Annual Report 2011 - Calvary Health Care Bethlehem
Annual Report 2011 - Calvary Health Care Bethlehem
Annual Report 2011 - Calvary Health Care Bethlehem
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<strong>Annual</strong> <strong>Report</strong><br />
10- 11<br />
‘The Spirit of Life’<br />
<strong>Annual</strong> <strong>Report</strong> 2010-<strong>2011</strong>
Mary Potter -<br />
‘Being For Others’<br />
Contents<br />
Welcome to <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong>’s ‘The Spirit of Life’<br />
<strong>Annual</strong> <strong>Report</strong> 2010-<strong>2011</strong>.<br />
About Us 3<br />
Governance 13<br />
Our Services 22<br />
Projects and Partnerships 28<br />
Research 33<br />
Community Engagement 36<br />
If you would like further information<br />
regarding this <strong>Annual</strong> <strong>Report</strong> please<br />
contact the Corporate and Community<br />
Development Department on 9595 3220.<br />
We would like to take this opportunity<br />
to thank Night and Day Communications<br />
and M Print for their support in the<br />
production of the <strong>Annual</strong> <strong>Report</strong>.
Chief Executive Officer Message<br />
Dr Jane Fischer<br />
Chief Executive Officer and Medical Director<br />
As I reflect on the past 12 months, the work that has<br />
occurred at our hospital has been consistent with the Little<br />
Company of Mary <strong>Health</strong> <strong>Care</strong> strategic direction. This<br />
has ensured the sustainability of our hospital in order for<br />
us to continue providing high quality compassionate care<br />
for the most vulnerable in our community, consistent with<br />
the original Mission of Mary Potter.<br />
In our role as a statewide provider of Progressive<br />
Neurology, work has continued over the year with the<br />
Department of <strong>Health</strong> to revise and develop our model<br />
of care and to ensure alignment with the Framework for<br />
Sub-Acute Service System. This included a review of<br />
our inpatient service along with changes to the Neuro-<br />
Ambulatory Service. The development of the Little<br />
Company of Mary <strong>Health</strong> <strong>Care</strong> palliative and end of life<br />
strategy will further inform the development of our model<br />
of care as a leading specialist provider.<br />
Our Values in action stress the importance of high quality<br />
compassionate care and continual learning. There<br />
have been a number of initiatives which have been<br />
implemented including a major care planning project<br />
which has been progressively applied across all clinical<br />
areas, while benchmarking with external organisations will<br />
commence in the next year. Improvements in the quality<br />
of our care will continue to be informed by the number<br />
of leading research projects that are occurring in both<br />
clinical streams.<br />
As an Executive, Stewardship of our hospital is critical<br />
to ensure that we continue as a tertiary level specialist<br />
provider of palliative care and progressive neurology<br />
within the state health system. The introduction of a<br />
new telephone system, improvements to our information<br />
technology infrastructure, management of OH & S,<br />
planning and scoping for implementation of e-medication<br />
record, ongoing work to improve our financial<br />
sustainability and the implementation of the environmental<br />
strategy are just some examples of our commitment to<br />
improving our hospital over the last 12 months.<br />
There continues to be a strong focus on supporting<br />
our staff and the work culture of the hospital. This year<br />
observed a change to our strategic planning process with<br />
the engagement of all staff in this process.<br />
The biennial Staff Survey, apart from providing information<br />
in relation to our workforce, saw a significant improvement<br />
in staff satisfaction. This progress confirms the priority<br />
and commitment we had given to developing an education<br />
and research culture, the wellbeing of our staff, focus on<br />
human resource processes and development of a safety<br />
culture at the hospital. Over the next 12 months we are<br />
dedicated to further advancing our learnings from the<br />
results of the staff survey feedback.<br />
The progress of the Community Advisory Board and the<br />
development of a Corporate and Community Engagement<br />
Strategy, reflects the importance of community<br />
engagement and partnerships. These advancements<br />
continue to enhance our model of care and our<br />
responsibility to provide community education and raise<br />
awareness of the issues that people face at the end of life.<br />
The most critical issue now facing our hospital is in<br />
relation to the ageing of our hospital’s physical facilities.<br />
The configuration of the current site is not suited to the<br />
delivery of modern health services and is compromising<br />
our ability to develop and expand our services and most<br />
importantly provide an optimal experience for those in<br />
the community who need our services. Work on the<br />
Business Case for redevelopment of <strong>Calvary</strong> <strong>Health</strong><br />
<strong>Care</strong> <strong>Bethlehem</strong> was completed with the Department<br />
of <strong>Health</strong> and Southern <strong>Health</strong>. It was confirmed that<br />
redevelopment of the existing site is the best option for the<br />
future. Therefore the emphasis of the hospital’s Executive<br />
Team, the National Board and Community Advisory Board<br />
will be on achieving this aim in the near future.<br />
Finally, I would like to sincerely thank all of our<br />
departmental managers, staff and volunteers for their<br />
ongoing contribution and commitment to our hospital.<br />
There have been many developments over the last<br />
year; which always brings challenges. It is the staff’s<br />
commitment, passion and daily evidence of ‘being for<br />
others’ that enables us to make a real difference to<br />
peoples’ lives, consistent with the original Mission of Mary<br />
Potter. Particular thanks to the National Little Company of<br />
Mary <strong>Health</strong> <strong>Care</strong> Leadership Team for their support and<br />
my Executive Team for their never ending assistance and<br />
leadership in ensuring the secure future of the hospital.<br />
Attestation on Compliance with Australian/New<br />
Zealand Risk Management Standard<br />
I, Dr Jane Fischer, certify that <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong> has risk management processes in place<br />
consistent with the Australian/New Zealand Risk<br />
Management Standard 4360 and an internal control<br />
system is in place that enables the Executives to<br />
understand, manage and satisfactorily control risk<br />
exposures. The Audit and Risk Committee verifies this<br />
assurance and that the risk profile of <strong>Calvary</strong> <strong>Health</strong><br />
<strong>Care</strong> <strong>Bethlehem</strong> has been critically reviewed within the<br />
last 12 months.<br />
Dr Jane Fischer<br />
MBBS, DCH (London), PGDPM, PAChPM<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
1
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 2<br />
Message from the<br />
<strong>Calvary</strong> Ministries Chair<br />
Mr Bill d’Apice<br />
<strong>Calvary</strong> Ministries Chair<br />
<strong>Calvary</strong> Ministries<br />
‘I come so you may have life and have it to the full’<br />
- John 10:10<br />
Working at <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> is a daily<br />
reminder that people have unlimited capacity for love.<br />
The ability to be with others as they journey in their<br />
lives is what so many people do every day as part of<br />
their work. This impresses me as I see people living<br />
meaningful and purposeful lives in an organisation<br />
dedicated to health care.<br />
We constantly tap into our humanity when we meet<br />
people at various stages of their lives. This engagement<br />
is an opportunity to bring out the best in ourselves.<br />
The quality of the unique encounter is experienced<br />
through recognition and acknowledgement of the dignity<br />
of us all. This can and does occur in a myriad of ways,<br />
regardless of our role. Kindness is kindness, care is care<br />
and love is love; to qualify these is to limit them. I think<br />
this is what John was saying when he said ‘I come so you<br />
may have life and have it to the full’. Mary Potter also saw<br />
this and articulated it as ‘being for others’.<br />
The beautiful paradox is that in giving it is that we<br />
receive. I would like to sincerely thank all those who<br />
live the Mission of the Church and make it a lived<br />
reality every day.<br />
Message from the<br />
National Board Chair<br />
Hon John Watkins<br />
National Board Chair<br />
Little Company of Mary <strong>Health</strong> <strong>Care</strong><br />
‘We are commencing a work in time that is to influence<br />
eternity’ - Venerable Mary Potter<br />
As I move through the services it is good to see<br />
dedicated people give so generously of themselves.<br />
From humble beginnings Mary Potter inspired others to<br />
reach out to people on the margins. ‘Being for others’<br />
is not just a catch cry, it is a way of living a life of Faith.<br />
Catholic health care provides integral services in<br />
Australia in partnership with other providers.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> delivers care in the areas<br />
of progressive neurological diseases and palliative care.<br />
These areas are core to the Little Company of Mary<br />
Ministry of providing specialist care to those in need.<br />
I commend all those who contribute to these services<br />
every day. Inspired by Mary Potter, we continue to meet<br />
the health care needs of people where we can. It is now<br />
a matter of high priority for the Board and management to<br />
work with the Victorian Government to ensure funding for<br />
the redevelopment of the existing site, to ensure that we<br />
continue to deliver services that meet the growing needs<br />
of our community. At the core of the complexities that<br />
comprise Australian health care is the reality that we are<br />
cared for and valued.<br />
So as I see so many people engaging in the life giving<br />
work of healing, I am privileged to be able to serve in the<br />
manner of Mary Potter.<br />
Attestation on Data Accuracy<br />
I, Hon John Watkins, certify that <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong> has put in place appropriate internal controls<br />
and processes to ensure that the Department of <strong>Health</strong><br />
is provided with data that reflects actual performance.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> has critically reviewed<br />
these controls and processes during the year.<br />
Hon John Watkins<br />
National Board Chair<br />
Little Company of Mary <strong>Health</strong> <strong>Care</strong>
We have been taking care of the community<br />
for over 85 years.. Our hospital is a statewide<br />
specialist provider in Palliative <strong>Care</strong> and Neurological Diseases.<br />
With the complexity of our patient’s illnesses it is the collective expertise and<br />
efforts from our medical, nursing, pastoral and allied health<br />
staff that supports our patients and their families.<br />
About Us
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 4<br />
About Us<br />
Mission in Action<br />
The spirit of life in our faith based organisation can be seen<br />
in many varied ways, this is lived out each and every day by<br />
our staff as they have encounters with patients, staff<br />
and families.<br />
Encounters are different from interactions, an encounter<br />
leaves ‘the other’ changed in a positive way. This positive<br />
change has a deeper and more profound meaning, the<br />
change leaves us different, it leaves us making decisions<br />
about the way we will live our life. We are never quite<br />
the same after the encounter and we are grateful for the<br />
opportunity for this encounter.<br />
Our ‘Spirit of <strong>Calvary</strong>’ statements have also captured how<br />
these encounters translate in the day to day life at our hospital<br />
• We welcome you and care about your experience<br />
at our hospital<br />
• We provide quality compassionate care for the<br />
whole person<br />
• We go out of our way to support each other and help<br />
the people we serve<br />
• We listen and learn so that we can get better at what we do<br />
• We celebrate our successes and are proud members<br />
of the communities in which we work<br />
• We recognize and promote the value of high performance<br />
• We protect and develop our resources<br />
and environment.<br />
Our recent Staff Satisfaction Survey results indicated<br />
strongly that our ‘Spirit of <strong>Calvary</strong>’ statements are well<br />
and truly lived each day. This is a credit to all the staff and<br />
volunteers who make a commitment to make them living.<br />
Each of us has a responsibility to bring them to life in our<br />
organisation and we all undertake and deliver it in our own<br />
special way. Our ‘call’ in Catholic health care is to help<br />
people find meaning in the place they are at, given the<br />
situation they are faced with.<br />
Venerable Mary Potter and the ‘one who inspired her’ also<br />
sat with those most in need to help them make meaning<br />
with what faced them in their lives. Our Ministry is a<br />
privilege; we walk with those most in need and provide high<br />
quality care as we do this.<br />
Sometimes people that come into our hospital speak about<br />
walking on ‘sacred ground’, and they are right. As we<br />
enter our hospital each day we never know what we will<br />
encounter, but we know that if we take a moment to think<br />
about the sacredness of our work it helps remind us of how<br />
significant all our roles are in this hospital.<br />
No one person can bring the Spirit of our Mission alive,<br />
it takes all parts to make it whole.<br />
We thank each and every one of you for bringing the ‘Spirit<br />
of Life’ to our hospital in your own unique and special way.<br />
Our Values<br />
The Spirit of Life – At Our Hospital<br />
A valued aspect of care that is offered at <strong>Calvary</strong><br />
<strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> is of pastoral care and<br />
bereavement. This is a distinct feature of our Catholic<br />
hospital, given its Mission is to bring the healing<br />
ministry of Jesus to those who are sick, dying and<br />
in need through ‘Being for Others’.<br />
As we engage with people in their journey, we are<br />
privileged to be aware of their spirit of life.<br />
Hearing people’s stories, their memories and their<br />
lived experience makes us all richer. People engage<br />
in conversation as naturally as breathing, this is a<br />
simple yet powerful way of the spirit working in us.<br />
Our souls also engage in conversation, our rituals<br />
and symbols are the language of the soul. Knowing,<br />
seeing, hearing and experiencing with others is the<br />
profound gift we mutually share.<br />
As we continue to completely live, we are grateful<br />
for the opportunities to share the healing ministry<br />
of Christ to those in our care.
Best Practice Australia<br />
Staff Satisfaction Survey<br />
Every two years we participate in a review of our<br />
services to monitor staff satisfaction. Conducted by<br />
an external agency, Best Practice Australia provides<br />
us with information and strategies to assist us to<br />
improve our workplace.<br />
This year we achieved impressive overall results.<br />
We are now an organisation that has moved into the<br />
Consolidation Phase of its development; which means<br />
our staff are truly engaged in their work environment,<br />
when compared with other hospitals in Australia<br />
and New Zealand.<br />
Our participation rate in the survey was encouraging with<br />
69% staff participation. Some of our highlights included<br />
• A 13.1% improvement around the question of being<br />
a ‘truly great place to work’<br />
• Our retention rate for staff continues to be high<br />
• Over 70% of the staff said that they ‘felt<br />
passionate about their work and that what they<br />
did made a difference’.<br />
This data confirms that a large percentage of our<br />
workforce is very satisfied with their work environment<br />
and they are well engaged with their patients, families,<br />
colleagues and management.<br />
The survey also indicates areas for improvement<br />
and development. As we are truly committed to<br />
advancing our work environment, our learning from<br />
the survey will continue to guide us to make these<br />
improvements internally, so that we can continue<br />
to develop our work culture.<br />
Personnel Services<br />
While not front line in terms of patient care, the role of<br />
Personnel Services is to support all staff and to aid in<br />
maintaining a professional and well-adjusted workforce.<br />
This year has been one of consolidation with the<br />
Human Resources Manager role being well established<br />
within the organisation, the implementation of new<br />
initiatives including free on site Worker <strong>Health</strong> Checks,<br />
implementation of the Contact Officer Training program<br />
and the Bullying and Harassment prevention training<br />
being administered.<br />
Little Company of Mary <strong>Health</strong> <strong>Care</strong> was also successful<br />
in being awarded Employer of Choice for Women.<br />
The current Induction Program has been under review,<br />
with the aim of delivering a broader range of information<br />
to new staff members over the three month period of their<br />
probation. Advancements of the induction program will<br />
enhance the critical three month ‘on-boarding’ phase.<br />
A commitment to developing our leaders in the hospital<br />
has continued to progress this year. A range of training<br />
strategies have been implemented in relation to<br />
professional development and mentoring of staff in<br />
a supervisory or management role. This training included<br />
a range of modalities from traditional adult education<br />
to facilitated small group discussion and interaction.<br />
The outcome being the up-skilling of staff with the art<br />
of management.<br />
Our Work Environment<br />
Effective environmental management and a reduction<br />
of our carbon footprint continued to remain a high priority<br />
for our hospital during the year. To this end, we continued<br />
to make advancements in monitoring and reducing our<br />
environmental impacts wherever change was possible.<br />
An Environmental Management Plan setting out<br />
environmental objectives and targets was completed<br />
and submitted to the Department of <strong>Health</strong> in July 2010.<br />
This Environmental Management Plan confirmed our<br />
objectives for all resource usage as well as an action<br />
plan confirming intended internal strategies to<br />
improve operations.<br />
As a result all utility usage as well as waste generation<br />
continued to be tracked and submitted to both the<br />
Department of <strong>Health</strong> and the Little Company of<br />
Mary National Office for monitoring. All internal waste<br />
generating practices were also reviewed for potential<br />
reduction or operational efficiency. From a purchasing<br />
perspective, ‘green’ alternative products are now<br />
implemented for use wherever possible and most<br />
suppliers are now automatically providing us with ‘green’<br />
alternate products.<br />
We recognise our responsibility to ensure impact on<br />
the environment is minimised and managed correctly.<br />
Our commitment to date has seen a reduction in gas<br />
usage by around 50% and all water consumption reduced<br />
by approximately 10%. Targets for a reduction of around<br />
5% of all utility usage and waste generation have been<br />
set for the forthcoming year.<br />
We have made a true commitment this year to the<br />
principle of sound environmental practices which protect<br />
and enhance the environment for future generations.<br />
This is consistent with our hospital’s Values and<br />
specifically aligns with the Value of Stewardship; in being<br />
responsible for our environment and wise in the use of<br />
limited resources, therefore reducing our environmental<br />
impact and increasing our sustainable practices.<br />
Volunteers<br />
have donated<br />
over<br />
9800 hours<br />
of work to the hospital this year.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 6<br />
About Us<br />
Our Staff<br />
Our hospital consists of 345 staff (as of April <strong>2011</strong>)<br />
consisting of 96 full time staff members,195 part time staff<br />
members and 54 casual staff members. The average age<br />
of our staff is 45 years of age with the average years of<br />
service being 5.31 years.<br />
Our work culture is a vibrant yet understated one; in<br />
terms of quiet strength in being leaders in what we do<br />
and how we do it. With a proud knowledge that we<br />
deliver outstanding services in the area of palliative and<br />
neurological care in Victoria.<br />
Our Staff Profile<br />
Age of Staff<br />
12<br />
40<br />
29<br />
34<br />
46<br />
51 50<br />
YEARS up to 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 Over 60<br />
Employment Numbers<br />
by Category<br />
96<br />
195<br />
54<br />
Full Time Part Time Casual<br />
37<br />
Gender of Staff<br />
59<br />
286<br />
Male Female<br />
46
Average Length of Service by Staff<br />
76<br />
Workforce Classification<br />
Nursing<br />
Hotel Services<br />
Administration<br />
Maintenance<br />
Pastoral <strong>Care</strong><br />
Allied <strong>Health</strong><br />
Other<br />
Medical<br />
Executive<br />
2<br />
5<br />
8<br />
14<br />
17<br />
Milestone Years of Service for Staff<br />
Andrew Hluchanic<br />
Pauline Collins<br />
Eva Demis<br />
Susan Young<br />
Melinda Poon<br />
David Young<br />
Kate Mckay<br />
Hong Hu<br />
Elaine Folau<br />
Jim Howe<br />
Sandra Capron<br />
Jill Loveland<br />
Christie Trewin<br />
Sally Brinkmann<br />
Savannah Borowitz<br />
Kostas Kondelias<br />
Dona Fernando<br />
Subashini Sigatharan<br />
Tu Vo<br />
Marina Galgsdies<br />
36<br />
104<br />
35<br />
38<br />
54<br />
5 Years 10 Years 15 Years 20 Years<br />
Phuong Dong<br />
Belinda McRae<br />
Kirsten Oataway<br />
Mira Varon<br />
Debbie Hardy<br />
Paul Talman<br />
Eleanor McNab<br />
Suzanne Pedersen<br />
Bernadette Sheehy<br />
Niroshan Wijeyeratne<br />
63<br />
YEARS < 1<br />
1 - 2 3 - 5 6 - 10 11 - 15 16 - 20 21 - 25 26 - 30 > 30<br />
23<br />
Catherine Green<br />
Anne Miller<br />
Barbara Swift<br />
Barbara Pudo<br />
Janice Coffey<br />
Solomon Gidey<br />
Caroline Edwards<br />
Jeff Thomson<br />
19<br />
13<br />
Kathryn Hewitt<br />
Marie Woonton<br />
Maureen Mendoza<br />
Elizabeth Thompson<br />
Linda Andrews<br />
Rosemary Leech<br />
Jenny McUtchen<br />
8<br />
3<br />
172<br />
Sandra Beaumont<br />
Christina Kuddithamby<br />
Arto Sandvik<br />
25 Years<br />
Alex Burke<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 8<br />
About Us<br />
Statement of Priorities<br />
Strategic Priorities Deliverables and Outcomes Status of Progress<br />
1 Workforce<br />
2 Model of <strong>Care</strong><br />
3 Excellence in <strong>Care</strong><br />
4 Service and Capital Planning<br />
5 Community Engagement<br />
6 Corporate Governance<br />
Workforce strategy:<br />
OH&S strategy implemented<br />
Development suite of HR KPI’s for benchmarking<br />
Strategy regarding sick leave.<br />
Culture: Values in action program incorporating<br />
customer service training;<br />
Outstanding Achievement in Mission Audit;<br />
Improvement in staff satisfaction.<br />
Research and Education framework:<br />
Leadership program for emerging leaders developed<br />
and implemented;<br />
Complete Palliative Model of <strong>Care</strong> Research project;<br />
Restructure of Centre for Education and<br />
Development completed.<br />
Complete review of ambulatory and neurological<br />
inpatient services: Finalise redesign of neurological<br />
ambulatory services and develop a strategy with<br />
Department of <strong>Health</strong> for minimising fragmentation<br />
of funding streams for neurological ambulatory<br />
services in order to support optimal model of care.<br />
Transmit VINAH data to Department of <strong>Health</strong>.<br />
Develop sustainable palliative care consult model for<br />
Gippsland region;<br />
Increase neurological satellite clinics;<br />
Nurse practitioner role incorporated into community<br />
palliative care service.<br />
<strong>Care</strong> planning project implemented in all service<br />
areas.<br />
Implement e-prescribing and health record.<br />
Benchmarking of clinical outcomes (Palliative <strong>Care</strong><br />
Outcomes Collaboration) commenced.<br />
Contribute to the Department of <strong>Health</strong><br />
development/preparation of Business Case by<br />
November 2010.<br />
Work with the Department of <strong>Health</strong> on alternative<br />
options if required, following incoming Government<br />
commitments and budget outcomes.<br />
Cultural diversity/health promotion strategy:<br />
one new health promotion activity with local school.<br />
Community benefit: One new palliative care program<br />
scoped and implemented.<br />
Refurbish mortuary viewing area in collaboration<br />
with community involvement.<br />
Implement Resource Smart strategy and develop<br />
key performance indicators.<br />
Complete review of capital expenditure process and<br />
procedures by December 2010.<br />
Implement new telephone system.<br />
Achieved<br />
In progress<br />
In progress<br />
In progress<br />
Achieved<br />
Achieved<br />
In progress<br />
Achieved<br />
In progress<br />
Achieved<br />
In progress<br />
In progress<br />
In progress<br />
In progress<br />
Achieved<br />
In progress<br />
In progress<br />
Achieved<br />
In progress<br />
Achieved<br />
Achieved<br />
In progress<br />
In progress<br />
Achieved<br />
Achieved
The Executive Team<br />
DR. JANE FISCHER<br />
Chief Executive Officer and Medical Director<br />
Employment duration 9 years<br />
Executive oversight of the entire hospital and responsible to the Little Company of Mary <strong>Health</strong> <strong>Care</strong>.<br />
JOHN BELFRAGE<br />
Director of Quality, Risk Management and Service Improvement<br />
Employment duration 3 years<br />
Executive oversight of quality improvement, risk management, information management and education and training.<br />
Facilitation of quality improvement planning, implementation and evaluation and accreditation with the ACHS.<br />
ANDREW HLUCHANIC<br />
Director of Finance and Business Services<br />
Employment duration 5 years<br />
Executive oversight of preparation of service budgets, monthly and annual financial reporting and reporting to<br />
government. Management of business operations including Human Resources and Payroll, Hospital Service<br />
Operations encompassing Food Services, Environmental Services, Patient Services and Engineering and<br />
Corporate and Community Development.<br />
SHANNON THOMPSON<br />
Director of Clinical Services<br />
Employment duration 9 years<br />
Executive oversight of all Clinical Services, including clinical strategic and operational direction and achieving<br />
effective service delivery across both the inpatient and ambulatory settings. Management of Allied <strong>Health</strong>, Nursing<br />
Divisions, Community Palliative <strong>Care</strong> Service and Neurological Ambulatory Service.<br />
JULIA TRIMBOLI<br />
Director of Mission<br />
Employment duration 3 months<br />
Executive oversight of the formation and education of staff, to further develop their understanding of the<br />
distinctiveness of their role in a Catholic health care facility. Management of the Pastoral <strong>Care</strong> and Bereavement<br />
Department and the Volunteers Service.<br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 10<br />
About Us<br />
Organisational Chart<br />
Manager<br />
Allied <strong>Health</strong><br />
Units<br />
Millissa Fromer<br />
Manager<br />
Music<br />
Therapy<br />
Karen<br />
Bolger<br />
Manager<br />
Occupational<br />
Therapy<br />
Ruth Skene<br />
Manager<br />
Physiotherapy<br />
Karol<br />
Connors<br />
Manager<br />
Social Work<br />
Claire Duane<br />
Manager<br />
Speech<br />
Pathology and<br />
Neuropsychology<br />
Maryanne McPhee<br />
Manager<br />
Pharmacy<br />
Ka-yee Chen<br />
NUM<br />
St Luke’s<br />
Ward<br />
Bernadette<br />
Sheehy<br />
NUM<br />
St Joseph’s<br />
Ward<br />
Gary Cox<br />
NUM<br />
St Teresa’s<br />
Ward<br />
Fran<br />
Williamson<br />
LCMHC National Board - Chairman : John Watkins<br />
LCMHC National Chief Executive Officer : Mark Doran<br />
LCMHC National Director - Public Hospitals : Walter Kmet<br />
CHCB Chief Executive Officer/Medical Director : Dr Jane Fischer<br />
Director Clinical Services<br />
Shannon Thompson<br />
Deputy Director<br />
Nursing<br />
Judy Lawrence<br />
Clinical Director Palliative <strong>Care</strong> : Vacant<br />
Clinical Director Neurology : Dr Susan Mathers<br />
Manager<br />
Neurological<br />
Ambulatory<br />
Service<br />
Rosemary<br />
Leech<br />
Manager<br />
Community<br />
Palliative <strong>Care</strong><br />
Service<br />
Melinda Poon<br />
Manager<br />
Business<br />
Development<br />
Projects<br />
Cyril Dixon<br />
Director<br />
Quality & Risk<br />
Management<br />
John Belfrage<br />
Manager<br />
Centre for<br />
Education &<br />
Development<br />
June Davis<br />
Manager<br />
<strong>Health</strong><br />
Information<br />
Services<br />
Vacant<br />
Coordinator<br />
Information<br />
Technology<br />
Services<br />
Rob Newling<br />
Director<br />
Mission<br />
Julia Trimboli<br />
Manager<br />
Volunteer<br />
Services<br />
Zoe Pelteki<br />
Manager<br />
Pastoral <strong>Care</strong><br />
& Bereavement<br />
Services<br />
Chris Limmer<br />
Director Finance<br />
& Business<br />
Services<br />
Andrew Hluchanic<br />
Manager<br />
Hospital<br />
Services<br />
Barry<br />
Daniels<br />
Manager<br />
Personnel<br />
Services<br />
Joanne<br />
Sherlock<br />
Manager<br />
Public<br />
Relations &<br />
Fundraising<br />
Ruby<br />
Dubash
Centre for Education and<br />
Development<br />
We recognise that supporting staff with ongoing<br />
education and professional development opportunities<br />
is a vital part of our workforce culture. Staff education,<br />
training and development is essential for the provision<br />
of high quality health care services and forms an<br />
integral part of people management strategy with<br />
positive advantages for staff retention and recognition.<br />
It enables staff to perform their roles effectively, safely<br />
and efficiently.<br />
The Centre for Education and Development has<br />
continued to meet the educational demands of the<br />
hospital by providing a broad range of training sessions<br />
for all staff members.<br />
In the previous 12 months we have offered 173 internal<br />
courses to staff. The educational calendar ensured that<br />
both desired and mandatory educational requirements<br />
were achieved. There has been a noted growth in<br />
staff attendance at educational courses, mainly<br />
due to an increase in the variety of courses offered<br />
and an extensive internal advertising strategy<br />
being implemented.<br />
Our commitment to encourage staff to attend external<br />
professional development opportunities saw us fund over<br />
100 staff applications to undertake further learning at<br />
international, national and local conferences, workshops<br />
and seminars at an invested commitment of $46,000.<br />
Wellness –<br />
Staff Living Well and Wise<br />
We recognise that only by ‘living wise and well’ can we<br />
continue to sustain our commitment of Being for Others.<br />
It has been recognised that staff who take good care<br />
of themselves and make healthy lifestyle choices are<br />
healthier and happier, more productive, have less days<br />
of absenteeism and have lower health care costs.<br />
Wellness at the hospital is a staff led committee which<br />
aims to support all staff to live well and wise by promoting<br />
and funding activities for the mind, body and spirit.<br />
Physical health and team spirit have been a priority for<br />
Wellness this year. This has included funding support for<br />
bootcamp and yoga sessions, staff participating in the MS<br />
Megaswim and the virtual walk around the globe in the<br />
Global Corporate Challenge. National campaigns including<br />
Ride-to-Work and Walk-to-Work have also been promoted<br />
by Wellness and have attracted many keen participants.<br />
Together with our physical activities, Wellness promotes<br />
psychological wellbeing. Monthly magazine subscriptions<br />
provided to each ward, encourage staff to take a break<br />
and indulge in relaxed conversation and light reading.<br />
Seminars by external consultants have also been<br />
organised covering topics on the importance of balancing<br />
work and home life.<br />
Wellness healthy lunches were organised during the year<br />
and over 120 staff attended on each occasion. These<br />
lunches have provided a practical and social opportunity<br />
to promote healthy eating choices to staff. They have also<br />
prompted much discussion about healthy food options<br />
available to us at work.<br />
Wellness also united with the Music Therapy Department<br />
to promote ‘May Music and Well Being Month’ which<br />
highlighted the role of music in wellbeing. Staff attended<br />
sessions in drumming, Latin dancing and guided imagery<br />
which were all well attended and attracted much interest<br />
and discussion across the hospital.<br />
Over 70%<br />
of the staff said they<br />
‘felt passionate<br />
about their work and that<br />
what they did made<br />
a difference’.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 12<br />
About Us<br />
Volunteer Services<br />
Volunteer Services are an integral part of our Mission<br />
and valuable members of our interdisciplinary team,<br />
contributing to the holistic care of our patients, day centre<br />
groups and community patients.<br />
We are fortunate enough to have 70 committed<br />
volunteers who have supported us over the year, with<br />
more than 9800 hours of work provided.<br />
Volunteers have continued to share their time, skills and<br />
expertise, perform varied tasks which have contributed<br />
to the work in the neurological and palliative care areas.<br />
Volunteers contributed in the manner of social support,<br />
a wide range of services and activities including massage<br />
to patients, transport patients to appointments, provide<br />
pet therapy and assist with administrative tasks.<br />
This year Volunteer Services had the opportunity to visit<br />
a diverse range of places of worship by participating in<br />
the City of Greater Dandenong ‘Inter Faith Tour’.<br />
After completing the tour our volunteers received<br />
a greater understanding of the cultural and religious<br />
practices of Buddhism, Hinduism and Greek Orthodox<br />
followers.<br />
A great honour this year was when 13 of our volunteers<br />
were nominated for the City of Glen Eira Volunteer’s<br />
Recognition Awards. The award ceremony was<br />
conducted at the Caulfield Town Hall by Mayor Esakoff<br />
in May <strong>2011</strong>.<br />
Three of our volunteers who work on the St Teresa’s<br />
Ward Volunteer Team were invited to attend the <strong>2011</strong><br />
Minister of <strong>Health</strong> Volunteer Awards Ceremony held<br />
at Olympic Park.<br />
Our <strong>2011</strong> Volunteer Education Program offered by our<br />
Centre for Education and Development saw new volunteers<br />
completing the nationally accredited Certificate III in Deliver<br />
<strong>Care</strong> Services Using a Palliative Approach.<br />
“The ultimate goal<br />
of Catholic health care<br />
is to give those who are ill<br />
through our care a reason to<br />
hope”.<br />
Cardinal Joseph Bernadin.<br />
Milestone Years of Service<br />
For Volunteers<br />
5 Years<br />
10 Years<br />
15 Years<br />
20 Years<br />
Thomas Fong<br />
Marion Shanahan<br />
Ruth Kelly<br />
Janet Anderson<br />
Valerie Hall<br />
Enid Holland<br />
Valda Smidt<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong> would like<br />
to acknowledge the<br />
Minister of <strong>Health</strong>,<br />
The Hon.<br />
David Davis<br />
(2 December 2010 to 30 June <strong>2011</strong>)<br />
and the previous Minister of<br />
<strong>Health</strong>, The Hon.<br />
Daniel Andrews.<br />
(1 July 2010 to 2 December 2010).
Our commitment to providing<br />
quality of care<br />
to our patients and their families,<br />
inspires and empowers us to continually<br />
strive to improve our services,<br />
processes and practices.<br />
Governance<br />
POSITIONAL ONLY
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 14<br />
Governance<br />
Continuum of <strong>Care</strong><br />
Governance Committee –<br />
Clinical Practice Subgroup<br />
Patient and <strong>Care</strong>r Satisfaction<br />
An important aspect of our service is to provide patients<br />
and their families opportunities to give feedback on the<br />
quality of the services we offer. There have been three<br />
opportunities this year to do so, including<br />
1.) bi-annual Press Ganey satisfaction survey,<br />
commissioned by the Little Company of Mary <strong>Health</strong><br />
<strong>Care</strong> National Office, which focused on patients<br />
and their carers who receive services from the<br />
Neurological Ambulatory Service and St Teresa’s ward<br />
(the results of this survey were not available at the time<br />
of this report)<br />
2.) the twice yearly Victorian Patient Satisfaction Monitor<br />
(VPSM) which the Department of <strong>Health</strong> conducts on<br />
behalf of all publicly funded hospitals, with a focus on<br />
neurology patients discharged from St Teresa’s ward<br />
3.) the Victorian Palliative <strong>Care</strong> Satisfaction Survey<br />
(VPCSS) which captures feedback from adult patients,<br />
carers and bereaved carers from our two palliative care<br />
wards and our Community Palliative <strong>Care</strong> Service.<br />
The results of the VPCSS indicates that approximately<br />
two-thirds of our patients and their families rated<br />
the standard of care provided as very high in both<br />
the inpatient and community setting. This is indeed a<br />
very pleasing result as it is often very difficult to obtain<br />
responses from patients and families who are in our<br />
service streams.<br />
Total<br />
Patient<br />
<strong>Care</strong>r<br />
Bereaved<br />
<strong>Care</strong>r<br />
Community<br />
Inpatient<br />
4<br />
4<br />
38%<br />
35%<br />
5<br />
5<br />
63%<br />
65%<br />
236 hours<br />
per week of<br />
Pastoral <strong>Care</strong> and<br />
Bereavement services<br />
at our hospital.<br />
Level of satisfaction with the overall standard<br />
of care provided by the inpatient palliative care service<br />
1 = Very Low<br />
2 = Low<br />
3 = Medium<br />
4 = High<br />
5 = Very High
Level of satisfaction with the overall standard of care<br />
provided by the community palliative care service<br />
Total<br />
Patient<br />
<strong>Care</strong>r<br />
Bereaved<br />
<strong>Care</strong>r<br />
3<br />
3<br />
7%<br />
Compliments<br />
3<br />
11%<br />
8%<br />
4<br />
4 26%<br />
4 25%<br />
29%<br />
40%<br />
The following graph illustrates that <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong> received a significant number of compliments<br />
on a range of aspects of service delivery. It appears that<br />
this year we have received more compliments than in<br />
previous years. These compliments come in the form of<br />
small gifts, cards and letters of appreciation, emails and<br />
phone calls to management. It is extremely affirming for<br />
our staff to receive this feedback and has a positive effect<br />
on our staff morale.<br />
Compliments<br />
Received<br />
16<br />
14<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
C<br />
B<br />
A<br />
A B<br />
C<br />
A B<br />
C<br />
4<br />
A B<br />
C<br />
B<br />
A<br />
5<br />
C<br />
5<br />
5<br />
63%<br />
60%<br />
5<br />
63%<br />
67%<br />
C<br />
B<br />
A B<br />
A<br />
C<br />
B<br />
A<br />
C<br />
A B<br />
C<br />
1 = Very Low<br />
2 = Low<br />
3 = Medium<br />
4 = High<br />
5 = Very High<br />
Our hospital achieved a<br />
Site Risk Survey rating<br />
A B<br />
C<br />
B<br />
A<br />
A = 2008/09<br />
B = 2009/10<br />
C = 2010/11<br />
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun<br />
of<br />
‘Very<br />
Good’.<br />
C<br />
B<br />
A<br />
C<br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 16<br />
Governance<br />
Complaints<br />
We received a very small number of patient complaints<br />
this year, compared to compliments. Most complaints<br />
related to poor communication and the provision of<br />
information (refer to Nature of Complaints section below).<br />
As we are committed to improving the quality of service,<br />
complaints are important opportunities for us to examine<br />
how and when we do things, and when patients and their<br />
Complaints<br />
Received<br />
6<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
A C<br />
B C<br />
A<br />
C<br />
A C<br />
families feel strongly about an issue, they will inform us<br />
to make their views known. We are confident to report<br />
that all of our complaints have been dealt within the<br />
timeframes prescribed and to the satisfaction of the<br />
complainant.<br />
B A A<br />
C<br />
A = 2008/09<br />
B = 2009/10<br />
C = 2010/11<br />
B C B<br />
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun<br />
Nature of Complaints<br />
The nature of complaints this year have been<br />
Access Treatment Communication Environment and<br />
Atmosphere<br />
Discharge/Transfer Inadequate nursing care • Wrong/misleading information<br />
• Inadequate information<br />
• Failure to consult<br />
Poor amenities
Clinical Indicators – Falls<br />
The rate of falls that have been recorded on the<br />
RISKMAN system has reduced significantly this year<br />
when compared to last year; on average one-third less<br />
than those reported in the 2009 - 2010 year. These<br />
results may indicate that the remediation strategies that<br />
have been implemented are producing the desired effect.<br />
Falls Rates<br />
30<br />
25<br />
20<br />
15<br />
10<br />
5<br />
0<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
B<br />
B<br />
A A C<br />
C<br />
B<br />
A C<br />
B<br />
A C<br />
A = 2008/09<br />
B = 2009/10<br />
C = 2010/11<br />
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun<br />
Clinical Indicators –<br />
Pressure Ulcers<br />
Our patients have a tendency to develop pressure ulcers<br />
as a direct consequence of their immobility and the<br />
deterioration of their condition. Pressure ulcer and<br />
wound management in our patient groups is complex<br />
and requires a high level of skill and expertise. As in<br />
previous years, the majority of pressure ulcers exist in<br />
Pressure<br />
Ulcers Rates<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
B<br />
A<br />
E<br />
C<br />
D F<br />
A<br />
B<br />
D<br />
C<br />
E<br />
F<br />
A<br />
B<br />
C<br />
D<br />
E<br />
F<br />
B<br />
A C<br />
C<br />
B<br />
A<br />
patients admitted for management of their ulcers and<br />
our rate of hospital acquired pressure ulcers is relatively<br />
low. The majority of hospital acquired ulcers are recorded<br />
as ‘stage one’ which is a reflection of the fact that our<br />
surveillance and subsequent management of ulcers has<br />
been effective.<br />
St Luke’s St Joseph’s St Teresa’s Community Location off site Location<br />
Unspecified<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
A<br />
B<br />
Rose Room<br />
C<br />
A = Admitted with ulcers 2008/09<br />
B = Admitted with ulcers 2009/10<br />
C = Hospital acquired 2008/09<br />
D = Hospital acquired 2009/10<br />
E = Admitted with ulcers 2010/11<br />
F = Hospital acquired 2010/11<br />
A C E E F E<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 18<br />
Governance<br />
Continuum of <strong>Care</strong><br />
Governance Committee –<br />
Medication Advisory<br />
Subgroup<br />
Medication Errors<br />
The rate of medication errors that have been recorded<br />
on the RISKMAN system have also fallen significantly<br />
this year, when compared to last year; less then half of<br />
those reported in 2009 - 2010. A number of remediation<br />
strategies were introduced in the last year, such as<br />
reflective practice journals, which have supported staff<br />
in improving medication management.<br />
The trend noted in RISKMAN is also reflected in data<br />
captured through our quarterly audits of medication<br />
charts, which support the trend of decreasing errors.<br />
Medication<br />
Errors<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
0<br />
A<br />
B<br />
C<br />
A<br />
B<br />
C<br />
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter<br />
Safe Practice and<br />
Environment Governance<br />
Committee – Occupational<br />
<strong>Health</strong> & Safety Subgroup<br />
During the year the Little Company of Mary <strong>Health</strong> <strong>Care</strong><br />
National Office commenced work with our hospital to begin<br />
defining and collecting a suite of national occupational<br />
health and safety key performance indicators. This data<br />
is reported to the National Leadership Team and is used<br />
to benchmark with other organisations and provide a clear<br />
overview of the extent of occupational health and safety<br />
incidents and the nature of injuries; which is very useful in<br />
identifying the focus of remediation efforts.<br />
An important occupational health activity is staff<br />
immunisation and this year saw an increase of 7.5%<br />
compared to last year for staff receiving their annual<br />
influenza vaccinations.<br />
A<br />
B<br />
Compared to last year the<br />
rate of medication errors<br />
has fallen<br />
by 50%.<br />
C<br />
A<br />
B<br />
C<br />
A = 2008/09<br />
B = 2009/10<br />
C = 2010/11<br />
Safe Practice and<br />
Environment Governance<br />
Committee – Emergency<br />
Management Subgroup<br />
A significant achievement this year was the review of our<br />
hospitals Emergency Procedures Manual which followed<br />
amendments to the Australian Standards AS 3745 - 2010<br />
Planning for Emergencies in Facilities and AS 4083 -<br />
2010 Planning for Emergencies – <strong>Health</strong> <strong>Care</strong> Facilities.<br />
This review now brings our hospital in-line with these<br />
standards and facilitates staff responding to emergencies<br />
with efficiency and effectiveness.
Information Management<br />
Governance Committee<br />
<strong>Health</strong> Information Services (Medical Records)<br />
In April, the <strong>Health</strong> Information Services Department<br />
was the subject of a review conducted by the <strong>Health</strong><br />
Information Manager from <strong>Calvary</strong> Adelaide at Wakefield.<br />
This review identified ten recommendations relating to the<br />
built environment, the systems for medical records and<br />
the staffing profile. As a result of this review our <strong>Health</strong><br />
Information Services Department has new storage systems<br />
and a more efficient system for medical record numbering,<br />
together with the activation of online submission of data<br />
to the Victorian Cancer Registry.<br />
Victorian <strong>Health</strong> Incident Management System<br />
The Department of <strong>Health</strong> in Victoria has mandated that<br />
all publicly funded health services adopt the new Victorian<br />
<strong>Health</strong> Incident Management System (VHIMS) which<br />
replaces the previous RISKMAN system for reporting<br />
incidents, hazards, compliments and complaints.<br />
The VHIMS system now has more sophisticated<br />
functionality with expanded reporting and classification<br />
capacity. The national office of Little Company of Mary<br />
<strong>Health</strong> <strong>Care</strong> has also decided to obtain VHIMS and<br />
implement it across the whole group. In Victoria, there is<br />
now also a requirement to report de-identified aggregated<br />
data to the Department of <strong>Health</strong>, the <strong>Health</strong> Services<br />
Commissioner and to the Victorian Managed Insurance<br />
Authority. We implemented the new system in March<br />
and reporting to the relevant authorities has commenced.<br />
Telephone System<br />
Following a serious failure in the ageing telephone system,<br />
roll out of a new telephone system occurred this year.<br />
This project has taken considerable time to implement<br />
due to the nature of the old building and the interface<br />
with the current computer system. The result has been<br />
the implementation of a modern telephone infrastructure<br />
which includes a superior PABX, new desktop and WI FI<br />
(wireless) handsets with internal staff directory facility and<br />
new mobile phones. There are some additional modules<br />
to be activated in the coming months including the Mobicall<br />
duress alarm system.<br />
‘The parable which best<br />
articulates, writes John Paul II,<br />
the heart of the healthcare<br />
mission and ministry of<br />
Jesus Christ is that of the<br />
Good<br />
Samaritan.<br />
(Luke 10:29-37)’ by Fr Gerald A. Arbuckle.<br />
Education, Training and<br />
Research Governance<br />
Committee<br />
This year saw the successful undertaking of a research<br />
project in collaboration with the Menzies Centre for <strong>Health</strong><br />
Policy at the University of Sydney. This project described<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> specialist palliative care<br />
model, with emphasis on the experiences of patients,<br />
carers and health care professionals.<br />
At an operational level, we completed a review of the<br />
topics that constitutes mandatory and core training.<br />
This information has been used to establish the range of<br />
education topics offered to staff. Our Centre for Education<br />
and Development continued to facilitate professional<br />
learning and development opportunities for all staff as well<br />
as providing support to undergraduate students on clinical<br />
placements and new graduates.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 20<br />
Governance<br />
Financial <strong>Report</strong><br />
Financial <strong>Report</strong> Analysis of Labour (by FTE)<br />
Labour Category<br />
JUNE<br />
Current Month FTE<br />
JUNE<br />
YTD FTE<br />
<strong>2011</strong> 2010 <strong>2011</strong> 2010<br />
Nursing 111.6 113.6 110.4 113.7<br />
Administration and Clerical 18.9 16.5 17.1 17.2<br />
Medical Support 7.6 8.1 7.8 7.4<br />
Hotel and Allied Services 20.7 19.7 21.6 21.7<br />
Medical Officers 4.9 5.1 5.0 4.5<br />
Ancillary Staff (Allied <strong>Health</strong>) 38.2 36.6 37.3 33.7<br />
TOTAL 201.9 199.6 199.2 198.2<br />
Summary of Financial Results ($000’s)<br />
<strong>2011</strong> 2010 2009 2008 2007<br />
Total Revenue 26,152 25,504 24,205 23,560 21,496<br />
Total Expenses 25,524 25,152 23,881 22,394 21,284<br />
Net Result for the Year (inc. Capital Items) 628 352 324 1,166 212<br />
Retained Surplus 9,955 9,477 9,095 8,111 7,635<br />
Total Assets 16,178 15,323 14,463 14,185 12,918<br />
Total Liabilities 6,073 5,846 5,338 5,384 5,283<br />
Net Assets 10,105 9,477 9,125 8,801 7,635<br />
Total Equity 10,105 9,477 9,125 8,801 7,635<br />
Consultancies (less than $100,000)<br />
25 engagements totalling $230,591<br />
Performance priorities<br />
(a) Financial performance<br />
(i) Operating result<br />
<strong>Annual</strong> Operating result ($m)<br />
(ii) Cash management/liquidity<br />
Creditors<br />
Debtors<br />
(b) Service performance<br />
Quality and safety<br />
<strong>Health</strong> service accreditation<br />
Cleaning standards<br />
Hand Hygiene Program compliance (%)<br />
SAB rate (OBDs)<br />
Victorian Patient Satisfaction Monitor (VPSM)<br />
(c) Activity and Funding<br />
Sub Acute Inpatient<br />
GEM (non DVA)<br />
Palliative <strong>Care</strong> - Inpatient<br />
GEM - DVA<br />
Palliative <strong>Care</strong> - DVA<br />
NHT (non DVA)<br />
Ambulatory<br />
SACS (non DVA)<br />
2010-11<br />
actuals<br />
$0.505<br />
50<br />
23<br />
2010-11<br />
actuals<br />
Full compliance<br />
> 85%<br />
> 65%<br />
Met benchmark<br />
Met benchmark<br />
2010-11<br />
Activity Achievement<br />
9,192<br />
12,460<br />
294<br />
759<br />
57<br />
22,762<br />
2,711
Investing in Technology<br />
Infrastructure<br />
Information Technology has had a challenging year,<br />
with major changes in both network infrastructure<br />
and resource requirements. The potential to embrace<br />
technology and integrate it within the entire hospital to<br />
improve services has led to an audit of all information<br />
technology infrastructure at the hospital.<br />
The aim of the audit was to better understand the current<br />
situation in our technology vulnerabilities including<br />
hardware, security threat, risk management and data<br />
recovery. These results will allow us to improve and<br />
develop our future systems.<br />
Implementation of Helpbox<br />
Helpbox is an application software that enables all user<br />
requests to be sent to the Little Company of Mary <strong>Health</strong><br />
<strong>Care</strong> National Office. This replaces the outdated systems<br />
currently being used with a centralised, streamlined and<br />
highly transparent process for all stakeholders.<br />
Technical experts are addressing the majority of issues<br />
from a central location, greatly reducing the impost<br />
on local resources. Uptake of the software has been<br />
impressive with an immediate benefit to users and more<br />
timely resolution. The high visibility for end users and<br />
Management now provides instant feedback on job<br />
status, priorities and resourcing requirements.<br />
A handful of users have been working with Helpbox<br />
for the last 12 months and now it is being rolled out to<br />
nominated users across the hospital. Staff are currently in<br />
the training phase of the roll out.<br />
Site Risk Survey<br />
In April this year representatives from Victorian Managed<br />
Insurance Authority (VMIA) attended the hospital to<br />
conduct a Site Risk Survey.<br />
This Site Risk Survey was required to assess the<br />
property and public liability risk exposures of the hospital<br />
against various applicable standards and to assist VMIA<br />
to develop an aggregate view of risk across the Victorian<br />
Public Service.<br />
Overall, the main focus of this Site Risk Survey was<br />
to investigate the risk profile of the hospital and the<br />
contributions to the risk exposure that our assets make to<br />
site-wide risk levels together with the treatment, control<br />
systems and activities that serve to manage those risks.<br />
The Site Risk Surveys main areas of focus were hazards,<br />
construction, essential services, risk management systems,<br />
building services and equipment and public safety.<br />
Overall, our hospital achieved a result of ‘Very Good’ in<br />
the Site Risk Survey. These results support our continued<br />
commitment to the above stated areas. Only a handful of<br />
minor and low priority recommendations were also made.<br />
These minor recommendations have been accepted by<br />
Management and are under review and rectification over<br />
the next few months.<br />
The Spirit of Life – A Privilege<br />
As a clinical staff member of the hospital I was<br />
recently asked ‘how do you work with people who<br />
are dying – it must be so depressing?’<br />
I can see how an observer might think that,<br />
however that is not how I feel.<br />
It is a privilege to support and take care of<br />
patients who are facing a life-limiting illness<br />
and working with a broad multidisciplinary team<br />
makes my work rewarding and worthwhile.<br />
Patients facing a life-limiting illness seem to<br />
embrace life more fully and share so much of<br />
themselves and their lives. As a clinician I find<br />
sharing this journey with them, both professionally<br />
and personally enriching.<br />
It is also the bond of working with different clinical<br />
staff from so many disciplinary areas to support<br />
one patient that makes the teamwork aspect of<br />
the job incredibly rewarding. One patient could<br />
be supported by at least ten different clinical<br />
disciplines. All team members aspire to provide<br />
the best quality of care possible, based on the<br />
Mission and Values of Hospitality, Respect,<br />
Stewardship and Healing. All of these Values are<br />
deeply entrenched in our daily work practices.<br />
Ensuring patients have the best quality of<br />
life needs input from many members of the<br />
interdisciplinary team, so that the most appropriate<br />
solutions are found for the patient and their family.<br />
As I reflect on the fact that patients facing a<br />
life-limiting illness are often vulnerable, I have<br />
learnt that they benefit from the support of an<br />
experienced and integrated team.<br />
I am truly fortunate to work as part of the team<br />
at our hospital.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
21
As leaders in palliative care and<br />
progressive neurological diseases such as<br />
Motor Neurone Disease, Huntington’s Disease<br />
and advanced Multiple Sclerosis<br />
we support over<br />
4000 patients<br />
and their families per year from all over Victoria<br />
Our Services
Our Services<br />
On Our Wards<br />
For St Luke, St Joseph and St Teresas’ wards it has been<br />
a busy and challenging year. With our commitment to<br />
strive for best quality of care for our patients, staff have<br />
worked collaboratively this year to offer an interdisciplinary<br />
approach. The progression of patient centred care is about<br />
placing the patient, including their family, at the centre of<br />
their health care, with their needs and wishes as paramount.<br />
St Luke’s and St Joseph’s wards continued to support our<br />
palliative care patients, while St Teresa’s ward provided<br />
care for our patients with complex progressive neurological<br />
illnesses, including Motor Neurone Disease, Huntington’s<br />
Disease, advanced Parkinson’s Disease and complicated<br />
Multiple Sclerosis.<br />
One of the major events within St Luke’s ward has been<br />
the completion of the Human Room. This multi-purpose<br />
room has the capacity to project imagery and sound.<br />
The concept of the Human Room is to place the patient<br />
in a space which is calming, helps their cognitive changes,<br />
delirium, confusion and works as a diversional therapy.<br />
With the patient being calmer and engaged they are<br />
less likely to become agitated and escalate to difficult<br />
management situations. This results in a significant<br />
improvement for the patient and their family, and requires<br />
much less staff resource to manage.<br />
Another environmental advancement has been the<br />
refurbishment of the Jacaranda Room in St Teresa’s ward.<br />
The cost of this refurbishment was made possible by<br />
generous donations and the proceeds from a trivia night<br />
hosted by a patient and their family. This room is used<br />
by different people in various ways. Patients use it as a<br />
quiet and reflective space or where they can be away from<br />
their bedside. Another group of patients use this room<br />
for diversional therapy, music and relaxation. Families<br />
celebrate special occasions here, while children use this<br />
room as an escape from the grief of illness at the bedside.<br />
There have also been many significant operational changes<br />
that have occurred this year on the wards including<br />
1) A commitment to Palliative <strong>Care</strong> Outcome<br />
Collaborative (PCOC). The wards have now been<br />
collecting these assessments and entering them<br />
into the database. The staff have been using these<br />
assessments to track current patient progress and<br />
care planning and the entry into the database for<br />
submission as part of quality care.<br />
2) The Functional Independence Measure (FIM)<br />
has been introduced onto the wards. This is an<br />
internationally recognised measurement tool, which<br />
is used to collect information about the patient’s level<br />
of dependence and ‘burden of care’ while at the hospital.<br />
The Department of <strong>Health</strong> uses this information<br />
to benchmark our patients against those at other<br />
facilities to ensure that we are receiving adequate<br />
funding in relation to our patient mix.<br />
3) E-referrals to Allied <strong>Health</strong>. As part of our electronic<br />
patient management system, staff are able to send<br />
referrals electronically to different clinical teams,<br />
replacing the out-dated paper process. This has<br />
resulted in a number of improved efficiency and<br />
communication outcomes on the wards.<br />
Staff can observe if a referral has been placed,<br />
what stage it is at, who is responsible and who to<br />
communicate with. All staff have access<br />
to the referrals from any computer.<br />
4) In preparation for the implementation of a new<br />
e-medication management system, St Luke’s ward<br />
has changed their administration practice from using<br />
a drug trolley to individual bedside locker storage<br />
and dispensing. This supports the separation of work<br />
and ease of administering medications in a timely<br />
response not driven by ward round processes.<br />
A foremost highlight for the wards has been the<br />
employment of a Diversional Therapist under the<br />
philanthropically funded Huntington’s Disease Pilot<br />
Project. The project has enabled our patients with<br />
Huntington’s Disease to engage in diversional activities<br />
with the aim of improving their opportunities for social<br />
interaction and engagement within an inpatient unit.<br />
The results of the project have been extremely positive.<br />
The impact of this project has been so significant for<br />
patients, families, the ward and staff. St. Teresa’s ward<br />
continues to be a world leader in the care of patients<br />
with Huntington’s Disease; one of the few care places<br />
where patients are cared for in a secure environment.<br />
The impact of the diversional therapist program is such<br />
that the patients are engaged with activity throughout<br />
the day, reducing anxiety and resulting in less agitation<br />
and escalating behaviour. Resulting in improved patient<br />
wellbeing and a more efficient streamlined management<br />
of staff resources.<br />
Finally, staff continued to develop their skills through<br />
professional development and education, participating<br />
in palliative care certification, attending external study,<br />
workshops and conferences to improve the services<br />
offered on the ward and to ensure our patients receive<br />
the best quality of care possible.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 24<br />
Our Services<br />
Pastoral <strong>Care</strong><br />
and Bereavement<br />
We have a large Pastoral <strong>Care</strong> and Bereavement<br />
Department at the hospital, that provides emotional and<br />
spiritual support to our patients and families from the<br />
beginning of their journey with us.<br />
Our department had many achievements throughout the<br />
year. In particular the skills and qualifications of our team,<br />
have led us to be recognised as leaders in our field. This<br />
is evidenced by staff being invited to speak at local and<br />
international levels, including an invitation to present at<br />
an international conference. The topic of the presentation<br />
was ‘The Language of the Unheard’. This invitation was a<br />
significant acknowledgement of our skills in this field.<br />
Another accomplishment this year is the fact that we have<br />
been recognised as a leader in training and developing<br />
of students. Many tertiary education providers are<br />
requesting for their students to be placed at our facility<br />
in order that they are exposed to high level foundational<br />
skills in the areas of pastoral care and bereavement.<br />
Music Therapy<br />
The Music Therapy Department continued to provide<br />
services to inpatient, community, ambulatory patients and<br />
an outreach program that is leading the way in Australia.<br />
From July 2010 to June <strong>2011</strong> we supported over 1050<br />
patients across 14 regular programs.<br />
Our Music Therapy Department continues to be the<br />
largest and most well established music therapy<br />
department in Australia. Once again our staff have used a<br />
variety of methods and specialised skills to assist patients<br />
and their family members to experience the best possible<br />
quality of life. This has been achieved through addressing<br />
a range of physical and psychosocial needs and nurturing<br />
the creative spirit in those whose health is deteriorating.<br />
The last 12 months has been a time of growth and<br />
development for the department, especially with a<br />
focus on research and evaluation. The department has<br />
commenced two research projects. These research<br />
projects have provided a greater understanding of the<br />
important role of music therapy in supporting people<br />
during terminal illness and bereavement. Music therapists<br />
have also been involved in the Huntington’s Disease<br />
project by providing a weekly music therapy program.<br />
Creative Connections<br />
Program<br />
With the generous financial support of the philanthropic<br />
community the Creative Connections Program continued<br />
to support families with children who have experienced or<br />
are preparing for the death of a loved one. The program<br />
provides art and music therapy at home, school or at<br />
the hospital. The responsive and adaptable nature of<br />
this therapy provides a unique tool to support bereaved<br />
children in a fun and engaging manner.<br />
We have supported over 36 clients from young children<br />
to youth up to the age of 18.<br />
This year Music Therapy<br />
has supported over<br />
1050 patients<br />
across 14 programs.
Neuro-Ambulatory Service<br />
An integral part of what we do in providing clinical care and<br />
services to people with progressive neurological conditions<br />
is to critically assess how we practice, research new<br />
methods and measure outcomes. Our patients expect us<br />
to be abreast of advancements in this field of practice and<br />
to be actively contributing to the overall body of knowledge<br />
about how best to understand and manage these diseases.<br />
A number of activities that have taken place this year within<br />
the Neuro-Ambulatory Service reflect this approach.<br />
The department continued to evolve as we took on<br />
more tertiary provider responsibilities and increased our<br />
involvement with Telehealth and secondary consultation<br />
to other service providers. Promoting specialist knowledge<br />
within streams of care has been a focus this year, as was<br />
staff training and succession planning.<br />
Improving departmental communication has been essential<br />
this year. Many of our patients live significant distances<br />
away from the hospital and most of these patients<br />
will have an array of clinical and community support<br />
service providers.<br />
Our multidisciplinary team has been working on better<br />
ways to communicate within the broader framework<br />
between patients, families and all the agencies involved<br />
in their care. This ‘team without walls’ will increasingly rely<br />
on electronic records and e-communication technology<br />
to help streamline care and reduce risk to patients.<br />
The Government is funding us to develop this electronic<br />
infrastructure.<br />
As a statewide provider, we have embraced the opportunity<br />
to develop models of care and programs for patients with<br />
uncommon neurological conditions. This also enables us<br />
to have a ‘critical mass’ of patients with the same medical<br />
condition to be involved in research activities. Our patients<br />
continue to be highly motivated to be part of research<br />
into these progressive and currently incurable diseases.<br />
Many patients have shown a great altruism, volunteering<br />
for projects that may have no direct benefit to themselves.<br />
Currently there are a number of research projects and<br />
welcome collaborations with external researchers including<br />
the Australian Motor Neurone Disease Registry, the<br />
Huntington’s Disease Research Group and the Victorian<br />
Motor Neurone Disease Research Tissue Bank of Victoria.<br />
A highlight this year has been our involvement in the first<br />
multi-national drug trial to include Australians with Motor<br />
Neurone Disease. The EMPOWER Study, sponsored<br />
by Biogen-Idec, is a randomised, double-blind, placebocontrolled<br />
Phase III trial which will recruit over 800 people<br />
worldwide.<br />
Occupational Therapy<br />
The Occupational Therapy Department has continued<br />
to work with patients and their families to help patients<br />
achieve their optimal level of functioning and independence<br />
in tasks that are meaningful to them. This has included<br />
education and advice regarding assistive equipment,<br />
splinting, environmental modification, seating, wheelchair<br />
accessible vehicles, fatigue management, environmental<br />
controls and computer access and pressure care.<br />
Over the last year our expertise in equipment prescription<br />
has been instrumental in the selection and purchase of a<br />
suite of electric lift recliner armchairs, pressure mattresses<br />
and a storage system for the inpatient areas. This has<br />
resulted in improved patient positioning, pressure care,<br />
comfort and reduced manual handling demands on staff.<br />
Occupational Therapists as part of the multidisciplinary<br />
team have continued to explore the use of assistive<br />
technology to facilitate independence for people with limited<br />
voluntary movement.<br />
The year was highlighted by staff having papers accepted<br />
at state and national occupational therapy conferences.<br />
Staff also contributed to undergraduate learning through<br />
onsite fieldwork placements and provided specialist guest<br />
lectures at LaTrobe University in the role of occupational<br />
therapy in the care of Motor Neurone Disease and<br />
Huntington’s Disease. Our staff’s commitment to training<br />
extended to providing community based therapists with<br />
the opportunity to attend our hospital and share resources<br />
and information.<br />
Physiotherapy<br />
The Physiotherapy Department provided support to<br />
our patient’s mobility, physical potential and provision<br />
of equipment to optimise their participation in life.<br />
This year a major focus for the department has been<br />
providing our expertise and educational leadership to<br />
external organisations. These teaching opportunities<br />
allowed us to share with other health professionals the<br />
specialist knowledge and skills gained by working with<br />
our unique group of patients.<br />
Presentations have included the Australian Rehabilitation<br />
Assisted Technology Association Conference highlighting<br />
the innovative work we do with scanner controls on<br />
motorised wheelchairs. This technology enables people<br />
with Motor Neurone Disease, who have lost most of their<br />
ability to move, still be able to drive a wheelchair.<br />
Staff have lectured at Monash University about<br />
physiotherapy in Palliative <strong>Care</strong>, to Neurological<br />
Physiotherapists about the role of physiotherapy in Motor<br />
Neurone Disease and to Aged <strong>Care</strong> Physiotherapists<br />
about the concept of neuro-palliative rehabilitation.<br />
We also presented at the Australian New Zealand<br />
Falls Prevention Conference regarding falls relating<br />
to Huntington’s Disease patients.<br />
A highlight has been the acquisition of a ‘stand-up’ electric<br />
wheel chair. This specialised wheelchair has<br />
a mechanism to raise the seat, to assist people suffering<br />
from leg weakness to a standing position. This action<br />
prolongs the duration a patient with a progressive<br />
neurological disease can independently stand and transfer.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 26<br />
Our Services<br />
Speech Pathology<br />
The Speech Pathology Department has provided care,<br />
support, assessment and management for patients with<br />
swallowing, communication, secretion management and<br />
oral hygiene issues this year. Speech Pathologists worked<br />
diligently with all members of the interdisciplinary team,<br />
with the aim to ensure patient’s swallowing is as safe as<br />
possible and that they have a voice for life.<br />
Our work as leaders in the field has continued to develop<br />
this year in collaboration with Communication Rights<br />
Australia, participation in the Communication Access<br />
Advisory Group which is a systemic level initiative to launch<br />
a new communication access symbol and an invitation to<br />
participate in the Dental <strong>Health</strong> Services Victoria Community<br />
Advisory Committee.<br />
Staff members have been busy attending and presenting<br />
at national and international conferences including<br />
ALS Symposium in the United States of America,<br />
International Society of Assistive and Augmentative<br />
Communication Conference in Spain, Chronic Disease<br />
Management Conference in Australia, poster presentation<br />
at the Australian Rehabilitation and Assistive Technology<br />
Association Conference and a paper presented<br />
at the Sub-Acute Forum at St Vincent’s Hospital<br />
Melbourne Research.<br />
Neuropsychology<br />
The role of the Neuropsychologist is to examine<br />
brain-behaviour relations through interview and<br />
neuropsychological assessment techniques and to<br />
determine the impact of organic impairment on the patient’s<br />
everyday living.<br />
The Neuropsychology and Speech Pathology Departments<br />
have joined forces this year to complete two research<br />
projects. One focuses on ‘Social Perception and Empathy<br />
in Huntington’s Disease’ and the other on ‘Pragmatic<br />
Language Function in Motor Neurone Disease’.<br />
Staff have presented at conferences including the<br />
international ALS Symposium in United States of America<br />
and also the College of Clinical Neuropsychologists<br />
Conference in Australia. One staff member has also<br />
provided support for neuropsychologists across Victoria this<br />
year in their role as Secretary of the Victorian Section of the<br />
College of Clinical Neuropsychologists.<br />
Social Work<br />
The Social Work service provided support and advocacy<br />
to patients and their families in relation to a range of<br />
psychosocial issues.<br />
The Social Work Department experienced a year of<br />
stability and consolidation, with much focus being on<br />
improving internal clinical processes and practices. Areas<br />
of advancement included the review of our Residential<br />
<strong>Care</strong> policy and process, the review of our Social Work<br />
Assessment Tool and a project regarding access to <strong>Care</strong>r<br />
Allowance Entitlements by patients and their carer in the<br />
Community Palliative <strong>Care</strong> Service.<br />
The Social Work Department continued to provide an<br />
external consultancy service to Cabrini Brighton Day<br />
Oncology Unit. In addition to the Cabrini service, staff<br />
participated in weekly teleconferences and monthly visits<br />
to the Gippsland Regional Palliative <strong>Care</strong> Consortium.<br />
Non-clinical projects included a review of our support<br />
program offered by the Social Work Department to the<br />
Medical Interns, as well as the provision of Victorian<br />
Cancer Clinicians Communication Program (VCCCP)<br />
‘Emotional Cues’ training program to all staff. Professional<br />
development included Social Workers completing the<br />
VCCCP training to facilitate ‘Transition to Palliative <strong>Care</strong>’<br />
sessions for all staff at the hospital.<br />
Much work has also been undertaken over the last 12<br />
months to ensure that the disability funded Social Work<br />
position is compliant with the Disability Quality Framework,<br />
in preparation for independent auditing and accreditation.<br />
Community Palliative<br />
<strong>Care</strong> Service<br />
Community Palliative <strong>Care</strong> Service provides care for people<br />
living with a life-limiting illness in the cities of Bayside,<br />
Port Phillip, Glen Eira, Stonnington and part of Kingston.<br />
Our service is available 24 hours a day including holistic<br />
care, symptom relief, emotional support, consultation,<br />
management of symptoms and education.<br />
Our multidisciplinary team provides nursing, medical,<br />
physiotherapy, occupational therapy, music therapy, social<br />
work, pastoral care and bereavement in the patient’s home.<br />
Staff work effectively together to respect the patient’s<br />
autonomy and choice; with the patient’s request of being<br />
in the comfort of their own home for end of life care.<br />
It has been a very challenging year for the Community<br />
Palliative <strong>Care</strong> Service Department, with the streamline<br />
and restructure of the entire department. Also during<br />
the year there were several projects initiated including a<br />
clinical nurse consultancy supported by the wards, a new<br />
documentation system to reduce administration tasks and<br />
duplication of work and the introduction of the NIKI syringe<br />
drivers to the clinical process.
Dietitian Services<br />
The nutrition service at our hospital is contracted from the<br />
Alfred Hospital.<br />
Over the last 12 months, the Dietitians provided expert<br />
nutrition and dietary advice to patients and their families<br />
in order to improve and manage a range of conditions<br />
including progressive neurological diseases, cancers,<br />
end stage heart disease and late stage gastrointestinal<br />
diseases, food intolerances as well as overweight<br />
and obesity. The Dietitians also developed a range of new<br />
resources for patients requiring enteral nutrition. A series of<br />
booklets have also been produced to support patient care.<br />
The Human Spirit – Determination<br />
and Independence<br />
In 2008 a young family arrived in Australia.<br />
Just as they were settling in to their new life Marty,<br />
a 39 year old engineer was diagnosed with Motor<br />
Neurone Disease. His wife was expecting their<br />
first child.<br />
A progressive disease like Motor Neurone Disease<br />
brings new challenges and impacts on every<br />
aspect of a person’s life, from physical changes to<br />
emotional health, relationships and spiritual wellbeing.<br />
The interdisciplinary team works with Marty<br />
and his family to provide support and to manage the<br />
changes and symptoms he faces.<br />
For Marty it was important to try and regain some<br />
control and independence of his life. He was<br />
keen to keep working and be close to his family.<br />
So assistance to access his computer at home<br />
without using a normal mouse was set up by the<br />
interdisciplinary team.<br />
With the support of both his family and the hospital,<br />
Marty was determined to remain engaged in life<br />
and work. Marty used a specialised program called<br />
Dasher, which is like an on screen keyboard. He<br />
is able to send emails to work colleagues, work on<br />
documents and surf the internet; all without using a<br />
mouse. Marty comments ‘no-one even knew I was<br />
not using a normal keyboard.’<br />
The interdisciplinary team regularly assess Marty<br />
and his family’s needs during admissions to the<br />
Neurological Inpatient Unit. This also gives his wife<br />
and two young children some respite. The team<br />
have provided Marty with a range of specialised<br />
equipment including supported seating, equipment<br />
and training to support transfers and specialised<br />
Considerable resources and expertise over the last<br />
12 months has also been dedicated to the hospital’s<br />
Food Service management area, resulting in significant<br />
improvements. Hospital services, dietitians and speech<br />
pathologists have all worked collaboratively to ensure safe,<br />
nutritionally appropriate and appealing meals are provided<br />
to all patients, families and staff.<br />
technology that enables him to continue to use his<br />
computer without his hands through a head mouse.<br />
The specialised technology gives Marty<br />
independence, comfort and the ability to<br />
communicate with friends and family and he uses<br />
Skype to communicate with his wife when he is an<br />
inpatient at the hospital.<br />
Marty’s speech is limited now and his disease<br />
continues to progress. Marty uses the My Tobi<br />
Eye Gaze Communication System. This consists<br />
of a computer screen and an inbuilt camera and<br />
specialised eye tracking software. It also has an<br />
inbuilt environmental control unit which enables<br />
Marty to control his environment with his eyes,<br />
including operating the television, opening the<br />
blinds and adjusting the air conditioner or heater.<br />
Combined with his resilient determination, Marty<br />
remains incredibly positive and well supported by<br />
his entire family.<br />
Marty commented that ‘the eye gaze system<br />
enables me to communicate with some voice<br />
output. It also allows me to continue writing letters<br />
to my children who are only 4 and 18 months<br />
old’. Marty hopes that these letters will provide his<br />
children with some insight into who their dad was<br />
and what his hopes and dreams for them were.<br />
Leaving these letters to both his children is part of<br />
his enduring legacy to them.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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We develop and nurture<br />
partnerships<br />
with other organisations and<br />
implement projects to support<br />
and advance the future sustainability<br />
of our hospital.<br />
Projects & Partnerships<br />
POSITIONAL ONLY
Projects & Partnerships<br />
Redevelopment of <strong>Calvary</strong><br />
<strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong><br />
Having completed a feasibility study during 2010 for<br />
the redevelopment of our hospital environment, on<br />
our current Caulfield site, we have been developing a<br />
business case for the past year with Southern <strong>Health</strong> and<br />
the Department of <strong>Health</strong>.<br />
This business case as agreed by the Department of<br />
<strong>Health</strong> and Southern <strong>Health</strong>, supports our position that<br />
redeveloping at our Caulfield site provides the most cost<br />
effective solution, in a shorter time frame and allows us<br />
to deliver a more efficient model of care to meet<br />
community demand.<br />
While we were unsuccessful in attaining funding<br />
from the Government in the May <strong>2011</strong> State Budget,<br />
redevelopment on the Caulfield site is supported by the<br />
Department of <strong>Health</strong> and the Victorian Government.<br />
Little Company of Mary <strong>Health</strong> <strong>Care</strong> is now working with<br />
the Government to establish other ways of progressing<br />
the redevelopment outside of the government<br />
budget process.<br />
This is an urgent priority and major focus for us, as<br />
our current ageing and deteriorating building facilities<br />
is compromising <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong>’s<br />
operational sustainability, in addition to our reputation as<br />
a leading specialist provider of health care in Victoria.<br />
Patient Centred <strong>Care</strong><br />
Project<br />
Over the past eighteen months the Patient Centred <strong>Care</strong><br />
Project has been implemented, emphasising ‘Patients<br />
Goals of <strong>Care</strong>’. This project reflects our respect for and<br />
inclusion of the patients’ decisions and preferences<br />
while in our care. Patient Centred <strong>Care</strong> Project includes<br />
improved patient and family engagement across all<br />
clinical programs both inpatient and ambulatory with the<br />
introduction of a person centred care plan.<br />
The clinical team utilise the care plan at interdisciplinary<br />
clinical meetings to steer the overall treatment goals.<br />
The clinical treatment goals may differ from the patients’<br />
goals, therefore it is not uncommon for a number of<br />
meetings with a patient, their family and clinicians for<br />
both the patient wishes to be understood and respected;<br />
and with a realisation of what can actually be achieved.<br />
This collaboration then allows interventions and plans<br />
provided to a patient with respect to their culture, their<br />
mental alertness and sensitivity to the stressful emotional<br />
situation that the patient and family are experiencing. The<br />
patient goals are aligned with current patient issues and<br />
interventions are developed that match these goals.<br />
The care plan is used from the first to last point of<br />
patient contact for all clinicians. Reviewed at a weekly<br />
clinical meeting for current issues and future planning,<br />
it is then discussed with the patient and family. This<br />
project is supported by the Government as part of the<br />
person centred care practice, which is to ensure care<br />
is developed in partnership, evidenced in day-to-day<br />
practice and incorporates patient goals.<br />
The Patient Centred <strong>Care</strong> Project document is a means<br />
to improve the quality of care we offer our patients. As a<br />
communication tool it is a central point, available for all<br />
the staff to understand the plan of care and what to do in<br />
treatment sessions.<br />
Our Work<br />
With Neurological<br />
Organisations<br />
Patients with progressive neurological diseases and their<br />
families can benefit from a variety of support to help them<br />
live more comfortably in the community and to be as<br />
independent as possible. We have been working this year<br />
in concert with many other agencies, to ensure our patients<br />
have received the co-ordinated services they need.<br />
We have collaborated with a number of neurological<br />
organisations, in particular MND Victoria, Huntington’s<br />
Victoria, MS Australia, Parkinson’s Victoria, Muscular<br />
Dystrophy Australia and the Young People in Nursing<br />
Homes National Alliance. All of these independent agencies<br />
provide a valuable range of supports and services for our<br />
patients and their families.<br />
These organisations also raise awareness of these<br />
uncommon conditions in the general community and bring<br />
the issues to the front of mind of Government. They are<br />
strong advocates for better services for people and for<br />
more research to find the cause and the cure for these<br />
often life-limiting conditions. In all of these aims we find<br />
common ground. This shared purpose is at the crux of our<br />
working relationships with neurological organisations.<br />
As the Federal Government contemplates the Productivity<br />
Commission’s recommendations for a National Disability<br />
Insurance Scheme for all Australians, we look forward to<br />
continuing our work together in what should be a better<br />
resourced and more equitable environment for people<br />
with a disability.<br />
An urgent priority<br />
and major focus is to<br />
redevelop<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong>.<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 30<br />
Projects & Partnerships<br />
Video Conferencing<br />
With working partnerships between our hospital and<br />
local clinicians to provide services for neurology patients<br />
across Victoria and palliative care patients in the southern<br />
metro region and Gippsland, we have been developing<br />
new technology to improve service delivery and capability<br />
to support our statewide services.<br />
A joint project with The Australian Center for <strong>Health</strong><br />
Innovation to scope the requirements for video<br />
collaboration tools will facilitate further development of<br />
our specialist consultative model of care for patients.<br />
This technology will allow our progressive neurological<br />
and palliative care services to have improved and<br />
more timely contact without the need for travelling long<br />
distances for staff, patients and their families. As part of<br />
our collaborative care with other service providers we<br />
already have collective team meetings with multiple staff<br />
who phone in or use Skype to meet with patients and<br />
clinicians in their community and residential setting.<br />
e<strong>Health</strong><br />
A step forward in improving quality of care and<br />
streamlining delivery of services has led to the first stage<br />
of a three year implementation of a completely paperless<br />
record system.<br />
iSOFT Medication Management MedChart is a web<br />
based technology that supports medication management<br />
including prescribing, monitoring and dispensing of<br />
medication. This new technology allows fewer medication<br />
errors therefore increasing patient safety, more effective<br />
and supported decision making due to better access<br />
to clinical information and improved work efficiency<br />
because of immediate access to the medication chart<br />
from any computer.<br />
Key staff are currently implementing MedChart in their<br />
departments and have been enthusiastic to use it as<br />
they realise the efficiencies of the new system. As one<br />
of our requirements being multiple staff accessibility to a<br />
patient’s medical record at the same time from different<br />
places, MedChart will definitely make this easier for<br />
nurses, doctors and pharmacists.<br />
Notre Dame University<br />
Our new collaboration with Notre Dame University is<br />
an exciting initiative for the hospital and confirms our<br />
role in the provision of education and training of future<br />
and existing health professionals. Final year medical<br />
students now spend four weeks at <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong>, with an emphasis on learning of the issues<br />
related to end of life care and developing the skills<br />
that will be required as junior doctors. It also provides<br />
staff from both organisations the opportunity for further<br />
teaching, education and research.<br />
Gippsland Region<br />
Palliative <strong>Care</strong> Consortium<br />
Together with the palliative teams from Southern <strong>Health</strong><br />
and Peninsula <strong>Health</strong>, work has continued this year with<br />
Gippsland Region Palliative <strong>Care</strong> Consortium to further<br />
develop our specialist palliative consultancy model and<br />
the provision of support to services in the region.<br />
Weekly team meetings via teleconference and regular<br />
monthly visits which include General Practitioners<br />
support and health professional education are now well<br />
established. Despite several challenges, the enthusiasm<br />
and willingness of staff from all organisations to work<br />
collaboratively to improve care for patients in the region<br />
is gratefully acknowledged.<br />
A new partnership<br />
with Alfred <strong>Health</strong> in the<br />
provision<br />
of specialist<br />
palliative<br />
medical consultancy to<br />
Cabrini <strong>Health</strong> has been in<br />
response to a statewide shortage<br />
of palliative specialists.
Our Education Supporting<br />
Pakistan<br />
An ongoing relationship with St Elizabeth Hospital in<br />
Pakistan has welcomed a leading initiative.<br />
Patras Inayat, Pakistani Registered Nurse has been<br />
gaining much needed clinical experience and expertise<br />
at our hospital.<br />
Patras participated in our accredited palliative care<br />
course, Certificate in Palliative <strong>Care</strong> Nursing and has<br />
gained clinical experience by spending time with staff<br />
on the ward and visiting home based patients with the<br />
community palliative care team.<br />
Patras’s time with our hospital has allowed him to<br />
improve his occupational skills by undertaking education<br />
in a structured workplace training program, while gaining<br />
clinical knowledge, which once he returns to Pakistan<br />
will support him to set up a home based palliative<br />
care program.<br />
Consultant Work To<br />
Cabrini <strong>Health</strong><br />
Further development of our palliative consultancy<br />
services, consistent with our strategic direction of<br />
developing statewide services, has seen a new joint<br />
venture with Alfred <strong>Health</strong> in the provision of specialist<br />
palliative medical consultancy to Cabrini <strong>Health</strong>.<br />
This partnership has been in response to unmet needs<br />
due to a statewide shortage of palliative specialists<br />
and will result in improved outcomes for patients with<br />
a terminal condition within the southern metropolitan<br />
region. This collaboration builds on the existing alliance<br />
with Alfred <strong>Health</strong> and provides staff with the opportunity<br />
to work in a different environment and interact with a<br />
range of specialists. In addition there is now a capacity<br />
for joint research projects, which provides us with<br />
a template for the development of similar specialist<br />
consultancies in the future.<br />
Southern Metropolitan<br />
Region Palliative <strong>Care</strong><br />
Consortium<br />
The Southern Metropolitan Region Palliative <strong>Care</strong><br />
Consortium (SMRPCC) is an alliance of palliative care<br />
service providers that aims to support improvements in<br />
the integration and coordination of palliative care services.<br />
We have been a member of the consortium since it was<br />
established and continue to benefit from an active role<br />
in consortia activities. With our involvement with the<br />
consortium this year we have contributed to a number of<br />
SMRPCC projects including<br />
1) The Southern Metropolitan Region Inpatient Access<br />
Guide which provides information on how to<br />
appropriately refer patients to palliative care inpatient<br />
units in the region<br />
2) The Aged <strong>Care</strong> Project which aims to develop<br />
sustainable strategies for specialist palliative care<br />
services to support Residential Aged <strong>Care</strong> Facilities<br />
in the region<br />
3) Availability to the region of patient medication fact<br />
sheets as an outcome of the Community Pharmacy<br />
in Palliative <strong>Care</strong> project<br />
4) Work which will enhance the service we provide in<br />
a cross-cultural context through the Regional Cultural<br />
Diversity Strategic Framework Project, which aims<br />
to support culturally competent palliative care service<br />
provision in the region.<br />
‘ Catholic hospitals<br />
were founded not simply to help<br />
the deserving poor but in<br />
recognition that we have an<br />
obligation to assist<br />
those in need’.<br />
by Elizabeth Hepburn IBVM<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 32<br />
Projects & Partnerships<br />
Project for Improving<br />
<strong>Care</strong> for Patients with<br />
Huntington’s Disease<br />
The purpose of the project was to develop an improved<br />
model of care for Huntington’s Disease patients during their<br />
inpatient admission. We focused on this group of patients<br />
because they often experienced difficulties settling into the<br />
ward environment, due to their complex combination of<br />
disorders of movement, thinking and behaviour.<br />
One of the major outcomes of the project was the<br />
development of a Diversional Therapy program. The<br />
results of this program have proven to be a sound success.<br />
A diversional therapist was employed, who managed<br />
to create meaningful relationships with the patients and<br />
guide them with an array of activities which engaged each<br />
individual in an unique manner. Activities included music,<br />
exercise, painting and conversation.<br />
Most importantly there was a sense of confirmation of<br />
the worth of each patient who participated. Families also<br />
noticed the positive effects of the program and experienced<br />
comfort that their loved ones were being supported and<br />
cared for in an atmosphere that optimised their ability to<br />
function and engage with life.<br />
The Spirit of Life – Leaders in Our Work<br />
‘Social Communication Changes in Progressive<br />
Neurological Conditions: The Impact on <strong>Care</strong>rs’.<br />
This research project emerged from our clinical<br />
observations within the specialist progressive<br />
neurology service.<br />
It was consistently observed that carers of patients<br />
with Motor Neurone Disease (MND), Huntington’s<br />
Disease (HD) and advanced Multiple Sclerosis<br />
(MS), noticed alterations in behaviour and emotional<br />
functioning. <strong>Care</strong>rs found reduced empathy, loss<br />
of emotional reactivity and increased aggression,<br />
the most difficult changes to adjust to. Such<br />
changes were often significant causative factors in<br />
relationship stress and breakdowns.<br />
From these observations we felt committed to lead<br />
research in this area. The research received funding<br />
from the <strong>Bethlehem</strong> Griffiths Research Foundation<br />
and Motor Neurone Disease Research Institute of<br />
Australia.<br />
Over 100 of our patient and carer couples<br />
participated in the research. Data collected from 49<br />
patients with MND and their nominated carers, 30<br />
with HD and 20 with MS. Thirty control participants<br />
also completed the research.<br />
Preliminary analysis demonstrated that individuals<br />
with distinct progressive neurological conditions<br />
displayed different levels of impairment in emotion<br />
recognition and social communication.<br />
To date our research has been presented at the<br />
Speech Pathology in Sub-Acute <strong>Care</strong> Meeting,<br />
the 4th Pacific Rim Conference of the Australian<br />
Society for the Study of Brain Impairment and<br />
the International Neuropsychological Society.<br />
Our research continues to lead advancements in<br />
social communication in progressive neurological<br />
diseases in Australia.<br />
St Teresa’s ward<br />
continues to be a<br />
world<br />
leader<br />
in care of patients with<br />
Huntington’s Disease.
The constant advancements<br />
of our research culture, continues to see<br />
our staff actively invited to present<br />
at national and international<br />
conferences throughout the year;<br />
confirming we are leaders<br />
in our respective fields.<br />
Research
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 34<br />
Research<br />
Research Ethics and<br />
Ethics Committee<br />
As a specialist provider of palliative care and progressive<br />
neurology, and consistent with the Little Company of<br />
Mary <strong>Health</strong> <strong>Care</strong> National Palliative <strong>Care</strong> Strategy, the<br />
continuous development of our research culture enables<br />
us to evaluate the care we provide and make constant<br />
enhancements. It also confirms that we are leaders in our<br />
respective fields.<br />
There were a number of significant neurology research<br />
projects approved and initiated over the last 12 months<br />
and there is important interest in our participation in an<br />
international drug trial for treatment of Motor Neurone<br />
Disease. Results will also be known shortly from a major<br />
research project in conjunction with the Menzies Centre<br />
for <strong>Health</strong> Policy in evaluating our hospital’s model of<br />
specialist palliative care.<br />
We would like to thank the Chair of our Research<br />
Ethics and Ethics Committee, Rosalie Jones and other<br />
members of the committee who so willingly volunteer<br />
their time and are truly committed to our Mission.<br />
There is a high level of<br />
interest in our participation<br />
in an international<br />
drug trial<br />
for treatment of Motor<br />
Neurone Disease.<br />
We would also like to take this opportunity to<br />
acknowledge the retirement of Fr Norman Ford SDB and<br />
thank him for his active involvement on this committee,<br />
especially in providing ethical advice and staff education<br />
over many years.<br />
The Research Ethics and Ethics Committee consists of<br />
Mrs Rosalie Jones, Chair<br />
Mr Tony Ryan<br />
Mr Des McCarthy<br />
Cr Margaret Esakoff<br />
Fr Norman Ford, SDB<br />
Dr Jane Fischer<br />
Ms Julia Trimboli<br />
Dr Susan Mathers<br />
Dr Jim Howe<br />
Ms Shannon Thompson.
Research Applications<br />
The following Research Applications were approved or in progress during the year<br />
Principal Investigator Project<br />
Dr Susan Mathers<br />
Dr Robert Henderson<br />
A/Prof Steve Vucic<br />
Prof Matthew Kiernan<br />
Prof Paul Talman<br />
Dr David Berlowitz<br />
Dr Andrew Churchyard<br />
Prof Julie Stout<br />
Karol Connors<br />
Karen Bolger<br />
Julia Oreopoulos<br />
Eleanor McNab<br />
Karen Bolger<br />
Katrina McFerran<br />
Dr Chong Meng Tay<br />
Dr Mina Borromeo<br />
Dr Jim Howe<br />
Dr Susan Mathers<br />
Dr Katrina Reardon<br />
Dr James Gillespie<br />
Dr Fiona Fisher<br />
Dr Louisa Ng<br />
Dr Fary Khan<br />
Dr Paul Talman<br />
Dr Fiona Fisher<br />
Dr James Howe<br />
Dr Susan Mathers<br />
Ms Maryanne McPhee<br />
Dr Alexia Pavlis<br />
Mr Mathew Staios<br />
A/Prof Matthew Kiernan<br />
Dr Paul Talman<br />
Dr Katrina McFerran<br />
Dr Susan Mathers<br />
Malini Somaiya<br />
Gerry McKellar<br />
A/Prof Peter Hudson<br />
“A Randomized Double-Blind Placebo-Controlled,<br />
Multi Center study of the safety and efficacy of<br />
Dexpramipexole in subjects with Amyotrophic<br />
Lateral Sclerosis (Protocol No. 223AS302)”<br />
“Identifying who will benefit from Non Invasive Ventilation<br />
in Motor Neurone Disease in a clinical cohort”<br />
“Cognitive Assessment Battery (CAB) Beta Study”<br />
“Improving opportunities for engagement for hospital<br />
inpatients with Huntington’s Disease”<br />
“Investigating the Impact of Creative Therapies on Young<br />
People’s Bereavement”<br />
“Music Therapy and Quality of Life in Progressive<br />
Neurological Disease”<br />
“Oral <strong>Health</strong> Status and Dental Treatment Needs<br />
of patients with Motor Neurone Disease in<br />
Victoria, Australia”<br />
“Descriptive Analysis of the <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong><br />
<strong>Bethlehem</strong> Specialist Palliative <strong>Care</strong> Model”<br />
“Emotion Recognition in progressive neurological<br />
conditions: Impact on communication, behaviour<br />
and caregiving”<br />
“Effectiveness of a peer support intervention in MND<br />
and Multiple Sclerosis”<br />
“Cognitive and behavioural changes in MND:<br />
exploring the impact on caregivers”<br />
“INSPIRATionAL (inspiratory Training in Amyotrophic<br />
Lateral Sclerosis)<br />
“Supporting families to support children with life<br />
threatening illness”<br />
“The Continuous <strong>Care</strong> Pilot”<br />
“Effect of physiotherapy on palliative patients’ ability to<br />
cope with breathlessness”<br />
“Evaluation of a hospital based group education<br />
program for caregivers of palliative care patients”<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
35
We engage with our local and statewide community<br />
to provide education and raise awareness<br />
of the issues that people face at the end of life.<br />
Our commitment to engage<br />
with the community has seen strong<br />
advancements in this area over the year.<br />
Community Engagement
Community Engagement<br />
Community Advisory<br />
Board<br />
The Community Advisory Board commenced its activities<br />
in early 2010 with the role of strengthening the links<br />
between <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> and the<br />
communities it serves. Its objectives are to assist and<br />
advise the Chief Executive Officer on matters relating to<br />
community and stakeholder engagement to ensure the<br />
hospital continues the Mission of the Little Company of<br />
Mary <strong>Health</strong> <strong>Care</strong> and achieves objectives relevant to the<br />
communities it serves.<br />
The Community Advisory Board includes members of<br />
the community committed to the Little Company of Mary<br />
<strong>Health</strong> <strong>Care</strong>’s Mission, the Chief Executive Officer and<br />
senior staff from the hospital and the Little Company of<br />
Mary <strong>Health</strong> <strong>Care</strong> National Office.<br />
Over the last 12 months, we have come to understand<br />
the special and sensitive services provided by the<br />
hospital and our Values of Hospitality, Healing,<br />
Stewardship and Respect are reflected in the daily care<br />
provided by our dedicated staff to our patients and<br />
their families.<br />
The main focus of the Community Advisory Board’s work<br />
has been assisting management finalise the plans for<br />
the redevelopment of the hospital site and advising on<br />
ways to improve the hospital’s community engagement<br />
activities and to raise its capacity to promote the unique<br />
work being done by our staff. We are pleased to note that<br />
by year end considerable progress has been made in<br />
both these areas.<br />
Little Company of Mary <strong>Health</strong> <strong>Care</strong> National Board has<br />
approved the redevelopment plans of the hospital and<br />
work is now underway to get the project ready for tender,<br />
subject to finance being made available by the State<br />
Government. A new Public Relations Department has<br />
been established within the hospital and has developed<br />
the strategies for engaging the community, including the<br />
development of effective marketing programs.<br />
In May this year, our external members of the Community<br />
Advisory Board had the opportunity to be involved in a<br />
two day retreat with Community Advisory Board members<br />
of other public hospitals in the Little Company of Mary<br />
<strong>Health</strong> <strong>Care</strong> group. This special event gave us insight<br />
into the Ministry of the Little Company of Mary as it was<br />
originally articulated by its foundress, Venerable Mary<br />
Potter. It also helped us to appreciate the strategic<br />
direction of Little Company of Mary <strong>Health</strong> <strong>Care</strong>, which<br />
is ambitious, positive and dynamic for the delivery of<br />
compassionate and respectful healthcare to our patients<br />
based on the teaching in the gospel which is central to<br />
the Catholic tradition. We also now understand how our<br />
respective Community Advisory Boards work and are<br />
mutually informed by our respective initiatives.<br />
The Community Advisory Board acknowledges the<br />
support and generous assistance of the Chief Executive<br />
Officer, her office and senior staff and the National<br />
Director of Public Hospitals, during its establishment<br />
phase and ongoing operations.<br />
The Board is grateful for the opportunity to serve at<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> and proud to be a part<br />
of the Little Company of Mary <strong>Health</strong> <strong>Care</strong> Ministry which<br />
has been delivering healthcare services to the Victorian<br />
community for the last 73 years.<br />
Corporate and Community<br />
Development<br />
Throughout the year we have been committed to<br />
proactively engaging with our community. The rich<br />
diversity of our community continues to support our<br />
efforts for delivering on our Values of Hospitality,<br />
Respect, Stewardship and Healing.<br />
The decision earlier in the year to introduce public<br />
relations into the hospital, has led to a new emphasis on<br />
marketing, communication and media.<br />
With this new commitment, a three year Community<br />
Engagement Strategy has been developed to cultivate<br />
our relationships with the local and statewide community.<br />
This strategy focuses on advancements in the areas of<br />
Fundraising, Marketing and Media.<br />
Fundraising This Year<br />
Between July 2010 and June <strong>2011</strong> we received<br />
$473,527.76 in fundraising revenue. This revenue was<br />
raised from our very supportive community groups,<br />
Government, the philanthropic network, our generous<br />
donors and corporate sponsors.<br />
$ (000’s)<br />
Fundraising Revenue<br />
200<br />
100<br />
0<br />
34%<br />
$160,897.75<br />
11.59%<br />
$54,904<br />
35.37%<br />
19.04%<br />
Submissions Appeal Tributes General<br />
Donations<br />
Fundraising Streams<br />
$167,525.60<br />
$90,200.41<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 38<br />
Community Engagement<br />
Thank You for Your<br />
Support<br />
We would like to take this opportunity to thank our<br />
community who have supported us in achieving these<br />
fundraising results. It is this commitment from our<br />
community that allows us to give our patients the best<br />
quality of care, making us a leader in palliative care and<br />
neurological services in Victoria.<br />
We would like to thank the Rotary Clubs of Glen Eira,<br />
Brighton Beach, Brighton North, Caulfield, Elsternwick,<br />
Brighton and Bentleigh Moorabbin Central for their never<br />
ending commitment to the hospital.<br />
A very special thank you to Glen Eira City Council for<br />
their commitment and significant contributions during<br />
the past year.<br />
Our Ladies Auxiliary is<br />
Truly Inspirational<br />
The <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> Ladies Auxiliary<br />
has been raising funds for the hospital for over 40<br />
years. We are blessed to have such a dedicated Ladies<br />
Auxiliary that continuously raises funds for much needed<br />
equipment in the hospital year after year.<br />
Bi-monthly the Ladies Auxiliary organises a card<br />
luncheon for over 40 attendees. These devoted ladies<br />
organise the entire card luncheon from raffle prizes and<br />
presentations to sponsorship and even the attendees’<br />
lunches. The commitment is truly inspirational and we<br />
sincerely thank the Ladies Auxiliary for all their hard work<br />
and enthusiasm towards our hospital.<br />
How You Can Make<br />
a Difference?<br />
If you would like to make a difference to <strong>Calvary</strong> <strong>Health</strong><br />
<strong>Care</strong> <strong>Bethlehem</strong> please donate by<br />
1) Calling our Fundraising Department on 03 9595 3220<br />
to donate over the phone<br />
2) Go online to www.bethlehem.org.au and download<br />
our donation form and mail to the Fundraising<br />
Department 476 Kooyong Road, South Caulfield,<br />
Victoria 3162.<br />
If you would like more information on how to leave a<br />
Bequest in your Will to <strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong>,<br />
please contact the Fundraising Department.<br />
<strong>Health</strong> Promotion<br />
Collaboration<br />
This year we have continued our collaborative health<br />
promotion with the Catholic school, Our Lady of Sion<br />
in Box Hill.<br />
This collaboration enabled nine students (in year 11)<br />
and two teachers to engage with our patients and staff<br />
while exploring a number of topics. The project<br />
pertains to the clinical areas of palliative care and<br />
Motor Neurone Disease.<br />
Students have been very enthusiastic about their work<br />
resulting in the production of a book titled ‘Life as<br />
a Journey’ which celebrates peoples’ lives and their<br />
stories. This process has students expressing a deeper<br />
understanding from the patient’s perspective of what it is<br />
like to live with Motor Neurone Disease or receive<br />
palliative care.<br />
Students quickly recognised that quality of life can be<br />
achieved with very good supports being available. They<br />
have also become aware that this support must not only<br />
be clinical but also holistic in its approach.<br />
An added dimension to this collaboration is the way that<br />
students are ‘sharing’ their learnings with their school<br />
community and families. They are conscious of dispelling<br />
myths about palliative care and neurological diseases<br />
held by the wider community.<br />
It is heartening to observe the growth and development of<br />
the student’s understanding of life, illness, death and dying<br />
as they have worked with us on this health promotion.
Fundraising<br />
Acknowledgements<br />
Community<br />
Donors Donation Amount<br />
CHCB Card Ladies Auxiliary $5,000.00<br />
Verna A. Cook Barrister<br />
and Solicitor<br />
$4,270.37<br />
Glen Eira City Council $1,991.75<br />
Presbyterian Girls School<br />
Dehiwela<br />
Caulfield Park Bendigo<br />
Community Bank<br />
$1,000.00<br />
$750.00<br />
Moorabbin Primary School $665.80<br />
All Souls Opportunity Shop $600.00<br />
Shiraz Club of Victoria $551.00<br />
Niblick Golf Club $500.00<br />
Inner Wheel Club<br />
of Pakenham Inc.<br />
Caulfield RSL<br />
Sub-Branch Inc<br />
$500.00<br />
$4,188.44<br />
The Rotary Club of Glen Eira $4,000.00<br />
Rotary Club<br />
of Pakenham Inc.<br />
Rotary Club of Bentleigh<br />
Moorabbin<br />
Estates<br />
$1,000.00<br />
$729.45<br />
Donors Donation Amount<br />
Estate of the late Noel Mary<br />
Evelyn Grabau<br />
Estate of the late Leonard<br />
John Snowden<br />
Estate of the late Margaret<br />
Boston<br />
$33,000.00<br />
$2,731.89<br />
$50,000.00<br />
Philanthropic Community<br />
Donors<br />
John T Reid Charitable<br />
Trusts<br />
Oak Foundation<br />
The Gandel Charitable Trust<br />
Grosvenor Foundation<br />
Collier Charitable Fund<br />
Helen Macpherson Smith<br />
Trust Grant<br />
The Scobie and Claire<br />
MacKinnon Trust<br />
The Jack Brockhoff<br />
Foundation<br />
Sidney Myer Fund<br />
The Freemasons Public<br />
Charitable Foundation<br />
John Allison Monkhouse<br />
Coopers Brewery<br />
Foundation Incorporated<br />
The Flora and Frank Leith<br />
Charitable Trust<br />
State Trustees Ltd<br />
The William Angliss<br />
(Victoria) Charitable Fund<br />
Elisabeth Murdoch<br />
Trust<br />
B.K. Taylor Family Trust<br />
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />
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<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong> 40<br />
Community Engagement<br />
Individuals<br />
Donors Donation Amount In Memory Of<br />
Michael Tabak $12,000.00<br />
Andrew Coulthard $10,000.00<br />
Lindsay Jones $5,000.00<br />
Jacob Pushett $2,000.00 Rina Pushett<br />
Jenny Rogers $2,000.00<br />
Dorothy Wall-Smith $2,000.00 Ted Wall-Smith<br />
Peter M Johns $2,000.00 Jacquelyn Johns<br />
Stephanie Johnston $2,000.00<br />
Betty Laidlaw $1,500.00<br />
Leo Connolly $1,000.00 Beryl Connolly<br />
Yvonne Ramsay $1,000.00 Stewart Ramsay and Monica Ramsay<br />
Nell Drake $1,000.00<br />
Keith Lewis $1,000.00 Margaret Lorna Lewis<br />
Ernest Stone $1,000.00<br />
Sue & Tony McStea $1,000.00<br />
Thilo Schindler $1,000.00<br />
Pitsa Harbis $753.80<br />
Neville Hinde $500.00<br />
Liz Nuthall $500.00<br />
Malcolm Huston $500.00<br />
Angela Elliot $500.00<br />
David Gubbels $500.00<br />
Michael Haesler $500.00<br />
Andrew Madigan $500.00<br />
Penelope A Martin $500.00<br />
Glenn Mexcher $500.00<br />
Betty Ridgway $500.00 Barry Ridgway<br />
Neville and Ruth Kelly $500.00<br />
Gilda Macedo $500.00<br />
Merle Fox $500.00<br />
Susan Krongold $500.00<br />
Sandra Falla $500.00<br />
Maureen Coomber $500.00<br />
Julie Crick $500.00
<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong><br />
476 Kooyong Road<br />
Caulfield South, Victoria 3162<br />
Telephone: 03 9596 2853<br />
Facsimile: 03 9596 3576<br />
www.bethlehem.org.au<br />
ABN 81 105 303 704<br />
ACN 105 303 704