Annual Report 2011 - Calvary Health Care Bethlehem

Annual Report
10- 11
‘The Spirit of Life’
Annual Report 2010-2011

Mary Potter -
‘Being For Others’
Contents
Welcome to Calvary Health Care
Bethlehem’s ‘The Spirit of Life’
Annual Report 2010-2011.
About Us 3
Governance 13
Our Services 22
Projects and Partnerships 28
Research 33
Community Engagement 36
If you would like further information
regarding this Annual Report please
contact the Corporate and Community
Development Department on 9595 3220.
We would like to take this opportunity
to thank Night and Day Communications
and M Print for their support in the
production of the Annual Report.

Chief Executive Officer Message
Dr Jane Fischer
Chief Executive Officer and Medical Director
As I reflect on the past 12 months, the work that has
occurred at our hospital has been consistent with the Little
Company of Mary Health Care strategic direction. This
has ensured the sustainability of our hospital in order for
us to continue providing high quality compassionate care
for the most vulnerable in our community, consistent with
the original Mission of Mary Potter.
In our role as a statewide provider of Progressive
Neurology, work has continued over the year with the
Department of Health to revise and develop our model
of care and to ensure alignment with the Framework for
Sub-Acute Service System. This included a review of
our inpatient service along with changes to the Neuro-
Ambulatory Service. The development of the Little
Company of Mary Health Care palliative and end of life
strategy will further inform the development of our model
of care as a leading specialist provider.
Our Values in action stress the importance of high quality
compassionate care and continual learning. There
have been a number of initiatives which have been
implemented including a major care planning project
which has been progressively applied across all clinical
areas, while benchmarking with external organisations will
commence in the next year. Improvements in the quality
of our care will continue to be informed by the number
of leading research projects that are occurring in both
clinical streams.
As an Executive, Stewardship of our hospital is critical
to ensure that we continue as a tertiary level specialist
provider of palliative care and progressive neurology
within the state health system. The introduction of a
new telephone system, improvements to our information
technology infrastructure, management of OH & S,
planning and scoping for implementation of e-medication
record, ongoing work to improve our financial
sustainability and the implementation of the environmental
strategy are just some examples of our commitment to
improving our hospital over the last 12 months.
There continues to be a strong focus on supporting
our staff and the work culture of the hospital. This year
observed a change to our strategic planning process with
the engagement of all staff in this process.
The biennial Staff Survey, apart from providing information
in relation to our workforce, saw a significant improvement
in staff satisfaction. This progress confirms the priority
and commitment we had given to developing an education
and research culture, the wellbeing of our staff, focus on
human resource processes and development of a safety
culture at the hospital. Over the next 12 months we are
dedicated to further advancing our learnings from the
results of the staff survey feedback.
The progress of the Community Advisory Board and the
development of a Corporate and Community Engagement
Strategy, reflects the importance of community
engagement and partnerships. These advancements
continue to enhance our model of care and our
responsibility to provide community education and raise
awareness of the issues that people face at the end of life.
The most critical issue now facing our hospital is in
relation to the ageing of our hospital’s physical facilities.
The configuration of the current site is not suited to the
delivery of modern health services and is compromising
our ability to develop and expand our services and most
importantly provide an optimal experience for those in
the community who need our services. Work on the
Business Case for redevelopment of Calvary Health
Care Bethlehem was completed with the Department
of Health and Southern Health. It was confirmed that
redevelopment of the existing site is the best option for the
future. Therefore the emphasis of the hospital’s Executive
Team, the National Board and Community Advisory Board
will be on achieving this aim in the near future.
Finally, I would like to sincerely thank all of our
departmental managers, staff and volunteers for their
ongoing contribution and commitment to our hospital.
There have been many developments over the last
year; which always brings challenges. It is the staff’s
commitment, passion and daily evidence of ‘being for
others’ that enables us to make a real difference to
peoples’ lives, consistent with the original Mission of Mary
Potter. Particular thanks to the National Little Company of
Mary Health Care Leadership Team for their support and
my Executive Team for their never ending assistance and
leadership in ensuring the secure future of the hospital.
Attestation on Compliance with Australian/New
Zealand Risk Management Standard
I, Dr Jane Fischer, certify that Calvary Health Care
Bethlehem has risk management processes in place
consistent with the Australian/New Zealand Risk
Management Standard 4360 and an internal control
system is in place that enables the Executives to
understand, manage and satisfactorily control risk
exposures. The Audit and Risk Committee verifies this
assurance and that the risk profile of Calvary Health
Care Bethlehem has been critically reviewed within the
last 12 months.
Dr Jane Fischer
MBBS, DCH (London), PGDPM, PAChPM
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Calvary Health Care Bethlehem 2010 – 11 Annual Report 2
Message from the
Calvary Ministries Chair
Mr Bill d’Apice
Calvary Ministries Chair
Calvary Ministries
‘I come so you may have life and have it to the full’
- John 10:10
Working at Calvary Health Care Bethlehem is a daily
reminder that people have unlimited capacity for love.
The ability to be with others as they journey in their
lives is what so many people do every day as part of
their work. This impresses me as I see people living
meaningful and purposeful lives in an organisation
dedicated to health care.
We constantly tap into our humanity when we meet
people at various stages of their lives. This engagement
is an opportunity to bring out the best in ourselves.
The quality of the unique encounter is experienced
through recognition and acknowledgement of the dignity
of us all. This can and does occur in a myriad of ways,
regardless of our role. Kindness is kindness, care is care
and love is love; to qualify these is to limit them. I think
this is what John was saying when he said ‘I come so you
may have life and have it to the full’. Mary Potter also saw
this and articulated it as ‘being for others’.
The beautiful paradox is that in giving it is that we
receive. I would like to sincerely thank all those who
live the Mission of the Church and make it a lived
reality every day.
Message from the
National Board Chair
Hon John Watkins
National Board Chair
Little Company of Mary Health Care
‘We are commencing a work in time that is to influence
eternity’ - Venerable Mary Potter
As I move through the services it is good to see
dedicated people give so generously of themselves.
From humble beginnings Mary Potter inspired others to
reach out to people on the margins. ‘Being for others’
is not just a catch cry, it is a way of living a life of Faith.
Catholic health care provides integral services in
Australia in partnership with other providers.
Calvary Health Care Bethlehem delivers care in the areas
of progressive neurological diseases and palliative care.
These areas are core to the Little Company of Mary
Ministry of providing specialist care to those in need.
I commend all those who contribute to these services
every day. Inspired by Mary Potter, we continue to meet
the health care needs of people where we can. It is now
a matter of high priority for the Board and management to
work with the Victorian Government to ensure funding for
the redevelopment of the existing site, to ensure that we
continue to deliver services that meet the growing needs
of our community. At the core of the complexities that
comprise Australian health care is the reality that we are
cared for and valued.
So as I see so many people engaging in the life giving
work of healing, I am privileged to be able to serve in the
manner of Mary Potter.
Attestation on Data Accuracy
I, Hon John Watkins, certify that Calvary Health Care
Bethlehem has put in place appropriate internal controls
and processes to ensure that the Department of Health
is provided with data that reflects actual performance.
Calvary Health Care Bethlehem has critically reviewed
these controls and processes during the year.
Hon John Watkins
National Board Chair
Little Company of Mary Health Care

We have been taking care of the community
for over 85 years.. Our hospital is a statewide
specialist provider in Palliative Care and Neurological Diseases.
With the complexity of our patient’s illnesses it is the collective expertise and
efforts from our medical, nursing, pastoral and allied health
staff that supports our patients and their families.
About Us

Calvary Health Care Bethlehem 2010 – 11 Annual Report 4
About Us
Mission in Action
The spirit of life in our faith based organisation can be seen
in many varied ways, this is lived out each and every day by
our staff as they have encounters with patients, staff
and families.
Encounters are different from interactions, an encounter
leaves ‘the other’ changed in a positive way. This positive
change has a deeper and more profound meaning, the
change leaves us different, it leaves us making decisions
about the way we will live our life. We are never quite
the same after the encounter and we are grateful for the
opportunity for this encounter.
Our ‘Spirit of Calvary’ statements have also captured how
these encounters translate in the day to day life at our hospital
• We welcome you and care about your experience
at our hospital
• We provide quality compassionate care for the
whole person
• We go out of our way to support each other and help
the people we serve
• We listen and learn so that we can get better at what we do
• We celebrate our successes and are proud members
of the communities in which we work
• We recognize and promote the value of high performance
• We protect and develop our resources
and environment.
Our recent Staff Satisfaction Survey results indicated
strongly that our ‘Spirit of Calvary’ statements are well
and truly lived each day. This is a credit to all the staff and
volunteers who make a commitment to make them living.
Each of us has a responsibility to bring them to life in our
organisation and we all undertake and deliver it in our own
special way. Our ‘call’ in Catholic health care is to help
people find meaning in the place they are at, given the
situation they are faced with.
Venerable Mary Potter and the ‘one who inspired her’ also
sat with those most in need to help them make meaning
with what faced them in their lives. Our Ministry is a
privilege; we walk with those most in need and provide high
quality care as we do this.
Sometimes people that come into our hospital speak about
walking on ‘sacred ground’, and they are right. As we
enter our hospital each day we never know what we will
encounter, but we know that if we take a moment to think
about the sacredness of our work it helps remind us of how
significant all our roles are in this hospital.
No one person can bring the Spirit of our Mission alive,
it takes all parts to make it whole.
We thank each and every one of you for bringing the ‘Spirit
of Life’ to our hospital in your own unique and special way.
Our Values
The Spirit of Life – At Our Hospital
A valued aspect of care that is offered at Calvary
Health Care Bethlehem is of pastoral care and
bereavement. This is a distinct feature of our Catholic
hospital, given its Mission is to bring the healing
ministry of Jesus to those who are sick, dying and
in need through ‘Being for Others’.
As we engage with people in their journey, we are
privileged to be aware of their spirit of life.
Hearing people’s stories, their memories and their
lived experience makes us all richer. People engage
in conversation as naturally as breathing, this is a
simple yet powerful way of the spirit working in us.
Our souls also engage in conversation, our rituals
and symbols are the language of the soul. Knowing,
seeing, hearing and experiencing with others is the
profound gift we mutually share.
As we continue to completely live, we are grateful
for the opportunities to share the healing ministry
of Christ to those in our care.

Best Practice Australia
Staff Satisfaction Survey
Every two years we participate in a review of our
services to monitor staff satisfaction. Conducted by
an external agency, Best Practice Australia provides
us with information and strategies to assist us to
improve our workplace.
This year we achieved impressive overall results.
We are now an organisation that has moved into the
Consolidation Phase of its development; which means
our staff are truly engaged in their work environment,
when compared with other hospitals in Australia
and New Zealand.
Our participation rate in the survey was encouraging with
69% staff participation. Some of our highlights included
• A 13.1% improvement around the question of being
a ‘truly great place to work’
• Our retention rate for staff continues to be high
• Over 70% of the staff said that they ‘felt
passionate about their work and that what they
did made a difference’.
This data confirms that a large percentage of our
workforce is very satisfied with their work environment
and they are well engaged with their patients, families,
colleagues and management.
The survey also indicates areas for improvement
and development. As we are truly committed to
advancing our work environment, our learning from
the survey will continue to guide us to make these
improvements internally, so that we can continue
to develop our work culture.
Personnel Services
While not front line in terms of patient care, the role of
Personnel Services is to support all staff and to aid in
maintaining a professional and well-adjusted workforce.
This year has been one of consolidation with the
Human Resources Manager role being well established
within the organisation, the implementation of new
initiatives including free on site Worker Health Checks,
implementation of the Contact Officer Training program
and the Bullying and Harassment prevention training
being administered.
Little Company of Mary Health Care was also successful
in being awarded Employer of Choice for Women.
The current Induction Program has been under review,
with the aim of delivering a broader range of information
to new staff members over the three month period of their
probation. Advancements of the induction program will
enhance the critical three month ‘on-boarding’ phase.
A commitment to developing our leaders in the hospital
has continued to progress this year. A range of training
strategies have been implemented in relation to
professional development and mentoring of staff in
a supervisory or management role. This training included
a range of modalities from traditional adult education
to facilitated small group discussion and interaction.
The outcome being the up-skilling of staff with the art
of management.
Our Work Environment
Effective environmental management and a reduction
of our carbon footprint continued to remain a high priority
for our hospital during the year. To this end, we continued
to make advancements in monitoring and reducing our
environmental impacts wherever change was possible.
An Environmental Management Plan setting out
environmental objectives and targets was completed
and submitted to the Department of Health in July 2010.
This Environmental Management Plan confirmed our
objectives for all resource usage as well as an action
plan confirming intended internal strategies to
improve operations.
As a result all utility usage as well as waste generation
continued to be tracked and submitted to both the
Department of Health and the Little Company of
Mary National Office for monitoring. All internal waste
generating practices were also reviewed for potential
reduction or operational efficiency. From a purchasing
perspective, ‘green’ alternative products are now
implemented for use wherever possible and most
suppliers are now automatically providing us with ‘green’
alternate products.
We recognise our responsibility to ensure impact on
the environment is minimised and managed correctly.
Our commitment to date has seen a reduction in gas
usage by around 50% and all water consumption reduced
by approximately 10%. Targets for a reduction of around
5% of all utility usage and waste generation have been
set for the forthcoming year.
We have made a true commitment this year to the
principle of sound environmental practices which protect
and enhance the environment for future generations.
This is consistent with our hospital’s Values and
specifically aligns with the Value of Stewardship; in being
responsible for our environment and wise in the use of
limited resources, therefore reducing our environmental
impact and increasing our sustainable practices.
Volunteers
have donated
over
9800 hours
of work to the hospital this year.
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Calvary Health Care Bethlehem 2010 – 11 Annual Report 6
About Us
Our Staff
Our hospital consists of 345 staff (as of April 2011)
consisting of 96 full time staff members,195 part time staff
members and 54 casual staff members. The average age
of our staff is 45 years of age with the average years of
service being 5.31 years.
Our work culture is a vibrant yet understated one; in
terms of quiet strength in being leaders in what we do
and how we do it. With a proud knowledge that we
deliver outstanding services in the area of palliative and
neurological care in Victoria.
Our Staff Profile
Age of Staff
12
40
29
34
46
51 50
YEARS up to 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 Over 60
Employment Numbers
by Category
96
195
54
Full Time Part Time Casual
37
Gender of Staff
59
286
Male Female
46

Average Length of Service by Staff
76
Workforce Classification
Nursing
Hotel Services
Administration
Maintenance
Pastoral Care
Allied Health
Other
Medical
Executive
2
5
8
14
17
Milestone Years of Service for Staff
Andrew Hluchanic
Pauline Collins
Eva Demis
Susan Young
Melinda Poon
David Young
Kate Mckay
Hong Hu
Elaine Folau
Jim Howe
Sandra Capron
Jill Loveland
Christie Trewin
Sally Brinkmann
Savannah Borowitz
Kostas Kondelias
Dona Fernando
Subashini Sigatharan
Tu Vo
Marina Galgsdies
36
104
35
38
54
5 Years 10 Years 15 Years 20 Years
Phuong Dong
Belinda McRae
Kirsten Oataway
Mira Varon
Debbie Hardy
Paul Talman
Eleanor McNab
Suzanne Pedersen
Bernadette Sheehy
Niroshan Wijeyeratne
63
YEARS < 1
1 - 2 3 - 5 6 - 10 11 - 15 16 - 20 21 - 25 26 - 30 > 30
23
Catherine Green
Anne Miller
Barbara Swift
Barbara Pudo
Janice Coffey
Solomon Gidey
Caroline Edwards
Jeff Thomson
19
13
Kathryn Hewitt
Marie Woonton
Maureen Mendoza
Elizabeth Thompson
Linda Andrews
Rosemary Leech
Jenny McUtchen
8
3
172
Sandra Beaumont
Christina Kuddithamby
Arto Sandvik
25 Years
Alex Burke
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Calvary Health Care Bethlehem 2010 – 11 Annual Report 8
About Us
Statement of Priorities
Strategic Priorities Deliverables and Outcomes Status of Progress
1 Workforce
2 Model of Care
3 Excellence in Care
4 Service and Capital Planning
5 Community Engagement
6 Corporate Governance
Workforce strategy:
OH&S strategy implemented
Development suite of HR KPI’s for benchmarking
Strategy regarding sick leave.
Culture: Values in action program incorporating
customer service training;
Outstanding Achievement in Mission Audit;
Improvement in staff satisfaction.
Research and Education framework:
Leadership program for emerging leaders developed
and implemented;
Complete Palliative Model of Care Research project;
Restructure of Centre for Education and
Development completed.
Complete review of ambulatory and neurological
inpatient services: Finalise redesign of neurological
ambulatory services and develop a strategy with
Department of Health for minimising fragmentation
of funding streams for neurological ambulatory
services in order to support optimal model of care.
Transmit VINAH data to Department of Health.
Develop sustainable palliative care consult model for
Gippsland region;
Increase neurological satellite clinics;
Nurse practitioner role incorporated into community
palliative care service.
Care planning project implemented in all service
areas.
Implement e-prescribing and health record.
Benchmarking of clinical outcomes (Palliative Care
Outcomes Collaboration) commenced.
Contribute to the Department of Health
development/preparation of Business Case by
November 2010.
Work with the Department of Health on alternative
options if required, following incoming Government
commitments and budget outcomes.
Cultural diversity/health promotion strategy:
one new health promotion activity with local school.
Community benefit: One new palliative care program
scoped and implemented.
Refurbish mortuary viewing area in collaboration
with community involvement.
Implement Resource Smart strategy and develop
key performance indicators.
Complete review of capital expenditure process and
procedures by December 2010.
Implement new telephone system.
Achieved
In progress
In progress
In progress
Achieved
Achieved
In progress
Achieved
In progress
Achieved
In progress
In progress
In progress
In progress
Achieved
In progress
In progress
Achieved
In progress
Achieved
Achieved
In progress
In progress
Achieved
Achieved

The Executive Team
DR. JANE FISCHER
Chief Executive Officer and Medical Director
Employment duration 9 years
Executive oversight of the entire hospital and responsible to the Little Company of Mary Health Care.
JOHN BELFRAGE
Director of Quality, Risk Management and Service Improvement
Employment duration 3 years
Executive oversight of quality improvement, risk management, information management and education and training.
Facilitation of quality improvement planning, implementation and evaluation and accreditation with the ACHS.
ANDREW HLUCHANIC
Director of Finance and Business Services
Employment duration 5 years
Executive oversight of preparation of service budgets, monthly and annual financial reporting and reporting to
government. Management of business operations including Human Resources and Payroll, Hospital Service
Operations encompassing Food Services, Environmental Services, Patient Services and Engineering and
Corporate and Community Development.
SHANNON THOMPSON
Director of Clinical Services
Employment duration 9 years
Executive oversight of all Clinical Services, including clinical strategic and operational direction and achieving
effective service delivery across both the inpatient and ambulatory settings. Management of Allied Health, Nursing
Divisions, Community Palliative Care Service and Neurological Ambulatory Service.
JULIA TRIMBOLI
Director of Mission
Employment duration 3 months
Executive oversight of the formation and education of staff, to further develop their understanding of the
distinctiveness of their role in a Catholic health care facility. Management of the Pastoral Care and Bereavement
Department and the Volunteers Service.
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Calvary Health Care Bethlehem 2010 – 11 Annual Report 10
About Us
Organisational Chart
Manager
Allied Health
Units
Millissa Fromer
Manager
Music
Therapy
Karen
Bolger
Manager
Occupational
Therapy
Ruth Skene
Manager
Physiotherapy
Karol
Connors
Manager
Social Work
Claire Duane
Manager
Speech
Pathology and
Neuropsychology
Maryanne McPhee
Manager
Pharmacy
Ka-yee Chen
NUM
St Luke’s
Ward
Bernadette
Sheehy
NUM
St Joseph’s
Ward
Gary Cox
NUM
St Teresa’s
Ward
Fran
Williamson
LCMHC National Board - Chairman : John Watkins
LCMHC National Chief Executive Officer : Mark Doran
LCMHC National Director - Public Hospitals : Walter Kmet
CHCB Chief Executive Officer/Medical Director : Dr Jane Fischer
Director Clinical Services
Shannon Thompson
Deputy Director
Nursing
Judy Lawrence
Clinical Director Palliative Care : Vacant
Clinical Director Neurology : Dr Susan Mathers
Manager
Neurological
Ambulatory
Service
Rosemary
Leech
Manager
Community
Palliative Care
Service
Melinda Poon
Manager
Business
Development
Projects
Cyril Dixon
Director
Quality & Risk
Management
John Belfrage
Manager
Centre for
Education &
Development
June Davis
Manager
Health
Information
Services
Vacant
Coordinator
Information
Technology
Services
Rob Newling
Director
Mission
Julia Trimboli
Manager
Volunteer
Services
Zoe Pelteki
Manager
Pastoral Care
& Bereavement
Services
Chris Limmer
Director Finance
& Business
Services
Andrew Hluchanic
Manager
Hospital
Services
Barry
Daniels
Manager
Personnel
Services
Joanne
Sherlock
Manager
Public
Relations &
Fundraising
Ruby
Dubash

Centre for Education and
Development
We recognise that supporting staff with ongoing
education and professional development opportunities
is a vital part of our workforce culture. Staff education,
training and development is essential for the provision
of high quality health care services and forms an
integral part of people management strategy with
positive advantages for staff retention and recognition.
It enables staff to perform their roles effectively, safely
and efficiently.
The Centre for Education and Development has
continued to meet the educational demands of the
hospital by providing a broad range of training sessions
for all staff members.
In the previous 12 months we have offered 173 internal
courses to staff. The educational calendar ensured that
both desired and mandatory educational requirements
were achieved. There has been a noted growth in
staff attendance at educational courses, mainly
due to an increase in the variety of courses offered
and an extensive internal advertising strategy
being implemented.
Our commitment to encourage staff to attend external
professional development opportunities saw us fund over
100 staff applications to undertake further learning at
international, national and local conferences, workshops
and seminars at an invested commitment of $46,000.
Wellness –
Staff Living Well and Wise
We recognise that only by ‘living wise and well’ can we
continue to sustain our commitment of Being for Others.
It has been recognised that staff who take good care
of themselves and make healthy lifestyle choices are
healthier and happier, more productive, have less days
of absenteeism and have lower health care costs.
Wellness at the hospital is a staff led committee which
aims to support all staff to live well and wise by promoting
and funding activities for the mind, body and spirit.
Physical health and team spirit have been a priority for
Wellness this year. This has included funding support for
bootcamp and yoga sessions, staff participating in the MS
Megaswim and the virtual walk around the globe in the
Global Corporate Challenge. National campaigns including
Ride-to-Work and Walk-to-Work have also been promoted
by Wellness and have attracted many keen participants.
Together with our physical activities, Wellness promotes
psychological wellbeing. Monthly magazine subscriptions
provided to each ward, encourage staff to take a break
and indulge in relaxed conversation and light reading.
Seminars by external consultants have also been
organised covering topics on the importance of balancing
work and home life.
Wellness healthy lunches were organised during the year
and over 120 staff attended on each occasion. These
lunches have provided a practical and social opportunity
to promote healthy eating choices to staff. They have also
prompted much discussion about healthy food options
available to us at work.
Wellness also united with the Music Therapy Department
to promote ‘May Music and Well Being Month’ which
highlighted the role of music in wellbeing. Staff attended
sessions in drumming, Latin dancing and guided imagery
which were all well attended and attracted much interest
and discussion across the hospital.
Over 70%
of the staff said they
‘felt passionate
about their work and that
what they did made
a difference’.
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Calvary Health Care Bethlehem 2010 – 11 Annual Report 12
About Us
Volunteer Services
Volunteer Services are an integral part of our Mission
and valuable members of our interdisciplinary team,
contributing to the holistic care of our patients, day centre
groups and community patients.
We are fortunate enough to have 70 committed
volunteers who have supported us over the year, with
more than 9800 hours of work provided.
Volunteers have continued to share their time, skills and
expertise, perform varied tasks which have contributed
to the work in the neurological and palliative care areas.
Volunteers contributed in the manner of social support,
a wide range of services and activities including massage
to patients, transport patients to appointments, provide
pet therapy and assist with administrative tasks.
This year Volunteer Services had the opportunity to visit
a diverse range of places of worship by participating in
the City of Greater Dandenong ‘Inter Faith Tour’.
After completing the tour our volunteers received
a greater understanding of the cultural and religious
practices of Buddhism, Hinduism and Greek Orthodox
followers.
A great honour this year was when 13 of our volunteers
were nominated for the City of Glen Eira Volunteer’s
Recognition Awards. The award ceremony was
conducted at the Caulfield Town Hall by Mayor Esakoff
in May 2011.
Three of our volunteers who work on the St Teresa’s
Ward Volunteer Team were invited to attend the 2011
Minister of Health Volunteer Awards Ceremony held
at Olympic Park.
Our 2011 Volunteer Education Program offered by our
Centre for Education and Development saw new volunteers
completing the nationally accredited Certificate III in Deliver
Care Services Using a Palliative Approach.
“The ultimate goal
of Catholic health care
is to give those who are ill
through our care a reason to
hope”.
Cardinal Joseph Bernadin.
Milestone Years of Service
For Volunteers
5 Years
10 Years
15 Years
20 Years
Thomas Fong
Marion Shanahan
Ruth Kelly
Janet Anderson
Valerie Hall
Enid Holland
Valda Smidt
Calvary Health Care
Bethlehem would like
to acknowledge the
Minister of Health,
The Hon.
David Davis
(2 December 2010 to 30 June 2011)
and the previous Minister of
Health, The Hon.
Daniel Andrews.
(1 July 2010 to 2 December 2010).

Our commitment to providing
quality of care
to our patients and their families,
inspires and empowers us to continually
strive to improve our services,
processes and practices.
Governance
POSITIONAL ONLY

Calvary Health Care Bethlehem 2010 – 11 Annual Report 14
Governance
Continuum of Care
Governance Committee –
Clinical Practice Subgroup
Patient and Carer Satisfaction
An important aspect of our service is to provide patients
and their families opportunities to give feedback on the
quality of the services we offer. There have been three
opportunities this year to do so, including
1.) bi-annual Press Ganey satisfaction survey,
commissioned by the Little Company of Mary Health
Care National Office, which focused on patients
and their carers who receive services from the
Neurological Ambulatory Service and St Teresa’s ward
(the results of this survey were not available at the time
of this report)
2.) the twice yearly Victorian Patient Satisfaction Monitor
(VPSM) which the Department of Health conducts on
behalf of all publicly funded hospitals, with a focus on
neurology patients discharged from St Teresa’s ward
3.) the Victorian Palliative Care Satisfaction Survey
(VPCSS) which captures feedback from adult patients,
carers and bereaved carers from our two palliative care
wards and our Community Palliative Care Service.
The results of the VPCSS indicates that approximately
two-thirds of our patients and their families rated
the standard of care provided as very high in both
the inpatient and community setting. This is indeed a
very pleasing result as it is often very difficult to obtain
responses from patients and families who are in our
service streams.
Total
Patient
Carer
Bereaved
Carer
Community
Inpatient
4
4
38%
35%
5
5
63%
65%
236 hours
per week of
Pastoral Care and
Bereavement services
at our hospital.
Level of satisfaction with the overall standard
of care provided by the inpatient palliative care service
1 = Very Low
2 = Low
3 = Medium
4 = High
5 = Very High

Level of satisfaction with the overall standard of care
provided by the community palliative care service
Total
Patient
Carer
Bereaved
Carer
3
3
7%
Compliments
3
11%
8%
4
4 26%
4 25%
29%
40%
The following graph illustrates that Calvary Health Care
Bethlehem received a significant number of compliments
on a range of aspects of service delivery. It appears that
this year we have received more compliments than in
previous years. These compliments come in the form of
small gifts, cards and letters of appreciation, emails and
phone calls to management. It is extremely affirming for
our staff to receive this feedback and has a positive effect
on our staff morale.
Compliments
Received
16
14
12
10
8
6
4
2
0
C
B
A
A B
C
A B
C
4
A B
C
B
A
5
C
5
5
63%
60%
5
63%
67%
C
B
A B
A
C
B
A
C
A B
C
1 = Very Low
2 = Low
3 = Medium
4 = High
5 = Very High
Our hospital achieved a
Site Risk Survey rating
A B
C
B
A
A = 2008/09
B = 2009/10
C = 2010/11
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
of
‘Very
Good’.
C
B
A
C
Calvary Health Care Bethlehem 2010 – 11 Annual Report
15

Calvary Health Care Bethlehem 2010 – 11 Annual Report 16
Governance
Complaints
We received a very small number of patient complaints
this year, compared to compliments. Most complaints
related to poor communication and the provision of
information (refer to Nature of Complaints section below).
As we are committed to improving the quality of service,
complaints are important opportunities for us to examine
how and when we do things, and when patients and their
Complaints
Received
6
5
4
3
2
1
0
A C
B C
A
C
A C
families feel strongly about an issue, they will inform us
to make their views known. We are confident to report
that all of our complaints have been dealt within the
timeframes prescribed and to the satisfaction of the
complainant.
B A A
C
A = 2008/09
B = 2009/10
C = 2010/11
B C B
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Nature of Complaints
The nature of complaints this year have been
Access Treatment Communication Environment and
Atmosphere
Discharge/Transfer Inadequate nursing care • Wrong/misleading information
• Inadequate information
• Failure to consult
Poor amenities

Clinical Indicators – Falls
The rate of falls that have been recorded on the
RISKMAN system has reduced significantly this year
when compared to last year; on average one-third less
than those reported in the 2009 - 2010 year. These
results may indicate that the remediation strategies that
have been implemented are producing the desired effect.
Falls Rates
30
25
20
15
10
5
0
A
B
C
A
B
C
A
B
C
B
B
A A C
C
B
A C
B
A C
A = 2008/09
B = 2009/10
C = 2010/11
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Clinical Indicators –
Pressure Ulcers
Our patients have a tendency to develop pressure ulcers
as a direct consequence of their immobility and the
deterioration of their condition. Pressure ulcer and
wound management in our patient groups is complex
and requires a high level of skill and expertise. As in
previous years, the majority of pressure ulcers exist in
Pressure
Ulcers Rates
60
50
40
30
20
10
0
B
A
E
C
D F
A
B
D
C
E
F
A
B
C
D
E
F
B
A C
C
B
A
patients admitted for management of their ulcers and
our rate of hospital acquired pressure ulcers is relatively
low. The majority of hospital acquired ulcers are recorded
as ‘stage one’ which is a reflection of the fact that our
surveillance and subsequent management of ulcers has
been effective.
St Luke’s St Joseph’s St Teresa’s Community Location off site Location
Unspecified
A
B
C
A
B
C
A
B
C
A
B
Rose Room
C
A = Admitted with ulcers 2008/09
B = Admitted with ulcers 2009/10
C = Hospital acquired 2008/09
D = Hospital acquired 2009/10
E = Admitted with ulcers 2010/11
F = Hospital acquired 2010/11
A C E E F E
Calvary Health Care Bethlehem 2010 – 11 Annual Report
17

Calvary Health Care Bethlehem 2010 – 11 Annual Report 18
Governance
Continuum of Care
Governance Committee –
Medication Advisory
Subgroup
Medication Errors
The rate of medication errors that have been recorded
on the RISKMAN system have also fallen significantly
this year, when compared to last year; less then half of
those reported in 2009 - 2010. A number of remediation
strategies were introduced in the last year, such as
reflective practice journals, which have supported staff
in improving medication management.
The trend noted in RISKMAN is also reflected in data
captured through our quarterly audits of medication
charts, which support the trend of decreasing errors.
Medication
Errors
60
50
40
30
20
10
0
A
B
C
A
B
C
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Safe Practice and
Environment Governance
Committee – Occupational
Health & Safety Subgroup
During the year the Little Company of Mary Health Care
National Office commenced work with our hospital to begin
defining and collecting a suite of national occupational
health and safety key performance indicators. This data
is reported to the National Leadership Team and is used
to benchmark with other organisations and provide a clear
overview of the extent of occupational health and safety
incidents and the nature of injuries; which is very useful in
identifying the focus of remediation efforts.
An important occupational health activity is staff
immunisation and this year saw an increase of 7.5%
compared to last year for staff receiving their annual
influenza vaccinations.
A
B
Compared to last year the
rate of medication errors
has fallen
by 50%.
C
A
B
C
A = 2008/09
B = 2009/10
C = 2010/11
Safe Practice and
Environment Governance
Committee – Emergency
Management Subgroup
A significant achievement this year was the review of our
hospitals Emergency Procedures Manual which followed
amendments to the Australian Standards AS 3745 - 2010
Planning for Emergencies in Facilities and AS 4083 -
2010 Planning for Emergencies – Health Care Facilities.
This review now brings our hospital in-line with these
standards and facilitates staff responding to emergencies
with efficiency and effectiveness.

Information Management
Governance Committee
Health Information Services (Medical Records)
In April, the Health Information Services Department
was the subject of a review conducted by the Health
Information Manager from Calvary Adelaide at Wakefield.
This review identified ten recommendations relating to the
built environment, the systems for medical records and
the staffing profile. As a result of this review our Health
Information Services Department has new storage systems
and a more efficient system for medical record numbering,
together with the activation of online submission of data
to the Victorian Cancer Registry.
Victorian Health Incident Management System
The Department of Health in Victoria has mandated that
all publicly funded health services adopt the new Victorian
Health Incident Management System (VHIMS) which
replaces the previous RISKMAN system for reporting
incidents, hazards, compliments and complaints.
The VHIMS system now has more sophisticated
functionality with expanded reporting and classification
capacity. The national office of Little Company of Mary
Health Care has also decided to obtain VHIMS and
implement it across the whole group. In Victoria, there is
now also a requirement to report de-identified aggregated
data to the Department of Health, the Health Services
Commissioner and to the Victorian Managed Insurance
Authority. We implemented the new system in March
and reporting to the relevant authorities has commenced.
Telephone System
Following a serious failure in the ageing telephone system,
roll out of a new telephone system occurred this year.
This project has taken considerable time to implement
due to the nature of the old building and the interface
with the current computer system. The result has been
the implementation of a modern telephone infrastructure
which includes a superior PABX, new desktop and WI FI
(wireless) handsets with internal staff directory facility and
new mobile phones. There are some additional modules
to be activated in the coming months including the Mobicall
duress alarm system.
‘The parable which best
articulates, writes John Paul II,
the heart of the healthcare
mission and ministry of
Jesus Christ is that of the
Good
Samaritan.
(Luke 10:29-37)’ by Fr Gerald A. Arbuckle.
Education, Training and
Research Governance
Committee
This year saw the successful undertaking of a research
project in collaboration with the Menzies Centre for Health
Policy at the University of Sydney. This project described
Calvary Health Care Bethlehem specialist palliative care
model, with emphasis on the experiences of patients,
carers and health care professionals.
At an operational level, we completed a review of the
topics that constitutes mandatory and core training.
This information has been used to establish the range of
education topics offered to staff. Our Centre for Education
and Development continued to facilitate professional
learning and development opportunities for all staff as well
as providing support to undergraduate students on clinical
placements and new graduates.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
19

Calvary Health Care Bethlehem 2010 – 11 Annual Report 20
Governance
Financial Report
Financial Report Analysis of Labour (by FTE)
Labour Category
JUNE
Current Month FTE
JUNE
YTD FTE
2011 2010 2011 2010
Nursing 111.6 113.6 110.4 113.7
Administration and Clerical 18.9 16.5 17.1 17.2
Medical Support 7.6 8.1 7.8 7.4
Hotel and Allied Services 20.7 19.7 21.6 21.7
Medical Officers 4.9 5.1 5.0 4.5
Ancillary Staff (Allied Health) 38.2 36.6 37.3 33.7
TOTAL 201.9 199.6 199.2 198.2
Summary of Financial Results ($000’s)
2011 2010 2009 2008 2007
Total Revenue 26,152 25,504 24,205 23,560 21,496
Total Expenses 25,524 25,152 23,881 22,394 21,284
Net Result for the Year (inc. Capital Items) 628 352 324 1,166 212
Retained Surplus 9,955 9,477 9,095 8,111 7,635
Total Assets 16,178 15,323 14,463 14,185 12,918
Total Liabilities 6,073 5,846 5,338 5,384 5,283
Net Assets 10,105 9,477 9,125 8,801 7,635
Total Equity 10,105 9,477 9,125 8,801 7,635
Consultancies (less than $100,000)
25 engagements totalling $230,591
Performance priorities
(a) Financial performance
(i) Operating result
Annual Operating result ($m)
(ii) Cash management/liquidity
Creditors
Debtors
(b) Service performance
Quality and safety
Health service accreditation
Cleaning standards
Hand Hygiene Program compliance (%)
SAB rate (OBDs)
Victorian Patient Satisfaction Monitor (VPSM)
(c) Activity and Funding
Sub Acute Inpatient
GEM (non DVA)
Palliative Care - Inpatient
GEM - DVA
Palliative Care - DVA
NHT (non DVA)
Ambulatory
SACS (non DVA)
2010-11
actuals
$0.505
50
23
2010-11
actuals
Full compliance
> 85%
> 65%
Met benchmark
Met benchmark
2010-11
Activity Achievement
9,192
12,460
294
759
57
22,762
2,711

Investing in Technology
Infrastructure
Information Technology has had a challenging year,
with major changes in both network infrastructure
and resource requirements. The potential to embrace
technology and integrate it within the entire hospital to
improve services has led to an audit of all information
technology infrastructure at the hospital.
The aim of the audit was to better understand the current
situation in our technology vulnerabilities including
hardware, security threat, risk management and data
recovery. These results will allow us to improve and
develop our future systems.
Implementation of Helpbox
Helpbox is an application software that enables all user
requests to be sent to the Little Company of Mary Health
Care National Office. This replaces the outdated systems
currently being used with a centralised, streamlined and
highly transparent process for all stakeholders.
Technical experts are addressing the majority of issues
from a central location, greatly reducing the impost
on local resources. Uptake of the software has been
impressive with an immediate benefit to users and more
timely resolution. The high visibility for end users and
Management now provides instant feedback on job
status, priorities and resourcing requirements.
A handful of users have been working with Helpbox
for the last 12 months and now it is being rolled out to
nominated users across the hospital. Staff are currently in
the training phase of the roll out.
Site Risk Survey
In April this year representatives from Victorian Managed
Insurance Authority (VMIA) attended the hospital to
conduct a Site Risk Survey.
This Site Risk Survey was required to assess the
property and public liability risk exposures of the hospital
against various applicable standards and to assist VMIA
to develop an aggregate view of risk across the Victorian
Public Service.
Overall, the main focus of this Site Risk Survey was
to investigate the risk profile of the hospital and the
contributions to the risk exposure that our assets make to
site-wide risk levels together with the treatment, control
systems and activities that serve to manage those risks.
The Site Risk Surveys main areas of focus were hazards,
construction, essential services, risk management systems,
building services and equipment and public safety.
Overall, our hospital achieved a result of ‘Very Good’ in
the Site Risk Survey. These results support our continued
commitment to the above stated areas. Only a handful of
minor and low priority recommendations were also made.
These minor recommendations have been accepted by
Management and are under review and rectification over
the next few months.
The Spirit of Life – A Privilege
As a clinical staff member of the hospital I was
recently asked ‘how do you work with people who
are dying – it must be so depressing?’
I can see how an observer might think that,
however that is not how I feel.
It is a privilege to support and take care of
patients who are facing a life-limiting illness
and working with a broad multidisciplinary team
makes my work rewarding and worthwhile.
Patients facing a life-limiting illness seem to
embrace life more fully and share so much of
themselves and their lives. As a clinician I find
sharing this journey with them, both professionally
and personally enriching.
It is also the bond of working with different clinical
staff from so many disciplinary areas to support
one patient that makes the teamwork aspect of
the job incredibly rewarding. One patient could
be supported by at least ten different clinical
disciplines. All team members aspire to provide
the best quality of care possible, based on the
Mission and Values of Hospitality, Respect,
Stewardship and Healing. All of these Values are
deeply entrenched in our daily work practices.
Ensuring patients have the best quality of
life needs input from many members of the
interdisciplinary team, so that the most appropriate
solutions are found for the patient and their family.
As I reflect on the fact that patients facing a
life-limiting illness are often vulnerable, I have
learnt that they benefit from the support of an
experienced and integrated team.
I am truly fortunate to work as part of the team
at our hospital.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
21

As leaders in palliative care and
progressive neurological diseases such as
Motor Neurone Disease, Huntington’s Disease
and advanced Multiple Sclerosis
we support over
4000 patients
and their families per year from all over Victoria
Our Services

Our Services
On Our Wards
For St Luke, St Joseph and St Teresas’ wards it has been
a busy and challenging year. With our commitment to
strive for best quality of care for our patients, staff have
worked collaboratively this year to offer an interdisciplinary
approach. The progression of patient centred care is about
placing the patient, including their family, at the centre of
their health care, with their needs and wishes as paramount.
St Luke’s and St Joseph’s wards continued to support our
palliative care patients, while St Teresa’s ward provided
care for our patients with complex progressive neurological
illnesses, including Motor Neurone Disease, Huntington’s
Disease, advanced Parkinson’s Disease and complicated
Multiple Sclerosis.
One of the major events within St Luke’s ward has been
the completion of the Human Room. This multi-purpose
room has the capacity to project imagery and sound.
The concept of the Human Room is to place the patient
in a space which is calming, helps their cognitive changes,
delirium, confusion and works as a diversional therapy.
With the patient being calmer and engaged they are
less likely to become agitated and escalate to difficult
management situations. This results in a significant
improvement for the patient and their family, and requires
much less staff resource to manage.
Another environmental advancement has been the
refurbishment of the Jacaranda Room in St Teresa’s ward.
The cost of this refurbishment was made possible by
generous donations and the proceeds from a trivia night
hosted by a patient and their family. This room is used
by different people in various ways. Patients use it as a
quiet and reflective space or where they can be away from
their bedside. Another group of patients use this room
for diversional therapy, music and relaxation. Families
celebrate special occasions here, while children use this
room as an escape from the grief of illness at the bedside.
There have also been many significant operational changes
that have occurred this year on the wards including
1) A commitment to Palliative Care Outcome
Collaborative (PCOC). The wards have now been
collecting these assessments and entering them
into the database. The staff have been using these
assessments to track current patient progress and
care planning and the entry into the database for
submission as part of quality care.
2) The Functional Independence Measure (FIM)
has been introduced onto the wards. This is an
internationally recognised measurement tool, which
is used to collect information about the patient’s level
of dependence and ‘burden of care’ while at the hospital.
The Department of Health uses this information
to benchmark our patients against those at other
facilities to ensure that we are receiving adequate
funding in relation to our patient mix.
3) E-referrals to Allied Health. As part of our electronic
patient management system, staff are able to send
referrals electronically to different clinical teams,
replacing the out-dated paper process. This has
resulted in a number of improved efficiency and
communication outcomes on the wards.
Staff can observe if a referral has been placed,
what stage it is at, who is responsible and who to
communicate with. All staff have access
to the referrals from any computer.
4) In preparation for the implementation of a new
e-medication management system, St Luke’s ward
has changed their administration practice from using
a drug trolley to individual bedside locker storage
and dispensing. This supports the separation of work
and ease of administering medications in a timely
response not driven by ward round processes.
A foremost highlight for the wards has been the
employment of a Diversional Therapist under the
philanthropically funded Huntington’s Disease Pilot
Project. The project has enabled our patients with
Huntington’s Disease to engage in diversional activities
with the aim of improving their opportunities for social
interaction and engagement within an inpatient unit.
The results of the project have been extremely positive.
The impact of this project has been so significant for
patients, families, the ward and staff. St. Teresa’s ward
continues to be a world leader in the care of patients
with Huntington’s Disease; one of the few care places
where patients are cared for in a secure environment.
The impact of the diversional therapist program is such
that the patients are engaged with activity throughout
the day, reducing anxiety and resulting in less agitation
and escalating behaviour. Resulting in improved patient
wellbeing and a more efficient streamlined management
of staff resources.
Finally, staff continued to develop their skills through
professional development and education, participating
in palliative care certification, attending external study,
workshops and conferences to improve the services
offered on the ward and to ensure our patients receive
the best quality of care possible.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
23

Calvary Health Care Bethlehem 2010 – 11 Annual Report 24
Our Services
Pastoral Care
and Bereavement
We have a large Pastoral Care and Bereavement
Department at the hospital, that provides emotional and
spiritual support to our patients and families from the
beginning of their journey with us.
Our department had many achievements throughout the
year. In particular the skills and qualifications of our team,
have led us to be recognised as leaders in our field. This
is evidenced by staff being invited to speak at local and
international levels, including an invitation to present at
an international conference. The topic of the presentation
was ‘The Language of the Unheard’. This invitation was a
significant acknowledgement of our skills in this field.
Another accomplishment this year is the fact that we have
been recognised as a leader in training and developing
of students. Many tertiary education providers are
requesting for their students to be placed at our facility
in order that they are exposed to high level foundational
skills in the areas of pastoral care and bereavement.
Music Therapy
The Music Therapy Department continued to provide
services to inpatient, community, ambulatory patients and
an outreach program that is leading the way in Australia.
From July 2010 to June 2011 we supported over 1050
patients across 14 regular programs.
Our Music Therapy Department continues to be the
largest and most well established music therapy
department in Australia. Once again our staff have used a
variety of methods and specialised skills to assist patients
and their family members to experience the best possible
quality of life. This has been achieved through addressing
a range of physical and psychosocial needs and nurturing
the creative spirit in those whose health is deteriorating.
The last 12 months has been a time of growth and
development for the department, especially with a
focus on research and evaluation. The department has
commenced two research projects. These research
projects have provided a greater understanding of the
important role of music therapy in supporting people
during terminal illness and bereavement. Music therapists
have also been involved in the Huntington’s Disease
project by providing a weekly music therapy program.
Creative Connections
Program
With the generous financial support of the philanthropic
community the Creative Connections Program continued
to support families with children who have experienced or
are preparing for the death of a loved one. The program
provides art and music therapy at home, school or at
the hospital. The responsive and adaptable nature of
this therapy provides a unique tool to support bereaved
children in a fun and engaging manner.
We have supported over 36 clients from young children
to youth up to the age of 18.
This year Music Therapy
has supported over
1050 patients
across 14 programs.

Neuro-Ambulatory Service
An integral part of what we do in providing clinical care and
services to people with progressive neurological conditions
is to critically assess how we practice, research new
methods and measure outcomes. Our patients expect us
to be abreast of advancements in this field of practice and
to be actively contributing to the overall body of knowledge
about how best to understand and manage these diseases.
A number of activities that have taken place this year within
the Neuro-Ambulatory Service reflect this approach.
The department continued to evolve as we took on
more tertiary provider responsibilities and increased our
involvement with Telehealth and secondary consultation
to other service providers. Promoting specialist knowledge
within streams of care has been a focus this year, as was
staff training and succession planning.
Improving departmental communication has been essential
this year. Many of our patients live significant distances
away from the hospital and most of these patients
will have an array of clinical and community support
service providers.
Our multidisciplinary team has been working on better
ways to communicate within the broader framework
between patients, families and all the agencies involved
in their care. This ‘team without walls’ will increasingly rely
on electronic records and e-communication technology
to help streamline care and reduce risk to patients.
The Government is funding us to develop this electronic
infrastructure.
As a statewide provider, we have embraced the opportunity
to develop models of care and programs for patients with
uncommon neurological conditions. This also enables us
to have a ‘critical mass’ of patients with the same medical
condition to be involved in research activities. Our patients
continue to be highly motivated to be part of research
into these progressive and currently incurable diseases.
Many patients have shown a great altruism, volunteering
for projects that may have no direct benefit to themselves.
Currently there are a number of research projects and
welcome collaborations with external researchers including
the Australian Motor Neurone Disease Registry, the
Huntington’s Disease Research Group and the Victorian
Motor Neurone Disease Research Tissue Bank of Victoria.
A highlight this year has been our involvement in the first
multi-national drug trial to include Australians with Motor
Neurone Disease. The EMPOWER Study, sponsored
by Biogen-Idec, is a randomised, double-blind, placebocontrolled
Phase III trial which will recruit over 800 people
worldwide.
Occupational Therapy
The Occupational Therapy Department has continued
to work with patients and their families to help patients
achieve their optimal level of functioning and independence
in tasks that are meaningful to them. This has included
education and advice regarding assistive equipment,
splinting, environmental modification, seating, wheelchair
accessible vehicles, fatigue management, environmental
controls and computer access and pressure care.
Over the last year our expertise in equipment prescription
has been instrumental in the selection and purchase of a
suite of electric lift recliner armchairs, pressure mattresses
and a storage system for the inpatient areas. This has
resulted in improved patient positioning, pressure care,
comfort and reduced manual handling demands on staff.
Occupational Therapists as part of the multidisciplinary
team have continued to explore the use of assistive
technology to facilitate independence for people with limited
voluntary movement.
The year was highlighted by staff having papers accepted
at state and national occupational therapy conferences.
Staff also contributed to undergraduate learning through
onsite fieldwork placements and provided specialist guest
lectures at LaTrobe University in the role of occupational
therapy in the care of Motor Neurone Disease and
Huntington’s Disease. Our staff’s commitment to training
extended to providing community based therapists with
the opportunity to attend our hospital and share resources
and information.
Physiotherapy
The Physiotherapy Department provided support to
our patient’s mobility, physical potential and provision
of equipment to optimise their participation in life.
This year a major focus for the department has been
providing our expertise and educational leadership to
external organisations. These teaching opportunities
allowed us to share with other health professionals the
specialist knowledge and skills gained by working with
our unique group of patients.
Presentations have included the Australian Rehabilitation
Assisted Technology Association Conference highlighting
the innovative work we do with scanner controls on
motorised wheelchairs. This technology enables people
with Motor Neurone Disease, who have lost most of their
ability to move, still be able to drive a wheelchair.
Staff have lectured at Monash University about
physiotherapy in Palliative Care, to Neurological
Physiotherapists about the role of physiotherapy in Motor
Neurone Disease and to Aged Care Physiotherapists
about the concept of neuro-palliative rehabilitation.
We also presented at the Australian New Zealand
Falls Prevention Conference regarding falls relating
to Huntington’s Disease patients.
A highlight has been the acquisition of a ‘stand-up’ electric
wheel chair. This specialised wheelchair has
a mechanism to raise the seat, to assist people suffering
from leg weakness to a standing position. This action
prolongs the duration a patient with a progressive
neurological disease can independently stand and transfer.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
25

Calvary Health Care Bethlehem 2010 – 11 Annual Report 26
Our Services
Speech Pathology
The Speech Pathology Department has provided care,
support, assessment and management for patients with
swallowing, communication, secretion management and
oral hygiene issues this year. Speech Pathologists worked
diligently with all members of the interdisciplinary team,
with the aim to ensure patient’s swallowing is as safe as
possible and that they have a voice for life.
Our work as leaders in the field has continued to develop
this year in collaboration with Communication Rights
Australia, participation in the Communication Access
Advisory Group which is a systemic level initiative to launch
a new communication access symbol and an invitation to
participate in the Dental Health Services Victoria Community
Advisory Committee.
Staff members have been busy attending and presenting
at national and international conferences including
ALS Symposium in the United States of America,
International Society of Assistive and Augmentative
Communication Conference in Spain, Chronic Disease
Management Conference in Australia, poster presentation
at the Australian Rehabilitation and Assistive Technology
Association Conference and a paper presented
at the Sub-Acute Forum at St Vincent’s Hospital
Melbourne Research.
Neuropsychology
The role of the Neuropsychologist is to examine
brain-behaviour relations through interview and
neuropsychological assessment techniques and to
determine the impact of organic impairment on the patient’s
everyday living.
The Neuropsychology and Speech Pathology Departments
have joined forces this year to complete two research
projects. One focuses on ‘Social Perception and Empathy
in Huntington’s Disease’ and the other on ‘Pragmatic
Language Function in Motor Neurone Disease’.
Staff have presented at conferences including the
international ALS Symposium in United States of America
and also the College of Clinical Neuropsychologists
Conference in Australia. One staff member has also
provided support for neuropsychologists across Victoria this
year in their role as Secretary of the Victorian Section of the
College of Clinical Neuropsychologists.
Social Work
The Social Work service provided support and advocacy
to patients and their families in relation to a range of
psychosocial issues.
The Social Work Department experienced a year of
stability and consolidation, with much focus being on
improving internal clinical processes and practices. Areas
of advancement included the review of our Residential
Care policy and process, the review of our Social Work
Assessment Tool and a project regarding access to Carer
Allowance Entitlements by patients and their carer in the
Community Palliative Care Service.
The Social Work Department continued to provide an
external consultancy service to Cabrini Brighton Day
Oncology Unit. In addition to the Cabrini service, staff
participated in weekly teleconferences and monthly visits
to the Gippsland Regional Palliative Care Consortium.
Non-clinical projects included a review of our support
program offered by the Social Work Department to the
Medical Interns, as well as the provision of Victorian
Cancer Clinicians Communication Program (VCCCP)
‘Emotional Cues’ training program to all staff. Professional
development included Social Workers completing the
VCCCP training to facilitate ‘Transition to Palliative Care’
sessions for all staff at the hospital.
Much work has also been undertaken over the last 12
months to ensure that the disability funded Social Work
position is compliant with the Disability Quality Framework,
in preparation for independent auditing and accreditation.
Community Palliative
Care Service
Community Palliative Care Service provides care for people
living with a life-limiting illness in the cities of Bayside,
Port Phillip, Glen Eira, Stonnington and part of Kingston.
Our service is available 24 hours a day including holistic
care, symptom relief, emotional support, consultation,
management of symptoms and education.
Our multidisciplinary team provides nursing, medical,
physiotherapy, occupational therapy, music therapy, social
work, pastoral care and bereavement in the patient’s home.
Staff work effectively together to respect the patient’s
autonomy and choice; with the patient’s request of being
in the comfort of their own home for end of life care.
It has been a very challenging year for the Community
Palliative Care Service Department, with the streamline
and restructure of the entire department. Also during
the year there were several projects initiated including a
clinical nurse consultancy supported by the wards, a new
documentation system to reduce administration tasks and
duplication of work and the introduction of the NIKI syringe
drivers to the clinical process.

Dietitian Services
The nutrition service at our hospital is contracted from the
Alfred Hospital.
Over the last 12 months, the Dietitians provided expert
nutrition and dietary advice to patients and their families
in order to improve and manage a range of conditions
including progressive neurological diseases, cancers,
end stage heart disease and late stage gastrointestinal
diseases, food intolerances as well as overweight
and obesity. The Dietitians also developed a range of new
resources for patients requiring enteral nutrition. A series of
booklets have also been produced to support patient care.
The Human Spirit – Determination
and Independence
In 2008 a young family arrived in Australia.
Just as they were settling in to their new life Marty,
a 39 year old engineer was diagnosed with Motor
Neurone Disease. His wife was expecting their
first child.
A progressive disease like Motor Neurone Disease
brings new challenges and impacts on every
aspect of a person’s life, from physical changes to
emotional health, relationships and spiritual wellbeing.
The interdisciplinary team works with Marty
and his family to provide support and to manage the
changes and symptoms he faces.
For Marty it was important to try and regain some
control and independence of his life. He was
keen to keep working and be close to his family.
So assistance to access his computer at home
without using a normal mouse was set up by the
interdisciplinary team.
With the support of both his family and the hospital,
Marty was determined to remain engaged in life
and work. Marty used a specialised program called
Dasher, which is like an on screen keyboard. He
is able to send emails to work colleagues, work on
documents and surf the internet; all without using a
mouse. Marty comments ‘no-one even knew I was
not using a normal keyboard.’
The interdisciplinary team regularly assess Marty
and his family’s needs during admissions to the
Neurological Inpatient Unit. This also gives his wife
and two young children some respite. The team
have provided Marty with a range of specialised
equipment including supported seating, equipment
and training to support transfers and specialised
Considerable resources and expertise over the last
12 months has also been dedicated to the hospital’s
Food Service management area, resulting in significant
improvements. Hospital services, dietitians and speech
pathologists have all worked collaboratively to ensure safe,
nutritionally appropriate and appealing meals are provided
to all patients, families and staff.
technology that enables him to continue to use his
computer without his hands through a head mouse.
The specialised technology gives Marty
independence, comfort and the ability to
communicate with friends and family and he uses
Skype to communicate with his wife when he is an
inpatient at the hospital.
Marty’s speech is limited now and his disease
continues to progress. Marty uses the My Tobi
Eye Gaze Communication System. This consists
of a computer screen and an inbuilt camera and
specialised eye tracking software. It also has an
inbuilt environmental control unit which enables
Marty to control his environment with his eyes,
including operating the television, opening the
blinds and adjusting the air conditioner or heater.
Combined with his resilient determination, Marty
remains incredibly positive and well supported by
his entire family.
Marty commented that ‘the eye gaze system
enables me to communicate with some voice
output. It also allows me to continue writing letters
to my children who are only 4 and 18 months
old’. Marty hopes that these letters will provide his
children with some insight into who their dad was
and what his hopes and dreams for them were.
Leaving these letters to both his children is part of
his enduring legacy to them.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
27

We develop and nurture
partnerships
with other organisations and
implement projects to support
and advance the future sustainability
of our hospital.
Projects & Partnerships
POSITIONAL ONLY

Projects & Partnerships
Redevelopment of Calvary
Health Care Bethlehem
Having completed a feasibility study during 2010 for
the redevelopment of our hospital environment, on
our current Caulfield site, we have been developing a
business case for the past year with Southern Health and
the Department of Health.
This business case as agreed by the Department of
Health and Southern Health, supports our position that
redeveloping at our Caulfield site provides the most cost
effective solution, in a shorter time frame and allows us
to deliver a more efficient model of care to meet
community demand.
While we were unsuccessful in attaining funding
from the Government in the May 2011 State Budget,
redevelopment on the Caulfield site is supported by the
Department of Health and the Victorian Government.
Little Company of Mary Health Care is now working with
the Government to establish other ways of progressing
the redevelopment outside of the government
budget process.
This is an urgent priority and major focus for us, as
our current ageing and deteriorating building facilities
is compromising Calvary Health Care Bethlehem’s
operational sustainability, in addition to our reputation as
a leading specialist provider of health care in Victoria.
Patient Centred Care
Project
Over the past eighteen months the Patient Centred Care
Project has been implemented, emphasising ‘Patients
Goals of Care’. This project reflects our respect for and
inclusion of the patients’ decisions and preferences
while in our care. Patient Centred Care Project includes
improved patient and family engagement across all
clinical programs both inpatient and ambulatory with the
introduction of a person centred care plan.
The clinical team utilise the care plan at interdisciplinary
clinical meetings to steer the overall treatment goals.
The clinical treatment goals may differ from the patients’
goals, therefore it is not uncommon for a number of
meetings with a patient, their family and clinicians for
both the patient wishes to be understood and respected;
and with a realisation of what can actually be achieved.
This collaboration then allows interventions and plans
provided to a patient with respect to their culture, their
mental alertness and sensitivity to the stressful emotional
situation that the patient and family are experiencing. The
patient goals are aligned with current patient issues and
interventions are developed that match these goals.
The care plan is used from the first to last point of
patient contact for all clinicians. Reviewed at a weekly
clinical meeting for current issues and future planning,
it is then discussed with the patient and family. This
project is supported by the Government as part of the
person centred care practice, which is to ensure care
is developed in partnership, evidenced in day-to-day
practice and incorporates patient goals.
The Patient Centred Care Project document is a means
to improve the quality of care we offer our patients. As a
communication tool it is a central point, available for all
the staff to understand the plan of care and what to do in
treatment sessions.
Our Work
With Neurological
Organisations
Patients with progressive neurological diseases and their
families can benefit from a variety of support to help them
live more comfortably in the community and to be as
independent as possible. We have been working this year
in concert with many other agencies, to ensure our patients
have received the co-ordinated services they need.
We have collaborated with a number of neurological
organisations, in particular MND Victoria, Huntington’s
Victoria, MS Australia, Parkinson’s Victoria, Muscular
Dystrophy Australia and the Young People in Nursing
Homes National Alliance. All of these independent agencies
provide a valuable range of supports and services for our
patients and their families.
These organisations also raise awareness of these
uncommon conditions in the general community and bring
the issues to the front of mind of Government. They are
strong advocates for better services for people and for
more research to find the cause and the cure for these
often life-limiting conditions. In all of these aims we find
common ground. This shared purpose is at the crux of our
working relationships with neurological organisations.
As the Federal Government contemplates the Productivity
Commission’s recommendations for a National Disability
Insurance Scheme for all Australians, we look forward to
continuing our work together in what should be a better
resourced and more equitable environment for people
with a disability.
An urgent priority
and major focus is to
redevelop
Calvary Health Care
Bethlehem.
Calvary Health Care Bethlehem 2010 – 11 Annual Report
29

Calvary Health Care Bethlehem 2010 – 11 Annual Report 30
Projects & Partnerships
Video Conferencing
With working partnerships between our hospital and
local clinicians to provide services for neurology patients
across Victoria and palliative care patients in the southern
metro region and Gippsland, we have been developing
new technology to improve service delivery and capability
to support our statewide services.
A joint project with The Australian Center for Health
Innovation to scope the requirements for video
collaboration tools will facilitate further development of
our specialist consultative model of care for patients.
This technology will allow our progressive neurological
and palliative care services to have improved and
more timely contact without the need for travelling long
distances for staff, patients and their families. As part of
our collaborative care with other service providers we
already have collective team meetings with multiple staff
who phone in or use Skype to meet with patients and
clinicians in their community and residential setting.
eHealth
A step forward in improving quality of care and
streamlining delivery of services has led to the first stage
of a three year implementation of a completely paperless
record system.
iSOFT Medication Management MedChart is a web
based technology that supports medication management
including prescribing, monitoring and dispensing of
medication. This new technology allows fewer medication
errors therefore increasing patient safety, more effective
and supported decision making due to better access
to clinical information and improved work efficiency
because of immediate access to the medication chart
from any computer.
Key staff are currently implementing MedChart in their
departments and have been enthusiastic to use it as
they realise the efficiencies of the new system. As one
of our requirements being multiple staff accessibility to a
patient’s medical record at the same time from different
places, MedChart will definitely make this easier for
nurses, doctors and pharmacists.
Notre Dame University
Our new collaboration with Notre Dame University is
an exciting initiative for the hospital and confirms our
role in the provision of education and training of future
and existing health professionals. Final year medical
students now spend four weeks at Calvary Health Care
Bethlehem, with an emphasis on learning of the issues
related to end of life care and developing the skills
that will be required as junior doctors. It also provides
staff from both organisations the opportunity for further
teaching, education and research.
Gippsland Region
Palliative Care Consortium
Together with the palliative teams from Southern Health
and Peninsula Health, work has continued this year with
Gippsland Region Palliative Care Consortium to further
develop our specialist palliative consultancy model and
the provision of support to services in the region.
Weekly team meetings via teleconference and regular
monthly visits which include General Practitioners
support and health professional education are now well
established. Despite several challenges, the enthusiasm
and willingness of staff from all organisations to work
collaboratively to improve care for patients in the region
is gratefully acknowledged.
A new partnership
with Alfred Health in the
provision
of specialist
palliative
medical consultancy to
Cabrini Health has been in
response to a statewide shortage
of palliative specialists.

Our Education Supporting
Pakistan
An ongoing relationship with St Elizabeth Hospital in
Pakistan has welcomed a leading initiative.
Patras Inayat, Pakistani Registered Nurse has been
gaining much needed clinical experience and expertise
at our hospital.
Patras participated in our accredited palliative care
course, Certificate in Palliative Care Nursing and has
gained clinical experience by spending time with staff
on the ward and visiting home based patients with the
community palliative care team.
Patras’s time with our hospital has allowed him to
improve his occupational skills by undertaking education
in a structured workplace training program, while gaining
clinical knowledge, which once he returns to Pakistan
will support him to set up a home based palliative
care program.
Consultant Work To
Cabrini Health
Further development of our palliative consultancy
services, consistent with our strategic direction of
developing statewide services, has seen a new joint
venture with Alfred Health in the provision of specialist
palliative medical consultancy to Cabrini Health.
This partnership has been in response to unmet needs
due to a statewide shortage of palliative specialists
and will result in improved outcomes for patients with
a terminal condition within the southern metropolitan
region. This collaboration builds on the existing alliance
with Alfred Health and provides staff with the opportunity
to work in a different environment and interact with a
range of specialists. In addition there is now a capacity
for joint research projects, which provides us with
a template for the development of similar specialist
consultancies in the future.
Southern Metropolitan
Region Palliative Care
Consortium
The Southern Metropolitan Region Palliative Care
Consortium (SMRPCC) is an alliance of palliative care
service providers that aims to support improvements in
the integration and coordination of palliative care services.
We have been a member of the consortium since it was
established and continue to benefit from an active role
in consortia activities. With our involvement with the
consortium this year we have contributed to a number of
SMRPCC projects including
1) The Southern Metropolitan Region Inpatient Access
Guide which provides information on how to
appropriately refer patients to palliative care inpatient
units in the region
2) The Aged Care Project which aims to develop
sustainable strategies for specialist palliative care
services to support Residential Aged Care Facilities
in the region
3) Availability to the region of patient medication fact
sheets as an outcome of the Community Pharmacy
in Palliative Care project
4) Work which will enhance the service we provide in
a cross-cultural context through the Regional Cultural
Diversity Strategic Framework Project, which aims
to support culturally competent palliative care service
provision in the region.
‘ Catholic hospitals
were founded not simply to help
the deserving poor but in
recognition that we have an
obligation to assist
those in need’.
by Elizabeth Hepburn IBVM
Calvary Health Care Bethlehem 2010 – 11 Annual Report
31

Calvary Health Care Bethlehem 2010 – 11 Annual Report 32
Projects & Partnerships
Project for Improving
Care for Patients with
Huntington’s Disease
The purpose of the project was to develop an improved
model of care for Huntington’s Disease patients during their
inpatient admission. We focused on this group of patients
because they often experienced difficulties settling into the
ward environment, due to their complex combination of
disorders of movement, thinking and behaviour.
One of the major outcomes of the project was the
development of a Diversional Therapy program. The
results of this program have proven to be a sound success.
A diversional therapist was employed, who managed
to create meaningful relationships with the patients and
guide them with an array of activities which engaged each
individual in an unique manner. Activities included music,
exercise, painting and conversation.
Most importantly there was a sense of confirmation of
the worth of each patient who participated. Families also
noticed the positive effects of the program and experienced
comfort that their loved ones were being supported and
cared for in an atmosphere that optimised their ability to
function and engage with life.
The Spirit of Life – Leaders in Our Work
‘Social Communication Changes in Progressive
Neurological Conditions: The Impact on Carers’.
This research project emerged from our clinical
observations within the specialist progressive
neurology service.
It was consistently observed that carers of patients
with Motor Neurone Disease (MND), Huntington’s
Disease (HD) and advanced Multiple Sclerosis
(MS), noticed alterations in behaviour and emotional
functioning. Carers found reduced empathy, loss
of emotional reactivity and increased aggression,
the most difficult changes to adjust to. Such
changes were often significant causative factors in
relationship stress and breakdowns.
From these observations we felt committed to lead
research in this area. The research received funding
from the Bethlehem Griffiths Research Foundation
and Motor Neurone Disease Research Institute of
Australia.
Over 100 of our patient and carer couples
participated in the research. Data collected from 49
patients with MND and their nominated carers, 30
with HD and 20 with MS. Thirty control participants
also completed the research.
Preliminary analysis demonstrated that individuals
with distinct progressive neurological conditions
displayed different levels of impairment in emotion
recognition and social communication.
To date our research has been presented at the
Speech Pathology in Sub-Acute Care Meeting,
the 4th Pacific Rim Conference of the Australian
Society for the Study of Brain Impairment and
the International Neuropsychological Society.
Our research continues to lead advancements in
social communication in progressive neurological
diseases in Australia.
St Teresa’s ward
continues to be a
world
leader
in care of patients with
Huntington’s Disease.

The constant advancements
of our research culture, continues to see
our staff actively invited to present
at national and international
conferences throughout the year;
confirming we are leaders
in our respective fields.
Research

Calvary Health Care Bethlehem 2010 – 11 Annual Report 34
Research
Research Ethics and
Ethics Committee
As a specialist provider of palliative care and progressive
neurology, and consistent with the Little Company of
Mary Health Care National Palliative Care Strategy, the
continuous development of our research culture enables
us to evaluate the care we provide and make constant
enhancements. It also confirms that we are leaders in our
respective fields.
There were a number of significant neurology research
projects approved and initiated over the last 12 months
and there is important interest in our participation in an
international drug trial for treatment of Motor Neurone
Disease. Results will also be known shortly from a major
research project in conjunction with the Menzies Centre
for Health Policy in evaluating our hospital’s model of
specialist palliative care.
We would like to thank the Chair of our Research
Ethics and Ethics Committee, Rosalie Jones and other
members of the committee who so willingly volunteer
their time and are truly committed to our Mission.
There is a high level of
interest in our participation
in an international
drug trial
for treatment of Motor
Neurone Disease.
We would also like to take this opportunity to
acknowledge the retirement of Fr Norman Ford SDB and
thank him for his active involvement on this committee,
especially in providing ethical advice and staff education
over many years.
The Research Ethics and Ethics Committee consists of
Mrs Rosalie Jones, Chair
Mr Tony Ryan
Mr Des McCarthy
Cr Margaret Esakoff
Fr Norman Ford, SDB
Dr Jane Fischer
Ms Julia Trimboli
Dr Susan Mathers
Dr Jim Howe
Ms Shannon Thompson.

Research Applications
The following Research Applications were approved or in progress during the year
Principal Investigator Project
Dr Susan Mathers
Dr Robert Henderson
A/Prof Steve Vucic
Prof Matthew Kiernan
Prof Paul Talman
Dr David Berlowitz
Dr Andrew Churchyard
Prof Julie Stout
Karol Connors
Karen Bolger
Julia Oreopoulos
Eleanor McNab
Karen Bolger
Katrina McFerran
Dr Chong Meng Tay
Dr Mina Borromeo
Dr Jim Howe
Dr Susan Mathers
Dr Katrina Reardon
Dr James Gillespie
Dr Fiona Fisher
Dr Louisa Ng
Dr Fary Khan
Dr Paul Talman
Dr Fiona Fisher
Dr James Howe
Dr Susan Mathers
Ms Maryanne McPhee
Dr Alexia Pavlis
Mr Mathew Staios
A/Prof Matthew Kiernan
Dr Paul Talman
Dr Katrina McFerran
Dr Susan Mathers
Malini Somaiya
Gerry McKellar
A/Prof Peter Hudson
“A Randomized Double-Blind Placebo-Controlled,
Multi Center study of the safety and efficacy of
Dexpramipexole in subjects with Amyotrophic
Lateral Sclerosis (Protocol No. 223AS302)”
“Identifying who will benefit from Non Invasive Ventilation
in Motor Neurone Disease in a clinical cohort”
“Cognitive Assessment Battery (CAB) Beta Study”
“Improving opportunities for engagement for hospital
inpatients with Huntington’s Disease”
“Investigating the Impact of Creative Therapies on Young
People’s Bereavement”
“Music Therapy and Quality of Life in Progressive
Neurological Disease”
“Oral Health Status and Dental Treatment Needs
of patients with Motor Neurone Disease in
Victoria, Australia”
“Descriptive Analysis of the Calvary Health Care
Bethlehem Specialist Palliative Care Model”
“Emotion Recognition in progressive neurological
conditions: Impact on communication, behaviour
and caregiving”
“Effectiveness of a peer support intervention in MND
and Multiple Sclerosis”
“Cognitive and behavioural changes in MND:
exploring the impact on caregivers”
“INSPIRATionAL (inspiratory Training in Amyotrophic
Lateral Sclerosis)
“Supporting families to support children with life
threatening illness”
“The Continuous Care Pilot”
“Effect of physiotherapy on palliative patients’ ability to
cope with breathlessness”
“Evaluation of a hospital based group education
program for caregivers of palliative care patients”
Calvary Health Care Bethlehem 2010 – 11 Annual Report
35

We engage with our local and statewide community
to provide education and raise awareness
of the issues that people face at the end of life.
Our commitment to engage
with the community has seen strong
advancements in this area over the year.
Community Engagement

Community Engagement
Community Advisory
Board
The Community Advisory Board commenced its activities
in early 2010 with the role of strengthening the links
between Calvary Health Care Bethlehem and the
communities it serves. Its objectives are to assist and
advise the Chief Executive Officer on matters relating to
community and stakeholder engagement to ensure the
hospital continues the Mission of the Little Company of
Mary Health Care and achieves objectives relevant to the
communities it serves.
The Community Advisory Board includes members of
the community committed to the Little Company of Mary
Health Care’s Mission, the Chief Executive Officer and
senior staff from the hospital and the Little Company of
Mary Health Care National Office.
Over the last 12 months, we have come to understand
the special and sensitive services provided by the
hospital and our Values of Hospitality, Healing,
Stewardship and Respect are reflected in the daily care
provided by our dedicated staff to our patients and
their families.
The main focus of the Community Advisory Board’s work
has been assisting management finalise the plans for
the redevelopment of the hospital site and advising on
ways to improve the hospital’s community engagement
activities and to raise its capacity to promote the unique
work being done by our staff. We are pleased to note that
by year end considerable progress has been made in
both these areas.
Little Company of Mary Health Care National Board has
approved the redevelopment plans of the hospital and
work is now underway to get the project ready for tender,
subject to finance being made available by the State
Government. A new Public Relations Department has
been established within the hospital and has developed
the strategies for engaging the community, including the
development of effective marketing programs.
In May this year, our external members of the Community
Advisory Board had the opportunity to be involved in a
two day retreat with Community Advisory Board members
of other public hospitals in the Little Company of Mary
Health Care group. This special event gave us insight
into the Ministry of the Little Company of Mary as it was
originally articulated by its foundress, Venerable Mary
Potter. It also helped us to appreciate the strategic
direction of Little Company of Mary Health Care, which
is ambitious, positive and dynamic for the delivery of
compassionate and respectful healthcare to our patients
based on the teaching in the gospel which is central to
the Catholic tradition. We also now understand how our
respective Community Advisory Boards work and are
mutually informed by our respective initiatives.
The Community Advisory Board acknowledges the
support and generous assistance of the Chief Executive
Officer, her office and senior staff and the National
Director of Public Hospitals, during its establishment
phase and ongoing operations.
The Board is grateful for the opportunity to serve at
Calvary Health Care Bethlehem and proud to be a part
of the Little Company of Mary Health Care Ministry which
has been delivering healthcare services to the Victorian
community for the last 73 years.
Corporate and Community
Development
Throughout the year we have been committed to
proactively engaging with our community. The rich
diversity of our community continues to support our
efforts for delivering on our Values of Hospitality,
Respect, Stewardship and Healing.
The decision earlier in the year to introduce public
relations into the hospital, has led to a new emphasis on
marketing, communication and media.
With this new commitment, a three year Community
Engagement Strategy has been developed to cultivate
our relationships with the local and statewide community.
This strategy focuses on advancements in the areas of
Fundraising, Marketing and Media.
Fundraising This Year
Between July 2010 and June 2011 we received
$473,527.76 in fundraising revenue. This revenue was
raised from our very supportive community groups,
Government, the philanthropic network, our generous
donors and corporate sponsors.
$ (000’s)
Fundraising Revenue
200
100
0
34%
$160,897.75
11.59%
$54,904
35.37%
19.04%
Submissions Appeal Tributes General
Donations
Fundraising Streams
$167,525.60
$90,200.41
Calvary Health Care Bethlehem 2010 – 11 Annual Report
37

Calvary Health Care Bethlehem 2010 – 11 Annual Report 38
Community Engagement
Thank You for Your
Support
We would like to take this opportunity to thank our
community who have supported us in achieving these
fundraising results. It is this commitment from our
community that allows us to give our patients the best
quality of care, making us a leader in palliative care and
neurological services in Victoria.
We would like to thank the Rotary Clubs of Glen Eira,
Brighton Beach, Brighton North, Caulfield, Elsternwick,
Brighton and Bentleigh Moorabbin Central for their never
ending commitment to the hospital.
A very special thank you to Glen Eira City Council for
their commitment and significant contributions during
the past year.
Our Ladies Auxiliary is
Truly Inspirational
The Calvary Health Care Bethlehem Ladies Auxiliary
has been raising funds for the hospital for over 40
years. We are blessed to have such a dedicated Ladies
Auxiliary that continuously raises funds for much needed
equipment in the hospital year after year.
Bi-monthly the Ladies Auxiliary organises a card
luncheon for over 40 attendees. These devoted ladies
organise the entire card luncheon from raffle prizes and
presentations to sponsorship and even the attendees’
lunches. The commitment is truly inspirational and we
sincerely thank the Ladies Auxiliary for all their hard work
and enthusiasm towards our hospital.
How You Can Make
a Difference?
If you would like to make a difference to Calvary Health
Care Bethlehem please donate by
1) Calling our Fundraising Department on 03 9595 3220
to donate over the phone
2) Go online to www.bethlehem.org.au and download
our donation form and mail to the Fundraising
Department 476 Kooyong Road, South Caulfield,
Victoria 3162.
If you would like more information on how to leave a
Bequest in your Will to Calvary Health Care Bethlehem,
please contact the Fundraising Department.
Health Promotion
Collaboration
This year we have continued our collaborative health
promotion with the Catholic school, Our Lady of Sion
in Box Hill.
This collaboration enabled nine students (in year 11)
and two teachers to engage with our patients and staff
while exploring a number of topics. The project
pertains to the clinical areas of palliative care and
Motor Neurone Disease.
Students have been very enthusiastic about their work
resulting in the production of a book titled ‘Life as
a Journey’ which celebrates peoples’ lives and their
stories. This process has students expressing a deeper
understanding from the patient’s perspective of what it is
like to live with Motor Neurone Disease or receive
palliative care.
Students quickly recognised that quality of life can be
achieved with very good supports being available. They
have also become aware that this support must not only
be clinical but also holistic in its approach.
An added dimension to this collaboration is the way that
students are ‘sharing’ their learnings with their school
community and families. They are conscious of dispelling
myths about palliative care and neurological diseases
held by the wider community.
It is heartening to observe the growth and development of
the student’s understanding of life, illness, death and dying
as they have worked with us on this health promotion.

Fundraising
Acknowledgements
Community
Donors Donation Amount
CHCB Card Ladies Auxiliary $5,000.00
Verna A. Cook Barrister
and Solicitor
$4,270.37
Glen Eira City Council $1,991.75
Presbyterian Girls School
Dehiwela
Caulfield Park Bendigo
Community Bank
$1,000.00
$750.00
Moorabbin Primary School $665.80
All Souls Opportunity Shop $600.00
Shiraz Club of Victoria $551.00
Niblick Golf Club $500.00
Inner Wheel Club
of Pakenham Inc.
Caulfield RSL
Sub-Branch Inc
$500.00
$4,188.44
The Rotary Club of Glen Eira $4,000.00
Rotary Club
of Pakenham Inc.
Rotary Club of Bentleigh
Moorabbin
Estates
$1,000.00
$729.45
Donors Donation Amount
Estate of the late Noel Mary
Evelyn Grabau
Estate of the late Leonard
John Snowden
Estate of the late Margaret
Boston
$33,000.00
$2,731.89
$50,000.00
Philanthropic Community
Donors
John T Reid Charitable
Trusts
Oak Foundation
The Gandel Charitable Trust
Grosvenor Foundation
Collier Charitable Fund
Helen Macpherson Smith
Trust Grant
The Scobie and Claire
MacKinnon Trust
The Jack Brockhoff
Foundation
Sidney Myer Fund
The Freemasons Public
Charitable Foundation
John Allison Monkhouse
Coopers Brewery
Foundation Incorporated
The Flora and Frank Leith
Charitable Trust
State Trustees Ltd
The William Angliss
(Victoria) Charitable Fund
Elisabeth Murdoch
Trust
B.K. Taylor Family Trust
Calvary Health Care Bethlehem 2010 – 11 Annual Report
39

Calvary Health Care Bethlehem 2010 – 11 Annual Report 40
Community Engagement
Individuals
Donors Donation Amount In Memory Of
Michael Tabak $12,000.00
Andrew Coulthard $10,000.00
Lindsay Jones $5,000.00
Jacob Pushett $2,000.00 Rina Pushett
Jenny Rogers $2,000.00
Dorothy Wall-Smith $2,000.00 Ted Wall-Smith
Peter M Johns $2,000.00 Jacquelyn Johns
Stephanie Johnston $2,000.00
Betty Laidlaw $1,500.00
Leo Connolly $1,000.00 Beryl Connolly
Yvonne Ramsay $1,000.00 Stewart Ramsay and Monica Ramsay
Nell Drake $1,000.00
Keith Lewis $1,000.00 Margaret Lorna Lewis
Ernest Stone $1,000.00
Sue & Tony McStea $1,000.00
Thilo Schindler $1,000.00
Pitsa Harbis $753.80
Neville Hinde $500.00
Liz Nuthall $500.00
Malcolm Huston $500.00
Angela Elliot $500.00
David Gubbels $500.00
Michael Haesler $500.00
Andrew Madigan $500.00
Penelope A Martin $500.00
Glenn Mexcher $500.00
Betty Ridgway $500.00 Barry Ridgway
Neville and Ruth Kelly $500.00
Gilda Macedo $500.00
Merle Fox $500.00
Susan Krongold $500.00
Sandra Falla $500.00
Maureen Coomber $500.00
Julie Crick $500.00

Calvary Health Care Bethlehem
476 Kooyong Road
Caulfield South, Victoria 3162
Telephone: 03 9596 2853
Facsimile: 03 9596 3576
www.bethlehem.org.au
ABN 81 105 303 704
ACN 105 303 704