Board, Executive, Staff and Visiting

Medical Staff

AgainthesuccessesofCastlemaineHealthcannotbeachievedwithoutaskilledandcommittedBoardofManagement,Executiveandstaff.IwouldliketoexpressmyappreciationtoBoardPresident,CarolynWallace,BoardVicePresidentSharonFraserandTreasurerIanMcKenzieandotherBoardmembersforvolunteeringanincreasingamountoftheirtimetomeettheirgovernanceresponsibilitiesandensuringthecommunityservedbyCastlemaineHealthcontinuestohaveaccesstoawiderangeofqualityservices.

TheBoardisactivelystrivingtoimproveitsgovernancethrougharangeofeducationanddevelopmentalactivities.TheseincludeattendingVictorianHealthAlliance(VHA)andDepartmentofHealthBoardroundtablesandforums,undertakingtheAustralianCentreforHealthcareGovernance(ACHG)evaluationandassessmenttoidentifyareasforfurtherimprovement,strategiesforrecruitmentofspecialisedskillsandallocationoftimeateachmeetingforfurtherdevelopment.

Aunited,happyandcommitted

Executiveteamisessentialtoensureour

delegatedresponsibilitiesaremetwell.

IacknowledgetheworkoftheExecutive

team:ExecutiveDirectorofNursing

ServicesAmandaEdwardsand

ExecutiveDirectorofCommunity

ProgramsRhondaWilliams,fortheir

commitmentandeffortthroughoutthe

year.AlsothankyoutoExecutive

DirectorofCorporateServicesRick

MunariandExecutiveDirectorofMedical

ServicesDrGlennHowlettwhoboth

resignedduringtheyear.

Toimproveoursafety,qualityand

financialpositionwehaveidentifiedand

madenumerouschangesacrossthe

organisationthisyear.Manyofthese

changeshaveadverselyimpactedon

individualstaff,someofwhomhave

workedatCastlemaineHealthformany

years.Iacknowledgethecontributionof

thesestaffandallstaffingeneralfortheir

ongoingcommitmentandspiritinwhich

theyhaveengagedintheprocesseswe

haveimplementedtointroducechanges.

ThecommunityofCastlemaineiswell

servicedbylocalandothervisiting

medicalpractitioners.Weareextremely

fortunatetohaveprofessionaland

committedGeneralPractitionersto

providethemajorityofourinpatientand

urgentcareservices.

Wearealsowellservicedbyagrowing

numberofspecialistswhoarekeento

maintainand,wherewehavethe

capacity,toexpandtheirservices.

Volunteers

Aspecialthankyoutoallourvolunteers

whohaveagainthisyearcontinuedto

provideavastarrayofassistanceacross

theorganisation.Theworkofour

volunteersisaveryimportantpartofthe

serviceswedeliverandalsoprovidesan

opportunityforcommunitymembersto

beengagedwiththeirhealthservice.

Future

OurnewStrategicPlanwillguidethe

directionsoftheorganisationandhowwe

willmanageyourorganisationto

progressCastlemaineHealth’svisionand

achieveitsstrategicgoals.Beingan

organisationthatcandemonstrateitis

deliveringpersoncenteredcare,hasa

culturethatseekstocontinuallyimprove

thesafetyandqualityofourservicesand

isfinanciallysustainablewillensurethat

thecommunitywillenjoyaccessto

neededhealthservices.

AgainwiththeBoard,Staff,visiting

medicalofficersandvolunteersweare

wellplacedforasuccessfulfuture.

IanFisher

CEO

“A special thank you to

Rod Woodford, Chief

Engineer and the

engineering staff for their

contribution to the project

and all staff who put up

with disruption to their

work environment during

the construction phase.”

Ian Fisher CEO

6

ANNUAL REPORT 2014

Strategic Plan StateandCHPriorities Action Deliverable Status

Developing a system that is responsive to people’s needs

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

• Configure and distribute services to address the health needs of the local population.

• Advanced care planning structures and processes implemented. Reports to provide baseline data of care plans in place by June 2014.

• Strategies developed by December 2013 to reconfigure and redistribute services as identified in the 2013 Service Plan.

• Implement strategies.

In line with national standards advanced care plans are being progressively developed and implemented.

Agreed with Department of Health to consider CH’s future services profile through engaging the CH community in the strategic planning process.

Implementation will occur in line with Strategic Plan.

Improving every Victorian’s health status and experiences

• Improve thirty-day unplanned readmission rates.

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

• Use consumer feedback to improve person and family centred care and patient experience.

• Implement processes to reduce thirty-day readmission rate, demonstrated by service data reports by June 2014.

• Mount Alexander Shire Public Health and Wellbeing Plan 2013 – 2018 reflects priorities identified by Castlemaine Health. Contribute to plan.

• Implement processes to obtain regular consumer feedback - strategies to achieve improvements identified by March 2014.

Process introduced to reduce occurrence noting the operating theatres were closed for 8 months of the financial year due to redevelopment.

Plan released. CH and CDCH participated in process with the Shire in developing the plan.

CH a partner in co-location option being considered for early childhood services.

Consumers now included in membership of key committees and participate in processes that impact on strategic and service changes.

Development of actions to meet National Standards in acute, aged and home care services. Consumer participation will establish processes for further inclusion of consumers in organisational activities and decisions.

• Identify service users who are marginalised or vulnerable to poor health, and develop interventions that improve their outcomes relative to other groups, for example, Aboriginal people, people affected by mental illness, people at risk of elder abuse, refugees and asylum seekers.

• In collaboration with Mount Alexander Shire and Castlemaine and District Community Health Service establish a working group that develops local employment opportunities and better access to health and well being services for Aboriginal people by March 2014.

Strategies to attract and recruit Aboriginal people were developed and resulted in successful employment.

Expanding service, workforce and system capacity

• Work collaboratively with the Department on services and capital planning to develop service and system capacity.

• Develop priorities identified through the 2013 Service Plan directions. Develop implementation Plan.

Theatres, urgent care and acute facilities upgraded to increase capacity, safety and efficiencies.

Department of Health funded a review of CH’s services including a detailed analysis of aged residential services.

Increasing the system’s financial sustainability and productivity

• Reduce variation in health service administrative costs.

• Identify opportunities for efficiency and better value service delivery.

• Work with other health services to identify and participate in at least one shared service by June 2014.

• Financial Improvement Plan (FMIP) developed by October 2013. Consider findings for implementation.

Agreement in principle reached with BHCG to provide procurement services.

FMIP developed, strategies implemented and are being monitored.

Implementing continuous improvements and innovation

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

• Collaborate with Kyneton District Health Service and Bendigo Health to ensure surgical services remain available to Castlemaine patients while operating theatres are redeveloped.

• Develop and implement plan for acute and subacute bed management by October 2013.

• Develop plan by November 2013 for increased surgical throughput when new theatres are available from April 2014.

CH also contracted with Hepburn Health Service to ensure continuity of surgical services.

Relocated surgery contracts completed.

Visiting Medical Staff and operating theatre staff retained.

Bed management plans implemented and monitored through daily bed management meetings to enable throughput to be achieved in both acute and sub-acute where beds were reduced. Operating sessions fully allocated for one theatre and process commenced to utilize the second theatre.

Increasing accountability & transparency

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

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

• With the support of Government, develop Board capacity to ensure all Board members are well equipped to effectively discharge their responsibilities and deliver against the outcomes articulated in the VHPF.

• National Safety and Quality Health Services plan completed and progress report submitted to the Board each month.

• Revision of internal reporting to Castlemaine Health Board by Department Heads on financial, activity and quality performance by June 2014. Implementation of revised reporting.

• Develop and implement a plan to improve the Board of Management’s governance capability, understanding of the health sector, services and compliance by June 2014.

Monthly reports to the Board and sub committees occurring monthly. Board, Department Heads and staff completed.

Financial reporting framework adopted by Board. Internal financial reports significantly improved. Independent financial expertise appointed to the Audit and Risk Management Committee and Finance Committee.

ACHG package obtained and consultant conducted a Board evaluation and assessment. Action plan has resulted to targets governance areas requiring further development.

Improving utilisation of e-health and communications technology

• Maximise the use of health ICT infrastructure.

• Work with partners to better connect service providers and deliver appropriate and timely services to rural and regional Victoria.

• Maintain active participation in the Loddon Mallee Health Alliance.

• Identify and implement opportunities to sustain and improve services through greater use of ICT.

CEO remains Director of (LMHA).

Project Officers appointed by region to expand use of telehealth and strengthen health services through e-health opportunities.



Organisational chart THE COMMUNITY

BOARD OF MANAGEMENT

CHIEF EXECUTIVE OFFICER - Ian Fisher

EXECUTIVE DIRECTOR OF COMMUNITY PROGRAMSRhonda Williams

Community Rehabilitation Centre:

• Occupational Therapy

• Physiotherapy

• Speech Therapy

• Dietetics

• Podiatry

District Nursing / Palliative Care / Post Acute Care

Adult Day Service

Home Care Packages

Early Intervention Program

Continence Advisory Service

HARP (Hospital Admission Risk Program)

CADARG (Castlemaine & District Accommodation & Resource Group)

Volunteer / Social Support

Health Information Services

EXECUTIVE DIRECTOR OF NURSING Amanda Edwards

After Hours Managers

Clinical Nurse Education

Clinical Resource Unit

Acute Medical / Surgical Services

Midwifery

Urgent Care Centre

Rehabilitation Services

Operating Suite / Day Procedure Unit

Residential Services:

• Ellery House

• Thompson House

• Penhall

• Spencely

Transitional Care

Recreation

Radiology / Pathology

DIRECTOR OF MEDICAL SERVICES

Dr Glenn Howlett (resigned Jan 2014)

Dr Robert Long (Acting) (resigned May 2014)

Dr Peter Sloan (Acting)

SPECIALIST MEDICAL OFFICERS

Visiting Medical Officers

Specialist Medical Officers

Pharmacy

Infection Control

EMERGENCY RISK & COMPLIANCE

Engineering

Finance

Human Resources

• Payroll

• OH&S

Information Technology

Public Relations / Fundraising

Quality

Support Services

• Transport

• Laundry

• Environmental Services

• Food Services

• Supply

• Contract Management

8

ANNUAL REPORT 2014

Corporate Governance Board of ManagementPRESIDENT

Ms Carolyn Wallace DirectorGraduateDiplomaofEducation,BachelorofArts,GAICD

Appointmentexpires30June2016

VICE PRESIDENT

Ms Sharon FraserGeneralManagerMasterofBusiness(Management)BachelorofAppliedScience(SpeechPathology),GAICD


TREASURER

Mr Ian McKenzie

BachofPharmacyBachelorofPharmacyPharmacist/WineMaker


BOARD MEMBERS

Dr Les Fitzgerald

RN,RM,Dip(TeachNurs),BAEd,MN(NursStudies),PhdSeniorLecturerinHealthSciences

Appointmentexpires31October2014

Ms Elizabeth Grainger

TrainedInfantTeachersCertGradDip,Education


Ms Lee Bower

BSc(Monash)Employment&TrainingConsultant


Mr Glenn Sutherland

BA,DiEd,GradDipEd,Administration,GradDipManagement,FAIMGAICD,AdvancedDiplomaofBusiness,Cert.1VProjectManagementRetailerandExporter

AppointmentExpires30June2016

Mr Adam Sevdalis

ManagingDirector

BachelorofEconomics,MBAAppointmentExpires30June2015

Ms Maria Simpson

BAMasterofBusiness(Administration)DiplomaofEducationCEO

(ResignedDecember2013)

Board of Management Structure and FunctionThefunctionoftheBoardofManagementistooverseethegovernanceoftheHospitalandtoensurethattheservicesprovidedbytheHospitalcomplywiththerequirementsoftheHealthAct1988andtheBy-LawsoftheHospital.

MembersarerequiredbytheActtoactwithintegrityandobjectivityatalltimes.Theyarerequiredtodeclareapecuniaryinterest,whenapplicable,duringBoarddebateandwithdrawfromproceedings.Therewerenooccasionsthatrequireddeclarationthisyear.

ConflictofinterestisdeclaredduringBoardproceedings,inaccordancewiththeBy-Lawsoftheservice.

Boardmembersserveinavoluntarycapacityanddonotreceivepayments.

Anumberofsub-committeesconsistingofBoard,Staff,VisitingMedicalOfficersandmembersofthecommunityhavebeenformedtoadviseandrecommendonrelevantmatters.

TheBoardofManagementmeetsonthefourthMondayeveningofeachmonthtodealwithaformalagendaandreportsontheHealthServiceperformanceasreportedbytheChiefExecutiveOfficer.Meetingscommenceat6.30pmintheBoardRoom,Level4oftheHospitalandareopentothePublic.

Board of Management membership of Sub-committeesCredentials & Medical Appointments Advisory Committee

DrLesFitzgerald

MsElizabethGrainger

Chief Executive Officer Evaluation Committee

MsCarolynWallace(President)

MsSharonFraser(VicePresident)

MrIanMcKenzie(Treasurer)

MrGlennSutherland(PastPresident)

Finance Committee

MrIanMcKenzie(BOM)

MrGlennSutherland(BOM)

MsCarolynMcKenzie(BOM)

Community Consultation Committee

MsCarolynWallace(BOM)

Audit & Risk Management Committee

MrIanMcKenzie(BOM)

MrGlennSutherland(BOM)

MsCarolynWallace(BOM)

Clinical Governance and Quality Committee

MsSharonFraser(Chair)

MsEGrainger(BOM)

MsMSimpson(resignedDecember2013)

Executive Management

TheExecutiveDirectorsmeetwiththeChiefExecutiveOfficerthreetimespermonthtodiscussstrategicandoperationalissuesrelatingtothemanagementoftheorganisation.

CHIEF EXECUTIVE OFFICER

MrIanFisherMBus,GradDipAcc,PGradDipHealthAdministration

EXECUTIVE DIRECTOR OF COMMUNITY PROGRAMS

MrsRhondaWilliamsRN,BPubHealth,GradDipHealthServicesManagement

EXECUTIVE DIRECTOR OF NURSING SERVICES

MsAmandaEdwardsMHSM,PGDAN(Emergency),PGDAN(Mid),RN

DIRECTOR OF MEDICAL SERVICES

DrGlennHowlett(ResignedJanuary2014)MBBS,LLB,FRACGPDrRobertLong(Acting–ResignedMay2014)MBBS,Bed,FRACGP,DipObstRCOG

DrPeterSloan(Acting)MBBS,MBA,FRACMA

EXECUTIVE DIRECTOR OF CORPORATE SERVICES

MrRickMunari(ResignedNovember2013)BBBusiness(Accounting)CPAAIMM



Nursing Care and Education TheNursingandEducationDirectorate

continuetoworkhardtoprovidethehigh

standardofclinicalandresidentialcare

thattheCastlemainecommunityhas

cometoexpect.

Abroadrangeofservicesareprovided

withintheDirectorateandtheseinclude

ResidentialAgedCare,Rehabilitation,

AcuteMedicalandSurgical,Midwifery

andUrgentCareservices.

Buildingworkswerecompletedthisyear

andourOperatingSuiteDoctorsand

Nurseswereveryhappytoreturnto

CastlemaineinMarchandwewelcome

thembackwithopenarms.Surgery

successfullycontinuedatneighbouring

Hospitalstoensurethatpeoplelivingin

MountAlexanderShirereceivedthe

surgerythattheyneeded.Iwouldliketo

extendourheartfeltthankstoKyneton

District,BendigoandHepburnHealth

Servicesfortheirflexibilityin

accommodatinguswithintheirservices.

ThenewOperatingSuiteareaisa

pleasuretoworkinandwehave

receivedpositivefeedbackfrompatients

havingtheirsurgeryhere.

Wealsoopenedthenewlyrenovated

UrgentCareCentreandfrontreception

area.Thisallowspeopletoaccessthe

hospitalfromaflatsurfacewhichis

alwaysawelcomethingonourhillysite!

Againtheareaisbrightandlightand

givesadditionalspacetoprovidecare

forpeoplepresentingforurgentcare.

Achievements• Introductionofaphysiotherapyled

painmanagementprogramin

residentialagedcare.Thisprogram

offersmassageandheattreatment

therapiesalongwithexercise

regimestoreduceresidentpainand

maximizemovementandfunction.

• JudeBulten,ourOlderPerson’sNursePractitioner,successfullybecameendorsedthisyear.JudeworkswitholderpatientsinourAcuteandRehabilitationtostrengthenthequalityofcare.Judeisnowabletoprescribemedications,admitpatientstotheRehabilitationUnit,refertospecialistsandundertakearangeofdiagnostictests.

• WholeofStudentServicesPlacementmodelofclinicalstudenteducationisaoneofakindprogramthatbringsstudentsofMedicine,Podiatry,PhysiotherapyandNursingprofessionstolearntogether.BothMonashandLatrobeUniversitiesworkwithCastlemaineHealthtodelivertheeducation.Studentsworkwithclientswhohavechronicdiseaseconditionsasagroupandgainvaluableexperienceofworkingwithinamultidisciplinaryteamtoensuretheclientgoalsaremet.TheprogramwasafinalistfortheHealthMinister’sinauguralPeopleinHealthAwardsthisyear.

• CommissioningthenewOperatingSuiteandUrgentCareCentre.

• Improvedmanagementofthedeterioratingpatient/residentwiththedevelopmentofnewprocesses,systemsalongwithstaffeducation.

Future Directions• Agedcareworkforcereview.Theface

ofresidentialagedcareischanging.Residentsareabletostayinthecommunitylongerandareenteringourhomesandhostelswithmorecomplexmedicalconditions.Itistimetochangethewaywedotheworkanddelivercaretoensurethattheskillsofourstaffandthesystemswehaveinplacemeettheneedsoftheresidentsinawaythathelpsstaffdotheirjobbetter.

• WeweresuccessfulinasubmissiontofundacollaborativeprogramwiththeCommunityHealthCentreandMt.AlexanderShiretodevelopaskilledvolunteergroupwhocanenhancethelivesofresidentsandolderpeopleinthecommunity.Volunteerswillbematchedwitholderpeopletheyhavesimilarintereststoandhelpthembemoreincludedinsocialactivities.

• IntroducetheBestPracticeClinicalLearningEnvironmentintooureducationactivitiestoensurethatstudentsandstaffreceivethebesteducationandtrainingavailable.

• Consolidatethefinancialimprovementprojectsundertakenoverthepast18monthstoensuresustainableandviableclinicalandresidentialservicesintothefuture.

Graduate nurses Rochelle and Jillian on the acute ward

10

ANNUAL REPORT 2014

Nursing Care and Education CONTINUED Medical Services DrHowlettleftCastlemaineHealthin

January2014afteracceptingaposition

atEchucaRegionalHealthService.Dr.

BobLong,Rehabilitationphysician,

kindlysteppeduptotaketheDirectorof

MedicationServicesroleuntilMaywhen

ActingDirectorofMedicalServicesDr

PeterSloanwasappointedtooversee

themanagementofmedicalstaff,

pharmacyandinfectioncontrol.The

DirectorofMedicalServiceschairsthe

ClinicalServicesCommitteeand

InfectionControlCommittee,and

providesregularupdatestotheBoard’s

ClinicalGovernanceCommittee.He

regularlyattendsmeetingsofthe

MedicalStaffGroupandprovides

recommendationstotheCredentialsand

MedicalAppointmentsAdvisory

Committee.

Achievements• AppointmentofVisitingGeriatrician

andRehabilitationSpecialistto

ConnollyRehabilitationUnit.

• Continuationofexternalpeersupport

forGeneralPractitionerObstetricians

andMidwives.

• Introductionofpeerreviewprogram

forGeneralPractitioners.

• Clinicalplacementofsecondand

fourthyearpharmacystudentsfrom

LatrobeUniversity.

• IntroductionoftheNational

MedicationManagementPlanto

improvecommunicationbetween

healthcarecliniciansaboutpatient

medications.

• IntroductionofaHospitalMedicalOfficerroletotheConnollyRehabilitationUnit.DoctorsrotatefromBendigoHealthServiceeverythreemonthsandworkwithourdoctorsandnursepractitionertoprovidecare.

• Majorimprovementsintheinfectioncontrolmanagementsystemsandprocesses.OutcomeshavebeenanimprovementinhandhygieneratesandreductionininfectiousoutbreakssuchasGastroenteritis.

Future directions

• Ensuringsustainabilityofmedicalservices.

• Enhancementofclinicalauditprogram.

Pharmacy• Pharmacytechniciancompleted

Certificate3inHospital/HealthServicesPharmacySupport

• ClinicalPlacementofsecondandfourthyearpharmacystudentsfromLaTrobeUniversity

• Completionofbuildingworksinpharmacyarea

• ImplementationofNationalMedicationManagementPlanintoacuteandrehabilitationareas

• NationalStandardsworkinggroupworkingtowardsverificationofcompliancewithnationalstandards

Infection controlTheInfectionControlDepartmentmanagestheriskofinfectiontransmissionforstaff,patients,residentsandvisitorstoCastlemaineHealth.

Majorachievementsinclude:theoverallimprovementinInfectionControlOrganisationalcompliancefrom77%2012-13to95%in2013-14,improvementinClinicalCompliancefrom79%in2012-13to93.5%in2013-14,reduction

inthenumberandseverityofgastroenteritisandrespiratoryoutbreaksthrougheducationandimprovedmanagementprocessesduringanoutbreak.HandHygienestandardsremainhighatCastlemaineHealthandHospitalAcquiredInfectionratesverylow.

ThedevelopmentandincreasedeffectivenessoftheInfectionControlLiaisonTeamandthetrainingoftwostaffinHandHygieneAuditinghasgreatlyenhancedthecapabilitiestosupportauditingandreportingprocessesandreductionintheriskofHealthcareAssociatedInfections.CastlemaineHealthalsosupportedtheInfectionControlClinicalNurseConsultanttosuccessfullycompleteCertificatestudiesinInfectionControlandSterilisation.SignificantimprovementsandinnovationshavebeenimplementedtoensureaccreditationstandardsaremetinResidential,CommunityandAcuteCareareas.

Medical staffTheGeneralPractitionersofCastlemaineprovidehighqualityinpatientservicesaswellassupportinghighlyvaluedmaternityandurgentcareservices.AdedicateddoctoroverseesclinicalcareontheRehabilitationUnitandvisitingsurgeonsandotherconsultantsprovidearangeofspecialistservices.IncollaborationwithMonashUniversity,medicalstaffsupportfourthyearmedicalstudentswhospendtwodayseachweekworkinginmedicalpracticesandonedayeachweekparticipatingineducationalactivitiesatCastlemaineHealth.

ThisyearwehavebeenfortunatetohavemedicalstaffwhocometousonrotationfromBendigoHospital.

ThehospitalmedicalofficersworkwithDrStobieandDrLongonConnollyward.ThisisanexcitingnewdevelopmentforusandwelookforwardtocloserlinkswithBendigoHealthservicesgroupon

thefuture.



Community Care CommunityProgramsatCastlemaine

Healthprovidearangeof

multidisciplinaryservicesincluding

inpatientandoutpatientrehabilitation,

assessment,treatmentandsocial

supporttoclientsfromtheGoldfields,

MacedonRangesandMountAlexander

Shires.

Departments

Early Intervention Service, Physiotherapy, Occupational Therapy, Podiatry, Dietetics, Speech Therapy, HARP (Hospital Admission Risk Program), PAC, (Post Acute Care) Continence Service, District Nursing /Palliative Care, Adult day Service / Volunteers, CADARG, Case Management

Health Independence Programs

Physiotherapy, Occupational

Therapy, Podiatry, Speech Pathology,

Dietetics, Continence Service,

HARP (Hospital Admission Risk

Program, PAC (Post Acute Care

Program)

Achievements

• FurtherdevelopmentofChildren’s

Centre,expansionofAlliedHealth

servicesforschoolagechildren.

• UpgradeofIntakeandReception

officeswithintheCommunity

RehabilitationCentreandco-location

ofstaff.

• Planningandimplementationofthe

AlliedHealthGraduateProgram.

• ReviewofHIPPrograms(Health

IndependencePrograms)in

preparationforActivityBased

Funding.

• Clientsurveyswerecompletedwith

95%0fclientshappywiththeservice

receivedintheCommunity

RehabilitationCentre.

• DieteticDepartmentsubmitteda

proposalforChefMaxFoodService

ITsystemandcompletedaplate

wastageauditacrossthe

organisation.

• Participationofalliedhealthstudents

intheWoSSPProgram.

• ReviewingpathwaysforHARPclients

inordertoprovideamoreseamless

service.

• HARPstaffplayamajorroleinthe

selectionofclientsforstudentsinthe

WoSSPProgram.

• Increasedfundingallowedan

expansionoftheContinenceService

toCentralGoldfieldsShire.

• ABladderScannerhasbeen

purchasedforuseinthecommunity.

• PodiatryDepartmenthasestablished

apaediatriccliniclocatedinthe

Children’scentre.

• AppointmentofaPostAcuteCare

Coordinator.

Future directions

• TheAppointmentofaPaediatrician

willenablecoordinatedservicesfor

Castlemaineandsurrounding

communities.

• CommencingonJuly1st2014

CastlemaineHealthwillbecomethe

fundholderforthePostAcuteCare

(PAC)ProgramacrossMount

Alexander,MacedonRanges,and

CentralGoldfieldsShires.

• HARPwillworkcloselywithPACstaff

toensureasmoothtransitionforthe

clients.

• Plansareinplacetoincrease

consumerinvolvementinthe

CommunityRehabilitationCentre

servicesandoperations.

• TheDieteticsDepartmenthavemade

recommendationswhichwouldalign

menuswiththeAgedCareNutrition

Standards.

• LiaisewithDoctors,Healthand

CommunityServicestoprovide

educationrelatingtocontinence

issues.

District Nursing Service

Achievements

FollowingtheresignationofthePalliative

CareNursePractitioner,restructuringhas

occurred.ThePalliativeCareandDistrict

NursingServicewillmerge.

Future Directions

• Managethechangesindata

reportingtoalignwithActivityBased

Funding.

• FurtherdeveloptheHospitalInThe

HomeProgram(HITH).

• ReviewtheSharedCareProtocols

withMountAlexanderShire.

12

ANNUAL REPORT 2014

Early Intervention

Achievements

• AssessmentsbyanOccupationalTherapistandPhysiotherapisthavebeenintroducedforpre-schoolchildren.AlliedhealthPaediatricservicesarewellutilised;localschoolsareconsistentlyreferringtoOccupationalTherapy.

Future Directions

• Tobecomeprovidersfor“HelpingChildrenwithAutismandBetterStaff”funding.

• Furtherdevelopalliedhealthscreeningclinics.

• FurtherdevelopcoordinatedcareforclientsthroughCaseManagementmeetingswithAlliedHealthstaffandPaediatrician.

Castlemaine & District Accommodation Resource Group (CADARG)

Achievements

• CADARGbecameanaccreditedservicemeetingallstandards.

• ImplementedtheBoardProvidersProgrampartneringwithStLukes.

• UtilisingfundingreceivedfromStLukes,purchasedtwocaravanstobeusedprimarilyforyoungpeopleatriskofhomelessness.

• Strongerrelationshipswithrealestateagentshavebeendeveloped

• PeergroupsupervisionwithstaffatCastlemaineHealth.

Future Directions

• PromotionofCADARG.

• Attractadditionalsourcesoffunding.

Adult Day Service & Volunteers

Achievements

• Newprogramtrialedandreviewed”ActiveTuesdays,ActiveChoices”whichallowsclientstobeinvolvedinarangeofprogrammedthemedoutings.

• “OutandOut”ClubcelebratedtwentyoneyearsasaprogramforyoungeradultswithadisabilitylivingintheMountAlexanderShire.

Future Directions

• Ensuretheongoingavailabilityofqualityrespiteoptionsforcarersofpeoplewithdementiaandthefrailelderly.

• ExploreoptionstoensurethesustainabilityofeffectivesocialsupportandrespiteprogramsavailablewithintheMountAlexanderShire.

Case Management Service

Achievements

• Updateofconsumerinformationasaresultofchangesinindustryterminologyrelatedtoconsumerdirectedcare.

• Regionalrepresentativeonourpeakbody(LASA)CommunityCareTaskforce.

• DevelopmentofanIndividualisedBudgetSoftwareprogramtomeetindustrystandardsforconsumerdirectedcare.

Future Directions

• ReviewofpolicyandprocessesinthemanagementofBrokeredService

ProviderContracts.

Community Care CONTINUED

Castlemaine Health CEO Ian Fisher accepts a donation of $2,000 from Castlemaine Hot Rod Club President Geoff Knape and Castlemaine Hot Rod Centre Chairman Larry O’Toole.



Corporate Services Support ServicesTheSupportServicesteamcomprisesofapproximately100staffandisresponsibleforHotelServices:Catering,LinenandEnvironmentalServices.

SupportServicesalsoincludesSupply,SecurityServices,PatienttransportandFleetmanagement.

Inaddition,mostoftheseservicesareprovidedtoMaldonHospitalonacontractualbasis.

Food Services

OurFoodServicesdepartmentcontinuedtheirqualityworkinthepastyear.Theteamofapproximately40staffprovidesmorethan275,000mealseachyeartopatients,residents,visitorsandstaffatCastlemaineHealthandMaldonHospital,includingalmost13,000fortheCouncil’sMealsonWheelsprogram.WehavesecuredtheMealsonWheelscontractforafurther2years.

WearelookingtoenhanceourfoodservicewithvariedprojectspromotingCustomerServiceandPersonCentredCareobjectivesoverthenextyear.

Wesecuredover$400,000ingovernmentgrantstoupgradethekitchenwithmodernstateoftheartequipment.Theresultshavebeenwellreceivedbyourcooks;thecateringequipmentincludesanewfreezer,brattpansandlargemixersandpans.FromgrantmoneysecuredwewillalsointroduceChefMax,anewmenumanagementsystemthatwillberiskadverseandensurepatientmealsaremonitoredcloselyregardingdietsandmealtexturerequirements.

Environmental Services

TheEnvironmentalServicesstaffofapproximately25continuedtheirqualityworkdeliveringexcellentresultsacrossthefacilityandensuringtheverydemandingnationalcleaningstandardsweremetandoftenexceeded.Thefollowingresultswereachieved,indicatingaconsistentperformance:

• VeryhighriskareasN/A(duetotheatreclosure)

• Highriskareas95.5%

• Moderateriskareas96.7%

StaffhavealsotakenpartinManutentionTrainingandSafetyChampionshavebeenselectedtopromotesafetyintheworkplacebyspeakingoutaboutworkplacesafetyandbeingproactiveinreportingpotentialhazardsandensuringstaffmanualhandlingtechniquesareperformedcorrectly.

Linen Services

Thelaundrystaffcontinuetoworkeffectivelyafterthepreviousyear’srestructure.ThroughthisreviewthestaffworkedasaunitedteamthatnowdeliversaservicewithqualityoutcomestoCastlemaineHealthandalsocontractedservicestoexternalclients.WecontinuetoensurepersonallinenismanagedwiththedelicateprecisionforourresidentsinResidentialServices.

Transport and Fleet Management

Aweb-basedfleetmanagementsystemwasfullydeployedoverthepreviousyear,allowingmanagersandstafftosearchforavailabilityandtobookfleetvehiclesforbusinesstravel.OngoingreviewofthesystemensureswetailortheproductforeffectivestreamlinedservicesforallourCastlemaineHealthcustomers.

Supply

OurSupplyteamcontinuestomanageabusydepartmentmeetingthehighdemandsacrossCastlemaineHealth.Asmallteamofthree,theyworktirelesslytocollaterequisitionsfromstaff,placeorders,receiveanddispatchmaterialstoallareasacrosstheCastlemainesite,aswellastoMaldonHospital.

Information TechnologyIthasbeenanotherbusyyearfortheITDepartmentwithanumberofprojectsonthego.TwoofourlargestprojectscommencedinFebruaryofthepreviousfinancialyear,onetoupgradeall250PCstoWindows7priortoApril2014,theotherbeingthenetworkandcommunicationscomponentsofthehospitalredevelopmentproject.Inadditiontothe100plusPCsrefreshedorupgradedtoWindows7lastyear,another140werecompletedpriortotheApril2014cutoff.Theredevelopmentprojectalsopresenteduswithanumberofopportunitiestoimproveourdatanetwork,especiallyintotheTheatreandAcuteareasofthehospital.Wenowhavegreaterredundancyanddisasterrecoverycapabilitiesandamoreresilientautomateddatabackupsystem.Ourwirelessnetworkalsoreceivedasubstantialexpansionwithanadditional20WirelessaccesspointsinstalledintothenewTheatreandAcuteprecinctsalongwithanother6WirelessAccesspointsinstalledintotheCommunityRehabilitationCentre.Thishasprovidedstaffwithfargreaterflexibilitywithhowtheyworkandwheretheywork.

14

ANNUAL REPORT 2014

FinanceTheFinanceTeamunderwentanumber

ofpersonnelchangesin2013/2014,with

theintroductionofanewFinance

Manager,aswellasanewAccountant.

Significantimprovementstothe

accountingfunctionhavetakenplace

includingthestreamliningofFinancial

andPayrollreportingsystems,anew

programandcostcentrestructureand

increasedcompliancewiththe

DepartmentofHealthaccountstructure.

DepartmentofHealthmonthlyand

quarterlyFinancialReportingandthe

AnnualReportswerepreviously

performedbyanexternalfirmandthese

areallnowcompletedin-house.These

capabilitieshaveassistedinenablingthe

BoardReportingtobebuiltupon

significantly.Significantmodificationsto

thebudgetingtoolandadetailedand

supportedBudgetbuildprocesshave

enabledathorough2014/15Budget

build,whichalsoincorporatedsignificant

trainingandeducationtoDepartment

Managers.InthecontextofCastlemaine

Health’scurrentclimateofFinancial

Improvement,thesesystemand

informationimprovementshavebeen,

andwillcontinuetobe,crucial

investmentsintoCastlemaineHealth’s

futureviability.

Engineeringcompletedover6,322programmedandrequestedworkordersforthe2013/14year.

Theengineeringdepartmentworkerscompensationlosttimecontinuestoremainat0hours,awonderfulresultinkeepingwithourtrackrecordandkeepingourworkplaceasafeplacetobe.Thankstoourstaffthatplaceahighpriorityonsafety.

Theaveragemonthlynumberofworkordersonthesystemawaitingattendancehasincreasedfrom356to462asaresultoftheaddedworkloadfromtheTheatreandAcuteprojectandthereductioninengineeringEFTby1.4.Somegeneralmaintenancehasbeencontractedouttoreducethebacklog.

Powerconsumptionforthefinancialyear2013/14showsa1%decreasefromthe2012/13consumption,naturalgasconsumptionhasdecreasedby2.2%andwaterconsumptionalsodecreasedby4.7%.BuildingworksfortheredevelopmentofTheatreandAcutecompletedinMay2014includedtheinstallationofahighefficiencychillerandupgradedcontrolsystem.Overallagoodresultfor2013/14.

Corporate Services CONTINUED

Engineering

Natural Gas MJ

0200000002200000024000000260000002800000030000000

2009/10 20010/11 2011/12 2012/13 2013/14

2009/10 20010/11 2011/12 2012/13 2013/14

Electricity kWh

01940000196000019800002000000202000020400002060000

2009/10 20010/11 2011/12 2012/13 2013/14

Water kL

0200002100022000230002400025000

2009/10 20010/11 2011/12 2012/13 2013/14

kWh/m2

091.0092.0093.0094.0095.0096.0097.00

Electricity kWh

Natural Gas MJ

WaterKL

kWh/m2



Human Resources TheHumanResourcesDepartment

includesthefunctionsofrecruitmentand

retention,professionaldevelopment,

employeesupport,payrolland

occupationalhealthandsafety(including

WorkCover).

Achievements• KRONOSTime&Attendanceand

RosteringProjectcommenced

implementationinSeptember2012.

UndertheLoddonMalleeHealth

Alliance,CastlemaineHealthjoined

forceswithBendigoHealthto

implementthissystemandasof

June2013,90%ofCastlemaine

Healthstaffareclockinginandoutof

work.Theimplementationhasseen

morestreamlinedelectronicrostering

andapprovalpracticesacrossthe

healthservicewhichhas

undoubtedlyresultedinmore

accuratepaymentofwages.

• Theimplementationofanonline

recruitmentsoftwarewhichisoffered

bytheStateServicesAuthority(SSA)

hasnowbeencompleted.The

softwareisrevealingbenefitsto

humanresourcesstaff,managers

andpotentialapplicantsthrougha

morestreamlinedonlineapplication

process.Throughthepartnership

withSSA,allCastlemaineHealth

vacanciesarenowdisplayedonthe

VictorianGovernmentcareers

websitewhichhasbroadenedthe

scopeofpotentialapplicants.

• TheCastlemaineHealthpayrollteam

nowsupplyservicestofive

organisationsacrosstheLoddon

Malleeregion.

• Successfullyintroducedamore

streamlinedsystemforflexible

workingarrangementsthroughthe

implementationofthePurchased

LeaveProcedure.Anumberofstaff

havetakenuppurchasedleave

contracts.

• Arevisedprocedureon

unacceptableworkplacebehaviours

whichincludesbullyingand

harassmentwasdeveloped.Major

workontheContactOfficernetwork

wasalsoprocessedtoensurea

greaternumberofcontactofficers

areavailabletostaff.

Future directions• ImplementtheEmployeeSelfService

moduleofKRONOS,toallow

employeestologintoKRONOSfrom

workorhometoviewtheirown

timesheets(pastandpresent),apply

forleaveandenteravailability.

Aboriginal Employment Plan

• IncollaborationwithCastlemaine

HealthandEchucaRegionalHealth,

BendigoHealthwassuccessfulin

securingadditionalfundingto

supportimplementationofour

AboriginalEmploymentplan.

Activitiesassociatedwith

implementationoftheplantodate

haveincludeddeliveryofcultural

awarenessandmentoringprograms,

adaptionofrecruitmentpoliciesto

includeKarreetaYirrimboiand

examinationofseveraltraineeship

models.

Graduate nurse program 2014

CastlemaineHealthoffersa

comprehensiveGraduateNurseProgram

combiningrotationsthroughouracute

unit,rehabilitationandagedcareunits.

Theprogramalsoincludesshort

supernumeraryplacementsinDistrict

Nursing.Fourfulltimepositionsare

offeredannuallyfornewlygraduated

RegisteredNursesandoffersaremade

throughtheregionscomputermatch

service.

Staff training and development

Educationisanongoingcommitmentat

CastlemaineHealthandassistsourstaff

tomaintain,improveandbroadentheir

knowledge,expertiseandcompetencein

theirareaofexpertise.Wehaveseena

significantimprovementinnon-clinical

staffattendingcompulsorytrainingthis

year.BullyingandHarassmenttraining

hasbeenrolledouttoallstaffwithhigh

attendances,Manutentiontraininghas

beenheldforfacilitatorsfromclinicaland

non-clinicalareasacrossCastlemaine

Health.OurWholeofSystemStudent

Placement(WoSSP)programwas

nominatedforoneofthecategoriesat

theinauguralPeopleinHealthAwards

whichacknowledgedexcellenceinhealth

education,traininganddevelopment

acrossVictoria.

Industrial relations

TheWorkplaceConsultativeCommittee

continuestomeetmonthlyandprovides

aforumforopencommunication

betweenmanagement,staff

representativeandunionsandfocuses

onprovidingtheopportunitytotable

proposedchangesandassistswith

planningforthefuture.

16

ANNUAL REPORT 2014

Human Resources CONTINUED Staff support services

Professionalpastoralcareand

bereavementsupportisprovidedtoall

CastlemaineHealthstaff,aswellas

clientsandtheirfamilies,asindividual

needsareidentified.Confidentialityis

strictlymaintainedandstaff

appointmentswiththepastoralcare

coordinatorareavailableonrequest.

Memorialservicesandservicessuchas

the“TimeofPeacePlaceofReflection”

serviceareheld,providingopportunities

forstafftoreflectandprocessgriefand

lossissuesintheworkplace.The

PastoralCareCoordinatoralsotrains

nursinggraduatesinidentifyingthe

pastoralandemotionalneedsofclients.

Employeesarealsoprovidedwith

accesstoPreventionofBullyingand

HarassmentContactOfficers,Employee

AssistantProgramservicesasprovided

byCounsellingBendigo,astaff

gymnasiumandshortterm

accommodation.

Emergency preparedness

Wehavecontinuedtosendoutregular

bulletinstostaffadvisingthemofanyrisk

situationsandthenewscreensaverson

allcomputersacrosstheorganisation

haveworkedwellininformingstaffofany

situationsthatariseinatimelymanner.

Inthepasttherehavebeenscreen

saverspostedrelatingtoflooding

(advisingstaffofclosedroadsandareas

affected),heatwavesandfires.

Occupational Health & Safety CastlemaineHealthprovidesahealthy

andsafeworkplacewhichis

fundamentaltoresponsiblemanagement

andtheoperationofasuccessfulrural

healthservice.CastlemaineHealthhasanuncompromisingcommitmenttothe

safetyandhealthofourpatients,residents,employees,contractors,agencystaffandthepublic.Weensurethatinthepursuitofexcellenceinprovidingpatientandresidentcarewedonotjeopardisethesafetyorhealthofouremployees.CastlemaineHealthencouragesgenuineparticipationbyallemployeesandtheirrepresentativestoshareownershipandaccountabilityforhealthandsafetythroughaproductiveSafetyHealthandEnvironmentcommittee(SHE).Themembershipofthiscommitteeincludesabroadrangeofstaffandmanagementfromacrossthehospital.

Castlemaine Health does:

• Complywiththerequirementsofrelevantlegislationandsupportingregulations.

• Holdmanagersaccountableforprovidingahealthyandsafeenvironmentfortheirteamstoworkin.

• ManageworkrelatedinjuryandillnessnotonlywithinitslegalobligationsbutalsowithintheframeworkofCastlemaineHealth’sValues.

• Maximisethepotentialofreturntoworkforallemployeeswhohavesufferedaworkrelatedinjuryorillness.

WorkplaceinjuryanddiseasearepreventablebutifinthecourseofworkanemployeeisinjuredthenasapreeminentAustralianRuralHealthService,CastlemaineHealthpridesitselfinhelpinginjuredemployeestowellnessandreturn-to-work(RTW)throughsimple,sustainableandeffectiveinjuryandreturntoworkmanagement

strategies.

Achievements

SHE Committee

Increasedengagementfromthe

membershipoftheSafetyHealthand

Environmentcommitteewhereeach

HealthandSafetyRepresentative(HSR)

nowgivesanupdateonissuesintheir

DesignatedWorkGroup(DWG).The

agendahasbeenstreamlinedforthis

committeetoallowtheHealthandSafety

Representativestimetodiscusswhatis

happeningintheirDWG.

Manutention

CastlemaineHealthbeganthe

implementationofasustainable,

organisationwidemanualhandlinginjury

riskreductionprograminMay2014.The

programaimstoreduceinjuriesresulting

frommanualhandlingincidentstowithin

industrystandardsby2016.Thiswasa

greatopportunityforbothclinicaland

nonclinicalstafftoattendtrainingand

becomefacilitatorsforthisorganisation

wideprogram.Theprogramwas

supportedandcontinuestobesupported

bytheExecutiveandisledbythe

EducationandOHSDepartments.In

additiontothefacetofacetraining,

structurestosupportongoingadherence

totheprogramhavebeenputinplace

including:

• Policiesandprocedures.

• Facilitatorswithinworkunitswitha

formaltimeresourceallocationto

undertakeassessments,auditsand

completeongoingtraining.

• Fundingtosupportfacilitators.

Feedbackfromonenonclinical

participant:“Thetrainingitselfwasvery

beneficialinthatitgetsyouthinking

aboutdifferentandbetterwaysofdoing

things–eveninyourprivatehomelives”.



Injury Preventative Program

TheOHSDepartmenthasimplemented

avoluntaryreferralprocessforanystaff

memberwhohasaworkornonwork

relatedinjury.Thisnewprocessis

comingtotheendofitstrial,andtodate

hashad14staffparticipateinvoluntary

treatmentatthehospital,usuallywithour

ownphysiotherapists.Bygetting

involvedassoonaspossible,injury

informationcanbecollectedandusedto

settheemployeeontherightcourseof

treatment.

Overall,anearlyinterventionapproach

enablesCastlemaineHealthtofacilitate

proactiveinjurymanagement,quality

care,andearlyreturn-to-workoutcomes.

Voluntary Return to Work

Arrangements

TheOHSDepartmenthasimplementedVoluntaryReturntoWorkPlansforanystaffmemberwhohashadanonwork

relatedinjuryorillness.TodatetherehavebeensevenstaffwhohavevoluntarilyparticipatedinthedevelopmentofatheseRTWPlanswithengagementfromtheirmanagerandtheRTWCoordinator.Thishasprovidedmuchneededsupportandstructurearoundstaffwhomayhavehadanonworkrelatedinjurybutwhohavereturnedtoworkinsomecapacity.

The Year Ahead

Continue with a Positive Trend in the

Reduction of Workers Compensation

Claims

CastlemaineHealthhasbegun

implementingeffectiveandinnovative

waystoimproveworkers’compensation

results.Overthenext12monthsthe

OHSDepartmentwillcontinuetofocus

theirapproachandleverageearly

interventionsuchaspromptreporting,

proactiveclaimsmanagement,and

integratedreturn-to-workcoordinationto

continuetoimproveperformance.These

strategiesaredesignedtomanage

work-relatedinjuriesrightfromthestart

andbringaboutbestpossibleoutcomes.

Emergency Risk ManagementCastlemaineHealthhasastrong

commitmenttomanagingriskandhas

activelyworkedtoincreasesoundrisk

managementpracticethroughoutthe

organisation.ThereviewoftheRisk

ManagementFrameworkin2013aligns

businessopportunitiesandsupports

managersandstaffintheidentification

andtreatmentofrisksastheyarise.Risk

Managementisoverseenatoperation

levelbytheClinicalServicesandthe

Quality&RiskCommitteesandata

GovernancelevelbytheAudit&Riskand

theClinicalGovernance&Quality

Committees.

Insurance Year

Remuneration or Wages

Actual Premium

Paid inc GST 1

Actual Premim Paid

exc GST 2

Premium $ Movement

% of Remuneration

Average Industry

Rate

Days Comp Paid 3

Days Comp Paid

Movement

Time Lost Claims 4

Total Standard Claims5

Total Claims

Movement

2009/2010 $22,767,430 $506,749 $ 460,681 2.23% 1.32% 292 5 5

2010/2011 $23,983,099 $525,389 $477,626 5 2.19% 1.36% * 2,425 5 16 18 5

2011/2012 $23,233,490 $ 643,373 $584,885 5 2.77% 1.35% * 2,258 6 11 16 6

2012/2013 $25,615,414 $922,181 $838,346 5 3.60% 1.28% * 1,393 6 16 17 5

2013/2014 $25,915,382 $741,477 $ 674,070 6 2.86% 1.22% * 354 6 8 11 6

WorkCover

1. 2013/2014premiummaybesubjecttoadjustmentinOctober2014whenremunerationhasbeenconfirmed2. ActualPremiumpaidbyCastlemaineHealthisexclusiveofGSTandmayincludediscountforupfrontpayments3. DaysCompPaidistheVictorianWorkCoverAuthority(VWA)Daysonly,andexcludesemployerunderexcessdays(1st10dayslost)4. Timelostclaimsreflectclaimswitheitherfullorpartiallostdays.5. Standardclaimsareclaimsthathaveeitherexceeded10dayslosttimeorhavemedicalexpensesincurredaboveemployerexcessamount

(currently$642perclaim)orbothofthese*Numbersfluctuateduetoclaimsineachyearremainingopen/activeandcontinuingtoaccumulatelosttimedays

18

ANNUAL REPORT 2014

Emergency Response and Recovery Planning Committee

TheEmergencyResponseandRecoveryPlanningCommitteemeetsonamonthlybasistoplanfromOctobertoMarcheachyearandthenonanasneedsbasis.ThecommitteehasjointmembershipwithMaldonHospital.

Emergency Response & Recovery Plan

TheEmergencyResponse&RecoveryPlan(ERRP)hasbeenextensivelyrevisedtoincorporatethechangesintheStateHealthEmergencyResponsePlan(SHERP)publishedinDecember2013.TheERRPdocumentsthearrangementsforthepreventionof,responsetoandrecoveryfromanincident,emergencyorcrisisthatmayimpactuponCastlemaineHealth,itsstaff,thecommunity,stakeholdersorphysicalassets.Itisexpectedthatknowledgeofandadherencetotheseprocedureswillensurethatallclients,visitorsandStaffareguaranteedthehighestpossiblestandardsofhealthandsafetywhilstin

CastlemaineHealth.

LABOURCATEGORY JunecurrentmonthFTE* JuneYTFTE*

2013 2014 2013 2014

Nursing 158 161 163 162.30

AdministrationandClerical 63 61 63 60

MedicalSupport 11 12.4 10 12.85

HotelandAlliedServices 122 115.63 126 111.60MedicalOfficers(inclusiveofhospitalmedicalofficers) 1.2 1.35 1.17 0.50

SessionalClinicians 0 0 0 0

AncillaryStaff(alliedhealth) 26 33.30 26 33.70

TOTAL 381.2 384.68 389.17 380.95

Staff Profile as at 30 June 2014

Equal Employment Opportunity (EEO) Act (VIC) 2010

Tocomplywiththislegislationwehaveeffectivelydevelopedsystemsthatensure

• Opencompetitioninrecruitment,selection,transferandpromotion

• Allemploymentdecisionsarebasedonmerit

• Employeesareprovidedwithareasonableavenueofredressagainstany

unfairtreatment

Human Resources CONTINUED

Clinical Risks related to the clinical care delivery of all patients, resident & clients.

Corporate Risk related to sound & effective corporate governance.

Emergency Preparedness & Business Continuity

Risks associated with readiness to sustain minimum business functionality and an organised response to a crisis or unexpected event.

Financial Risks associated with the financial management, reporting, accounting and administration of funds.

Governance & Legislation Risks associated with non compliance to legislation, regulations and maintaining standards.

Human ResourcesRisks associated with ensuring policies, procedures and processes are in place for the recruitment, retention, management of staff.

Infrastructure & EquipmentRisks related to ensuring infrastructure and equipment are maintained in an appropriate manner to be safely and effectively used.

Knowledge & SystemsRisks associated with IT systems, management and protection of information and corporate knowledge.

Public Relations/Reputation Risks associated with engaging customers and the community.

Safety Health & EnvironmentRisks associated with ensuring a secure and safe working environment for all staff, contractors, visitors and compliance with the Occupational Health & Safety Act 2004.

Allidentifiedrisksarealignedwithtenhighlevelcorporaterisks:



Statutory Compliance

20

ANNUAL REPORT 2014

Wewishtothankeveryonewho

contributedtothewritingandproduction

ofthisannualreport.Thisincludesstaff,

membersofthecommunity,volunteers

andclients.

Printing:BendigoModernPress

Cover and page layout graphic

design:JanePrideauxgraphicdesign

Editor:LauraKeogh

Bank: BendigoBank

Auditor:Auditor-General,Victoria

External Auditor’s agents:RichmondSinnottandDelahunty

Internal auditor:AccountingandAuditSolutions,Bendigo

Feedback:

CastlemaineHealthwelcomesyour

valuablecommentsandfeedback

regardingourannualreport.

Contact details:

CastlemaineHealth

POBox50

CastlemaineVIC3450

Email:[email protected]:www.castlemainehealth.org.au

Financialstatementsattached.Ifthe

statementisnotattachedpleasecontact

TinaWhite,PAtotheCEOon

(p)54711401.

Main entrance viaOdgers Road

Acknowledgements / Maps

ANNUAL REPORT 2014

ContentsKey Achievements 1

Overview of Services 2 provided


– President’s Report 3 – Chief Executive Officer 4

Strategic Plan 6

Organisational Chart 7

Corporate Governance 8

Nursing Care and Education 9

Medical Services 10

Community Care 11

Corporate Services 13

Environment 13

Human Resources 15

Statutory Compliance 19

Acknowledgement/Maps 20

Disclosure Index Inside back cover

Without the consumers and the community, we could not do what we do here at Castlemaine Health.

Consumers provide us with a unique perspective, allowing us to make decisions that reflect the needs of our community. They help us to provide a safe and quality service for all, constantly reminding us that we are here to enhance the consumer experience.

There are a number of ways that consumers can contribute, ranging from participation in the Consumer Consultation Committee through to involvement in specially selected projects.

Our aim is to create a service that reflects the diverse needs of our community. If you are interested in providing input as a consumer and/or would like to find out more, please contact the Public Relations Department on 5471 1505.

VisionCastlemaine Health will be widely acknowledged within our industry and by stakeholders as a preeminent Australian Rural Health Service.

Better together

MissionAs a comprehensive rural health service for the Castlemaine district we shall maturely continue to expand our knowledge, learning, services and skills and partner with other stakeholders to provide person centred care of the highest quality.

Castlemaine Health acknowledges the support of the Victorian Government

Disclosure IndexThe annual report of Castlemaine Health is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements.

LEGISLATION REQUIREMENT PAGE REFERENCEMINISTERIAL DIRECTIONSREPORT OF OPERATIONSCHARTER AND PURPOSEFRD 22E Manner of establishment and the relevant Ministers 2FRD 22E Objectives, functions, powers and duties 8FRD 22E Nature and range of services provided 2MANAGEMENT AND STRUCTUREFRD 22E Organisational structure 7FINANCIAL AND OTHER INFORMATIONFRD 10 Disclosure index 21FRD 11A Disclosure of ex-gratia expenses 19FRD 12A Disclosure of major contracts 19FRD 21B Responsible person and executive officer disclosures AFSFRD 22E Application and operation of Carers Recognition Act 2012 19FRD 22E Application and operation of Freedom of Information Act 1982 19FRD 22E Compliance with building and maintenance provisions of Building Act 1993 19FRD 22E Details of consultancies over $10,000 19FRD 22E Details of consultancies under $10,000 19FRD 22E Employment and conduct principles 18FRD 22E Major changes or factors affecting performance AFSFRD 22E Occupational health and safety 16FRD 22E Operational and budgetary objectives and performance against objectives AFSFRD 22E Significant changes in financial position during the year 14FRD 22E Statement of availability of other information AFSFRD 22E Statement on National Competition Policy AFSFRD 22E Subsequent events 17FRD 22E Summary of the financial results for the year AFSFRD 24C Reporting of office-based environmental impacts 2FRD 22E Workforce Data Disclosures Including a statement on the application of employment and conduct principals 18FRD 25B Victorian Industry Participation Policy disclosures 19FRD 29 Workforce Data disclosures 18SD 4.2(g) Specific information requirements 19SD 4.2(j) Sign off requirements 19SD 3.4.13 Attestation on data integrity 19SD 4.5.5.1 Ministerial Standing Direction 4.5.5.1 compliance attestation 19SD 4.5.5 Risk management compliance attestation 19SD 4.5.5.1 Attestation on data integrity 19FINANCIAL STATEMENTS REQUIRED UNDER PART 7 OF THE FINANCIAL MANAGEMENT ACT

Letter of comfort AFSSD 4.2(a) Statement of changes in equity AFSSD 4.2(b) Comprehensive Operating Statement AFSSD 4.2(b) Balance Sheet AFSSD 4.2(b) Cash Flow Statement AFSOTHER REQUIREMENTS UNDER STANDING DIRECTIONS 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements AFSSD 4.2(c) Accountable officer’s declaration AFSSD 4.2(c) Compliance with Ministerial Directions AFSSD 4.2(d) Rounding of amounts AFSLEGISLATIONFreedom of Information Act 1982 19Carers Recognition Act 2012 19Victorian Industry Participation Policy Act 2003 19Building Act 1993 19Financial Management Act 1994 3/AFS

AFS - Attached Financial Statement; IF - Inside Front

2014


CENTRAL, V ITAL AND THRIVING

Marlene CC Committee

Maureen CC Committee

Judy CC Committee

Cornish Street, Castlemaine Vic 3450, PO Box 50www.castlemainehealth.org.au

Annual Report

Documents

Annual Report BETTER - Castlemaine Health annual report of Castlemaine Health is prepared in accordance with ... • Introduction of a Hospital Medical Officer role to ... , Kyneton