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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 />

5


<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 />

7


<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 />

<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />

9


<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 />

11


<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 />

<strong>Calvary</strong> <strong>Health</strong> <strong>Care</strong> <strong>Bethlehem</strong> 2010 – 11 <strong>Annual</strong> <strong>Report</strong><br />

15


<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 />

27


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 />

29


<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 />

31


<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 />

37


<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 />

39


<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

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