Report2013 C ospital orne - Parliament of Victoria
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annual
report2013L
orne
CH
ommunity
ospital
Annual Report 2013
Contents page
2 Report of Operations & Responsible Bodies Declaration
3 Vision, Mission and Values
4 Community Served
5 Board of Management Committee Structure
6 Organisation Chart
7 Board of Management & CEO’s Report
9 Key Financial & Service Performance Reporting
10 Clinical Services Report
13 Recognition of Donors & Major Fundraising
14 Compliance Requirements
16 Statement of Priorities
Appendix 1
Statement of Priorities
Financial & Service Performance
Activity Funding
Appendix 2
Five Year Analysis of Financial Results
Acronyms used in Annual Financial Statements
Appendix 3
Disclosure Index
Appendix 4 (Rear Pocket)
Annual Financial Statements 2012-2013
2012/13 1
Lorne Community Hospital Annual Report 2011/12
Report of
Operations
Responsible Bodies Position Name Date of Commencement
Declaration President Dr Graeme Murrell 5 September 2006
Vice President Mrs Nola Ganly 26 February 2008
In accordance with the Financial Junior Vice President Ms Chloe Messner 1 July 2009
Management Act 1994, I am pleased Board Member Mrs Jo Stevens 19 August 2008
to present the Report of Operations
Board Member Mr Garry Fenton 1 July 2009
for Lorne Community Hospital for the
year ending 30 June 2013. Board Member Mr John Mortimore 1 July 2009
Board Member Ms Jo Murphy-Hennig 1 July 2011 (to 18 March 2013)
Board Member Mr Gregory Aimers 1 July 2012
Board Member Ms Tracey Slatter 1 July 2012
Board Member Dr Damien Smith 1 July 2012
Dr Graeme Murrell
President – Board of Management
Lorne, Victoria 30 June 2013 Executive Staff
Chief Executive Officer Mrs Janelle Bryce
Director of Clinical Services Ms Kate Gillan
BOARD MEeting Senior Staff
ATTENDANCES 2012/2013 Nurse Unit Manager – Aged Care Mr Brock Shiels
Nursing Unit Manager – Acute Care Ms Helen Lawrie
Board Member No. Att % Att Relieving Nurse Unit Manager- Acute Care Mr Simon Hoey (Nov 2012 - Mar 2013)
Dr Graeme Murrell 11 10 91% Support Services Manager Ms Janet Smartt
Mrs Nola Ganly 11 9 82% Business Manager Mr Michael Markham
Mrs Jo Stevens 11 9 82%
Mr Greg Aimers 11 11 100% Auditors McLean Delmo Bentleys Audit Pty Ltd
Ms Chloe Messner 11 10 91% Appointed by Victorian Auditor Generals Office
Mr Garry Fenton 11 9 82%
Mr John Mortimore 11 10 91% Solicitors Harwood Andrews
Tracey Slatter 9* 9 100%
Mrs Jo Murphy-Hennig 6** 5 83% Bankers Commonwealth Bank of Australia
Dr Damien Smith 11 10 91% Westpac
Bendigo Community Bank
*Resignation tendered on 3 May
2013. Effective date to be advised by Minister for Health Hon Tanya Plibersek MP
Governor-in-Council.
** Resignation tendered on
Minister for Mental Health, Ageing
17 December, effective on
and Social Inclusion Hon Mark Butler MP
18 March 2013.
Minister for Indigenous Health Hon Warren Snowdon MP
Lorne Community Hospital is a public
hospital incorporated under the Minister for Ageing and
Victorian Health Services Act 1988 Minister for Health Victoria Hon David Davis MLC
and operates under the provisions of
the Act.
2 Lorne Community Hospital Annual Report 2012/13
Vision, Mission
and Values
Vision Objects
To enhance the health and wellbeing of our community by
The Objects of Lorne Community Hospital, as per the By-Laws
increasing the diversity and flexibility of services, and building
2012, are:
alliances within our region.
• To organise and provide health care services in Lorne
and in the surrounding district, in particular hospital and
Mission community health services. Also to coordinate services
To provide high quality care through the provision of a range provided jointly with other agencies in accordance
of viable and integrated health, aged and community care with the Act and all existing or future relevant Acts and
services. Regulations.
• To provide residential aged care accommodation and
Values community based aged care services.
Integrity • To utilise appropriate physical and personnel resources,
• We strongly adhere to moral and ethical principles knowledge and technologies available to promote an
optimal level of health and to prevent illness, disability,
• We act with sound moral character and honesty
injury and suffering.
• We earn trust through professional behaviour
• To set and achieve standards consistent with prevailing
• We are loyal to colleagues and the organisation principles of quality patient care and the community’s
health needs.
Respect
• We value the qualities, beliefs and abilities of individuals • To foster continuous improvement in standards through
education and training.
• We have empathy and compassion
• To carry out any function incidental or ancillary to the
• We encourage, support and nourish self esteem
objects in this by-law.
• We positively assist learning and development
Accountability Board Committees
• We are responsible for quality of care, services and The Board may establish Committees/Sub-Committees and
teamwork working parties to:
• We transparently report and explain 1. Identify, consider and advise on management of the
• We are answerable for the consequences resulting entity’s risk;
from our actions 2. Consider and advise on medical appointments;
3. Consider, monitor and advise on the approval of the
Strategic Plan 2013 - 2016 service’s annual budgets, the stewardship of its assets and
Priority 1 – Financial accountability and sustainability the governance of its financial affairs and audits;
Ensure a strategic approach to financial and asset 4. Enable the Service to fulfill its statutory functions in
management that provides targets for performance and relation to the clinical governance of health services
sustainability. provided.
Priority 2 – Enabling people and developing culture
Provide an enabling organisational culture and work
environment that supports staff and the community to
optimize their ability to achieve realistic goals.
Priority 3 – Partnering for positive health outcomes for
our community
Ensure strong and effective partnerships exist with other
providers, people and services to improve health outcomes for
the community.
Lorne Community Hospital Annual Report 2012/13 3
Community
Served
The service catchment area is identified as Lorne and Seasonal Fluctuation
surrounding districts, including Aireys Inlet, Moggs Creek,
Lorne Community Hospital is the only Hospital on the Surf
Eastern View, Fairhaven, Deans Marsh and Wye River. All these
Coast, an area which extends from Torquay to Lorne including
communities are located within the Surf Coast Shire, except
a number of small coastal towns. The region is heavily
Wye River, which is part of the Colac Otway Shire.
promoted as a prime tourist attraction to bring local, interstate
Each of these townships has small permanent populations and overseas visitors.
(together totaling under 4,000) with a large proportion of the
Weekend visitations and day trips have increased with the
coastal homes vacant throughout the year. Local residents
reduced travel time from Melbourne via the Geelong bypass.
experience disadvantage in terms of access to services and
The population in the area swells dramatically with visitors and
limited transport options. Housing affordability, limited access
holiday home owners during summer holidays when the area
to employment, education and childcare are all barriers
can have up to 50,000 visitors. Community demand for Urgent
to permanent residency in these areas. Lorne Community
Care services increases significantly in these peak periods.
Hospital works with local government and other services to
reduce the impact of these factors which are similar to many Holiday dialysis is at its highest demand in the warmer months
rural communities. between December and April.
Recent forecasts suggest that there will be incremental growth Conferences, school camps and major events bring additional
in the Surf Coast Shire through to 2031. The Lorne, Aireys Inlet visitors to the Lorne area. The ‘events season’ is expanding
and Deans Marsh area is expected to average 0.7% growth into the September period with two new events, the Amy
during this period, which is lower than the annual average of Gillett Foundation’s ‘Gran Fondo’ cycle event and the Lorne
2.74% predicted for the Surf Coast Shire. ‘Performing Arts Festival’ attracting visitors outside the
traditional holiday periods. The surrounding locations such as
The age group which is forecast to have the largest
Aireys Inlet and Deans Marsh also hold activities and festivals
proportional increase (relative to its population size) by 2021
throughout the year which attract weekend visitors.
is 65-69 year olds. Lorne Community Hospital is actively
planning and changing the model of care it delivers to meet The Hospital works with the Surf Coast Shire, local Ambulance
the growing need for community based services to support and event organisers to ensure adequate first aid and a
positive ageing. coordinated medical response is available during these
periods. Threat of emergencies such as bushfire or heat wave
Nature and Range of Service occurring in the busy summer period is also considered in
Acute Care planning and staff development.
Urgent Care Service Acute Medical
Post Acute Care Rehabilitation
Paediatrics Haemodialysis
Primary Care
Health Promotion Chronic Disease Management
Occupational Therapy Physiotherapy
Podiatry Planned Activities Group
Home Nursing Domiciliary Midwifery Care
Palliative Care Volunteer Program
Residential Aged Care
High Level Care Respite Care (high or low level)
Diversional Therapy Activities Program
4 Lorne Community Hospital Annual Report 2012/13
Board of Management
Committee Structure
Lorne Community Hospital 2012-2013
Board of Management
President
Graeme Murrell
Board Members
Greg Aimers
Garry Fenton
Nola Ganly
Chloe Messner
John Mortimore
Damien Smith
Tracey Slatter
Jo Stevens
Jo Murphy-Hennig
Finance & Audit Safety & Clinical Governance Asset Management & Community Liaison
Committee Committee Capital Projects Committee Advisory Group
Board Representatives: Board Representatives: Board Representatives: Board Representatives:
• Jo Murphy-Hennig • Nola Ganly (Chair) • Garry Fenton • Nola Ganly (Chair)
(Chair July 2012 – Dec 2012) • Garry Fenton • Greg Aimers • Garry Fenton
• John Mortimore • Damien Smith • Graeme Murrell
(Chair Feb 2012 – current)
• Graeme Murrell (ex-officio) Community Representatives
• Greg Aimers (ex-officio) • David Gallant
• Damien Smith Community Representative: • Susan Truman
• Jo Stevens External Representative: • Leo Dwyer • Jan Spring
• Graeme Murrell • Terry Marshall, • Margaret Cartledge
(ex-officio) Ambulance Vic. In Attendance: • Michelle Wallis
• CEO (Chair) • Lynn Morrison
In Attendance: In Attendance: • Business Manager • Susan Reilly
• CEO • CEO • Support Services
• DCS • DCS Manager In Attendance:
• Business Manager • Health Promotion
Coordinator
• CEO (Secretary)
Lorne Community Hospital Annual Report 2012/13 5
Organisation
Chart
Lorne Community Hospital 2012 - 2013 current at July 2013
Board of Management
Chief Executive Officer
Janelle Bryce
Director of Clinical Services
Kate Gillan
Nurse Unit Manager Support Services Business Manager
– Aged Care Manager
Michael Markham
Brock Shiels Janet Smartt
Nurse Unit Manager • Maintenance Administration
Finance Fundraising
– Acute Care • Cleaning Coordinator
Leanne Komissarov Coordinator
Helen Lawrie • Food Services Margaret Dunn / Katy Kennedy
Andrea Deppeler
• OHS & Fire Risk Sian Marlow
Health Promotion
Coordinator
Heather Ramp
Integrated Care
Coordinator
Julie Walter
Allied Health
Practitioners
Reception Coordinator
Marian McIldowie
6 Lorne Community Hospital Annual Report 2012/13
Board of Management &
Chief Executive Officer’s
Report 2013
We are pleased to report the operations of Lorne Community Sustainable Regional Hospitals Plan
Hospital for the year ended 30 June 2013.
Future sustainability is a challenge for all health services and
is also a focus for government. Lorne Community Hospital is
Quality of Care taking part in a planning project, along with Barwon Health
and other services spanning from Geelong to Portland.
The financial year began with two successful accreditation The initiatives are not just financial they will also streamline
reviews which retained our accredited status in residential aged pathways for patient care, such as by progressing telemedicine
care and the acute service. All standards were achieved and to support smaller hospitals with emergency care.
many were exceeded. The auditors particularly commented
on the robust quality systems in place; and our individualised
approach to improving care for older people. Well done to all Accommodation Unit Project
our staff for ensuring that our local health service is delivered at
Two substantial donations have enabled us to start an exciting
nationally recognised quality standards.
new building program to upgrade the on-site accommodation
for staff, students and doctors. The Dobbyn Bequest and
Strategic Planning the Lorne Op Shop have each contributed $200,000, which
not only provided a substantial financial boost, but also a
During September the Board invited representatives from the strong indication of community support. A further $215,000
community to join Board members and staff to decide the is to be raised to achieve the target, and we are currently
strategic priorities of the service for the coming 3 years. This making a funding application to the Department of Health.
was a productive process that clearly identified ‘partnering for The accommodation will assist with providing the workforce
healthy communities’ as a key theme and many strategies are in needed to meet the increased demand in holiday periods and
progress to achieve this, including closer working relationships in providing 24 hour care throughout the year.
with our communities, the Surf Coast Shire and other health
services in the region.
Patient Satisfaction
Financial Performance Consumer input to health care is critical to improving the
patient’s experience of care. Lorne consistently ranks very
The Hospital has exceeded all budget targets again in 2012-13, highly on the state wide patient satisfaction report, amongst
which has enabled the Board to invest in capital infrastructure the best in the state for small rural health services. We also
works to improve building safety and compliance with ever receive many letters and cards conveying gratitude from
changing regulations. Key achievements have been: satisfied consumers. We always welcome suggestions for
• maintaining high occupancy of aged care beds and respite improvement as we strive to give our patients, clients and
beds residents the best we can provide.
• introducing the integrated model of care and extension of
community based services
• continuing workforce changes to align staffing with new
models of care
• implementing an electronic iprocurement system which
takes advantage of better pricing through collective
purchasing in the health sector
• continuing to build a popular holiday dialysis program
• fundraising successfully with our local community
Lorne Community Hospital Annual Report 2012/13 7
Community Partnering The community came out in full support for both events. We
appreciate contributions of the many who helped in making
Understanding the needs of our diverse community, which
these events such a success. We aim to provide similar sessions
spreads across 4 very different townships, is one of our
each year on topics of relevance. They will no doubt spawn
challenges. We have held some very engaging sessions in the
other local activities to address these important health issues.
local communities, which have led to initiatives that actively
seek to improve health in rural communities.
We have relied on volunteers, and community fundraising to Community Liaison Advisory Group Open Meetings
deliver some of these projects. The Murray to Moyne cycle team Some time ago the CEO and Board established a Community
supports programs for young people, families and children. Liaison Advisory Group. Recently the Minister for Health
This year the Annual Appeal will provide an extra vehicle to required that there be open meetings and we have held several
extend the transport options for accessing appointments of these in different sites in our catchment.
and community care programs, such as activities groups
and aquarobics. This is an excellent example of the power in The Board has been pleased to receive direct feedback from
partnering with our local community. these meetings so we can better understand the issues
impacting on local communities and their access to services.
The meetings have also given our staff the opportunity to
Board of Management provide information about services some in the community
did not know about. In the case of the Wye River community,
Like many organisations in our community the Board of
which is on the edge of our catchment, we have acted on their
Management is made up of Volunteers. The value of this
feedback by following up to offer a joint information session
donation of time and expertise in all these organisations is very
with Otway Health to explain the offerings of both health
much appreciated. I would like to thank the retiring members
services. In Lorne, a Youth Group is being planned with
of the Board who have acted as conduit to the Communities
Lorne Community House following an open meeting at
we provide for, and have contributed their time and expertise.
Lorne Aireys Inlet P-12 College.
Jo Stevens chaired our Finance and Audit committee through
a very difficult period, her experience and persistence was
invaluable. She was followed by Jo Murphy-Hennig who has Staff
had to resign after moving away from the area. Chloe Messner I wish to especially thank the staff of the Hospital. This has been
has attended many Committee meetings for community liaison a time of change, pursuing a new model of care to provide
and fund raising, as well as Board meetings and always brought seamless care from community through to an admission if
a fresh perspective. Nola Ganly knows the Health Department required. Kate Gillan (Director of Clinical Services) has overseen
well and has been Vice President of the Board, chaired the this but the willingness and acceptance of all has made it a
safety and clinical governance committee, and also attended success so far.
many community liaison meetings including as Chair. I thank
them for their service. The Board has also expressed its appreciation of the work
of Michael Markham (Business Manager) during the year,
This year we welcome new members who all have local links improving reports to the Board and empowering line managers
in some way. Ian Brown, Julia Cookson, Andrew Ford and to use finance tools, so facilitating our improving financial
Raymond Jacobson. Their skills complement the existing Board situation.
well and we look forward to a long association.
We hope to continue to build on the success of the past year.
We continue to strive for transparent communication with our
communities and value the relationship with the
Lorne Community and Hospital Auxiliary as well as the
Community Liaison Advisory Group.
Health Forums Dr Graeme Murrell Janelle Bryce
President – Chief Executive Officer
Two very well attended and successful health forums on Men’s Board of Management
Health and Mental Health (Anxiety and Depression) have been
held in the past year. We are grateful to Board member Garry
Fenton who has worked tirelessly with the Health Promotion
Coordinator, Heather Ramp, to understand the issues facing the
community and then engage with local groups to encourage
people to attend.
8 Lorne Community Hospital Annual Report 2012/13Key Financial and Service Performance Reporting WIES activity performance Target 2012-13 actuals Percentage of WlES 100 Not Applicable (public and private) performance to target Cash management Target 2012-13 actuals Creditors
Clinical Services
Report
Urgent Care Services Aged Care Services
The Urgent Care Service provides a very important 24/7 The Commonwealth funded aged care beds were maintained
support to the community with over 2000 presentations per at full occupancy throughout 2012/13 with the respite bed
annum. The attached graph shows the seasonal fluctuation but being maintained at over 70%. Utilising the respite bed at 70%
with a significant number of presentations right throughout the occupancy is an important aspect of the integrated model of
year. care as it is an avenue for providing support and a break for
people wanting to remain in their homes.
Program aims and objectives
Lorne Community Hospital has benefitted this year from the
investment in reflection and review in 2011-12 which resulted
in a clarification of direction and improvement in performance
through 2012-13. The integrated model of care, introduced last
year has been consolidated and has become part of the ‘way
we do things’. It has provided a very ‘person-focused’ approach
and has ensured we have supported the community in their
Acute Care Services own homes to stay well and healthy and avoid a hospital
admission where possible.
Consistent with health industry trends, acute care admissions
decreased over the past year although dialysis admissions The new Strategic Directions 2013-16 picked up the theme
increased. The introduction of the ‘Integrated Model of Care’ in with the Strategic priority 3 being “Partnering for positive health
2012 was designed to support people in the community to try outcomes for our community”.
to avoid acute admissions - this has clearly been successful.
The health service provides a comprehensive array of care
including:- urgent care and acute admission beds, renal
dialysis, residential aged care service, community care
services, including:- nursing, physiotherapy, occupational
therapy, podiatry, planned activity groups and exercise groups
and health promotion. There is a strong positive working
relationship with the general practice underpinned by good
multidisciplinary communication.
10 Lorne Community Hospital Annual Report 2012/13Reflections and achievements Changes and challenges
One of the key achievements is the turnaround in financial The Health Industry is in a state of very significant change and
success, particularly as it is coupled with an improvement in the Lorne Community Hospital is focussed on embracing these
quality of care and better outcomes. The hard work of review changes, ensuring they are implemented intelligently for the
and reform has paid off in a comprehensive fashion. benefit of the community.
There has been considerable focus on developing workforce. The National Safety and Quality Health Care Standards (NSQHS)
The needs of the service changes over time and it is critical that have been introduced by the Australian Commission on Safety
workforce skill and capability change as well. The following are and Quality in Health Care. The NSQHS now form a part of the
new staffing types: external accreditation requirements along with Aged Care
• Allied Health Assistant – able to provide care alongside accreditation and Community Common care standards. The
Physios and other Allied Health professionals. management of the array of accreditation processes provides a
significant challenge for a small service and as it is hoped that
• Rural & Isolated Practice Endorsed Registered Nurses
over time there will be a more streamlined approach.
(RIPERN’s) – able to provide primary care to patients in the
Urgent Care service. Legislative and Government policy changes include the new
‘Living longer, Living better’ approach to aged care reform.
Alongside training of new staffing classifications, there has
These reforms will have a significant impact on the aged care
been a focus on deepening the knowledge and capability
service and is being watched closely as the legislation unfolds.
of existing staff and ensuring there is a reliable and capable
workforce to meet the service needs. Maintaining a flexible and accessible workforce to meet the
community needs is always a challenge in a remote location
There has been considerable focus on growing the renal
and there is great excitement that the Hospital will soon
dialysis service as it is a very important service to be able to
be able to provide appropriate accommodation options to
offer both local clients as well as those who are visiting the area.
enable us to attract the workforce we need for the seasonal
A ‘Holiday Dialysis’ brochure was developed and distributed
fluctuations of the service. The generous support of the
on key websites as well as through dialysis units throughout
community has ensured that there is nearly a full commitment
the country. The operating hours for the high activity summer
of pledges to meet the cost of the project.
period have been extended to provide greater access during
the peak period.
Health promotion is an important focus for our service as it
provides the community with the knowledge and confidence
to maintain good health and potentially avoid poor health
outcomes. Along with all the usual health promotion
priorities such as building resilience in our school children
and promoting workplace health etc, two very popular health
forums were offered to the community. The ‘Men’s Health
Night’ attracted over 100 attendees and provided an excellent
presentation around men’s health issues. Additionally the forum
on anxiety and depression stemmed from a workhealth review
and was well received by both staff and the wider community.
Lorne Community Hospital Annual Report 2012/13 11Clinical Services
Report -continued
There has been a concerted focus this year on working at a staff safety are at the forefront of our thinking. The Leadership
state-wide level to contribute to a model to provide X-ray program this year has focussed on the Line Managers and After
services to rural locations using nurses and allied health as X-ray Hours Coordinators enhancing their leadership capability and
operators. Lorne Community Hospital piloted the program increasing confidence in managing others.
in 2010 and it was evaluated by KPMG and found to have
very important community benefits. Sadly the process for
developing the model has been tainted by industrial issues and
Future directions
Lorne has been the target of ill-informed media attention. At all
times the X-ray service at Lorne has met all its quality targets in Lorne Community Hospital remains dedicated to the vision of
providing an excellent program with well trained staff using the providing a high quality integrated sustainable health service
best equipment. With the state-wide model now complete, it is for our diverse communities. In an environment of policy
anticipated the X-ray service at Lorne will be replicated in other change it is critical that Lorne Community Hospital remain
small communities who can benefit from the additional health focussed and accountable to meet the changing community
resources in their communities. needs.
We continue to focus on building a strong workplace culture
within the service, enhancing the leadership capability of the
Kate Gillan
team, deepening understanding and embedding the values of
Director of Clinical Services
integrity, respect and accountability and ensuring patient and
12 Lorne Community Hospital Annual Report 2012/13Hugo Johnston pictured with his gift
from the Hospital of artwork produced
by Aireys Inlet primary school students
Recognition of Donors
and Major Fundraising
What a supportive year in fundraising! The purpose of this fund in memory of Jy Morton is for the
Hospital to use the interest that accumulates to fill gaps in
Our community keeps showing the commitment that they
community wellbeing.
have to care for each other through supporting our Hospital.
Fundraising comes in all shapes and in all sizes and we truly Thank you to all for your support of our work for our community.
appreciate each and every gift.
Through a bequest from Lorna Dobbyn through her husband’s Lorne Community & Hospital Auxiliary
estate, we have been so fortunate to be able to kick start the
fundraising to redevelop the onsite accommodation for medical
Donations Received /Items Reimbursed:
staff. 01/07/2012 – 30/06/2013
The remarkable volunteers of the Lorne Community and Hospital Item Amount
Auxiliary have pledged $200,000 towards this project. The ‘Op Reversing Camera for Community Bus $879.00
Shop’ are truly an amazing group able to raise, invest and be Metron Vectorsonic Ultrasound $2,550.00
Bioex Exercise Pro 1 $432.00
guardians of this money for our community. The Op Shop has also
Triflo Resprioflo Respiratory Exercise S $26.00
supported the Hospital throughout the year again fulfilling many Digital Chair Scale $1,590.00
requests for extra items including exercise equipment, water tanks Rhino Water Tank $37,621.00
and chairs for residents and nurses. Replacement TV $2,357.00
4 Wireless Headphones $683.00
This year we have also benefited from bequests from past Printing of Service Guide $2,216.00
residents and patients. We are able to direct legacies left to the 9 Ergonomic Chairs for Nurses $1,600.00
hospital to services or equipment to meet the wishes of those External Intercom $2,331.00
who choose to make such a thoughtful gift. We have also enjoyed Cardiac Halter Monitor $3,072.00
Concertina Door $1,158.00
meeting with members of our community who choose to make
Free to Walk Trial $354.00
significant donations while they are still able to utilise the services Treadmill $3,500.00
their generosity will fund, and then there is the fundraising that Elliptical Trainer $2,272.00
others do. All the spare change in the donation tins around Lorne Rowing Machine – Matrix $1,181.00
does add up- thank you! Annual Appeal Donation $10,000.00
Total $73,822.00
For another year Hugo Johnston put on the leaders hat for the
Murray to Moyne team. This annual bike ride involves months of
planning and fundraising events which include a sell-out dinner, Major Donations & Bequests Received:
auction and sponsorship from local businesses. 01/07/12 - 30/06/13
Annual Appeal 2012 $1,770.00
This year we nominated Hugo for the ‘Graham Woodrup Memorial Annual Appeal 2013 $79,819.00
Award’, and were thrilled that he won! It is awarded to someone Bell Charitable Trust $5,000.00
each year who has displayed ‘exceptional effort and inspiration’ Bequests $941,909.00
to others in the course of his/her team’s involvement with the Foodworks 2013
Murray to Moyne Spinners $35,621.00
Murray to Moyne, In memory of ‘Woody’.
General Donations $2,895.00
We are appreciative to again receive a donation from fundraisers In Memorial Donations $2,310.00
in Aireys Inlet to assist the ‘Jy Morton Specific Purpose Fund’. Jy Morton Specific Purpose Fund $25,000.00
Surf Coast Shire Wise & Wild $800.00
Total $1,095,124.00
Lorne Community Hospital Annual Report 2012/13 13Compliance
Requirements
Attestation on Data Integrity Attestation for Compliance with
I, Janelle Bryce certify that the Lorne Community Hospital
the Australian/New Zealand Risk
has put in place appropriate internal controls and processes Management
to ensure that reported data reasonably reflects actual
I, Janelle Bryce certify that the Lorne Community Hospital
performance. The Lorne Community Hospital has critically
has risk management processes in place consistent with the
reviewed these controls and processes during the year.
AS/NZS ISO 31000:2009 (or an equivalent designated standard)
and an internal control system is in place that enables the
executive to understand, manage and satisfactorily control risk
exposures. The Board of Management verifies this assurance
and that the risk profile of the Lorne Community Hospital has
Janelle Bryce
been critically reviewed within the last 12 months.
Chief Executive Officer
Lorne, Victoria
24 June 2013
Attestation for compliance with
Janelle Bryce
the Ministerial Standing Direction Chief Executive Officer
4.5.5.1-Insurance Lorne, Victoria
24 June 2013
I, Janelle Bryce certify that the Lorne Community Hospital has
complied with Ministerial Direction 4.5.5.1 - Insurance.
Building Act 1993
Health services are required to periodically carry out an
assessment and report on the condition of their built
assets. Recommendations from a Fire Safety Audit and Fire
Janelle Bryce Risk Assessment undertaken in December 2011 are being
Chief Executive Officer implemented during 2013 to upgrade the Lorne Community
Lorne, Victoria Hospital to current standards. This will ensure full compliance
24 June 2013 and assurance that built assets are protected.
Directions of the Minister for Finance Annual Fire Safety Certification is submitted to the
Department of Health to verify compliance with maintenance
The Lorne Community Hospital is respondent to the Financial
of the essential safety measures. In the process of new
Management Act 1994. The Act requires all public bodies,
construction or modification of the building, the service
such as Lorne Community Hospital to prepare an Annual
engages architects, engineers and builders who are registered
Report, which is submitted, to the Minister prior to tabling
with the Building Practitioner’s Board. Under this engagement,
in Parliament by 17 September 2013. The information in
the health service ensures that all buildings and renovations
this report addresses the requirements for an accountable
comply with the Australian Standards and the Building Codes
business practice and acts as an information tool for the
of Australia.
Government and community. Additional information as
specified in FRD 22 is retained by the Accountable Officer
and is available on request, subject to the provisions of the
Freedom of Information Act 1982.
14 Lorne Community Hospital Annual Report 2012/13Freedom of Information Act 1982 Victorian Industry Participation
The Freedom of Information Act 1982 provides the right
Policy Act 2003
to obtain information held by Lorne Community Hospital. The Victorian Government requires public bodies and
Requests under the Act are made in writing to the departments to report on the implementation of the Victorian
Administration Officer. The Chief Executive Officer is the Industry Participation Policy (VIPP). Lorne Community Hospital
organisation’s Authorised Officer. The majority of requests is required to report the application of VIPP against any tenders
received annually are from patients or their authorised greater than $1 million. During 2012-13 no tenders were let or
representatives for release of medical record information. completed with a value greater than $1 million.
In the year ended 30 June 2013, four (4) applications for access
to documents under the Freedom of Information Act were
received.
National Competition Policy
Lorne Community Hospital complies to the degree applicable
with the Competitive Neutrality Policy Victoria.
Employment Practices
Lorne Community Hospital is committed to the principles
of merit and equity in the workplace with respect to
employment, promotion and opportunity. Selection processes
reflect equal opportunity and diversity principles. The
organisation recognizes the Public Sector Code of Conduct
and actively promotes a positive working environment and
values based culture, which includes a code of conduct for
staff and volunteers.
Gender Balance Male Female
Board 55% 45%
Senior Staff 33% 66%
Lorne Community Hospital Annual Report 2012/13 15Statement of Priorities
Strategic Overview
Priority Action Deliverable Outcome
Developing a system Explore opportunities to develop Continue to implement an An Integrated Model of Care has
that is responsive to strategies that support greater Integrated Model of Care to address been implemented. Two new
people’s needs service responsiveness for diverse the changing community needs allied health assistants roles are
populations. identified in the Service Plan 2011. in place.
This involves:
• Establishing new allied health Allied health services delivery,
assistant roles in the community increased by a total of 20.7%.
team. Allied health service to the
community will be increased by Implementation of the
10%. governance processes around
• Safely increase patient access the RIPERN role is complete and
to primary care assessment by operating well.
RIPERN’s (Rural and Isolated Practice
Endorsed Registered Nurse) by
establishing the governance
systems to support their practice.
Improving every Collaborate with key partners Continue involvement with Involvement includes
Victorian’s health such as members of local PCP, the Geelong Region Alliance (G21)*, • Participation in both Surf
status and newly formed Medicare Locals, Barwon Medicare Local and Coast Shire and G21 health and
experiences community health services and sub-regional planning to achieve wellbeing plan consultations.
Aboriginal health service providers partnerships that will address local • Presentation to LCH Board by
to support local implementation priorities for delivery of primary CEO of Barwon Medicare Local.
of relevant components of the care services and health promotion • Participation in several
Victorian Health and Wellbeing Plan programs targeted at young activities with Barwon Medicare
2011–2015. children and families. Local relating to after hours GP
care, telemedicine and
Consider new models of care *Geelong Region Alliance is a formal collaboration opportunities.
and more coordinated services alliance of government, business • Participation in the Sustainable
to respond to the specific needs and community organisations Regional Health Services plan
of people with priority clinical working together to improve for the Barwon South West
conditions. the lives of people within the Region.
Geelong region across five member
municipalities – Colac Otway, 100% of Home and Community
Golden Plains, Greater Geelong, Care clients receiving nursing
Queenscliffe and Surf Coast. and planned activity services
have goal directed plans
Continue to implement an consistent with the active
Integrated Model of Care that service model. A project is
provides a person centred approach underway to incorporate allied
with improved multidisciplinary health services into this model.
care planning and coordination.
100% of clients will have a goal
focused service plan.
16 Lorne Community Hospital Annual Report 2012/13Priority Action Deliverable Outcome
Expanding service, Identify opportunities to address Develop and document the role of The Integrated Model of Care
workforce and workforce gaps by optimising allied health assistants and enrolled has been fully documented and
system capacity workforce capability and capacity, nurses in the LCH integrated model evaluated.
and exploring alternative workforce of care.
models. 100% of all staff completed
Continue to develop the reporting mandatory education either
capability of the online training through online training or at a
system for staff, delivering an annual face to face education session.
mandatory education report. RIPERN role established and GP
call out minimised.
Establish the role of RIPERN nurses
and ensure that GP call out data is
being effectively measured with the
aim of decreasing after hours call
outs over time.
Increasing the Develop and support alternative Achieve 2012-13 budget targets Budget targets exceeded.
system’s financial arrangements that drive greater by using iprocurement system
sustainability and financial productivity and on Oracle and Powerbudget Cost centre reporting at
productivity sustainability through more efficient to improve financial analysis, program level has been
purchasing of non- clinical services. monitoring and control. achieved.
Examine and reduce variation in Ensure all budgeting and reporting
administrative overheads. against targets is at program level.
Implementing Develop and implement Complete a gap analysis against Gap analysis completed with
continuous improvement strategies that better the national safety and quality minimal gaps identified. Self-
improvements and support patient flow and the quality standards by end of 2012 and assessment of Standards 1-3
innovation and safety of hospital services. commence developing systems to completed.
address gaps.
Increasing Implement systems that support Complete implementation of the Safety and Clinical Governance
accountability & streamlined approaches to clinical organisation’s Safety and Clinical Plan for 2012 implemented and
transparency governance at all levels of the Governance Plan for 2012 and evaluated.
organisation. commence updating to reflect New 2013-14 Safety and Clinical
National Standards in 2013. Governance plan incorporates
national standards.
Ensure 100% of risk reporting is in
accordance the organisation’s Risk
Guidelines.
Improving utilisation Trial, implement and evaluate Identify opportunities with service Telemedicine has been
of e-health and strategies that use ICT as an enabler providers for use of telemedicine, introduced into the LCH
communications of better patient care. video consultations and online Urgent Care service with a local
technology services and establish at least one protocol to provide clinical
new protocol with another service support from Barwon Health’s
provider for the use of telemedicine emergency department.
and video consultations. A further stage will develop
this into a Barwon region wide
protocol.
Lorne Community Hospital Annual Report 2012/13 1718 Lorne Community Hospital Annual Report 2012/13
Lorne Community Hospital Annual Report 2012/13 19
20 Lorne Community Hospital Annual Report 2012/13
Financial Statements attached Lorne Community Hospital Phone: (03) 5289 4300
Albert Street, Lorne, Victoria, 3232
Phone (03) 5289 4300
Fax: (03) 5289 2313
www.lornecommunityhospital.com.auAppendix 1 Statement of Priorities Financial performance Key performance indicator Target Outcome Operating result Annual operating result ($m) $0.001m $0.272m Cash management Creditors < 60 days 28 Debtors < 60 days 31 Service performance Key performance indicator Target Outcome Quality and safety Health service accreditation Full compliance Achieved Residential aged care accreditation Full compliance Achieved Cleaning standards Full compliance 100% Submission of data to VICNISS (1) Full compliance Achieved Hand Hygiene(rate) 70 84% Victorian Patient Satisfaction Monitor: (OCI) (2) 73 No Result (*) Consumer Participation Indicator (3) 75 92.8% People Matter Survey Full compliance Achieved (1) VICNISS is the Victorian Hospital Acquired Infection Surveillance System. (2) The target for the Victorian Patient Satisfaction Monitor is the Overall Care Index (OCI) which comprises six categories (3) The Consumer Participation Indicator is a category of the Victorian Patient Satisfaction Monitor (*) There is insufficient data to report (n
Lorne Community Hospital Annual Report 2012/13
APPENDIX 2
Summary Of Financial Statements For The Year With Comparative Results For The
Preceeding Four Financial Years.
2013 2012 2011 2010 2009
6,109,212 5,450,839 5,575,396 5,068,430 4,533,060
Total Expenses
6,920,863 5,233,853 4,688,962 4,367,700 4,311,378
Total Revenue
Operating 811,650 (216,985) (886,434) (700,730) (221,682)
Surplus/(Deficit)
Retained Surplus/
(Accumulated 7,622,615 6,810,965 7,027,950 7,902,739 8,603,469
Deficit)
17,342,843 16,412,204 16,637,286 17,435,145 18,058,325
Total Assets
1,113,228 994,239 1,002,336 925,406 847,856
Total Liabilities
16,229,615 15,417,965 15,634,950 16,509,739 17,210,469
Net Assets
16,229,615 15,417,965 15,634,950 16,509,739 17,210,469
Total Equity
List Of Acronyms Used In The Annual Financial Statements
ATO Australian Taxation Office
AAS Australian Accounting Standards
AUS Australian Specific Paragraphs
FRD Financial Reporting Directions issued by the Dept of Treasury and Finance
SD Standing Directions authorised by Minister for Finance
LSL Long Service Leave
HSA Health Services Agreement
RAC Residential Aged Care
DoH Department of Health
GST Goods and Services taxLorne Community Hospital Annual Report 2012/13
APPENDIX 3
Disclosure Index
The annual report of the Lorne Community Hospital 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.
Note: This Disclosure Index consists of 2 pages, and is not required to be completed by
denominational hospitals.
Legislation Requirement Page Reference
Ministerial Directions
Report of Operations
Charter and purpose
FRD 22C Manner of establishment and the relevant Ministers 12, 196
FRD 22C Objectives, functions, powers and duties 12
FRD 22C Nature and range of services provided 12
Management and structure
FRD 22C Organisational structure 12
Financial and other information
FRD 10 Disclosure index 15, 37
FRD 11 Disclosure of ex-gratia payments 16, 201
FRD 15B Executive officer disclosures 12
FRD 21B Responsible person and executive officer disclosures 16, 196-
198
FRD 22C Application and operation of Freedom of Information Act 1982 14
FRD 22C Application and operation of Whistleblowers Protection Act 2001 14
FRD 22C Compliance with building and maintenance provisions of Building 14
Act 1993
FRD 22C Details of consultancies over $10,000 14
FRD 22C Details of consultancies under $10,000 14
FRD 22C Major changes or factors affecting performance 14
FRD 22C Occupational health and safety 14
FRD 22C Operational and budgetary objectives and performance against 14
objectivesLegislation Requirement Page Reference
FRD 22C Significant changes in financial position during the year 14
FRD 22C Statement of availability of other information 13
FRD 22C Statement on National Competition Policy 15
FRD 22C Subsequent events 14, 202
FRD 22C Summary of the financial results for the year 14
FRD 22C Workforce Data Disclosures including a statement on the 13
application of employment and conduct principles
FRD 25A Victorian Industry Participation Policy disclosures 12, 16
SD 4.2(j) Sign-off requirements 11
SD 3.4.13 Attestation on data integrity 34
SD 4.5.5.1 Attestation on data insurance 35
SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk 36
Management Standard
Financial Statements
Financial statements required under Part 7 of the FMA
SD 4.2(a) Statement of changes in equity 56
SD 4.2(b) Comprehensive operating statement 47
SD 4.2(b) Balance sheet 52
SD 4.2(b) Cash flow statement 59
Other requirements under Standing Directions 4.2
SD 4.2(a) Compliance with Australian accounting standards and other 67
authoritative pronouncements
SD 4.2(c) Accountable officer’s declaration 44
SD 4.2(c) Compliance with Ministerial Directions 67
SD 4.2(d) Rounding of amounts 72
Legislation
Freedom of Information Act 1982 14
Victorian Industry Participation Policy Act 2003 12, 16
Building Act 1993 14
Financial Management Act 1994 1You can also read
