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Our Vision, Mission & Values
Our vision is for improved health and wellbeing for individuals and communities of the Upper Murray. We will achieve this by providing the best health care and community services possible and effectively engaging with our consumers, community and partners. Our mission is to promote wellness and health independence by providing quality services to meet the needs of our community. Our values will guide our behaviours and practices and hold us accountable to our community and ourselves. We value:
Respect, care and compassion for our consumers, their families, our community, carers and staff.
Connection with our community, keeping clients at the centre of what we do. Innovation and change, continually improving our performance and efficiency and
providing quality outcomes for our clients. Professionalism and integrity, being open, ethical, fair and honest. Accountability to our clients, our organisation and each other.
Our History The origins of the Health Service date back to 1897 when plans to build the Corryong Cottage Hospital were conceived. In 1902 the foundation stone was laid for what then became known as the Victoria Cottage Hospital. In 1916 the foundation stone of the present hospital was laid. Over the years, the number of acute beds rose to its peak of forty-two in the 1960’s and on 5th November 1983 the Upper Murray Nursing Home, a 20-bed high aged care facility, was opened. In the early 1990’s the Agency took the opportunity to apply to be funded under the Multi-Purpose Program. This was to enable a more flexible and responsive service to be developed that would met the changing needs of our isolated rural community. In 1995 the Services was renamed Upper Murray Health & Community Services and commenced operation as a Multi-Purpose Service (MPS). Today, Upper Murray Health & Community Services is a highly integrated and considerably larger organisation providing a broad range of hospital, residential aged care, medical and primary health and community support services. The service also operates a Medical Clinic, Health and Fitness Centre, Retirement Village and the Australian Institute of Flexible Learning, which is a Registered Training Organisation. Our Health Service is truly responsive to the community’s needs. Responsible Ministers We acknowledge the assistance and direction of the Responsible Ministers during the reporting period. The Hon Jill Hennessy MP, Minister for Health(4/12/14 – 30/6/15) Jenny Mikakos MLC, Minister for Families & Children (4/12/14-30/6/15) The Honourable David Davis, MLC, Minister for Health, Minister for Ageing (1/7/14-3/12/14) The Honourable Mary Wooldridge MLA, Minister for Mental Health (1/7/14 - 3/12/14), Minister for Community Services (1/7/14-3/12/14), Minister for Disability Services & Reform (1/7/14-3/12/14) The Hon Martin Foley MLA, Minister for Housing, Disability and Ageing (4/12/14-30/6/15), Minister for Mental Health (4/12/14 – 30/6/15). Acknowledgement UMHCS acknowledges the support of the Victorian and Commonwealth Governments
Back flap
If the financial statements are not attached, please phone UMHCS on (02) 60763200 to obtain a copy or visit our website www.umhcs.vic.gov.au
UMHCS Board members
Jane Wilson, Trevor Hammersley, Rhonda Ruddick, Ashley Brown, Sue Sullivan, Max Grigg, Pamela Menere, Graham Hill (Board Chair)
Corryong District Hospital & Upper Murray Health & Community Services
Past Presidents
President From To President From To
Falconer, AM 1901 1909 Gibson, RJ 1927 1929
Thompson, LP 1909 1910 Harris, AS 1929 1930
Playle, A 1910 1912 Gibson, RJ 1930 1931
Robertson, C 1912 1913 Crigan, RCH 1931 1932
Peake, FH (Rev) 1913 1914 Geddes, AC 1932 1933
* 1914 1915 Barrett, A 1933 1934
* 1915 1916 Harris, AS 1934 1939
Cronin, DJ 1916 1921 Hamilton, GC 1939 1943
Burke, RJ 1921 1922 Braniff, DJ 1943 1946
Paton, CE 1922 1923 Attree, PW 1946 1974
Burridge, H (Rev) 1923 1924 Clarke, RG 1974 1993
Robertson, RJ 1924 1925 Greenhill, JG 1993 1997
Hughes, WG 1925 1926 Lister, KC 1997 1998
Paton, CE 1926 1927 Hill, AG 1998 current
*our records are incomplete, please call us if you have any information
PO Box 200, CORRYONG VIC 3707 Phone: (02) 60763200, Facsimile: (02) 60761739
Email: [email protected] Website: www.umhcs.vic.gov.au
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Table of Contents
Foreword ...................................................................................................................................... 2
Board of Management ................................................................................................................ 3
Senior Staff ................................................................................................................................... 4
UMHCS Organisational Structure ............................................................................................... 5
Celebration of staff years of service .......................................................................................... 6
Health Promotion ......................................................................................................................... 6
UMHCS Accreditation Against New National Safety & Quality Health Service Standards
(NSQHS) ....................................................................................................................................... 8
Physiotherapists ........................................................................................................................ 10
Advanced Care Planning ...........................................................................................................11
Rural & Isolated Practice Endorsed Registered Nurse (RIPERN) ......................................... 12
Chronic Disease ........................................................................................................................ 12
Australian Institute of Flexible Learning (AIFL) ...................................................................... 13
Clinical Nurse Education ........................................................................................................... 15
Medical Centre ........................................................................................................................... 16
Mental Health ............................................................................................................................. 17
Fair Share (formerly known as Food Bank) ............................................................................. 18
Occupational Therapists .......................................................................................................... 19
Generalist Counsellors .............................................................................................................. 20
Community Liaison Group (CLG) ............................................................................................. 20
Home and Community Care (HACC) ....................................................................................... 22
Falls Prevention ......................................................................................................................... 23
Graduate Nurse Program .......................................................................................................... 23
Exercise Physiologist ................................................................................................................ 25
Day Activity Centre ................................................................................................................... 26
Maintenance ............................................................................................................................... 27
Hospitality Services .................................................................................................................. 29
Acute and Residential Care Team ............................................................................................ 30
Social Worker and Carer Support Group ................................................................................. 32
Acute Auxiliary – Presidents report, Staff Academic Achievement ...................................... 33
Capital Improvements, Donations and Contributions ............................................................ 34
Service Levels ............................................................................................................................ 35
Statistical Days- Monthly Totals 2014/15 & Workforce Data Disclosure .............................. 36
Comparative Financial Analysis, Revenue Indicators, Debtors Outstanding ....................... 37
Services Provided at UMHCS ................................................................................................... 38
Legislation .................................................................................................................................. 39
Compliance ................................................................................................................................ 42
Operational & budgetary objectives & performance against objectives ............................... 43
Performance Priorities .............................................................................................................. 44
Disclosure Index ....................................................................................................................... 46
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Foreword
In a year of continual demand for our services and financial challenges it is good to be able to reflect on the many improvements and the satisfactory viability of Upper Murray Health & Community Services for this financial year. We were set a formidable challenge not to cut services with the significant financial shortfall last year. In order to remain sustainable the Board, to their credit, approved and oversaw the implementation of co-payments and fee for services. Other strategies were implemented and I thank the staff for their cooperation and assistance with this. It is pleasing to note that no services were cut nor any jobs lost over this time. In October last year, UMHCS welcomed a team of Quality Innovation Performance (QIP) accreditors to review and assess our performance against the mandatory National Safety and Quality Health Service Standards. Preparation for this assessment was an enormous challenge but proved worthwhile when UMHCS was fully accredited against all mandatory standards as well as receiving 15 “Met with Merit” ratings that demonstrate sustainable performance higher than the required standard. A huge thank you has to go to Nicole Martin our Quality Safety and Risk Manager for coordinating the overall process and to all the staff for their extra efforts in accomplishing this fantastic result. The standards were met across the agency from the acute areas to residential and community services. Our Medical Centre also underwent successful accreditation in February this year with Australian General Practice Accreditation Limited (AGPAL). Thanks to Kim Beer, Practice Manager, and the clinic staff for the extra effort required to meet the required standards. The Medical Centre also has a GP Registrar for the first time. We welcomed Dr. Matthew Hoo to the practice and thank Dr. Paul Dodds for the extra work in supervising Matthew. UMHCS sees this as an opportunity to showcase what rural GP Practice has to offer new doctors to this field. Peter Larter Consultants undertook a review of our GP Practice and offered suggestions to improve the clinics financial viability and assisted with the structure for the revamped service in the new building. We have carried out a significant review of our service provision and systems in order to ensure that we remain client focused and improve client outcomes with the redevelopment of the Medical Centre and Community Services. Albury Wodonga Health (AWH) have supported us in providing Jayne Bryant, Ambulatory Administrative Services Manager who has helped in preparation for the one main reception area which will be relocated and combined with the Medical Centre. We believe that this will provide a more streamlined operation for ease of our clients and community. Through funding provided by the Department of Health and Human Services grants and some self-funding, this past year has seen significant upgrading of our ageing infrastructure and buildings. This will ensure that our buildings continue to support the organisation into the future. With these redevelopments the process has meant changes and relocation to a number of staff, I recognise that this has been a challenge for staff to continually be moved or have their work environment compromised. I thank all staff involved for their support and understanding during this time. We continue to work with our partners in the Towong Alliance, Towong Shire, Tallangatta Health Service (THS) and Walwa Bush Nursing Centre (WBNC). Our collaborative work has seen us achieve a significant reduction in gas pricing and have a unified approach to health promotion through our “Healthy Communities Plan”. We have a commitment to continue our collaborative resource management priorities through training, procurement, quality assurance, volunteering and community services management. UMHCS also continues to work closely with our health partners AWH, THS, Beechworth Health Service and Gateway Health. We recently formed the Upper Hume Health Alliance
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which now is the executive to oversee the Upper Hume Primary Care Partnership (PCP) that was previously housed at the Hume Medicare Local office. Specific changes to the Aged Care Act that came into effect 1st July 2014, has led the 7 Multi Purpose Service (MPS) in Victoria to spent a lot of time this past year in raising awareness of the financial loss that has eventuated. We have spent considerable time with politicians, our peak body VHA and bureaucrats. UMHCS has been proactive in reducing our debt, raising further income ourselves and cutting costs. These actions have proven successful this year, but with aged care funding still at the same level as 20 years ago for MPS this is not viable in the long term. Our financial outcome for 2015/16 at this stage without revue will not see UMHCS in as strong a financial position as this year. We value the leadership of the Board and Executive and thank all staff, all volunteers, the Ladies Auxiliary and Community Liaison Group. As we look to the year ahead we are optimistic that we can continue to support our community. We know we have the capacity to respond to the challenges we face and will deliver meaningful and relevant services to the communities of the Upper Murray.
Maxine Brockfield Graham Hill Chief Executive/Director of Nursing Board Chairperson
Board of Management
The Board of Management has remained the same as last year which provides stability to the organisation. It has also enabled the group to work together to review their strengths and determine where further assistance may be needed to meet their statuary and strategic requirements. We thank the Board for all the extra support they give UMHCS, through subcommittees, extra education sessions and meetings. Your support is gratefully noted. Board member’s name Year joined board Committees
Graham Hill
1st July 1995
Chair 1998 – current Medical Credentialing
Pamela Menere
1st July 1997 - current
Treasurer 1999- 2014
Community Liaison Group, Community Health & Service Development
Rhonda Ruddick 1st July 2010 – current
Treasurer from 2014 Community Health & Service Development Quality Safety Risk, Clinical & Aged Care Governance, Health & Fitness Centre, Audit
Sue Sullivan 1st July 2011 – current
Vice Chair from 2014 Quality Safety Risk, Community Liaison Group
Ashley Brown 1st July 2011 - current Audit
Infrastructure & Asset Management
Jane Wilson 1st July 2012 - current Health & Fitness Centre
Clinical & Aged Care Governance
Max Grigg 1st July 2013 – current Community Liaison Group
Project Control Group Infrastructure & Asset Management
Trevor Hammersley 1stJuly 2014 - current Audit
Project Control Group Infrastructure & Asset Management
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Senior Staff
Chief Executive/Director of Nursing: Ms Maxine Brockfield
RN, Cert. Mid, Grad Dip App Sci. CHS (M&CH) Grad Dip Bus M‟Ment, FACNM, AFACHSE
Director of Corporate Services: Mr Ian Bruce Voc Grad Cert in Ed & Training for Sustainability,
Adv, Dip Farm Management, Dip Teaching, Grad
Cert. Irrigation, Cert IV in T&A
Director of Client Services: Ms Christine Stuart
RN, BA Hons, Masters of International and Community Development
Quality Safety & Risk Manager: Mrs Nicole Martin Bachelor of Health Science – Occupational Therapy, Diploma of Management
Chief Finance Officer: Mrs Kerrie Clarke CPA, Bachelor of Business (Accounting/Finance)
Director of Medical Services: Mr Craig Winter
MBBS, GMQ, FACEM, MBA
Senior Medical Officers: Dr Richard Barkas
MBBS (Sydney), FRACGP, FACRRM, DRANZCOG
Dr Paul Dodds MBBS (Hons) (MON), FACRRM, DRANZOG
Dr Nicholas Mason MBBS (Hons), B.Med. Sci, DRANZCOG
Dr Hannah Mason MBBS, B.Med. Sci, DRANZCOG MPH.
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UMHCS Organisational Structure
Director of Corporate
Services
Chief Executive Officer / Director of Nursing
Chief Finance
Officer
Administrative
Services Maintenance
Officer
Hospitality
Services
AIFL
Director of Client Services
Quality Safety Risk
Manager
Community
Board of Management
Director of Medical Services
GP’S
Medical Clinic
Community
Services
Acute and
Residential
Quality Safety & Risk overarching over all services
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Celebration of staff years of service
At Upper Murray Health & Community Services (UMHCS) Annual General meeting, Maxine Brockfield (CE/DON) and Graham Hill (Board Chair) gave special mention to the following staff who were awards “Certificates of Service” along with a lapel pin which detailed the number of years of service with Corryong District Hospital and UMHCS. Brian Smith and Robin Walton received a special gift to celebrate 30 years of service.
Years of Service Staff Member Area of work
25 years Kerry O‟Loughlin Hospitality
25 years Sharon Nankervis Acute & Residential
25 years Anita Towers Acute & Residential
30 years Brian Smith Grounds & Gardens
30 years Robin Walton Hospitality
Health Promotion
The UMHCS Health Promotion Service Plan is focused on encouraging people to better manage their own health through healthy eating, increased physical activity, and community connectedness. We do this through our Health and Fitness Centre, the Fair Share volunteer service, Community Liaison Group, Community Network Group and our health promotion programs and community activities and events. Our Health and Fitness Centre has had a very positive year, increasing our income, our memberships and attendances significantly. Our client group ranges from very young childcare participants to people of very advanced years, due to the fact that our programs are designed to meet the needs of those wishing to maintain and improve their level of fitness as well as those recovering from illness or surgery We are blessed with well trained and motivated staff who continue to deliver evidence based programs in response to need. We have retained the services of our Fitness Instructors, Paula Volek and Kerry Flanagan, our Physio Liz Wallace, and Allied Health Assistants Grace Thompson and Tricia McLean, and recruited a vibrant new instructor, Jess Tunne, who has introduced new programs to our timetable. Health and Fitness Centre achievements for 2014-15 • Participating actively in the 2030 Community Plan to ensure that refurbishment
of the health and fitness centre is included in future plans. • Our new two tiered membership pricing system has been well received, with a
significant increase in the numbers of members paying by the month, whilst retaining our affordable card system for therapeutic classes.
• Our Exercise Physiologist, Jacinta McKimmie, now has two successful group for
clients with individual training programs.
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• We now offer Les Mills Body Balance programs. • Our weights area has been moved to a larger area with new barbells, weight
plates and bars. • Child care is offered for six hours per week, with a play area for children of after
hours members. • We have an active committee and 4 wonderful volunteers who provide childcare
and assist with cleaning and organising. Health Promotion Activities • Toughen Up Corryong and Get Active Corryong • Women‟s Health workshop • Volunteers Day • „Grow Glow and Go‟ healthy eating workshop for young children • Women‟s Day afternoon tea • Healthy Together Achievement program support for Corryong Pre School and
Peekaboo Child Care Centre
Healthy Start Program
Back row: Ray Clarke, Frank Bullivant, Boy Hamilton, John Saxon Front row: Paula Volek (Fitness Instructor), Stewart Ross, Howard Wilkins, Jillian Wilkins,
Bob Kaighin, Pauline Davis
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UMHCS Accreditation against new National Safety & Quality Health
Service Standards (NSQHS)
On the 7th, 8th and 9th October 2014 UMHCS embarked on the first accreditation against the
new NSQHS (National Safety and Quality Health Service Standards). Jane Grant, Review
Coordinator from Quality Innovation Performance who led the assessment process provided
a summary of performance: UMHCS has a commitment to the provision of services to the
community and is community led. The service is building strong systems and supporting processes to
enable it to support long term sustainability and viability. UMHCS is a partner of the Towong Alliance
whose focus is the implementation of Towong Healthy Communities Plan 2013 – 2016. Linking to this
plan has been a UMHCS priority through the belief that the key to successful planning is the
understanding of issues that are important to its community. UMHCS has the highest regard for its
community and listens to its voice, through a number of feedback mechanisms including the Community
Liaison Group (CLG). Developing the framework for risk management and continuous improvement
through strong policies, procedures, valuable tools and actions, UMHCS has built the foundation for a
functional and effective future. The service is to be commended on the thorough manner in which it has
researched and implemented protocols and tools based on best practice for its falls prevention
strategies.
The assessment team identified a number of organisational strengths including:
• Committing to follow the leadership of the community demonstrated by the Community Liaison
Group supporting community involvement and direction to guide UMHCS services.
Supporting and empowering staff at all levels to contribute to change and participate in various
professional and personal development opportunities, particularly through partnership with the
Australian Institute of Flexible Learning (AIFL).
Working to the mission and vision of the organisation. The QSRM can’t find this acronym in
abbreviations & not sure of its meaning Traffic Light report is a simple but effective quality
improvement tool that is used during ‘rounding’.
Innovative change. UMHCS has embraced Telehealth so that clients can access specialist care
when they are unable to travel long distances or during weekends for example.
Encouraging the community to provide feedback through a variety of ways, including the client
handbook, the website, posters, suggestion boxes and on the UMHCS postcard that proclaims
that ‘feedback is the breakfast of champions’. Board members are representative of the
community and are actively engaged in Board subcommittees to support their governance
responsibilities.
Developing and implementing a thorough system for infection prevention and control across a
diverse range of hospital and community services including a small day procedures unit.
Developing policies, procedures and clinical tools to both support and drive the continuing
improvements to ensure contemporary safe practices.
• Training staff in Rural and Isolated Practice Endorsed Registered Nurse (RIPERN) to support
higher skill levels within the organisation. Ten Registered Nurses (RNs) have just completed an
update of their advanced Cardiac Life Support.
Screening all clients for falls when they present to the service.
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The assessment team identified the following organisational challenges:
• Consolidating for a period of time to allow review of the effectiveness of various improvements
where implementation is not mature.
• Maintaining currency of policies and procedures giving priority to key clinical procedures
impacting on safe practice.
Strengthening the commitment to a person-centred approach through targeted policy and
procedure, staff training, changes to position descriptions and regular supervision.
Interrogating data needs to be at a high level to assist the BOM incident review process and to
inform the development and implementation of specific action plans to address the outstanding
risks.
Aligning audit systems with the requirements of the NSQHS.
Financial sustainability in the political and fiscal unstable environment.
Maintaining and improving community leadership.
Std 1 Governance for Safety and Quality in
Health Service Organisations
Satisfactorily Met
(6 Met with Merit)
Std 2 Partnering with Consumers
Satisfactorily Met
(2 Met with merit)
Std 3 Preventing and Controlling
Healthcare Associated Infections
Satisfactorily Met
(2 Met with merit)
Std 4 Medication Safety Satisfactorily Met
Std 5 Patient Identification and Procedure
Matching Satisfactorily Met
Std 6 Clinical Handover Satisfactorily Met
Std 7 Blood and Blood Products Satisfactorily Met
Std 8 Preventing and Managing Pressure
Injuries Satisfactorily Met
Std 9
Recognising and Responding to
Clinical Deterioration in Acute
Health Care Satisfactorily Met
Std 10 Preventing Falls and Harm from Falls
Satisfactorily Met
(5 Met with merit)
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Physiotherapists
Physiotherapy at UMHCS is provided to individuals in outpatient, inpatient or residential care settings. Residents have the opportunity to attend group programs including walking and general exercise programs. Group programs for specific client groups are conducted at the gym including: „Making a Move‟ a falls prevention program, Cardio-pulmonary Rehabilitation and Balls, Backs and Bellies, which focuses on core muscle strengthening. These programs are provided by a multidisciplinary team with the Exercise Physiologist and Allied Health Assistants. An outreach physiotherapy outpatient service is also provided to Walwa and a visiting physiotherapist from Albury Wodonga Health Rural Allied Health Team provides in-home physiotherapy for eligible clients (Home and Community Care). To access services, individuals can be referred by their GP, specialist or other health professional, or individuals can self-refer by contacting Reception at UMHCS on (02) 60763200. The Physiotherapy team has undergone some changes in the past 12 months. Nadine Stewart nee Morrisson was a Locum Physiotherapist working 4 days a week until the end of 2014. Jenna Bond returned from maternity leave in February 2015 and is working 2 days a week. Effectively the hours of Physiotherapy service available has reduced, consequently the waiting list which has been in place for 2 years has had to continue. The wait for services for non-urgent clients is several weeks. There is a significant effort given to provide services for post-operative clients in a timely manner within 10 days of discharge. The Physiotherapists are supported by three part time Allied Health Assistants (AHA), which equates to almost one fulltime equivalent. The AHA‟s provide services under the supervision of the Physiotherapist and can support clients with strength and conditioning exercise programs, mobility and fall prevention programs in clients‟ homes, in the clinic or at the gym. The review of fees for allied health services has seen a decrease in fees paid by Health Care Card clients and no change for other clients. There has now been a fee introduced for Allied Health Assistant services. Clients‟ failing to attend appointments remains an ongoing problem for physiotherapy. With high demand for services this is disappointing and results in inefficient utilisation of a therapist's time. In order to reduce this, Reception staff have been phoning clients on the day before an appointment. This has reduced the number of no shows although now there are a high number of late cancellations. The Physiotherapy Service has completed two Client Satisfaction Surveys which have all been positive feedback however the response rate was very low. Physiotherapy is aimed to help the individual manage their own complaint and prevent reoccurrences. An initial consultation is followed by a course of treatment which is determined in consultation with the client. This may be a number of individual sessions or a group program. A home program is often prescribed which may include advice on movement and how to perform tasks as well as exercises and use of specialised equipment. Problems may be acute and of short duration, or they may be long-standing chronic health conditions. Client participation is essential for effective physiotherapy management.
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Advanced Care Planning
Advance Care Planning (ACP) is an important process. It involves talking with friends and loved ones about your future health care wishes, documenting what you may or may not want and it can include appointing a substitute decision maker. It enables you to take control of your future health care and treatment if you are not able to communicate your wishes. Advance Care Planning provides people over 18 with an opportunity to plan and record their health care preferences in case they become ill or injured and unable to express these wishes. These preferences may include, but are not limited to, end-of-life decisions. Advance Care Planning is based on people having the right to be informed about their medical options and to be treated in ways which respect their dignity and prevent suffering. The process involves health professionals discussing with people and their families the likely progression of, and treatment options for, illnesses or injuries. This information can then be considered and informed choices made about future health care. If you become unwell and cannot communicate for yourself, doctors will make treatment decisions based on your best interests. This could include treatments that you might not want. If you feel strongly about certain types of treatment that you would not want to receive, than an advance care directive is a good way to communicate those wishes Advance Care Planning can involve nominating a substitute decision-maker who will be able to talk to medical staff about a person's health care preferences if they are unable to do so at the time. Usually this person is a family member or a close friend, someone who can be trusted to act in the person's best interests and respect their previously expressed wishes. Advance Care Planning also gives people the opportunity to record their preferences about specific treatments or document their views regarding unacceptable outcomes. Then, if they are unable to speak for themselves when the time comes, Advance Care Directives – the documents previously completed – provide health professionals and substitute decision-makers with the person's wishes about treatment and acceptable outcomes. Over the last two years, information brochures on Advanced Care Plans have been distributed throughout the community. This year, UMHCS will work with the Community Liaison Group and a dedicated community member to further promote Advanced Care Planning to the Corryong community. If you or your service group are interested in having a guest speaker and/or a presentation on Advanced Care Planning please contact Chris Stuart on 6076 3266. If you would like more specific information about you or a loved one, please make an appointment to talk to your doctor.
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Rural and Isolated Practice Endorsed Registered Nurse (RIPERN)
In many Victorian rural communities, people may need to travel long distances to receive the treatment and medicines they require where doctors and pharmacies are not easily accessible. Increasingly, nurses are undertaking additional training and are able to provide a wider range of primary care and emergency services from rural health services. RIPERN stands for Rural and Isolated Practice Endorsed Registered Nurse. RIPERNs are Registered Nurses with a Scheduled Medicines Endorsement placed on their registration by the Australian Health Practitioner Regulations Agency. The endorsement allows RIPERNS to provide a limited range of medicines where there is no or limited access to GPs, nurse practitioners, paramedics or pharmacists. UMHCS has three qualified RIPERN nurses with a further two undergoing training. A lot of hard work and commitment is involved in this course and it is a challenge to work and complete the studies and keep up to pace with the on line and face to face learnings. These nurses are rostered in the evenings and on the weekends when UMHCS has the highest number of Urgent Care Centre presentations and when their skills are most needed. The advanced skills and capabilities provided by our RIPERN nurses allows UMHCS to provide a wider range of services to improve our clients access to timely, safe and appropriate care.
Chronic Disease Management
One of the priorities for our region is to improve the health of people living with a chronic disease. A regional strategy has been developed and UMHCS are in the process of realigning some services so that we are better able to support our clients living with a chronic disease. We are going to work on improving any barriers that people may have to visiting a GP. We do have low levels of men attending GP and we need to get our menfolk better at looking after their health We are going to ensure that our services are consistent with best practice guidelines. We are improving our coordination with different service providers and most importantly, we are encouraging people with chronic health conditions to be active partners in identifying their health goals and supporting them in achieving these goals. For further information on Chronic Disease Management please contact Director of Client Services on (02) 6076 3266.
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Australian Institute of Flexible Learning (AIFL)
The 2014/2015 year for the AIFL has been a very progressive, productive and challenging year.
The Vocational Education and Training (VET) industry is continuing to undergoing substantial change. At a national level there has been a change to the structure of the industry and the VET Reform Agenda has been reinvigorated by the current government.
A new body called the Australian Industry Skills Commission will oversee vocational education and training at the national level.
During 2015 all training packages will be updated meaning a considerable change for all training providers to the structure and content of all qualifications. Some qualifications have new names, structure and content which will need to be updated in our systems. We have begun to transition our current students into the new qualifications.
From July the industry will no longer have the Industry Skills Councils. Their role and title is being moved to align with the role of the new Australian Industry and Skills Committee.
The Australian Industry and Skills Committee will be established to provide industry with a formal role in advising the Council of Australian Governments (COAG) Industry and Skills Council on policy directions and decision making in the national training system.
The new Standards for Registered Training Organisations 2015 have been released and came into effect as of 1 January 2015. The impact on AIFL of these new standards has required transitioning of all of our systems and processes to the new standards. We have implemented a number of changes and continue to modify our operations to meet the standards.
The training market has shrunk and has become even more competitive than previously.
The AIFL has performed substantially better than the national trend by increasing its enrolments from the 2013/14 to 2014/15 financial year by 31% (July 2014 to May 2015).
At a local level the AIFL has undergone a number of changes and is progressively consolidating its position in the training market.
Achieved re-registration for a five-year period until 2020 and has been offered the opportunity to become an ASQA delegate. This is a major achievement for the AIFL and secures our ongoing status as a Nationally Registered Training Organisation.
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A staff change within the AIFL office and with some of our trainers has created opportunities and challenges. Over the past 12 months our local staffing mix has changed considerably. Our two on-site trainer/assessors, Sue Morley and Fiona O'Toole have left our office. Sue Morley has taken long service leave and Fiona O'Toole has moved to Echuca. Fiona has continued to be an online trainer assessor and we are anticipating Sue to be returning later this year. Both Sue and Fiona are greatly missed as they have been a wonderful asset to the AIFL. Belinda Attree has moved to a new role within UMHCS and we have been very fortunate to recruit Kasie Jarvis into the role of Curriculum and Reporting Officer. Sharon Roberts has moved from full-time to two days a week. Maria Lohan has joined our team sharing the role of Student Administration Officer with Sharon Roberts. Maria has qualifications in literacy and numeracy. We hope to use those skills and training skills as we expand our qualification offerings. Sam Byatt has continued in her role of Information Communication Technology and Compliance Officer and has played a major part in supporting our new staff to understand the AIFL processes and systems.
AIFL has transitioned successfully from a high reliance on Recognition of Prior Learning (RPL) to students undertaking training in full qualification. AIFL has enrolled 41 students from 1/7/14 to 31/12/14, with a further 119 enrolments from 1/1/15 to 3/6/15 this gives us a 31% increase to date on the previous year and a 30% above our target enrolments for the financial year to date (11 months).
Our student retention rate is increasing and will be analysed at the end of June. Our internal review of student satisfaction shows a positive improvement. Independent survey results of student satisfaction will be released by the National Centre for Vocational Educational Research (NCVER) later this year.
Successful expansion of the delivery locations for the Alcohol and Other Drugs qualification by Ray Beacham to the Morwell and Bendigo areas and attracted viable group sizes in these locations. Additional target locations are being planned for 2016.
Introduction of the First Aid Course delivered locally. AIFL has now delivered three First Aid Courses since October last year. This course has been well supported and provides an opportunity for locals to access this training in the community. We will continue to offer three or four First Aid Courses per year.
Preparation and planning for the expansion of delivery into the eastern suburbs of Melbourne and into Queensland in partnership with Reclink Australia for the Certificate IV in the Alcohol and Other Drugs Reclink Australia are also asking AIFL to partner them in delivering training to their customers and clients in Queensland. To facilitate this AIFL has applied for "pre-qualified supplier" status with the Queensland Department of Education and Training.
Student placement – the AIFL has been very appreciative of all staff across the agency who have supported, mentored and encouraged AIFL students when they have been undertaking their placement with UMHCS. We have had very good feedback from our students about the friendly and helpful staff and the variety of experiences that they have received at UMHCS.
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Clinical Nurse Education
Constantly improving what we do in the clinical area, is critical to ensuring the safety of our clients and staff. The role of the Clinical Nurse Educator is key in achieving this objective. In-service education is coordinated on a monthly basis by the Clinical Nurse Educator and advertised via a monthly calendar accessed via our internal Sharepoint and hard copies as posters on noticeboards in work areas. In-services are generally held every day between 1430hrs and 1500hrs in the Staff Handover Room. Training is identified through Yearly Strategic Planning Objectives for the organisation yet must remain flexible enough to incorporate evolving topics that arise on a daily basis in the Acute and Residential environment. The Director of Client Services, Nurse Unit Manager, Grade 5 Registered Nurses and all nursing staff are involved in designing the program to keep it relevant and aligned to NSQHS Standards. Other Health disciplines such as Social Work, Occupational Therapy and Physiotherapy also contribute to identify learning needs for the calendar. Learning needs also arise from Clinical Incident Forms, new equipment, changes in patient condition, new medications, new staff, mandatory training requirements, visiting reps, critical incident debriefing, accreditation standards and accreditation cycle. The design and coordination of the calendar strongly reflects the Australian Nursing and Midwifery Board Core Competency Standards which states that: “The Registered Nurse contributes to quality health care through lifelong learning and professional development of herself/himself and others.” All UMHCS staff (carers, Registered Nurses and Enrolled Nurses) are strongly encouraged to be involved in personal education and support their peers in their learning; by presenting relevant topics to their peers on issues pertinent to their clinical interest, skills and learning. External Skilled Professionals also provide in-service training to staff (eg Heather Wickham North East Palliative Care, Nora Ley Documentation in Aged Care Facilities) Between 1st July 2014 and 30th June 2015 a varied and interactive program was designed and presented to staff; an example of such topics includes:
Communication Styles for aggressive behavior in Dementia Patients
Cardiac Chest Pain Assessment and Immediate Treatment
Rapid Assessment at Triage Mediation Abbreviations
No Lift Montessori in Aged Care
Engaging with Families Pressure Ulcer identification and care
How to do an Audit Policy and Procedure Writing
Advanced Care Planning and End of Life Ebola PPE
ACFI forms Basic Life Support
Falls Risk Medications UTI Symptoms in Elderly Residents
Clinical Handover Snakebite
In-service training attracts between 6 – 15 nurses per session and tends to be nursing staff that are currently rostered on shift (early and afternoon shift). Training Attendance Records are completed for in-services with a minimum of 936 nurses participating in In-service training in one year. Nursing staff presenting utilise IT resources such as power point, handouts, and tactile models.
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Medical Centre
The past year has seen the Medical Centre grow and branch out into the areas identified by the Upper Murray community as important to them. Retaining current services; improving on entrenched services, providing choice of clinician and access to appointments were a few of items highlighted from extensive patient feedback throughout the last 12months.
Corryong Medical Centre underwent full Practice Accreditation in November 2014 and granted accreditation in February 2015 for a further three years. This triennial process certifies our GP‟s, nurses and all clinicians, including the administration staff, are providing care in accordance with the RACGP (Royal Australian College of General Practice). This certification aids with the assistance of access to funding and ongoing training to all of the staff. The community of the Upper Murray benefit with access to high quality medical attention, treatment and advice.
Our GP‟s – Paul Dodds, Richard Barkas, Nicholas Mason were successful in achieving Accreditation through Bogong Regional Training Network for the period from December 2014 to December 2017. Corryong Medical Centre is now Accredited as a Primary Rural & Remote Teaching Post, in accordance with The Australian College of Rural & Remote Medicine (ACRRM). Our GP‟s were individually accredited by Bogong GP Training Network as General Practice Supervisors in accordance with RACGP Vocational Training Standards for the same period. This achievement is a credit to our GP‟s for their ongoing dedication to rural and remote medicine and to the future viability of the Medical Centre.
The Board‟s vision for the future of UMHCS saw the employment of a 4th GP through the Registrar program provided by Bogong Regional Training Network. Dr Matthew Hoo joined the team at the Medical Centre in February 2015 on a 12 month training program. Dr Hoo and his family have moved to the Upper Murray from Melbourne to peruse his GP training in a rural setting. Along with Dr Hannah Mason, the reputation of UMHCS continues to grow, as an excellent choice for GP training and development.
During this past year, the Medical Centre has introduced private fees for consultations. This process began in March 2015 and will continue into the future. The introduction to the community of the new fee structure was orchestrated professionally and with minimal negative feedback. This is a credit to the Board and the administration staff of UMHCS.
The Board is also committed to retaining all current services which include: Practice and District Nurse services, Diabetes Education, visiting clinicians – Emila Barrow, Royal Flying Doctors Service - Dr MaryAnn Lancaster Female GP service, Warren Hall - Surgeon and Andrew Rechtman - Paediatrician. X-ray and Ultrasound services provided by Petrina Hewatt, Radiographer/Sonographer, will also continue as a three day a week service.
In addition to the growth of the Medical Centre and its long term financial stability the Board approved the hire of a consultant (Larter Consulting) to aid in the maximisation of the revenue and service provision of chronic disease management. With the report recently tabled, the next 12 months will see many positive changes. Watch this space.
The introduction of 9.00am consults with the GP‟s (these have proved very popular with the community), the new structure as Stage 1 begins of the re-development and the amalgamation of the clinic and hospital reception areas to one convenient location,
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are the beginnings of a new approach to the health care of the community of the Upper Murray, with the Medical Centre at the heart of the process.
Mental Health
This year has seen some big changes in Mental Health with the biggest influence being the new Mental Health Act 2014 which came into effect 1st July 2015. In response we have had to rewrite several policies for our service and we are currently awaiting approval by a gazetted Mental Health Service. We will have some clients affected by the new Act, especially in the area of transport, but we are continuing to strengthen the relationship between UMHCS and Albury Wodonga Health to ensure we meet the need. UMHCS is also working with ATAPS - (Access to Allied Psychological Services), “Heads Up”, providing counselling for children under 12 here in Corryong. This has also assisted in strengthening relationships with schools and the Mental Health team have provided education to children to assist in building resilience through the “Friends For Life” program and “Seasons For Growth”. Two group sessions have been completed at Corryong College and two groups in Walwa. Kate Wheeler has established a relationship with Partners of Recovery at St Lukes so clients with mental illness have added supports.. 2016 focus for the Mental Health Team will be on health promotion and early intervention. The Mental Health Team can be contacted by phoning UMHCS reception on (02) 60763200 for individual appointments or to discuss group activities.
Dr Hannah Mason Dr Matthew Hoo, completing 12 months GP
training at Corryong Medical
Centre
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Fair Share (formerly Food Bank)
In a year that Australia has been recognised as one of the most prosperous countries in the world, it is ironic that an increasing number of people are forced to reach out to services like Fair Share to feed themselves and their families. The local Fair Share service is run fully by volunteers, with support from UMHCS, the Ministers Association, St Vincent de Paul and Uniting Care Wodonga. Fair Share accesses supplies from Food Bank Victoria and Food Share Wodonga which have collected excess food from farmers, manufacturers and wholesalers. This includes products that for one reason or another can‟t enter the retail chain. The food collected is a mixture of top quality, end-of-line, mislabeled and overrun stock, all of which is still suitable for people to eat. This includes fruit and vegetables that do not meet retail specifications; excess produce from high yielding harvests; and goods that may simply have damaged packaging but are still entirely safe to the consumer. However, there is still confusion about poverty in our local area, with some folk preferring to blame the victim than accept that there are many amongst us doing it tough. Due to fewer employment opportunities, regional Australia has been found to experience higher rates of poverty. If we look closely, many of those around us may be experiencing poverty, and struggling to put healthy food on the table. In the Upper Murray population of 3500 people, there are possibly more than 250 people experiencing food insecurity as a result of financial hardship at any one time, with only 70 of those using the Fair Share service available to them. According to research carried out by the OECD (2014), poverty is on the rise in Australia. The research posts that 14.4% of the population is struggling to make ends meet, surpassing the OECD average of 11.3%. Those most at risk of poverty include: • The unemployed • Children (especially in single parent families) • Singles over 65 • People reliant on social security payments • The “working poor” (ACOSS 2012) The fact that so many Victorians are in need of support can come as a surprise to many. This is further hindered by a lack of understanding around the need to rely on food assistance. All too often, blame is laid with the very people we are trying to help. Poverty is a significant upstream factor contributing to the experience of food insecurity and hunger in Australia. When people must split their income amongst housing, bills, education, clothing, transport, food, and other necessities, it can become difficult to put healthy, nutritionally adequate food on the table. Often people skip meals, reduce the variety of purchased food groups, and turn to cheaply available, nutrient poor foods. The long-term outcomes often result in poorer health outcomes, with obesity, diabetes and heart disease levels increasing. The Fair Share service is a credit to all involved, in its efforts to link those experiencing hardship with the community services they need. The service is open on Thursdays from 10am – 1pm and all are welcome. No-one is refused food and assistance. Donations of local produce are always well received.
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Occupational Therapists
Upper Murray Health & Community Services Occupational Therapy Service is a service funded to provide Occupational Therapy focusing on the individual goals of the person and/or their family. Each assessment and intervention is specifically tailored to meet the identified needs of the person. At present our focus is providing support predominantly to the aged population and or community members with a permanent disability. However, we also offer other skills and expertise that may assist with return to work after injury, hand therapy, relaxation, energy conservation, and assistance with loss of qualities that may affect your ability to carry out everyday tasks, such as loss of memory, loss of vision or loss of hand function. The service plans to introduce additional areas of practice and support where possible if a need is identified in our community that matches with the extensive skills and expertise of our two Occupational Therapists, Joy Gadd and Nic Martin. The Occupational Therapists work closely within the multidisciplinary team at Upper Murray Health & Community Services, particularly the Allied Health Assistants, who assist the Department in running groups, arranging equipment trials, etc. One exciting venture that the Occupational Therapy Department has recently embarked on is the Wax Bath clinic. The clinic which is jointly run by one of our Occupational Therapists and an Allied Health Assistant uses Wax to apply moist heat to hands to ease the pain and stiffness of arthritis. Paraffin wax especially helps to reduce pain and loosen up hand and finger joints before exercise. Key areas within our service plan to concentrate on over the next 12 months include:
Memory changes and early referral (Occupational therapists can assist with techniques and strategies to assist people who are experiencing memory difficulties)
Providing education and support for staff to grow their skills in dementia care
Driving – To drive or not to drive is a decision many older people and their families worry about. Acknowledging the challenges around driving and how important driving is to the individual. We have developed resources to support the person to navigate driving rules and regulations around medical conditions and age related changes
Introduction of lifestyle assessment, and assistance with development of meaningful activity plans with day Activity and Residential Aged Care clients
Services may include:
Assessment Home and/or center based sessions Group sessions Short blocks of intervention Therapy programs to improve skills
and achieve goals
Education
Energy Conservation
Equipment prescription
Splinting/ Hand therapy
Practical guidance to help you with everyday tasks such as personal care
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Generalist Counsellors
On Tuesdays and Wednesdays of every week Upper Murray Health & Community Services (UMHCS) offers a counselling service which is provided by Carol Grigg who has a Diploma of Counselling and is registered with the Australian Counselling Association (ACA). This service is provided free for clients with low and medium incomes and is available to anyone in the community. A small fee is charged for high income earners. Counselling provides an opportunity for individuals to be heard and supported in a confidential setting. People seek counselling for a variety of concerns, including worry and anxiety, sadness, depression, changes to circumstances, bereavement, loss and grief, trauma, family stress, relationship difficulties, conflict, personal concerns, work pressures and incidents, etc. Counselling can sometimes also help to highlight any practical areas of concern that can be supported by other service providers within UMHCS, such as a Social Worker, Health Promotion Worker, Mental Health Worker, Occupational Therapist, Home and Community Care Worker, etc. Contact details or referrals for Financial Counselling can also be provided. Counselling appointments can be made by phoning UMHCS reception on (02) 6076 3200 or phoning Carol Grigg direct on (02) 6076 3202, Tuesdays and Wednesdays.
Community Liaison Group (CLG)
Consumer participation occurs when consumers are meaningfully involved in decision making about their health care and treatment, or providing input about health service decision making, policy and planning. Health consumers are defined as users or potential users of health services. This also includes family members, carers and members of the broader community. The Community Liaison Group (CLG) is always looking for ways to extend its membership diversity to reflect our community‟s lifestyles, experiences and preferences. The CLG an essential part of how UMHCS understands local needs and how to best meet them. CLG members work cooperatively with the health service, with mutual trust, respect and openness. Information is shared in confidence to CLG members who engage their networks to provide feedback on key issues. The membership of the Committee is deliberately intended to include a diverse range of community interests, lifestyles and points of view. New members are always welcome. The group has welcomed Alleyne Goldsworthy and Julie Hickox to its ranks this year. We are particularly keen to engage with newcomers to our area, including those of a culturally or linguistically diverse background.
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The Community Liaison Group is now in its 15th year of active consumer participation at UMHCS. The Agency extends its sincere thanks and appreciation to the community members of the group for their input and commitment.
Michael Leonhard (chairperson) UMHCS Staff:
Sylvia Montgomery Kerry Flanagan (Health Promotion)
Carol Allen Maxine Brockfield (Chief Executive)
Edna Anderson Chris Stuart (Director of Client Services)
Jacqui Proctor
Amy Deehan Plus any 2 members of the Board:
Fay Whitehead Sue Sullivan
Malcolm Hickox Rhonda Ruddick
Julie Hickox Max Grigg
Alleyne Goldsworthy
Dawn Gutteridge
Throughout 2014-15 the Community Liaison Group has provided input and wisdom in a wide range of health related business: • Chairperson, Michael Leonhard has continued to provide a powerful link to the
Community Neighbourhood Centre, and sits on our Compliments and Complaints committee.
• We welcome Julie Hickox as a new member to enhance diversity of the group. • Assisting with the production of the Quality of Care Report in calendar format for
the Department of Health and Human Services and for local distribution. The CLG members took a greater role in the content and design than in previous years, taking on board feedback from the community to improve the design.
• Development of a 5 year Quality Action Plan for Consumer participation. • Review of key agency documents using the Healthy Literacy checklist. • Support for development of the “Bimble” Home visiting service. • Support for UMHCS in developing a response to budget cuts, and canvassing
the community for feedback on changes to service fees.
Community Liaison Group
Back: Kerry Flanagan, Malcolm Hickox, Michael Leonard(Chair), Maxine Brockfield (CE/DON), Sue Sullivan, Dawn Gutteridge, Max Grigg, Carol Allen, Jacqui Proctor, Sylvia Montgomery.
Front: Julie Hickox, Alleyne Goldsworthy, Edna Anderson
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Home and Community Care (HACC)
This year has seen our Home and Community Care (HACC) service provide support to an average of 96 clients per month as well as providing a 7 day a week service to some clients to enable them to remain independent in their own home. These services include Domestic Assistance, Personal Care, Medication Supervision, Meal Assistance, Home Maintenance, Home Based Exercise Programs, In Home Respite and Meals on Wheels. The service works closely with all members of the Community Service Team including the Day Activity Centre and Acute Services. Services are provided where they would not otherwise be available through self-provision, carer and family support. Our HACC service is guided by the Active Service Model Principles:
People want to remain autonomous.
People have the potential to improve their capacity.
Peoples needs should be viewed in a holistic way.
HACC services should be organised around the person and the carer.
A person‟s needs are best met where there are strong partnerships and collaborative working partnerships and collaborative working relationships between the person, their carers and family, support workers and between service providers.
Working together as a team with a person centered approach has enabled a number of clients to remain in their own home who would otherwise be in residential care. Reaching a goal as simple as walking to their own mail box to get their mail for an aged frail person, entailed meal assistance to increase their nutrition and a twice weekly in home exercise program with the aim of increasing their strength. This person is currently maintaining their strength to be able to get their own mail. Achieving simple goals makes a huge difference to people who are struggling to maintain their independence to continue living in their own home. This year has sadly seen the retirement of three of our long term Home Care staff members: Myrt Bennetts - 18yrs , Sue Josipovic - 15yrs and Graeme Benton - 10yrs. Their dedication not only to our HACC team but also to the many people who have been supported within their homes over the years has been appreciated by all.
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Falls Prevention
Falls are a significant event in the older populations with a high risk of injury and may result in permanent loss of function, precipitate admission to residential care or even death. Falls should never be taken lightly and there are always strategies that can be undertaken to reduce the risk of a fall. Fall prevention and management has its own standard in the National Safety and Quality Health Service standard which describes best practice in fall management. UMHCS has been actively working on fall prevention in Residential Care, Acute ward and in the community for many years. The standard is enabling the service to continuously improve the management of fall risk. Clients are screened and assessed for their fall risk on admission and a range of strategies are implemented. Any fall in Acute or Residential care is investigated by a Multidisciplinary team and recommendations are made to best manage each individuals fall risk. There has been additional equipment purchased such as sensor mats for residential care. The introduction of grip socks for residents is currently underway. Grip socks are worn in bed and provide the client with good grip on the floor when getting up without the need to put on slippers. This has been shown to reduce falls in other facilities. Training in fall risks using an interactive model has been provided to staff at orientation and ongoing training has been provided through in-service training. Staff providing programs have attended external fall prevention training . The Falls Prevention program for community dweller includes a risk assessment and a variety of interventions are offered including group and individual exercise programs, education, home assessment and referrals to other health professionals as required.
Graduate Nurse Program
After a somewhat turbulent start to the graduate program last year, the program this year is running very smoothly and we have had great feedback from our graduate nurses, who have loved their time with us. We have undertaken a number of improvements including a new communication board which outlines who the new graduates are and this Board has been maintained with relevant information posted during the rotation– eg - interesting topics, courses, Graduate Nurse Study Days dates 2015, additionally information related to incoming students new Grads, Monthly in-service calendars, interesting courses. As well we have Improved our orientation process for Grad Nurse / new staff to include- organisational profile, OH&S, Human Resources, Quality, Privacy and confidentiality, IT, Computer Access, Phone system Student Support Services, Admin staff and services, Hospitality, Allied Health, Pathology, Theatre, Medical Clinic, Mental Health, Community Health, Urgent Care Centre, High Dependency Unit, Acute, Sterile / Storage Rooms and an overview of the residential areas.
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We have also strengthened our face to face support and now the nurse educator is dedicated to working with each Graduate nurse in a supernumerary role – providing orientation and assistance with nursing home and acute process and procedures, time management and policy compliance. A Nurse Graduate program at UMHCS offers a challenging and supportive environment for consolidating clinical skills. As a newly Registered Nurse I got the opportunity to work with the multidisciplinary team on daily basis. I was able to work closely with the team in different areas of nursing while at the same facility. I got to immerse myself in the culture and community when I worked at the Medical Centre. This helped me develop my nursing assessment skills and also my interpersonal skills while working closely with the Medical Centre staff. I also got the opportunity to help with minor surgical procedures. Working in Residential Aged Care brought its own unique set of challenges and triumph. Working closely with the nursing, domestic, volunteers and allied health to provide a safe and happy home environment for our residents was a highlight. Working in Aged Care helped me with my time management skills and also challenged me to develop my patient centred care tailored for each resident‟s needs. I gained knowledge in Aged Care Funding Instrument (ACFI) program, which I intend to develop in my future placement. Acute Care also encompassed an Urgent Care Centre. This was challenging initially but it helped me develop triaging skills that I will be able to use for the rest of my nursing career. My clinical knowledge was put to the test and I was able to develop some autonomy and clinical decision making skills. All in all I encountered a diverse number of patients ranging from children to adults and this has helped me set a solid foundation for the rest of my nursing career. I enjoyed my time at UMHCS and I know what I have learnt will shape the kind of nurse that I will be in the future. I would like to thank the management and staff at UMHS for their support, both professionally and socially. The team members are my role models for the rest of nursing career. Written by Wadzanai (Wadzie) Precious Dzimati - Graduate Registered Nurse 2015.
Graduate Blog Board to assist Graduate Nurses
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Exercise Physiologist
Exercise Physiology at Upper Murray Health & Community Services has continued to provide the community with support to self-manage their chronic disease, provide lifestyle counselling, exercise advice and monitoring of behaviour changes with the goal of promoting independent lifestyle management and to maintain optimal wellness. Jacinta‟s rehabilitation class for clients with orthopaedic surgeries, stroke, heart disease and many more chronic diseases has remained strong with a consistent group of clientele enjoying themselves whilst working out. She has also started a Diabetes class (Fit for Life) delivered on a weekly basis. The class was originally set up for clients with diagnosed Type II Diabetes however also accepts clients with pre-diabetes, overweight, cancer, stroke, heart disease and other chronic diseases. Exercise Physiology supports the Physiotherapist to run our Upper Murray and Community Services Cardiac Rehabilitation program where we receive referrals from the major cardiac hospitals like St. Vincents. Together with Kerry Flanagan, Health Promotion/Community Development, they delivered a six week My Health My Life program for clients with chronic disease. Eight clients enjoyed the program to gain advice on self-management of their health. The highlight of this year was the introduction of Aquatic Exercise Therapy to the community of Corryong. Jacinta gained her qualifications in Warm Water Exercise and lifesaving and liaised with Towong Shire staff to be able to access the pool out of operating hours to allow the clients access to the pool without any interruptions of children or other members Assisted by Virginia Lyons, who also has credentials in Warm Water Exercise, they supported 20 community clients with chronic conditions or orthopaedic surgeries to enjoy an 8 week water based program to improve their health and wellbeing. It was wonderful to see many of the clients enjoy being able to exercise and move around in the water, which can be quite challenging and painful on land. The feedback from clients regarding the improvements in wellbeing was astonishing. The benefits and success of the program was very rewarding and we hope to run the program twice a week over a longer period next summer.
Clients enjoying the Aquatic Exercise Program with Jacinta McKimmie
(Exercise Physiologist) and Virginia Lyons (Allied Health Assistant)
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Day Activity Centre
We are a small and committed team at the Day Activity Centre( DAC) ensuring our clients have the option to be active all day. DAC aims to combat the nagging feeling of loneliness that sometimes happens to us. We support independent living at home, especially when life becomes more difficult than one is used to by structuring our programs accordingly. We started the year off really well by having a planning day, where we took the time to check suitable venues for outings and set a structured program around special events. We are a fun family to be part of and we guarantee you will be made feel welcome and needed. So come to the Day Activity Centre and have an active, fun time with friends. We welcome cultural diversity and embrace the education it brings; we also provide an interpreter service for those who need it Our I.T. program is thriving, with more clients wanting ipads than we can provide and two clients purchasing their own. We still run all the favourite programs including: Brain gym, memory games, debates, cooking, carpet bowls, arts, bingo, golf and our favourite of all “The mouse game”. All our programs are focused around Montessori principals which is training through repartition to make one feel needed and part of a well-oiled machine. We also guarantee people will feel more alive and energetic, being part of something worthwhile, as we make craft for charity as well as profit. We have sent two beautiful, big knitted blankets to charities and made games in woodwork for the clients in Mittamatite. We run an exercise program including, strength, balance and cardio, four days a week. Since we have been running this program we have had great results in the area of fitness and physical wellbeing. With seven clients now being able to get down on the floor and get up again. Our group is growing faster than our expectations with a 66.6% increase in client numbers since 2013. So please ring and book your place, it will be worth the effort. We run four days a week from Monday to Thursday from 10.00 am to 3.00 pm . We have a hearty three course meal. Morning and afternoon tea, all for just $9.00 per day. Call Deed, Kylie or Gay for a full list of the programs offered, or make suggestions for new ones. We love new ideas!. Phone Day Activity Centre on (02) 60763231.
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Maintenance
The 2014/15 year has been a very exciting, sometimes frustrating but very productive in what has been achieved across the agency. The major activities have included:
New Emergency Generator: Protracted negotiations with Cummins Diesel to replace our emergency generator resulted in a very successful outcome with the installation of a near new emergency generator in January 2015. This generator will provide us with a reliable emergency electrical power within three seconds of a blackout occurring. The previous generator had major overheating issues in hot weather and was not able to meet the demand placed on it from across our agency.
The old going out The new coming in
Nearly there
New Domestic Hot Water and Hydronic System: In September 2014 we were
notified of the success of a submission for funding to replace our domestic hot
water and hydronic heating system. The existing system was failing and at risk
of catastrophic failure.
The replacement of the domestic hot water involved the replacement of the hot
water boilers and some of the pipe work to provide hot water to the Acute ward,
Draper, Hilltop and Allied Health areas. The hydronic system replacement
required the replacement of the hot water boilers, the piping and radiators in the
Acute wards, Allied Health, Reception and Draper.
The Domestic hot water and hydronic system replacement was advertised for
tender with Hydrospec, a Wodonga-based company being the successful
tenderer. Installation commenced on 8 April 2015 with the domestic hot water
system commissioned on 22 May 2015. The hydronic heating system was
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installed and commissioned on 12 June 2015.
This new system will provide a far more efficient and reliable supply of domestic
hot water and hydronic heating than the old system. We are anticipating in
excess of 30% reduction in energy consumption. The domestic hot water is
being preheated through the use of solar hot water tubes.
New solar hot water tubes on Acute roof New solar hot water tubes on Mittamitite A
New hydronic hot water boilers
Asbestos removal: We have received funding (as part of the hot water system
replacement) to remove the asbestos from the plant room and calorifier room of
the old hot water system. This has been a task which has been in need of
attention for some time and will now allow us to redevelop the area as a more
functional space. This redevelopment is conditional on funding being available.
Gardens: The garden maintenance of UMHCS properties is both a joy and a
challenge. The maintenance of existing species and additions to the gardens
with self-seeding shrubs and trees is a joy in seeing the evolving colours. Over
the next few months the winter program of pruning and planting will occur and
the mowing will be reduced. With the re-development of the Clinic there will be
a challenge to beautify the streetscape again.
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Hospitality Services
This year the Hospitality Services have continued to provide quality food and domestic services to residents, clients and customers. I take this opportunity to congratulate and thank the hospitality team for their contribution/input towards meeting ongoing challenges. Highlights for the past 12 months have included:
The existing vinyl was removed and replaced with an anti-slip surface in the hallway outside the main kitchen. This will enable a safe environment for deliveries, volunteers and staff who have access to this area.
The air conditioning ducting was upgraded and relocation of outlets in the main kitchen which will enable the kitchen staff to work in a cooler environment in the summer months and avoid the air being directed onto the food.
A review of the food services was undertaken which included penalty rates and a revised menu. Resulting in reducing kitchen staff weekend penalty rates by 50%. I congratulate hospitality team members in the way that they contributed towards changes that we achieved in reducing our costs.
A review of the current menus was also undertaken by the Hospitality Service Manager and with consultation of the dietician. This included changing the menu from a two week cycle to a three week cycle. The process was challenging as we had to implement a variety of food that is appealing, tastes good and meeting dietary requirements. Standard recipes were introduced to enable cooks to produce meals which are consistent with client‟s needs.
Weekend cleaning and food services were reviewed. Once again the challenge was put to our team members who then had discussions on how these services can or possibly could be achieved without compromising client‟s needs.
Food safety and quality audits have been undertaken throughout the agency. These audits included food temperature monitoring at critical points from the kitchen to the client.
Random "taste testing” has been introduced, where staff members are chosen at random to taste the food being served on that day. The "taste tester" then records their evaluation of the food. These evaluations are used to modify the standard recipes if necessary.
Food waste monitoring has been introduced to compliment and support the other food safety and quality strategies. This strategy is aimed to provide better data on how we can provide more appropriate meals and maximise our food dollars.
An example of large serve of roast pork prepared for residents by UMHCS kitchen staff
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Acute and Residential Care Team
One of the requirements that the Department of Health and Human Services ask us to report on regarding our aged care services is “how well do you make your place like a home?” All too often we are asked about the clinical side of our services: how many admission did we have, who has a pressure ulcer, how many falls did we have this month, how many of our residents have dementia related issues etc. Underpinning all that we do, is the simple fact that we provide a home for people who can no longer manage on their own. It must be a tremendous rip, when a home you have lived in and loved, raised your family, had the ups and down of life and shed laughter and tears to go to a place and lose all that you once knew as familiar as the lines on ones face. This is how we make a home for our residents. We have a focus on lifestyle and making the most of life. Staff have been trained in the Montessori model which is about providing an environment in which living and ongoing learning takes place. We have transformed some areas to give our residents the opportunity to explore and develop at their own pace, according to their own unique needs and interests. Some of these environment areas are specifically created to offer activities designed to stimulate the senses, and encourage learning and the development of social and interpersonal skills. We also have introduced client centered care. This means that the client determines what they wish to do. If they want to have breakfast in bed, they can. If they don‟t want to have a shower (and don‟t need to), they don‟t have to have one. We try and give control of life to the client and not to the tasks of the nursing staff . Sometimes, this is not easy for staff to manage their workloads, but it is an important principle in ensuring a home like environment for our clients. In dementia, the areas of the person‟s environment, whether at home or in a care facility which has been modified for older adults who are experiencing cognitive loss, may be considered as a “classroom” of life. We ensure our clients have regular access to the Diversional Therapist and social volunteers facilitate outings in the hospital bus and activities such as Bingo, Cards, Word Games, exercises and music are played regularly. School and church groups visit periodically and staff ensure that residents are able to maintain contact with their community as requested. The décor is homelike and the food is cooked on the premises and is based on client choice. Allied Health Staff also come and cook in the nursing home and the smell of home cooking stimulates appetites. Perhaps most important of all, we openly encourage families to visit, there are no visiting hours and we are flexible with most family requests and he staff who work in this area, really do love their clients.
Midwifery
UMHCS has five registered Midwives and as we do not have planned deliveries here, they work to support home based care and provide childbirth and family education. The focus of this service is to work collaboratively with the Maternal and Child Health Nurse to follow up with clients after they have been discharged from hospital. They also offer education classes and provide additional support when needed. As midwives
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cannot fully practice their craft here, one of them has recently worked away on a skills development program so that she is still able to demonstrate recency of practice.
Day Procedure Unit (DPU)
Our unit has had a busy year with surgery dates fully booked every month. Feedback from clients is that this service is very professional, well run and much needed, addressing the main issue of addressing preventative health and reducing travel time. As a result of an endowment by the Thrum Family, the DPU is under a much needed refurbishment. Plans are to enlarge the recovery room and make the transition from Theatre to home seamless. We have also been working very hard this year with the Medical Centre pre-admission clinic to improve our systems and processes so that by the time a client comes for their procedure, there is very little waiting time. Dialysis
In the past year UMHCS has continued with haemodialysis nursing. There has been an addition to our staff with an enrolled nurse trained for the provision of haemodialysis The unit grew to two chairs from 21st July 2014 with two clients receiving haemodialysis every Monday, Wednesday and Friday mornings for six months, then our second client left to train for home dialysis. During this time the team co-ordinated fulfilling all the requirements for keeping our new client active on the transplant list and also worked closely with the client to kick start his home training to ensure a timely and successful outcome. Our original client continues to impress with her “clinical numbers”, and we helped her to celebrate 500 haemodialysis sessions, which is a credit to both the client and Upper Murray Health Haemodialysis Unit. Around this time the decision was made by management to appoint Fiona Miles as Haemodialysis Team Leader. Fiona is the only Haemodialysis Nurse that has been with the unit since it opened in February 2011. With our second chair vacated, we were in the new position of being able to offer a holiday chair, which was widely advertised across kidney care websites and to our colleagues within the Royal Melbourne Kidney Care service. We are happy to have a regular booking for a client to come for a week every month which started in May 2015, and have another booking for a client in September for two weeks. Both these clients have links to the Upper Murray through family and welcome the opportunity to be able to reconnect with their loved ones for an extended period of time. Within the past year the haemodialysis team have made some administrative changes to come into line with the new national standards. Changes include monitoring for pressure ulcers, assessing falls risk, correct identification procedure, and nurse handover strategies.
32
Social Worker & Carer Support Group
This year has been busy with clients from all ages accessing the Social Work service. All areas within the social work domain have been requested, from assistance with online and paper based applications and forms, housing, families, carer support and general social work support. There have been numerous requests for assistance by clients with Government benefits, particularly for the Carer Allowance. The detail in these forms can be confusing for people; however it is becoming more stream lined now so applications can be completed with online access, this however suits those people who have access to computers, but not everyone does. It has been a busy year with several complex cases requiring multi-disciplinary approach and service collaboration to bring about the best outcomes for the client. Client satisfaction feedback received so far has been encouraging. Achievements Achievements this year so far, a quality project is underway between the Nurse Unit Manager and the Social Worker to trial the use of the Carer Burnout Tool in reducing the number of requests for emergency respite for carers. This will be evaluated in August. Challenges There have been some challenges this year, with moving offices and clients finding where the service is now, however this will be rectified when the building project is completed. Another challenge has been finding available consulting rooms/ meeting spaces on a Tuesday, which is the busiest day of the week for staff, therefore the Social Worker has changed her work days to Mondays and Wednesdays. Carer Support Group The Carer Support Group has not met so far this year; however there is an afternoon tea and information session on advance care planning being held on 10th of July at Day Activity Centre. Numerous informative mail outs have been sent out to the carer group over the past few months. There are plans for three other activities for the year which will involve information and a shared lunch or afternoon tea.
33
Acute Auxiliary - Presidents Report
It is with great pleasure that I give the 2014/2015 report for Ladies Auxiliary. I would first like to thank Jen Whitsed, Janet Faci and Alison Carkeek for the wonderful job they have done, and also the ladies who have filled in when needed, plus to all the other members, THANKYOU all. Our street stalls averaged $800-$900 a month which allowed us to be able to purchase some of the many things the hospital staff requested. This demonstrates that we all work well together as a team to raise these valuable funds. Our balance for the year ending 30th June 2015 was $15,050.19. Without our fantastic members we would not be able to achieve this. We have 20 members and we can only hope to encourage some new members to join us. Below is a list of some of the items we purchased over the last year:- Stove for Day Activity Centre - $3,578.16, Cross Trainer for Gym - $2,739.00, Curtains for Mittamatite B - $2,538.00, Scentsy Burner for Mittamatite A - $31.00, plus we provided good cheer for hospital at Christmas time. Once again I would like to thank each and every one of you for your social welcoming and support over the last twelve months. Yours in good friendship. Sandra Benton President
Staff Academic Achievements
HLTEN620B – Practice in First-Line Emergency Nursing
Samantha Byatt Rebecca Nankervis
TAELLN411 - Address adult language, literacy & numeracy skills
Ian Bruce Gayle Lee
Fiona Miles Sharon Roberts
New stove for Day Activity Centre
was purchased by Ladies Auxiliary
34
Capital Improvements
Capital expenditure by Upper Murray Health & Community Services for 2014/15 financial year includes:
Department of Health & Human Services:- Hot Water System replacement
$295,276.88
Sara Plus Standing Lifter with sling $12,019.50
Total $307,296.38
Life Fitness 95Xe Cross Trainer – purchased by Ladies Auxiliary $2,490.00
UMHCS self funded:- Primary Health Redevelopment
$117,532.40
Stairs and Handrail to car park $2,515.00
Medified duct work on kitchen equipment $1,400.00
Non slip vinyl to back hallway $5,400.00
Ceiling fans in gym $3,088.30
Shade sail DAC $4,200.00
Steps to gas tank $2,811.82
Fellowes Shredder $1,611.31
1.6kw Mitsubishi Split System (Palliative Care) $2,116.36
2x Annunciators $3,520.00
Maytag Washer $2,625.00
Mitsubishi 16kw reverse cycle unit $9,181.82
CST100 Shower Trolley $4,426.00
Mindray DP -50-15 B&W LCD Ultrasound (Physio) $5,950.00
Hoverjack Package $9,824.25
Allsoft Area pump less air mattress $3,290.00
Department of Health and Human Services grants were received for:
Replacement of Hot Water System $300,100.00
Donations and Contributions
Donor Amount Application
Corryong Probus Club 200.00 Airport Lighting
Upper Murray Rifle Club 1,304.77 Community Notice Board & Health & Fitness Centre
Ken Russell 500.00 Day Activity Service
Judith Sykes - Mt Mittamatite Bites 1,000.00 Dialysis Service
Anonymous 799.20 General - Non Specific
Anonymous 150.00 General - Non Specific
Latipsoh 1,236.63 General - Non Specific
Gayle Lee 25.00 General - Non Specific
UMHCS Acute Auxiliary 2,739.00 Health & Fitness Centre
Investment Developers of Australia 400.00 Mental Health Service
John Mitchell 400.00 Mental Health Service
Tooma Ball Committee 600.00 Palliative Care Service Total $9,354.60
35
Service Levels
Admitted Patients Acute
Urgent Care Centre (UCC) Attendances 1188
Separations:
Same day 225
Multi day 247
Total separations: 472
Public separations 400
-
New
Cli
en
ts
To
tal
Att
en
da
nce
s
Gro
up
Se
ssio
ns
Oc
cas
ion
s o
f
Se
rvic
e
Allied Health 63 2289 400 1339
Cardiac Rehabilitation n/a 1078 137 137
Childbirth Education 16 16 4 4
Community Transport n/a 272 n/a 272
Counselling 45 601 6 400
Day Activity Centre, Mens & Womens Groups n/a 2824 n/a 2824
Diabetes Education 30 389 8 371
Dialysis n/a 169 n/a 169
Dietician n/a 37 n/a 37
District Nurse n/a 1575 n/a 1575
Financial Counselling 18 73 1 69
Home and Community Care (HACC) n/a 4757 n/a 4757
HACC Brokerage n/a 1505 n/a 1505
Veteran Affairs Home & Community Care n/a 323 n/a 323
Health Promotion 200 9804 1244 4010
Meals on Wheels n/a 3360 n/a 3360
Medical Attendances n/a 10656 n/a 10656
Mental Health 783 2922 94 1427
Practice Nurse 0 3130 51 2804
Occupational Therapy 296 1278 27 1242
Physiotherapy 476 2452 84 2048
Podiatry n/a 132 n/a 132
Radiography n/a 1356 n/a 1356
Social Worker 81 1645 268 1133
n/a = not applicable
36
Statistical Days- Monthly Totals 2014/15
P
ub
lic
Ac
ute
Pri
va
te A
cu
te
Co
mp
en
sa
ble
Ine
lig
ible
Su
b T
ota
l
Pu
blic
NH
T
Pri
va
te N
HT
Su
b t
ota
l
To
tal
Bed
Day
s
On
e D
ay
Sta
ye
rs
July 98 21 0 0 119 0 0 0 119 23
August 63 16 0 0 79 0 0 0 79 38
Sept. 109 19 0 0 128 0 0 0 128 28
Oct. 124 52 0 0 176 0 0 0 176 3
Nov. 96 70 0 0 166 0 0 0 166 30
Dec. 109 24 0 0 133 0 0 0 133 34
Jan. 98 10 0 0 108 0 0 0 108 19
Feb. 105 20 0 0 125 0 0 0 125 0
March 113 37 0 0 150 0 0 0 150 3
April 51 66 0 0 117 0 0 0 117 8
May 61 28 0 0 89 0 0 0 89 16
June 86 3 0 0 89 1 0 1 90 23
Totals 1113 366 0 0 1479 1 0 1 1480 225
Workforce Data disclosure
FULL TIME EQUIVALENT (FTE) STAFF BY LABOUR CATEGORY
Labour Category
June YTD FTE
June Current Month FTE
2015 2014 2015 2014
Nursing 33.01 21.64 31.73 21.33
Diagnostic and health professionals 5.46 5.13 5.55 5.44
Hospital Medical Officers 3.42 3.10 4.04 4.74
Personal care staff 1.47 20.04 1.49 19.31
Administrative and clerical 15.95 11.03 16.38 10.63
Hotel and Allied Services 25.51 25.54 23.49 22.94
Total: 84.82 86.48 82.68 84.39
As at 30 June 2015 As at 30 June 2014
Type Total Type Total
Full time 21 Full time 23
Part time 108 Part time 109
Casual 11 Casual 15
Total 140 Total 147
37
Comparative Financial Analysis
$,000 14/15
$,000 13/14
$,000 12/13
$,000 11/12
$,000 10/11
Total Revenue 10237* 9815 9734 9338 8957
Total Expenses 10773* 10473 10097 9700 9426
Surplus (deficit) (inc. Capital and Specific Items)
(536)* (658) (363) (362) (469)
Retained surplus (accumulated deficit)
(181)* 356 1020 1383 1744
$,000 14/15
$,000 13/14
$,000 12/13
$,000 11/12
$,000 10/11
Total Assets 14115* 14665 13643 13673 13786
Total Liabilities 3453* 66 3260 3692 3443
Net Assets 10662* 11199 10383 9981 10343
Total Equity 10662* 11199 10383 9981 10343 * figures unaudited at time of printing
Revenue Indicators
Average Collection Days
2015 2014
Private 60 60
VWA 0 0
Other Compensable 0 0
Residential Aged Care 30 30
HACC 30 30
Community Health 30 30
Administration 45 45
Medical Centre 60 60
Debtors Outstanding as at 30 June 2015
INPATIENT & RESIDENTIAL
< 30 Days
31-60 Days
61-90 Days
> 90 Days
Total 30/06/15
Total 30/06/14
Private 29727 6100 1108 1323 38,258 11,026
VWA 0 0 0 0 0 0
Other Compensable 0 0 0 0 0 0
Residential 64947 6257 1107 2610 74,921 77,828
Totals ($) 94674 12357 2215 3933 113,179 88,854
OUTPATIENTS
< 30 Days
31-60 Days
61-90 Days
> 90 Days
Total 30/06/15
Total 30/06/14
HACC 17896 7021 524 3566 29,007 33,895
Community Health 9305 177 486 6763 16,731 26,827
Administration 8376 2010 968 2166 13,520 88,359
Medical Centre 7977 870 667 3172 12,687 14,184
Totals ($) 43554 10079 2645 15667 71,945 163,265
38
Services Provided at UMHCS
Medical Services
Salaried Medical Officers General Practice Nurses Women’s Health Nurse Visiting Surgeon and Pediatrician Physiologist Royal Flying Doctor Service
Acute Care
10 Acute beds UCC Pathology and imaging Domiciliary Midwifery High dependency unit Dialysis
Allied Health
Physiotherapy Occupational Therapy Allied Health Assistant Exercise Physiologist
Visiting Allied Health Services
Podiatry Dietician Speech Therapy Continence Management Nurse Mental Health
Residential
Retirement Village Nursing Home
Home Care Services
HACC Services District Nursing Meals on Wheels Palliative Care Day Activity Centre Program
Mental Health/Social Support
Mental Health Nurse Counseling Social Work Alcohol and Drug Support Food Bank Visiting Psychiatry Services
Education Services
The Australian Institute of Flexible Learning (RTO)
Community Groups
Community Liaison Group Chronic Disease Network Group Men’s Group Cancer Support Group Mental Health Support Group Carer’s Support Group Diabetes Support Group Childbirth Education
Health Promotion
Health & Fitness Centre Diabetes Education
Volunteer Services
Community Transport Volunteers Bimbles (Social Visiting Program)
39
Legislation
FREEDOM OF INFORMATION ACT 1982 During the year there were no requests for information processed by the Agency under the Freedom of Information Act 1982. There were six medical record requests for information which were outside the Freedom of Information Act 1982. Requests for access to information in documentary form in the custody of the Agency should be made in writing and address to: The Freedom of Information Officer, Upper Murray Health & Community Services, PO Box 200, CORRYONG VIC 3707 VICTORIAN INDUSTRY PARTICIPATION ACT 2003 All areas of UMHCS comply with the regulations within the Victorian Industry Participation Act 2003. There were no contracts completed during 2014/15. BUILDING ACT 1993 UMHCS complies with the provisions of the Building Act 1993 in accordance with DHS capital Development Guidelines. (Minister for Finance Guideline Building Act 1993/Standards for Publicly Owned Buildings/November 1994 FINANCIAL MANAGEMENT ACT 1994 The information provided in this report has been prepared in accordance with the Directions of the Minister for Finance Part 9.1.3 (IV) and is available to relevant Ministers, Members of Parliament and the public on request. AUDIT ACT 1994 The purpose of the UMHCS Audit Committee is to assist the Agency to maximise benefits from systems of internal control and both internal and external review processes. The independent members of this committee are: Mrs Faith Damm, Mr John Mitchell and Mr Ken Wilson. Other members are: Rhonda Ruddick, Trevor Hammersley and Ashley Brown. External Auditors: Victorian Auditor General‟s Office (VAGO) Internal Auditors: Accounting and Audit Solutions Bendigo (AASB) HOSPITAL FEES UMHCS charges fees in accordance with the Department of Health and Human Services, Victoria directives issued under Section 9 of the Hospital and Charities (Fees) Regulations 1986 (as amended) OCCUPATIONAL HEALTH & SAFETY UMHCS complies with the Occupational Health & Safety Act of 2004 and its associated regulations and code of practice to meet the Australian Council of Health Care Standards requirements. NATIONAL COMPETITION POLICY UMHCS complies with all government policies regarding neutrality in regard to tender applications.
40
FOOD SAFETY AND CLEANING AUDITS UMHCS uses an external independent audit process for cleaning standards, food safety and infection control. In all areas UMHCS has performed above the State benchmark. UMHCS achieved a score of 87.8% for high risk areas and 87.9% for moderate risk areas, against the State benchmark of 85%. Our overall hospital score of 87.85% for all areas, against a State benchmark of 85%. Please note that “very high risk areas” were not audited due to redevelopment. INFECTION CONTROL UMHCS participated in the VICNISS – Victorian Nosocomial (hospital acquired) Infection Surveillance System. We are proud to report that we have had no hospital acquired infections for the period July 2014/2015. UMHCS continues to participate in Hand Hygiene monitoring and reporting. UMHCS participates in the Hume regional infection control-auditing program, which facilitates us to benchmark against like facilities. Aged Care Surveillance has been included in VICNISS reporting. STAFF CREDENTIALING All clinical staff employed at UMHCS must have the appropriate qualifications and skills, which are assessed prior to the person starting work. Visiting Medical Officers are Credentialed with an annual review of public liability insurance, medical registration and training attended. CONSULTANCIES No consultancy was utilised during 2014/15 costing in excess of $10,000, and 13 consultancies were utilised under $10,000 representing a total value of $42,111.52. There were a total of 13 consultants engaged during 2014/15, representing a total of $42111.52 in Consultancy fees. All amounts are GST exclusive. STATEMENT OF MERIT AND EQUITY UMHCS treats all patients and staff with fairness and does not discriminate against persons because of their race, religion, gender, physical or mental impairment. All staff appointments and promotions are made on same basis. UMHCS employment principles identify the ways in which employees expect to be treated and how employees will treat each other and their clients. PROTECTED DISCLOSURE ACT 2012 (VIC) The Protected Disclosure Act 2012 (Vic) enables people to make disclosures about improper conduct within the public sector without fear of reprisal. The act aims to provide openness and accountability by encouraging people to make disclosures and protecting them when they do so. There have been no protective disclosures at UMHCS. CARERS RECOGNITION ACT 2012 The Carers Recognition Act 2012 formally acknowledges the important contribution that people in a care relationship make to our community and the unique knowledge that carers hold of the person in their care. The valuable role of the carer has been integrated in the policies and procedures of UMHCS.
41
STATEMENT OF AVAILABILITY OF OTHER INFORMATION This is to verify that the items listed below have been retained by Upper Murray Health & Community Services and are available to the relevant Ministers, Members of Parliament and the public on request (subject to the freedom of information requirements, if applicable):
a) Declarations of pecuniary interests have been duly completed by all relevant officers
b) Details of shares held by senior officers as nominee or held beneficially;
c) Details of publications produced by the entity about itself, and how these can be obtained
d) Details of changes in prices, fees, charges, rates and levies charged by the Health Service;
e) Details of any major external reviews carried out on the Health Service;
f) Details of major research and development activities undertaken by the Health Service that are not otherwise covered either in the Report of Operations or in a document that contains the financial statements and Report of Operations;
g) Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit;
h) Details of major promotional, public relations and marketing activities undertaken by the Health Service to develop community awareness of the Health Service and its services;
i) Details of assessments and measures undertaken to improve the occupational health and safety of employees;
j) General statement on industrial relations within the Health Service and details of time lost through industrial accidents and disputes, which is not otherwise detailed in the Report of Operations;
k) A list of major committees sponsored by the Health Service, the purposes of each committee and the extent to which those purposes have been achieved;
l) Details of all consultancies and contractors including consultants/contractors engaged, services provided, and expenditure committed for each engagement.
42
Compliance
The Upper Murray Health & Community Services (UMHCS) Annual Report, has been compiled to meet the requirements of the Annual Reporting (Contributed Income Sector) regulations 1988 (as amended)
Statutory Authority and other relevant agency I, Maxine Brockfield, certify that Upper Murray Health & Community Services has complied with the Ministerial Standing Direction 4.5.5 – Risk Management Framework and Processes. Upper Murray Health & Community Services Audit Committee verifies this.
Maxine Brockfield Chief Executive / At Corryong on 1st July 2015
Sign off requirements In accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for the Upper Murray Health & Community Services for the year ending 30 June 2014.
Mr A G Hill Chairperson (on behalf of the Board) At Corryong on 1st July 2015
Attestation on Data Integrity I, Bruce Woodhouse, certify that Upper Murray Health & Community Services has put in place appropriate internal controls and processes to ensure that reported data reasonably reflects actual performance. The Upper Murray Health & Community Services has critically reviewed these controls and processes during the year.
Bruce Woodhouse Accountable Officer At Corryong on 1st July 2015
43
Operational & Budgetary Objectives & Performance against
Objectives
Our Corporate Plan performance demonstrates 93.50% achievement of targets. Our model of Evidence-Based Needs Assessment and planning processes assure the highest level of accountability in terms of UMHCS maximising the potential for health and wellbeing and improvements in the Upper Murray. Within our new Corporate Plan we have overlayed the principles of the “Quadruple Bottom Line” (QBL). Within the QBL framework, we have a number of Key Issues. These include:
Population Health - to provide services and programs that are responsive to our health and community service needs and build on the strengths of our community. Multipurpose Service Sustainability – to maintain our Multi Purpose Services (MPS) and Rural Primary Health Service (RPHS) status and to invest our resources to insure our community receives maximum benefit from these Programs.
Service Integration – to maximise service integration by developing links and pathways at the service and client interface.
Our People – to continue to support our ageing workforce and the AIFL to provide local training and ensure we „grow our own‟ workforce due to the challenges of recruiting to a relatively isolated community.
Asset & Risk Management – to improve the efficiency and effectiveness of our asset management and physical resources and minimise the risk of damage to people and resources through improved risk management including high quality clinical governance and strengthening financial risk management.
The QBL principles have corporate governance principles added to the three elements of social, environmental and financial accountability. At its broadest QBL refers to the whole set of values, issues and processes the UMHCS will address to create economic, social and environmental value. This involves us being clear about the organisation‟s purpose and taking into consideration the needs of all our stakeholders from the community, our staff, three levels of Government and other key groups. Our key objectives are classified as follows according to the following strategies: Strategy 1: Governance Objectives Strategy 2: Social Objectives - Our People, Our external stakeholders Strategy 3: Economic Objectives Strategy 4: Environmental Objectives The Corporate Plan performance indicator achievements:
2014/15 2013/14 2012/13
Governance Indicators 99% 100% 100%
Social Indicators 94% 95% 95%
Economic Indicators 89% 91% 95%
Environmental 92% 91% 92%
44
Performance Priorities
a) Financial Performance
Operating Results Target Actual
Annual Operating Results Health Service specific ($536,216)
Cash Management Target Actual
Creditors < 60 days $342,159
Debtors < 60 days $160,664
Asset Management Target Actual
Asset Management Plan Full Compliance Compliant
b) Safety and Quality Performance
Safety and Quality Target Actual
Health Service Accreditation
Full Compliance Achieved
Cleaning Standards (Overall)
Full compliance Achieved
Cleaning Standards (AQL-A)
90 No audit completed due to renovations
Cleaning Standards (AQL-B)
85 Achieved
Cleaning Standards (AQL-C)
85 Achieved
Submission of data to VICNISS*
Full compliance Achieved
Hand Hygiene program Qtr 2
75 Achieved
Hand Hygiene program Qtr 3
77 Achieved
Hand Hygiene program Qtr 4
80 Achieved
HCW** Influenza Immunisation
75 Achieved
*Victorian Healthcare Associated Infection Surveillance **Healthcare worker influenza immunisation
Patient Experience and Outcomes
Target Actual
Victorian Health Experience Survey
Full compliance Achieved
45
c) Funded Flexible Aged Care Places
Campus Number
Flexible High Care 24
Flexible Low Care 28
Flexible Home Care 8
d) Utilisation of Flexible Aged Care Places
Campus Number Occupancy level %
Flexible High Care 24 81.36%
Flexible Low Care 28 89.61%
Respite 3 100%
Flexible Home Care 7 100%
Other community services -
Total 62
e) Acute Care - refer to chart on page 35
f) Primary Health Care – refer to chart on page 35
46
Disclosure Index
The Annual Report of Upper Murray Health & Community Services 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 reference
For page reference ‘FS’ - please refer to copy of UMHCS financial statements
Ministerial Directions Report of Operations
Charter and purpose FRD 22F Manner of establishment and the relevant Ministers FS/ inside
front cover FRD 22F Objectives, functions, powers and duties 2 FRD22F Initiatives and key achievements 2 FRD 22F Nature and range of services provided 38 Management and structure FRD 22F Organisational structure 5 Financial and other information FRD 10 Disclosure index 43 FRD 11A Disclosure of ex-gratia payments N/A FRD12A Disclosure of major contracts N/A FRD15B Executive officer disclosure FS FRD 21B Responsible person and executive officer disclosure FS FRD22F Application and Operation of Protected Disclosure Act 2012 40 FRD22F Application and operation of Carers Recognition Act 2012 40 FRD 22F Application & operation of Freedom of Information Act 1982 39 FRD 22F Compliance with building and maintenance provisions of
Building Act 1993 39 FRD 22F Details of consultancies over $10,000 40 FRD 22F Details of consultancies under $10,000 40 FRD22F Employment and conduct principles N/A FRD 22F Major changes or factors affecting performance N/A FRD 22F Occupational Health and Safety 39 FRD 22F Operational and budgetary objectives and performances
against objectives, plus Performance Priorities 42
FRD24C Reporting of office based environmental impacts N/A FRD 22F Significant changes in financial position during the year N/A FRD 22F Statement of availability of other information 42 FRD 22F Statement of National Competition Policy 39 FRD 22F Subsequent events FS
47
FRD 22F Summary of the financial results for the year 37 FRD 22F Workforce Data Disclosures including a statement on the
application of employment and conduct principles 36
FRD 25B Victorian Industry Participation Policy disclosures 39 FRD 29A Workforce Data disclosures 36 SD 4.2 (g) Specific information requirements F/S SD 4.2(j) Sign off requirements 41 SD 3.4.13 Attestation on Data Integrity 41 SD 4.5.5.1 Attestation on Data Insurance 41 SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 41 Financial Statements Financial statements required under part 7 of the FMA SD 4.2(a) Statement of Change in Equity FS SD 4.2(b) Comprehensive Operating Statement FS SD 4.2(b) Balance Sheet FS SD 4.2(b) Cash Flow Statement FS Other requirements under Standing Directions 4.2 SD 4.2(a) Compliance with Australian accounting standards and other
authoritative pronouncements FS SD 4.2(c) Accountable officer‟s declaration FS SD 4.2(c) Compliance with Ministerial Directions FS SD 4.2(d) Rounding of amounts FS Legislation Freedom of Information Act 1982 39 Victorian Industry Participation Policy (VIPP) Act 2003 39 Building Act 1993 39 Financial Management Act 1994 39/FS Audit Act 1994 39 Food Safety Act and Cleaning Audit Act 40 Infection Control 40 Protected Disclosure Act 2012 (Vic) 40 Carers Recognition Act 2012 40
48
NOTES
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UPPER MURRAY HEALTH & COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2015
APPENDIX A - ALTERNATIVE PRESENTATION OF COMPREHENSIVE OPERATING STATEMENT
2015 2014
$ $
Interest 76,447 90,212
Dividends and income tax equivalent and rate equivalent revenue - -
Fair value of assets and services received free of charge or for nominal consideration - -
Sales of goods and services 2,350,658 2,202,544
Grants 7,362,286 7,457,702
Other Income 107,072 63,693
Total revenue 9,896,463 9,814,151
Employee expenses 7,268,021 7,374,172
Fair value of assets and services provided free of charge or for nominal consideration - -
Depreciation 907,069 878,224
Interest expense - -
Grants and other transfers - -
Other operating expenses 2,131,627 2,127,743
Total expenses 10,306,717 10,380,139
Net result from transactions - Net operating balance (410,254) (565,988)
Net gain/ (loss) on sale of non-financial assets - 1,000
Net gain/ (loss) on financial instruments
Share of net profit/ (loss) from associates/ joint venture entities excluding dividends (125,962) (92,515)
Other gains / (losses) from other economic flows
Total other economic flows included in net result (125,962) (91,515)
Items that may be reclassified subsequently to net result
Changes to financial assets available-for-sale revaluation surplus - -
Total other economic flows included in net result - -
Net result (536,216) (657,504)
