You matter. We care about you - ANNUAL REVIEW LITTLE COMPANY OF MARY HEALTH CARE LIMITED - Calvary Health Care
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You matter.
We care
about you.
LITTLE COMPANY OF MARY
HEALTH CARE LIMITED
ANNUAL REVIEW
2017/2018
Continuing the Mission of the Sisters of the Little Company of Mary
Continuing the Mission of the Sisters of the Little Company of Mary / 1
You matter.
The Community Care Story The Retirement Communities Story The Hospitals’ story We care
Calvary Community Care has been supporting people
in their own homes and communities for over 20 years.
Calvary Retirement Communities (CRC) provides
quality care and services within a supportive
Calvary has four public and 11 private hospitals that provide acute and
sub-acute care. Eleven of our hospitals work together to provide
about you.
We deliver a range of aged care, disability and other
support services that enable independence, improve
environment in which residents are respected for
their individuality. CRC has 14 residential care facilities
complementary care across the regions in which they operate including:
three hospitals in ACT, four hospitals in South Australia and four hospitals Caring for
Australians
social connections and promote positive health and and three stand-alone independent living villages across in Tasmania, including two hospitals in Hobart and two hospitals in
wellbeing. NSW, SA and the ACT. Launceston. Our single hospitals in Riverina, Sydney, Newcastle and
since 1885
Melbourne work closely with local health area networks to provide valued
services for our communities.
AGED AND COMMUNITY CARE SERVICES HOSPITALS
OUR PEOPLE OUR PEOPLE OUR PEOPLE
1,631 1,373 8,005 1,140
SUPPORT WORKERS FACILITY STAFF
1,342 3,004 1,126
SUPPORT STAFF SUPPORT STAFF
289 247 employees volunteers
CARE STATISTICS CARE STATISTICS CARE STATISTICS
2,030 217,383
1,292,336 1,945,732
Total hours million hours Total hours
of care of care beds admissions
AVERAGE LENGTH OF STAY
The Calvary story
CLIENTS RESIDENTS
6.96 105,855 Calvary has provided health care
to the most vulnerable Australians,
9,172 1,128
MALE MALE
2,994 335 days home care visits including those reaching the end
FEMALE FEMALE
of their life, since the arrival in
Australia of the Sisters of the Little
6,178 793
482,982 3,969
Active clients Active residents
Company of Mary in 1885. We are
a charitable Catholic not-for-profit
78 years old 83 years old outpatients births organisation operating across six
states and territories in Australia
118,450 122,387
with 15 public and private hospitals,
SERVICES & LOCATIONS SERVICES & LOCATIONS 17 Retirement and Aged Care
facilities, and a national network of
19 102 17 366 1,176
Community Care service centres.
VIC TAS NSW surgical procedures emergency department
NSW SA ACT
ACT NT SA
presentations NATIONAL OFFICE
Level 12/135 King Street
Service Centres Service types Facilities ILUs NSW & ACT Beds SERVICES & LOCATIONS Sydney NSW 2000
15 Hospitals
NSW, ACT, SA, TAS & VIC 59 Service types
As at 30 June 2018
2 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 3
Contents Foreword from the Chair
00 INSIDE FRONT COVER Calvary Ministries
The Calvary Story
01 Foreword from the Chair, Calvary Ministries
01 Our Mission “All we do is for God, and if no one sees what we do but God,
so much the better.” Writings of Venerable Mary Potter.
02 The Spirit of Calvary
03 Message from the Chair, Little Company of Mary Health Care Venerable Mary Potter had a vision for the My term as Chair of Calvary Ministries
Calvary spirit to live through the Sisters of finished a few months after the end of this
04 OUR STRATEGY AND YEAR IN REVIEW the Little Company of Mary, and through financial year, so this is my last message
06 Message from the National Chief Executive Officer what she called the Greater Company to you.
of Mary, which includes all who share
07 Strategic Intent 2018-2023 Calvary Ministries is a church body
this journey of spirit and service across
08 Caring for our resources established by the Sisters so that their
the Calvary organisation in retirement
ministries and the charism of Venerable Mary
10 – Review of operations communities, hospitals and community care.
Potter could live on and thrive in Australia,
12 – Profit or Loss The work, the sacrifice to God and the even though the number of Sisters is on the
13 – Balance Sheet humanity of the Sisters of the Little decrease, and the age of those remaining is
Company of Mary in Australia since 4 on the increase. We all owe a huge debt of
14 Partnering and planning for the future November 1885, has set the foundations for gratitude to the Sisters for their foresight,
16 – Highlights what Calvary is today. hard work and commitment. We stand on
their shoulders.
18 – Capital developments When we succeed in sharing the Calvary Bill d’Apice
spirit with those whom we serve, lives are It has been an honour and a privilege to play
22 Caring for our people and working environment touched for the better. Over the course of my little part and to serve as the initial Chair
25 – People, Values and Culture the year, people touched by Calvary have of Calvary Ministries. I leave Calvary Ministries
reflected on what this means to them. Trustee Board in very good hands under the
25 – Evaluating our mission capable leadership of the Hon. Michael Lee
Here are two examples:.
26 – Our people as its new Chair.
27 – Training and development
28 – Workplace health and safety review “I have a deep regard for the values of
I thank the LCM Health Care Board of
Directors ably led by the Hon. John Watkins
Our Mission
Calvary and have empathy, respect and
AM, the National Executive Leadership team
30 Excellence in care admiration for Mary Potter and all she
led by Mr Martin Bowles PSM, and all Calvary We bring the healing ministry
achieved in her lifetime. I always choose of Jesus to those who are
32 – Patient safety and quality indicators leaders for their dedication, attention to
to attend ‘Mary Potter Day’ to celebrate
33 – Patient experience surveys her and all she did to help others. The
detail and stewardship of our mission. sick, dying and in need
34 – Palliative and end of life care loneliness aspect of her care resonates I also wish to thank my fellow Trustees and through ‘being for others’:
deeply with me. the dedicated staff of Calvary Ministries for
38 – Industry Awards
their support and commitment. – In the Spirit of Mary
To say “rewarding” is very cliché, but
40 OUR SERVICES for me, seeing my clients happy to see The Trustees offer their continued support, standing by her Son on
42 Our locations me walk through their door is the best and I can assure you that you are in their Calvary;
44 Services by region feeling in the world. It makes me want thoughts, hopes and prayers. On behalf of
to be the best I can be. I love being a Calvary Ministries, the Trustees thank you –T
hrough the provision of
44 – Australian Capital Territory part of the Calvary family.” all for carrying on the important work and quality, responsive and
45 – New South Wales traditions of the Sisters of Little Company
Staff member
of Mary.
compassionate health,
48 – South Australia and Northern Territory
community and aged care
50 – Tasmania and Victoria
BILL D’APICE services;
52 GOVERNANCE CHAIR, CALVARY MINISTRIES
“Talking to a lovely lady who came to –B
ased on Gospel values;
54 About Calvary governance
massage and oil my arms and hands, and
56 Little Company of Mary Health Care Board of Directors not only felt great but she was also an
58 Calvary National Executive Leadership Team adept conversationalist. – In celebration of the rich
I sat contemplating a while and thanked heritage and story of
60 BACK COVER
God, as well as commended the kind the Sisters of the Little
60 Calvary Directory hearted staff and volunteers; people that Company of Mary.
not only serve, but give of themselves.
One touch, one remark, one expression
of empathy would be more beneficial
than medicine, to build up a patient’s will
ACKNOWLEDGEMENT OF LAND COVER IMAGE to fight his malaise.
AND TRADITIONAL OWNERS Our cover features Mary and Calvary’s It works; I have been through it.
Calvary acknowledges the Traditional Custodians and Owners of the lands on which all community palliative care nurse Jenny.
Mary was one of the first patients admitted I leave Calvary with a heavy heart to
our services operate. We acknowledge that these Custodians have walked upon and my lonely existence at home, but I will
cared for these lands for thousands of years. We acknowledge the continued deep to Calvary North Adelaide’s new community
palliative care service that commenced always remember the peaceful and
spiritual attachment and relationship of Aboriginal and Torres Strait Islander peoples to happy time I was given.
this country and commit ourselves to the ongoing journey of reconciliation. Aboriginal in September 2018. Mary values and
and Torres Strait Islander people are respectfully advised that this publication may appreciates the care and support she Thank you and God bless you.”
contain the words, voices, names, images and/or descriptions of people who have requires at home following an admission
to the oncology ward at Calvary North Patient
passed away.
Adelaide. See page 17 for more details.
4 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 1
Message from the Chair
Little Company of Mary Health Care (LCMHC)
The mission of Venerable Mary Potter, • Privacy requirements, cyber security and
and the work of the Sisters of the Little Enterprise Risk Management;
Company of Mary in Australia for over 133
• Ensuring that Calvary has appropriate
Spirit of Calvary
years, inspires each of our services, the
Medical Grade Infrastructure;
staff and volunteers to provide high quality,
compassionate heath, aged and home care • Developing our position on and preparing
to thousands of Australians in need. the organisation for the introduction of
Being for others While a continuing industry-wide downturn
euthanasia in Victoria;
in private hospital throughput results in • Strategy in relation to Capital Expenditure
subdued revenue levels, Calvary continues and Cash Flow Management;
Everyone is welcome. to trade strongly. Much needed reform,
• The redevelopment of Calvary Health Care
funding pressures and changes in the aged
Bethlehem;
You matter. We care about you. and home care sectors continue to focus the
Board’s attention. • The ongoing integration into the
Calvary family of Flora McDonald and St
Your family, those who care for A new National Chief Executive Officer,
Martin Bowles, PSM joined the organisation Catherine’s Retirement Communities in
you, and the wider community in November 2018 to assist the board South Australia;
we serve, matter. lead our mission. Martin has a wealth of
experience gained during his almost 40
• Finalising the Calvary Ryde Retirement
Community redevelopment plan together
The Hon. John Watkins AM, Chair
years as a senior public servant. For the with strategies to minimise disruption for
Your dignity guides and shapes last 11 years he was Deputy Secretary in existing residents;
the care we offer you.
the Departments of Defence and then
Climate Change, and then the Secretary • The development of Calvary Adelaide
of the Department of Immigration and Hospital; and
My sincere admiration
Your physical, emotional, Border Protection, followed by three years
• Strengthening our partnerships with and appreciation goes
as Secretary of Health. Calvary is the richer
spiritual, psychological and for Martin’s diverse experience, as well as his
respect to procurement, locally and
globally. to our staff throughout
social needs are important to us. incisive strategic and leadership skills.
Our hospitals, aged care and community
Calvary. Their work each
The board is focused on creating a culture
facilities are very fortunate to have excellent day brings a human face
We will listen to you and to of accountability and transparency, of clear
assistance from a committed volunteer to the mission of Calvary
messaging about Mission and expectations
those who care for you. for organisational behaviour. We remain
community. I also thank members of the
auxiliaries who operate within our services.
and they are our greatest
We will involve you in your care. committed to prioritise services for the poor
and vulnerable. We appreciate members
The funds these groups raise are significant, ambassadors. Their positive
enabling us to provide leading edge care contribution is evidenced by
of our organisation who respond to the
We will deliver care tailored pain felt by other members, as well as the
in some instances where funds are not
otherwise available. Most importantly
donations, bequests, letters
to your needs and goals. positive impact of compassionate leadership
they are a visible part of the communities of praise and ongoing highly
both on employees and those with whom complimentary feedback
they serve.
they interact. The board reinforces the
Your wellbeing inspires us organisation’s zero tolerance for bullying We acknowledge and thank Sisters Jennifer that filters to our board
with regularity. I commend
to learn and improve. behaviours and harassment. Barrow LCM, Kathleen Cotterill LCM and
their Councils for their unwavering support
We advocate strongly for aged citizens in everyone at Calvary for
of our work. Likewise, we value the support
residential facilities and in particular, those
and guidance of the Trustees, who, led by the service we have been
in the last months of their lives. We have
Bill d’Apice, undertake a critical role in the privileged to offer this year.
inherited a sacred duty from the Sisters of
governance of Little Company of Mary
the Little Company of Mary to do all we
Health Care. Bill retires as the inaugural Chair THE HON. JOHN WATKINS AM
can to ensure the highest quality of care
of Calvary Ministries at the end of this year. CHAIR, LCMHC BOARD
is provided to those who are frail, aged
His work over many years to ensure that the
and dying. To this end, we made strong
mission of the Sisters of the Little Company
submissions to ACT Parliamentarians as they
of Mary is embedded in the Calvary
debated end of life choices.
Ministries’ family has been unwavering,
Areas the board has been addressing this tireless and most professional.
year also include the following:
I am proud to lead an enthusiastic,
• The development of a new Strategic professional and inspirational group of
Intent; directors. We thank our departing director,
Dr Katherine McGrath for over nine years of
• Strengthening clinical governance, high quality and professional service to
particularly the prioritisation of innovation the board.
and improvements in clinical safety, and
the opportunity for Calvary to become a I thank and commend the work of the
champion in this area; National Executive Leadership Team and
all our leaders. They bring a wealth of
• Strengthening safeguarding of children knowledge to the table for the benefit of all
and vulnerable adults, including those who at Calvary.
are aging;
2 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 3
Our strategy and
year in review
Martin Bowles PSM, National Chief Executive Officer.
4 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 5
Message from the National Chief Executive Officer Strategic Intent 2018-2023
You matter. We care about you.
Firstly, let me say that my inaugural year at the behaviours we need to exhibit to live our behaviours and four key areas: Quality
Calvary has been really enjoyable. One of our values. Our behaviours are the most and safety; Care of our people and working
the key attractions of Calvary for me is that significant contributor to the successful environments; Partnering and planning for
I see it as a microcosm of the health System, delivery of our Strategic Intent, featured the present and future; and Caring for our
which creates a tremendous opportunity to opposite. resources.
Our Mission Our Values
look at healthcare from a person-centered We bring the healing ministry of Jesus to those who are sick,
The 2017/18 year was also a busy year on
way, with an integration model in mind. dying and in need through ‘being for others’:
the development front. The new Adelaide
I would like to acknowledge the work of Hospital is progressing well and keeping us
former National CEO Mark Doran, who led very busy. Once complete, this will be one We are moving forward to a • in the spirit of Mary standing by her son on Calvary;
• through the provision of quality, responsive and
Calvary through nine years of significant of the most advanced private hospitals in place where we can not only compassionate health, community and aged care services;
transformation and growth, preparing the Australia. explore our current markets, • based on Gospel values; and
ground well for our next set of opportunities.
Stage one of the theatre redevelopment in but also our new ones. In • in celebration of the rich heritage and story of the
Lenah Valley is now operational. This will Sisters of the Little Company of Mary.
doing so, we are guided by
give us the capacity to grow our business in
Hobart to better serve the local community. our Strategic Intent, focused
I see it (Calvary) as a In 2018, the ACT’s Calvary Bruce Private
on our behaviours and
microcosm of the health Hospital saw its first year of operation. The four key areas: Quality and
System, which creates a Calvary Public Hospital Bruce completed safety; Care of our people Our Vision Our
OurBehaviours
Behaviours
the redevelopment of the maternity services
tremendous opportunity to and working environments; As a Catholic Health, Community and Aged Care • • We
Wewill
willbebe
present,
present, attentive
attentiveand listen
and toto
listen each
eachother.
other.
ward and approval for works to make our
Partnering and planning for provider, to excel, and to be recognised as a • • We
Wewill
willrecognise
recognise the
theachievements
achievements ofof
others.
others.
look at healthcare from a Emergency Department more appropriate
• We will actively involve each other inin
decision making.
continuing source of healing, hope and nurturing • We will actively involve each other decision making.
person-centered way, with an for the patients we see. While challenging, the present and future; and to the people and communities we serve. • • We
Wewill
willbebe
transparent.
transparent.
we are seeing signs of improvement in its
integration model in mind. Caring for our resources. • • We
Wewill
willbebe
accountable
accountable for our
for actions.
our actions.
performance. This is critical for the citizens
• • We
Wewill
willnot look
not looktoto
shift
shiftblame.
blame.
of the ACT.
The health and aged care industry is in a As we contemplate our service offering in I invite you to read more about those in the
state of disruption, in a good way. We seek Launceston, we submitted an unsolicited coming pages.
more than ever to understand and support proposal to the Tasmanian Government
I am enormously proud of the contributions
the unique needs of each individual, moving to build a co-located facility adjacent to Priority: A focus on quality and safety Priority: Care of our people and our
away from a one-size-fits-all model of care. Launceston General Hospital. We have now our people are making towards our patients,
A constant in the current environment progressed this to the second stage. We residents and clients, many of whom are at Build workforce capability to ensure that all staff understand
working environments
is that consumers, regulators, providers are working closely with our medical and their most vulnerable. and are supported to perform their roles and responsibilities
and governments are making different broader community to develop a proposal with maximum effectiveness. Provide safe, equitable workplaces that are welcoming and
It is a privilege to serve our communities
decisions than in the past. The challenge is that will serve the needs of the local respectful of all.
with compassionate health and aged care
anticipating what that may look like so we community in Launceston. Create respectful, collaborative relationships with patients,
and have the opportunity to make a positive
can adapt accordingly. The Aged Care Royal residents, clients, families and community partners from Attract diverse people who value making a difference and
The redevelopment of the Caulfield site difference to their lives; and I thank my
Commission will be a fantastic opportunity which to grow compassionate, person-centered models are willing to contribute a range of complementary skills,
in Melbourne has also progressed as we Senior Executive team and all our people for
to help us find the best way for us to assist of care. motivated by the spirit of ‘being for others’.
received a positive outcome from the VCAT their hard work and support throughout the
our residents and clients in the Aged and
to replace the ageing Bethlehem Hospital year to help make this a reality.
Community Care space. Commit to zero preventable harm and reduce the Entrust, support and equip people to make their best and
with a hospital and residential care facilities.
unplanned variation that leads to such harm, within a most effective contribution to Calvary’s mission to provide
In the private hospital space, we are seeing We are currently developing the formal MARTIN BOWLES PSM
‘high reliability’ framework that prioritises safety and ‘healing, hope and nurturing to the people and communities
quite a lot of volatility as the national reforms proposal for Board endorsement. NATIONAL CHIEF EXECUTIVE OFFICER
continuous improvement. we serve.’
around quality, safety and appropriateness
In South Australia, our Calvary Community
take hold. This coupled with the potential
Care business has also made some inroads
capping of the private health insurance rates
into new business with a new contract with
will see short term pressures on the system Martin Bowles PSM joined Calvary
the South Australian Government. We have
leading to subdued results. in December 2017 and is the former
also developed a palliative care in the home
Commonwealth Secretary of Health.
Priority: Partnering and planning for Priority: Caring for our resources
Even with this volatility, Calvary has made program, the first of which is running in
Martin has played an integral role in the present and the future
some good progress on preparing ourselves Calvary North Adelaide (p17).
changes across the health sector,
for these changes. During the year we
The year was not without its challenges. including the significant reforms to Anticipate future developments and be ready to respond to Upgrade and maintain our facilities, ICT assets, infrastructure,
introduced a new structure that brought our
The most significant of these being the government funding for public opportunities that will impact upon the communities that and work environments and pursue innovative enterprise for
residential aged care (Calvary Retirement
colonoscopy recall of almost 400 patients in hospitals in Australia, to generate Calvary serves. the benefit of our people and our environment.
Communities) and community care (Calvary
Hobart. This was a difficult time, particularly greater efficiency, safety and quality
Community Care) businesses under the
for the patients who were affected. I was in our hospital system. Research partnerships to meet health and social needs Sustain and develop new sources of funding to serve people
one Aged Care and Community Services
proud to see local and national teams now and in the future. now and in the future.
umbrella. This has allowed us to improve our
coming together to work tirelessly to ensure
focus on the residents and clients we serve
the best possible outcome for the patients. Advocate for, and initiate responses to, unmet needs Create opportunities and partnerships to utilise our resources
across the country.
and people experiencing disadvantage in the communities more effectively and efficiently in the service of others.
We will always have to manage difficult
In the hospital sector, we have introduced we serve.
issues, but for me, how the teams come
a regional structure, allowing us to more
together to get the best outcome for our
effectively develop clinical service plans for
patients, the community and Calvary is
the communities we serve.
important.
With the new structure, we are focusing
We are moving forward to a place where we
on leadership and our culture so we can
better deliver on our Mission and Values.
can not only explore our current markets, In 5 years’ time Calvary will...
but also our new ones. In doing so, we are Be the health, community and aged care provider of choice in the markets we serve in delivering integrated, seamless, safe and quality
We have undertaken a lot of reflection using
guided by our Strategic Intent, focused on care with equity and compassion at its base that is appropriate to the individual and community’s needs.
different tools and have focused heavily on
6 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 7
Caring for our resources L-R: Calvary South Australia hospitals’ Finance Team • Carlos Mora Patino, Acting Director Finance, Calvary North Adelaide and Central Districts Hospitals • Naomi Heritage, Acting Finance Manager, Calvary North Adelaide Hospital • Scott Prettlejohn, Director of Finance, Calvary Wakefield and Calvary Rehabilitation Hospitals • Rebecca Lines, Assistant Accountant, Calvary North Adelaide Hospital • Anh Luu, Management Accountant, Calvary Rehabilitation Hospital • Chad Ownsworth, Management Accountant, Calvary Wakefield Hospital 8 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 9
STRATEGIC INTENT Review of Operations
Priority: Caring for our Calvary is pleased to deliver a solid • The continuing Calvary Adelaide
resources surplus of $62.02 million, in a challenging Hospital development due for
industry environment. completion mid 2019
Upgrade and maintain Calvary is unique in that it participates • The Calvary Health Care Bethlehem
integrated care development, receiving
our facilities, ICT assets, in three health and care sectors being:
the Victorian Civil and Administrative
private and public hospitals, aged care
infrastructure and work Tribunal (VCAT) approval to proceed in
$62M
and community care. Each of these
environments, and pursue has had its own set of challenges and May 2018
innovative enterprise for industry dynamics that Calvary has • Calvary Ryde Retirement Community,
the benefit of our people navigated successfully. historic site development receiving
and our environment. Calvary continues to invest its surplus
approval to proceed in July 2018.
funds back into the operations: Calvary has a very strong balance
Sustain and develop new sheet and overall financial position.
sources of funding to serve • Calvary Bruce Private Hospital,
This financial strength will enable the
people now and in the completed in 2017
organisation to pursue opportunities, Total surplus of the managed group
future. • Calvary St Vincent’s Hospital, continue to invest in its people and for reinvestment in our mission.
$6.2 million endoscopy unit and facilities and support a culture of
Create opportunities and cardiovascular laboratory, completed delivering quality and safe care to our
partnerships to utilise our in September 2017 patients, residents and clients.
resources more effectively • The Calvary Lenah Valley Hospital
and efficiently in the operating theatre upgrades due for
service of others. completion in April 2019
Our Services
State Calvary Hospitals Calvary Retirement Calvary Community
Communities Care Centres
Public Private
Australian Capital Territory 1 2 1 1
New South Wales 2 1 14 8
South Australia - 4 2 4
Tasmania - 4 - 1
Victoria 1 - - 4
Northern Territory - - - 1
TOTAL 4 11 17 19
See pages 42-51 for full details of all locations and services.
L-R: Clinical nurses Lauren Few and Sopheap Seng-Le, Calvary Rehabilitation Hospital, South Australia.
10 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 11
Profit or Loss FY18 Balance Sheet
2018 2017 2018 2017
$’000 $’000 Note $’000 $’000
Revenue 1,235,754 1,187,877 Current assets
Cash and cash equivalents 10 296,734 397,661
Other income 35,129 55,313
Trade and other receivables 9 80,664 76,385
Total revenue and other income 1,270,883 1,243,190
Inventories 16,690 13,889
Term deposits 11 257,168 124,248
Employment expenses 758,285 709,984 Other current assets 7,684 8,359
Goods and services 310,253 311,005 Total current assets 658,940 620,542
Finance costs 4,688 1,894 Non-current assets
Trade and other receivables 1,114 943
Depreciation and amortisation 50,049 46,011
Property, plant and equipment 4 822,505 788,862
Other expenses from ordinary activities 116,671 106,859
Investment property 5 3,232 3,286
Total expenses 1,239,946 1,175,743
Intangible assets 6 38,734 39,391
Operating surplus 30,937 67,447 Other non-current assets 364 364
Total non-current assets 865,949 832,846
Capital funding received 31,080 10,370 Total assets 1,524,889 1,453,388
Total surplus 62,017 77,817
Current liabilities
Total comprehensive income 62,017 77,817 Trade and other payables 95,746 93,822
Borrowings 13 9,059 8,788
Employee benefits 20 128,238 119,731
Expenses Revenues Other provisions 16 6,386 5,034
Income received in advance 19,665 17,081
The Group’s expenses from operating activities The Group’s revenue from operating activities
totalled $1,235.3 million (2017: $1,173.8 million). totalled $1,266.8 million (2017: $1,198.2 million). Refundable loans 14 287,474 263,320
Personnel costs represent 61% (2017: 60%) of total Grants and subsidies from Government for Total current liabilities 546,568 507,776
operating expense. hospital and aged care operations totalled
$526.3 million (2017: $472.6 million). Non-current liabilities
Staffing levels for clinical services have increased
during the reporting period with total staff of 7,263 Grants and subsidies represent 42% (2017: 39%) Trade and other receivables 1,085 833
full time equivalents as at 30 June 2018 (2017: of revenue from operating activities.
6,437). The actual number of staff as at 30 June Borrowings 13 84,363 107,895
2018 was 11,155 (2017: 10,843).
Employee benefits 20 14,855 13,668
Other provisions 16 3,216 2,701
Total non-current liabilities 103,519 125,097
Total liabilities 650,087 632,873
NET ASSETS 874,802 820,515
Consolidated cash flow statement
Net cash inflows from operating activities 113,208 120,187
Net cash outflows from investing activities 213,202 146,460
Net cash flow used in financing activities 933 78,728
Net increase/(decrease) in cash 100,927 52,455
Free 463,712 430,792
Tied 90,190 91,117
553,902 521,909
12 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 12 Continuing the Mission of the Sisters of the Little Company of Mary / 13
Partnering and planning for the future Calvary Adelaide Hospital, South Australia. 14 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 15
STRATEGIC INTENT
Priority: Partnering and
planning for the present
and the future.
Anticipate future
developments and be ready
to respond to opportunities
that will impact upon the
communities that Calvary
serves.
Research partnerships to
meet health and social
needs now and in the future.
Advocate for, and initiate
responses to unmet needs
and people experiencing
disadvantage in the
communities we serve.
L-R: Robin Haberecht, Calvary Riverina Private Hospital General Manager with Deputy Prime
Minister and Member for Riverina Michael McCormack and Melissa Neal, Murrumbidgee PHN v.
L-R: The Hon. John Watkins AM, Chair Little Company of Mary Health Care; Bill d’Apice, Chair Calvary Ministries; Meeghan Fitzharris ACT Minister for
CALVARY RIVERINA AND
Health; and Jim Birch AM, Board Director Little Company of Mary Health Care.
MURRUMBIDGEE PRIMARY HEALTH CALVARY NORTH ADELAIDE AND BUPA LAUNCH
NETWORK LAUNCH WOMEN’S PALLIATIVE HOME CARE SERVICE
INITIATIVE In September 2018, Calvary North Adelaide and Bupa launched a Palliative Home Care
Partnering and planning for the future Deputy Prime Minister and Federal Member
for Riverina Michael McCormack launched
Service in response to an increasing desire from patients to be cared for and to die
at home.
Highlights The Women’s Wellness and Recovery
Program at Calvary Riverina Hospital’s
The service helps identify the right balance between home based and inpatient
palliative care and provides increased choice for patients to select the location of their
Drug and Alcohol Centre in Wagga Wagga
care (home or hospice). The service creates a more seamless experience for patients
on 13 April 2018. The $1.8 million program
CALVARY AND SOUTH AUSTRALIA ACT MINISTER FOR HEALTH AND ACT HEALTH FUNDS $2.6 MILLION transitioning between care environments.
will support pregnant women and new
HEALTH PARTNERSHIP CALVARY CHAIR OPEN $77 MILLION MATERNITY WARD UPGRADE
mothers living in the Murrumbidgee region, Service Manager and Palliative Care Nurse Practitioner Kevin Hardy notes that clinical
In October 2018, Calvary Health Care CALVARY BRUCE PRIVATE HOSPITAL ACT Health provided $2.6 million funding experiencing alcohol and drug disorders. studies show a direct correlation between palliative care delivered within the home
South Australia hospitals has partnered ACT Minister for Health Meeghan Fitzharris for Calvary Bruce Public hospital’s maternity environment, and a higher quality of patient and carer experience.
with SA Health to alleviate pressures being ward upgrade. The refurbishment, unveiled The program provides tailored specialised
and Calvary Chair the Hon. John Watkins AM
experienced across the public hospital on Monday 30 July 2018, includes treatment and practical support as early as Palliative Home Care visits vary according to patient need from once a week for ‘stable’
opened the new Calvary Bruce Private
system. Our four hospitals across Adelaide an expanded capacity to 18 beds, a possible. The one-to-one individualised and patients up to several times per day for patients in the last days of life.
Hospital on 27 September 2017. “We are
– including Calvary Central Districts, Calvary reconfigured maternity unit with 10 single community-based support service includes
committed to creating a better health
North Adelaide, Calvary Rehabilitation and rooms and four large twin rooms, a patient drug education, specialist treatment
system in the ACT, and this new $77 million
Calvary Wakefield hospitals – have provided and family lounge, baby assessment room and counselling within a family-based
hospital offers the community the latest
20 beds per day to help with overflow on an and enhanced facilities for partners who intervention framework.
in medical facilities while retaining close
ongoing-as-needs basis. working relationships with the public want to stay at the hospital.
CALVARY SUPPORTS SA HEALTH
hospital Calvary also operates,” Minister
CALVARY AND MEDIBANK PRIVATE FEDERAL AND STATE GOVERNMENTS COMMUNITY CARE PROGRAM
Fitzharris said.
PARTNERSHIP AND SNOW FOUNDATION $6 MILLION Calvary Community Care are delighted to
Since 2017, Calvary has partnered with ACT HEALTH FUNDS $15 MILLION CLARE HOLLAND HOUSE UPGRADE be chosen as one of four non-government
private health insurer Medibank Private to CALVARY BRUCE PUBLIC HOSPITAL organisations to deliver SA Health
In September 2018, the Australian and ACT
reduce the number of hospital acquired EMERGENCY EXPANSION Community Care services. Commencing
Governments in partnership with the Snow
complications. The partnership focuses on July 2018, the SA Community Care Program
In June 2018, the ACT government Foundation announced $6 million in funding
five key areas of preventable harm including is a health initiative implemented by SA
announced a $15 million upgrade to the to extend and upgrade Clare Holland House
falls, hospital acquired infections, surgical Health with the objective of delivering
emergency department (ED) at Bruce hospice. The expansion will increase the
complications, blood clots and pressure support and assistance to people in the
Public Hospital, with works to commence number of specialist in-patient palliative
ulcers. Under the agreement, Medibank home environment to avoid unnecessary
in September 2019. The upgrades to the care beds, improvements and development
provides data to build a comprehensive visits to the emergency department,
emergency department’s waiting area of administration and clinical spaces
picture of patient outcomes across all our admission to hospital or to assist consumers
will make a difference to people who are together with more family friendly features
hospitals to ensure patients receive the best to leave hospital when clinically safe to do
waiting and ED staff along with additional that enable loved ones to stay with patients.
quality care. so. Calvary Community Care along with
treatment spaces, equipment upgrades and
other service providers are assisting in
improved access.
the delivery of a range of services tailored
to meet individual needs, replacing the
previous model of predominantly packaged
services. Kevin Hardy, Palliative Care Nurse Practitioner.
16 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 17Partnering and planning for the future
Capital developments
New Calvary Bruce Private Hospital, ACT L-R: Phil Clisby, Design Manager at AW
Edwards and Angus Bradley, National
BEST COMMERCIAL BUILDING AWARD Development Manager at Calvary.
Congratulations to AW Edwards, builders of the new Calvary Bruce Private Hospital in
the ACT, who won the award for Best Commercial Building over $50 million at the ACT
Master Builders Awards on 29 June 2018. The awards recognise and celebrate the ACT’s
best builders, their teams, and the projects which have won them acclaim in the residential,
commercial and civil construction sectors.
The award is a great acknowledgement of the work by AW Edwards and the Calvary team
who worked alongside them. We would like to acknowledge in particular the efforts of
Mick O’Driscoll the external Project Manager (now with Calvary) and Jennifer Raxworthy,
Transition Manager, and all the Bruce Private staff for their efforts in getting the new hospital
Artist’s impression of Calvary Adelaide Hospital, Adelaide, South Australia. up and running.
“Calvary has been caring for The AW Edwards and Calvary team gave their all to this project, which was achieved under
New Calvary Adelaide Hospital, South Australia South Australians for more
excellent stewardship with regards to budget and was delivered in just under 18 months,
opening 27 September 2017.
TOTAL PROJECT VALUE: $300 MILLION than 100 years, and this
TARGET COMPLETION DATE: MID 2019
new hospital enables us to
The new Calvary Adelaide Hospital is the largest-ever private hospital to be built in South increase capacity and meet
Australia and the first new private hospital in nearly 20 years.
rising demand for quality The Calvary Bethlehem Health
and Retirement Precinct is a
The 344 bed hospital will replace the Calvary Wakefield and Calvary Rehabilitation health care.” significant project for Calvary. For
hospitals. Around 700 hospital staff will relocate to the new facility, which will allow for
growth of around 50% staff on completion and capacity for significant growth in staff in John Watkins AM, Chair Little Company the first time, Calvary is combining
the following years. of Mary Health Care all Calvary services, including
hospitals, retirement and aged care,
Owned by Dexus and Adelaide-based developer Commercial & General, and under in one residential location to allow
construction with building contractor John Holland Constructions, the 12 storey hospital is ageing-in-place.
located on the corner of Pulteney and Angas Streets, Adelaide. Details of the new hospital
are available at www.calvaryadelaide.org.au • A place that enables people to live
a healthy and fulfilled life;
• A place to build friendships
and stay connected to the local
In alignment with the values of wise stewardship, Calvary generates profits for the community;
purpose of reinvesting our funds in services and capital infrastructure. Our capital • A place to feel safe and enabled in
development infrastructure aims are to: meet forecast population growth; and or an accessible environment for all;
provide more responsive and inclusive models of care; and or complement the delivery
of public health services. Calvary is grateful for the support of multiple stakeholders, • A place that embraces diversity
including Primary Health Networks; local, federal and state governments; and the and empowers people to make
commercial sector in providing for the future health care needs of the communities their own decisions and lifestyle
choices;
we serve.
Calvary Bethlehem Hospital Redevelopment, Victoria • An option for people to age in
HEALTH AND RETIREMENT PRECINCT DEVELOPMENT RECEIVES DEVELOPMENT their local community, and to be
APPROVAL MAY 2018 supported to live in the same place
as their care needs change;
Patients, residents, staff, neighbours and the wider community will benefit from a substantial
On 14 August 2018, (L-R) Commercial and redevelopment of the current 1960’s Calvary Health Care Bethlehem public hospital in • Access to appropriate and timely
General Executive Chairman Jamie McClurg, Caulfield, after VCAT approved revised plans for the proposed precinct in May. interventions and supports to
SA Premier Steven Marshall and Calvary Chair
maintain independence; and
John Watkins AM attended an important The design, revised in response to community sentiment, will see the existing hospital
‘topping out’ milestone of Calvary Adelaide replaced by a Health and Retirement Precinct comprising a new hospital, retirement village, • A place that enables people to die
Hospital construction at 12 storeys high. residential aged care facility, medical centre and cafe. in their chosen location with the
level of support they require.
18 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 19Artist’s impression of Calvary Ryde roof The Lenah Valley theatre upgrades
top terrace. incorporated a range of new equipment
including the “Airo’® Mobile Intraoperative CT
Scanner. The scanner provides surgeons with
real time diagnostic imaging during surgery.
Calvary Ryde Retirement Community, New South Wales Calvary Lenah Valley Hospital, Tasmania
HISTORIC SITE RE-DEVELOPMENT RECEIVES APPROVAL JULY 2018 CALVARY STAGE 1- Roof Top Terrace $23.4 MILLION THEATRE UPGRADES
TARGET COMPLETION DATE MAY 2020 26/3/18 TARGET COMPLETION DATE APRIL 2019
The redevelopment of Ryde Retirement Community’s historic site will offer an integrated Redevelopment of the operating theatres at Calvary Lenah Valley Hospital in Hobart,
community with a residential aged care service, retirement living village, health and wellness Tasmania is nearing completion, bringing the number of functional theatres to nine.
centre, onsite respite and community support services for seniors, as well as dedicated The theatres are housed in a new building which adjoins the existing structure. The
dementia spaces, and open air gardens and community spaces. redevelopment includes nine operating theatres, Stage 1 and 2 recovery units and a central
sterilising unit. The new Executive Suites are now open with the Day of Surgery Admission
Centre, Doctor’s Lounge and Board Room due for completion in April 2019. Importantly, the
project allowed the introduction of cardiac surgery in 2018.
Artist’s impression of proposed Calvary
Launceston Private Hospital.
Proposed Calvary Launceston Private Hospital, Calvary St Vincent’s Hospital, Tasmania
Tasmania $6.2 MILLION ENDOSCOPY UNIT AND CARDIOVASCULAR LABORATORY
$100 MILLION PROPOSAL MOVES TO SECOND STAGE COMPLETION: SEPTEMBER 2017
In December 2017 Calvary submitted an unsolicited proposal to the Tasmanian Government Calvary St Vincent’s Private Hospital’s Cardiac Catheter Laboratory and Endoscopy Unit
to relocate St Luke’s and St Vincent’s Hospitals into one place, increasing the number of marks the delivery of much needed services for all northern Tasmanians.
available hospital beds and providing more services. The plan to relocate the two private
Tasmanians in the north, north east and north west have the highest prevalence of
hospitals into one adjacent to the Launceston General Hospital could ease the pressure on
cardiovascular disease in Australia according to ABS data. Yet the Australian Commission
the public system and create a dedicated health hub for the region.
on Safety and Quality in Health Care analysis of 2014 confirmed that northern Tasmanians
The Tasmanian Government is progressing the proposal to the second phase, providing the also experienced the lowest rate of coronary angiograms and cardiac intervention services
opportunity to explore the benefits of the private and public sector working in partnership to nationally, with most performed within the public sector.
provide the best health outcomes for the Northern Tasmanian community.
The new Cardiac Catheter Laboratory and Endoscopy Unit are welcomed by many, including
The second phase involves the Assessment Panel and Calvary working together to ensure 45% of the Tasmanian population with private health insurance, relieving the high case load
that the proposal meets the needs of both parties and future plans, and also ensures that the experienced by the public health system.
co-location improves the services and health outcomes for both public and private patients.
20 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 21Caring for
our people
and working
environment
Mark Green, National Director, Mission.
22 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 23In August 2017, Sister Jennifer Barrow, Province
Leader of Australia - Little Company of Mary, STRATEGIC INTENT Evaluating our mission
is awarded Catholic Health Australia’s highest
honour, the “Maria Cunningham Lifetime In 2016 Calvary developed a Mission silence of statistics and absence. It took a
Contribution Award”. Priority: Care of our Accountability Framework strategy for lot of work and engagement to call this out
developing, monitoring, evaluating and at a moral level. We are now in a position
people and our working learning how we might keep our mission to appoint an Aboriginal Hospital liaison
environments. firmly grounded in the rich heritage of Officer and the Multicultural Health Unit
the Sisters of the Little Company of Mary. has appointed a liaison officer three days a
Provide safe, equitable These were women who grasped the Spirit week with us also.
of Calvary and learned how to hold an
workplaces that are
aching heart, heal the sick, tend the dying PREFERENCE FOR THE POOR
welcoming and respectful and nurture the soul. AND VULNERABLE
of all. Across the year there were many examples
The framework evaluates peoples’
Attract diverse people who feedback from their experiences and where, as an organisation, we were able to
demonstrate our commitment to the poor
value making a difference stories to track achievement of our mission.
and the vulnerable in society. Examples
and are willing to contribute include,
SPIRITUAL FOCUS
a range of complementary • An indigenous client kept unnecessarily
It is apparent that there is a real pride and
skills, motivated by the motivation from our rich Calvary heritage. in hospital pending the purchase of a
spirit of ‘being for others’. Interaction with staff across different sites special bed – the cost of which wasn’t
offers up ‘current day heritage’ – those going to be covered by other agencies.
Entrust, support and equip stories where clients and colleagues have By paying for this bed, Calvary enabled
people to make their experienced the Spirit of Calvary through this client to return to country.
best and most effective the behaviour of staff. • Advocacy for another indigenous client
contribution to Calvary’s ‘turned away’ by all other providers in
ORGANISATIONAL CULTURE
mission to provide ‘healing, Adelaide. Significant cooperation and
Overall, our organisational culture, our collaboration with her indigenous liaison
hope and nurturing to the officer resulted in improvements to the
values and behaviours together with our
people and communities we strategic intent have been in sharp focus habitable state of her home, relief from
serve.’ prioritises safety and since the arrival of Martin Bowles, National an advocate who was abusing the client,
continuous improvement. Chief Executive Officer, in late 2017. In the assistance with medication, assistance in
words of the Calvary Community Care the care of her pets.
Director of Mission (DoM), • Clients living in squalor, not wishing to
be judged but needing support and
People, Values Reflecting on examples of organisational
suffering and the extent of it in some areas
advocacy to work through certain
scenarios.
and Culture of our business, challenges us to respond
on several levels, with our language, • Assistance to a staff member in dire
behaviours and organisational focus. This straits financially and compromised in
particularly calls us as DOMs but is also terms of her safety.
During the past year, Calvary has renewed
our focus on our People, Values and a collective call for Calvary managers • Budgeted contributions to fund
Culture. Our aim is to support staff health, and executive staff to demonstrate charitable surgery established in
safety and wellbeing; inspire integrity in compassionate and responsive leadership. response to new policy.
decision-making; and learn from the people Specifically, we need to identify, call, • Exercise programs run by Calvary
Calvary serves, together with partners and manage, train the appropriate people to Rehabilitation Hospital’s physiotherapist
organisations with whom Calvary shares a manage bullying behaviours. We need to at Catherine House.
similar purpose. mandate some form of a 360 appraisal for • Refugee student one-to-one mentoring.
Specifically, we focus on accountability for all executive leaders. We need to help staff
mission and charism; attracting, retaining, understand that performance management ADVOCACY
training and developing people who strongly is not “bullying”. We need to support Another patient from rehabilitation
align with Calvary Mission and Values; and people to have these conversations in such presented with her major issue being not
communications that are timely, transparent a way that they are not experienced as her facial fractures from a recent fall at
and accountable. such. home, but her husband’s dementia and lack
of support and services because she lived
COMMUNITY ENGAGEMENT
CALVARY
Calvary MISSION
Mission ACCOUNTABILITY
Accountability Framework in a rural area. Liaising with Social Work we
FRAMEWORKFive – FIVE ELEMENTS In the context of conducting a cultural were able to get her the help she needed.
Elements
safety audit, the Calvary Mater Newcastle She asked if she could access pastoral care
What is the experience of How well does Calvary Director of Mission observes, for telephone support after she went home.
the people Calvary serves? implement mission plans?
The process of engaging with the local I gave her the pastoral care number (which
CALD and Aboriginal communities she has not yet used) but said she felt
1 immediately took me into what I believe to better having it in her handbag!
3 be the heart of mission, being responsive
Mission
People’s Outcomes the needs of the most vulnerable in the
experience community we serve. Negotiating change
4 and resources at an Executive level was a
Management’s real learning, as was working with other key
progress reports
stakeholders such as the Multicultural and
2
the Aboriginal Health Units of our Local
5 Health District. My learnings were around
People’s
External Reports the importance of being attuned to those
stories
obvious in their absence. This was not
driven by an overwhelming need that was
confronting us each day, it was the eerie
24 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 25Training and development In FY 17/18 a total of
In financial year 17/18, a total of 935 students completed 153,146 hours of training with Calvary.
Calvary recognises the importance of partnerships with Tertiary and Vocational education
providers. With that in mind an extensive review was undertaken of our agreements and
facilitation processes of Undergraduate Clinical placements. This resulted in the development
935
students completed
153,146
of an overarching Calvary National Student Placement Agreement; development and
deployment of National Facilitation and Supervision Policy and Clinical Facilitator Position
Description; and a process for uploading student details into Calvary Core Business system to
demonstrate facilitation and supervision effort in our Private Hospitals.
Calvary also support clinical employees who wish to continue studying by maintaining a hours of training with
collaborative relationship with the University of Tasmania, through the online Scholarship
program with total enrolments of 199 staff as at April 2018.
Calvary.
As at
Calvary Summary
9/4/18 Course
snapshot
Sem 1
Course Code Course Title 2016 2017
2018
H4B BNClinHons(Tran to Prac) 21 17 1
ONLINE COURSES
H4C BNClinHons(Lead in Prac) 4 1 0 COMPLETED FY 2017-18
H4F BN Prof Honours 121 153 179
2,587 employees
H5F Grad Cert in Nursing 0 0 0
undertook the Calvary
H5H Grad Cert Flex Learning & Sim 2 3 0 National Induction
L-R: Simone Pahl, Volunteer and Lauren Moore, Mission Services Resource Officer, Calvary Health Care South Australia. H5G Grad Cert Addiction 1 0 0 Program Welcome
Our people FY 17/18 2,966 National Induction
H6G Grad Diploma Midwifery 3 2 0
H6F Grad Diploma Nursing 5 0 0 Program – Professional
Conduct
In February 2018 Calvary was awarded an “Valuing difference can benefit all Employees H7F/H7C Master of Clinical Nursing 5 20 19
11,155
Employer of Choice for Gender Equality organisations. Gender equality is
(EOCGE) citation for the fourth consecutive incorporated into Calvary business Total number of enrolments 162 196 199 2,920 National Induction
year. Calvary is a major employer of women strategy as we believe that from creating Program – Work Health
with over 10,000 employees, 8000 of which a positive, diverse and fair workplace, the and Safety Fundamentals
are female, with 53% female representation performance benefits will flow.”
at executive level. Martin Bowles, National CEO
Contracted FTE 2,115 Palliative & End of
6,721
Life Care Modules 1 & 2
1,761 National Induction
Program – Customer
Service
HEADCOUNT BY STREAM AND EMPLOYEE STATUS Average age
44.7
375 Volunteers Induction
5000
4,254
4000 3,751
3000 ADDITIONAL COURSES
OFFERED ONLINE
2000 1,631
1,373 Average years of service
5,228 Hand Hygiene
7.72
1000
146
0
Private Public Community Aged Care National 3,691 Fire & Emergency
Care Service
HEADCOUNT BY EMPLOYEE STATUS
Procedures
25% Full time
Volunteers 1,377 Manual Handling
2,814
1,140
Part time Introduction
44% Casual
4,940 1% 1,975 Medication
Consultant
106 Calculations
Other
Female 3,891 Basic Life Support
81%
28%
3,116
2% Calvary South Australia hospitals Learning and Development co-ordinators.
179 L-R: Sarah Bricher, Calvary Wakefield Hospital, Mahasen Juaton, Calvary Rehabilitation Hospital,
Cherete Harton, Calvary Wakefield Hospital.
26 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 27Workplace health and safety review
In FY17-18 Calvary continued to achieve steady improvement in work health and safety, and
workers compensation performance.
Whilst there has been a slight increase, there has not been a drastic change to the lost time
injury severity rate. Further review on recording and capturing lost time injury rates are being
undertaken to ensure accuracy in reporting. Prompt intention to provide treatment to injured
staff remains a focus. The key going forward is to improve outcomes on the management
and reporting of hazards.
KEY WORK HEALTH AND SAFETY PERFORMANCE MEASURES
FY17-18
LOST TIME INJURY FREQUENCY RATE (LTIFR) CAUSES OF INJURY
20
15
10
5
0
2012–13 2013–14 2014–15 2015–16 2016–17 2017–18
LTIFR is the number of LTIs per 1 million hours worked
Manual handling – 50%
Falls, trips and slips – 17%
L-R: Dennis Pomare and John Simpson, Radiation Oncology.
LOST TIME INJURY (LTI) SEVERITY RATE Being hit by moving objects – 9%
Hitting
objects with a part o
f
350 the body – 9%
300 Mental stress – 8% The WHS awards have been running since 2015 recognising
250 the passion and efforts of those demonstrating excellence in
Heat, electricity and
environmental factors – 3%
200 the delivery of Work Health Safety.
150 Vehicle incident – 2%
Other – 2%
Whether it be an individual or a team, the awards are all
100
about the application of safety; whether it is incorporating
50
safety as an integral part of one’s job or being influential on
0
2012–13 2013–14 2014–15 2015–16 2016–17 2017–18 a grander scale. Either way we all win!
LTI severity rate is the number of days (shifts) lost per 1 million hours worked
WORKERS COMPENSATION PREMIUMS AS A PERCENTAGE OF WAGES
2018 Best work health
2.05%
1.85% 1.84%
and safety solution
1.77%
1.33% CALVARY MATER NEWCASTLE RADIATION ONCOLOGY ELECTRONICS DEPARTMENT –
1.12% MULTI LIFT COLLIMATOR FLIPPING TOOL
Linear accelerators (radiation treatment The hazardous manual task has been
machines) contain a beam shaping device eliminated through the use of the MLC
called a Multi Lift Collimator (MLC) which tool created by Dennis Pomare. Thanks to
requires periodic maintenance or repairs. this creation, Bio Medical Engineers are no
For works to be undertaken the MLC longer required to lift the heavy carriage.
carriage needs to be lifted out of the Potentially, workers were at risk of back
2012–13 2013–14 2014–15 2015–16 2016–17 2017–18 injury and the circuit board attached to
machine. The carriage is approximately
22 kilograms and is very difficult to access the carriage was also in danger of damage
within the machine. Care must be taken when being manually lifted.
when lifting the carriage due to the delicate
electronics within the unit.
28 / ANNUAL REVIEW 2017/2018 Continuing the Mission of the Sisters of the Little Company of Mary / 29You can also read
