Omeo District Health Annual Report 2005/06

114 th Annual Report for the
year ended 30 th June 2006
incorporating the
Consolidated Financial
Statements
“Quality, Care & Commitment”

CONTENTS
Report of Operations
About Omeo District Health ......................................................................................... 3
Our Mission / Aim / Objectives .................................................................................. 3
Our Services ..................................................................................................................... 4
Governance Overview.................................................................................................... 5
Board Chair & CEO’s Report ........................................................................................ 9
Clinical Services Report ............................................................................................... 13
Community Services Report ....................................................................................... 15
Support Services Report............................................................................................... 19
Organisational Chart .................................................................................................... 22
Workforce Data.............................................................................................................. 23
Building & Maintenance Compliance ....................................................................... 27
Freedom of Information Requests.............................................................................. 27
National Competition Policy....................................................................................... 27
Application and Operation of Whistleblowers Policy............................................ 27
Victorian Industry Participation Policy Disclosure................................................. 27
Service Activity.............................................................................................................. 27
Financial Results............................................................................................................ 28
Financial Statements and Explanatory Notes
Accountable Officer’s, Chief Finance & Accounting Officer’s and Member
of Responsible Body’s Declaration
Auditor General’s Report
Statement of Financial Performance
Statement of Financial Position
Statement of Cashflows
Notes to and forming part of Financial Statements
2

Our History
When gold was discovered in Omeo in 1851,
the isolated communities of Omeo, Swifts
Creek, Ensay and Benambra changed
dramatically with the influx of visitors. The
need to build a hospital was identified in
November 1891 with incorporation of the
Omeo District Hospital (ODH). Care to the
sick and injured commenced in August 1894
until the devastating 1939 bushfires that
destroyed the original building. A new 19
bed hospital was built in 1940 on a new site
and continues to be utilised to provide acute
and residential care.
Services delivered by ODH have been
regularly reviewed to meet the changing
needs of the community. In 1990, the acute
service was reduced to twelve beds and then
further reviews in September 1993 resulted in
major funding changes to see the organisation
provide four registered acute beds and
outpatients department and ten nursing home
places. In July 1997, the construction of a
purpose built four-bed hostel was completed.
In February 2004, construction commenced on
the full redevelopment of the existing hospital
buildings and service areas. The major works
were completed and the official opening of
the new facility held on 9 th December 2005.
Our Objective
Mission
To promote and enhance the health and
wellbeing of the people of Omeo and district.
Aim
To provide the most effective and efficient
physical, emotional and social care possible
through the delivery of services that are
accountable to individual and communities
needs.
Objectives
To ensure the Health Service is accessible to
all and continues to develop within a Best
Practice model in response to the
community’s identified need.
To provide a coordinated continuum of health
care to the communities of Omeo and district,
encompassing aged and residential care,
community care and appropriate acute
services.
To maximise the health and wellbeing for all
community members.
To provide a well-maintained, safe and
pleasant environment for patients, residents,
staff and visitors.
With the ever changing face of health care, the
Board of Management has continued to
review the services that the organisation
provides and explore innovative ways of
meeting the community’s needs.
3

Our Services
Omeo District Health provides broad-based health and support services to Omeo, Benambra,
Swifts Creek, Ensay, Dinner Plain and surrounding districts.
Acute Care
Ancillary Services
4 Acute beds for general medical care Radiology
Emergency stabilisation
Renal Dialysis Unit
Sub-Acute Care
Rehabilitation
Residential Aged Care
10 High Level Care Beds Allied Health & Community Services
4 Low Level Care Beds Information and Referral
Respite Care
Diversional Therapy
Aged Care Assessment
District Nursing Services
Home Visiting
Palliative Care
Post-Acute Care Program
Respite Care
Equipment Hire
Home and Community Care
Planned Activity Group
Home Care
Personal Care
Meals on Wheels
Home Maintenance
Home Respite
Dental Services
Public Dental Care
Private Dental Service
Medical Services
Omeo Medical Centre
Ear Nose & Throat Specialist Consulting
Audiometry Consulting
Use of the Facilities
Optometry Services
Rural Ambulance Victoria
Omeo Playgroup
Senior Citizens Meetings
Swifts Creek Community Centre
Community Group Meetings
Counselling / Social Work
Domestic Violence Support
Financial Counselling
Emergency Housing
Health Promotion and Education
Youth Program
Physiotherapy
Dietetics
Speech Therapy
Foot Care
Occupational Therapy
Community Care Coordination
Community Education & Development
Diabetes Education
Communities for Children
Supporting Portfolios
Infection Control
Quality
Pathology
Occupational Health & Safety
Administration
Maintenance & Gardens
Environmental & Food Services
Visiting Services
Maternal & Child Health
4

Governance Overview
Board of Management
President
Senior Vice President
Mr Rodney O’Connell
Ms Anne Faithfull
Self Employed Company Director
Administration Manager
Board member since 1990 Board member since 2002
Member of the Finance, Facilities
Member of the Finance & Audit
Project Control and Quality Sub-Committees Sub-Committees
Appointment Expires 31/10/2007 Appointment Expires 31/10/2008
Board Meetings attended – 11/11 Board Meetings attended – 10/11
Treasurer
Ms Ronda Manhire
Mr Phillip Jones
Primary School Teacher
Office Coordinator Board member since 1997
Board member since 2002
Member of the Facilities Sub-Committee
Member of the Finance & Audit Sub-Committees Appointment Expires 31/10/2008
Appointment Expires 31/10/2008 Board Meetings attended – 9/11
Board Meetings attended – 9/11
Mr Ronald Grinter
Mr Russell Pendergast
Self Employed Company Director
Self Employed Farmer Board member since 1991
Board member since 1987
Member of the Facilities Sub-Committee
Member of the Facilities & Quality Appointment Expires 31/10/2006
Sub-Committees Board Meetings attended – 8/11
Appointment Expires 31/10/2007
Board Meetings attended – 8/11
Mr Evan Newcomen
Self Employed Farmer
Ms Louise Armit Board member since 2002
Solicitor
Member of the Facilities & Project
Board member since 1995
Control Sub-Committees
Member of the Facilities and Quality Appointment Expires 31/10/2008
Sub-Committees Board Meetings attended – 10/11
Appointment Expires 31/10/2007
Board Meetings attended – 8/11
Ms Jeannette Molloy
Director of Corporate Services
Mr Robert Vardy Board Member since 2003
Self Employed Company Director
Member of the Finance, Audit & Medical
Board member since 1997
Appointment Sub-Committees
Member of the Facilities & Project Appointment Expires 31/10/2006
Control Sub-Committees Board Meetings attended – 8/11
Appointment Expires 31/10/2006
Board Meetings attended – 8/11
Mrs Diana Foster
Retired School Teacher
Mr David Jenkins Board member since 1991
Secondary College Principal
Member of the Quality & Medical
Board Member since 2002
Appointment Sub-Committees
Appointment Expired 31/10/2005 Appointment Expires 31/10/2007
Resignation effective 24/06/2005 Board Meetings attended – 7/11
5

Role of the Board of Management
The Board of a public hospital is responsible
for its governance. It is accountable to both
Government and the community that it
serves for ensuring the provision of agreed
services within the resources with which they
are provided. The Board must therefore be
responsive to its staff and the total
community and have a capacity to address a
wide range of policy and management issues.
To fulfil its role, the Board should have
members with a range of appropriate
expertise and experience. The Board adheres
to a Code of Conduct that outlines the role of
governance and conduct for members.
The functions of the Board of Management as
determined by the Health Services Act 1988
are:
‣ To oversee and manage the hospital;
and
‣ To ensure the services provided by
the Hospital comply with the
requirements of the Act and the aims
of the organisation.
Governance is achieved by ensuring the
health needs of our community are met
through:
Strategic Planning
The Board ensures the visionary direction of
the hospital is focused and is able to be
implemented and aligned to the mission
statement of the hospital.
Local Policy
To reflect the current standards of service
delivered through timely and appropriate
policy setting.
Effective Management
The Board is responsible for the appointment
of the Chief Executive Officer and Director of
Nursing who, in turn, are responsible for the
effective management and operation of Omeo
District Health. Mr Peter Abraham ceased
his contract on 28 th April 2006 and took up a
CEO position at Boort District Hospital. A
recruitment agency (Health Recruitment
Specialists) was retained to assist in the
recruitment of a new CEO. The selection
panel consisted of Mr Rod O’Connell
(President), Ms Louise Armit, Ms Jeannette
Molloy and Mr Gary Templeton (CEO of
Gippsland Southern Health Services), and the
successful candidate was offered a contract of
employment to commence in August 2006. In
the interim, Mr Darren Fitzpatrick undertook
the role of Acting Chief Executive Officer /
Director of Nursing.
Funding Service Agreements
The Board endorses plans, strategies and
monitors the performance of ODH through
appropriate budgetary processes. Board of
Management members are appointed by the
Governor-in-Council, upon the
recommendations of the Minister for Health,
Hon. Bronwyn Pike, MP.
In accordance with the By-Laws of Omeo
District Health, there are twelve community
positions on the Board of Management.
Members of the Board of Management act in
a voluntary capacity and have not received
fees in the 2005 / 2006 financial year.
Pecuniary Interest
It is an obligation for Board Members to
declare a pecuniary interest when Board
discussions include matters in which they
have a direct, or indirect, financial or other
interest. There were no occasions during the
year when Board Members declared a
pecuniary interest in connection with Board
deliberations.
6

Finance & Audit Sub-Committees
President
Senior Vice President
Mr Rodney O’Connell
Ms Anne Faithfull
Self Employed Company Director
Administration Manager
Finance Sub-Committee member
Finance & Audit Sub-Committee member
since election of Office Bearers
since election of Office Bearers
on 23 rd November 2004 on 25 th November 2003
Meetings attended this financial year:-
Meetings attended this financial year:-
Finance – 9/10 Finance - 7/10 Audit - 3/4
Treasurer
Mr Phillip Jones
Ms Jeannette Molloy
Office Coordinator
Director of Corporate Services
Finance & Audit Sub-Committee member Finance & Audit Sub-Committee member
since election of Office Bearers
since election of Office Bearers
on 25 th November 2003 on 25 th November 2003
Meetings attended this financial year:-
Meetings attended this financial year:-
Finance – 10/10 Audit - 4/4 Finance - 8/10 Audit - 3/4
Role of the Finance Sub-Committee
The Finance Sub-Committee meetings are held on a monthly basis prior to the Board of
Management meetings to allow for tabling of recommendations for the Board to adopt and
approve. Items discussed on a regular basis include:-
• Refurbishment of Property
• Property Valuation
• Cost of being in a remote area
• Cash Advance Funding
• GST & FBT
• Motor Vehicles
• Financial Improvement Plan
• Payroll and Salary Packaging
• Investment Revenue
• Annual Internal & External Audit
• Financial & Structural Review
• CEO Transitional Grant
• Internet Banking & Token Access
• Budgets
Items discussed on a monthly basis include:-
• Statement of Financial Performance
• Statement of Financial Position
• Creditors Payments
• Cash Management Account Analysis
• High Yield Investment Account
Analysis
• Corporate Credit Card Reconciliations
• Cashflow Statements
• Individual Cost Centre Reports
Role of the Audit Sub-Committee
The Audit Sub-Committee meetings are held on a bi-monthly basis prior to the Board of
Management meetings to allow for tabling of recommendations for the Board to adopt and
approve. Items discussed on a regular basis include:-
• Financial Risk Management
Compliance Framework
• Internal Auditing
• Tender for Supply of Goods and
Services
• Corporate Policies & Procedures
7

Medical Appointment Sub-Committees
Mrs Diana Foster
Ms Jeannette Molloy
Retired School Teacher
Director of Corporate Services
Medical Appointment Sub-Committee
Medical Appointment Sub-Committee
member since election at Board Meeting
members since election at Board Meeting
on 23 rd May 2006 on 23 rd May 2006
Meetings attended this financial year – 1/1 Meetings attended this financial year – 1/1
Role of the Medical Appointment Sub-Committee
The Medical Appointment Sub-Committee meetings are held on an as-need basis, when the
Director of Medical Services, Dr Rick Lowen, arranges to be on-site at ODH. The purpose of these
meetings is to ascertain the credentialing of the General Practitioners and recommend their
appointment to the Board of Management. Items discussed include:-
• Terms of Reference of Sub-Committee • Consideration and recommendations
for appointment of, and granting of
privileges to, Medical Officers –
General Practitioners following their
credentialing process.
8

Board Chair & Chief Executive Officer’s Report
We take great pleasure in presenting to you
this, the 114 th Annual Report of Omeo District
Health.
In December 2005, Mr Daniel Andrews,
Parliamentary Secretary for Health, officially
opened the new Omeo District Health
integrated health care facility. The day was a
wonderful success and marked the
culmination of many years of tireless work by
the Board, staff and the community.
With this great event behind us, ODH has
continued in its determination to provide
effective and efficient health care services to
the community under the ODH Strategic
Plan, 2003 to 2011.
The strategic directions are to:-
• Enhance the services available to the
community
• Deliver quality, accessible and
coordinated care
• Improve the organisations infrastructure
• Engage and educate the community in the
work of the organisation and on
improving their own health and wellbeing
• Ensure the best use of available resources.
Enhancing the Services Available to the
Community
Over the past twelve months ODH has
worked to ensure that existing funded
services are provided to meet the needs of the
community. Strong commitment and
investment in the recruitment and retention
strategies of ODH has ensured that services
continue to be provided at a satisfactory level
of community need.
New innovations in services include the full
management of the Omeo Medical Centre and
the establishment of a General Practitioner
service model that provides the community
with choice of doctor as well as providing the
clinicians with an acceptable level of work /
life balance. The introduction of a Speech
Therapy service into the local regions schools
has had a significant impact on improved
childhood, development and the acquisition
of funding to develop future models of
childcare service in the region. ODH also was
fortunate to receive funding under the Rural
Private Access program for the
commencement of Audiology (hearing
testing) services.
We welcome all new staff members to our
service.
ODH has continued to pursue appropriate
funding levels for its aged and acute care
services through close association with both
State and Commonwealth funding bodies.
There has been significant growth in demand
for aged care services over the year
corresponding with the opening of our new
‘Lewington House’ Aged care facility. Aged
care occupancy has averaged 100% with a
significant waiting list developed as a result
of this new facility.
Strong demand for both public and private
dental services has resulted in an increase in
service delivery to six days per month.
With support from the Department of Human
Services, a review of funding levels has been
completed in March 2006. The review will
receive ratification and endorsement from
both DHS and the ODH Board for the year
commencing 2006/2007.
9

Delivering Quality, Accessible and
Coordinated Care
ODH continues to provide services that are
responsive to community needs. Resident,
patient and client satisfaction and needs
surveying have been conducted at both
scheduled intervals and through
opportunistic surveying throughout the year.
ODH has continued to meet its quality
accreditation requirements through programs
of the Australian Council on Health Care
Standards and the Aged Care Standards
Accreditation Council. In December 2005,
ODH underwent a self assessment process to
ensure that the service continues to
demonstrate improvement in service quality
under the EQuIP national quality
improvement program.
ODH wishes to acknowledge the work of the
Quality Committee in ensuring that high
standard care and quality service delivery has
been maintained and service system
improvement has been achieved.
ODH continuously monitors performance
through both internal and external auditing
mechanisms in the areas of finance and
probity, infection control, food safety,
cleaning, fire protection and Occupational
Health and Safety. Results of this auditing
over the past 12 months have demonstrated a
strong commitment to quality and safety.
ODH implements policy and practices that
improve the coordination of services both
internally within ODH and externally
between other agencies. This has resulted in
clients of our service receiving appropriate
and timely referral and treatment options.
Improving the Organisation’s Infrastructure
2005/2006 has seen the practical completion
of a $4.8M capital building program with the
resulting outcome being a fully integrated
health care facility that has resulted in
demonstrated improvement in patient,
resident and client satisfaction with the
facility, as well as improved service
integration and a much improved working
environment for our employees.
The Project Control Group, as well as the
Board and all of our employees are to be
commended on the level of commitment and
dedication they have given to this project. We
also wish to thank Project Supervisor and
principal Architect, Mr Kevin Johnson of
Baade Harbour Australia and Southon
Builders as the project principal contractor.
ODH has also worked to provide essential
equipment to improve service efficiency and
comfort for our residents and patients.
The receipt of funds to install digital
radiology equipment will improve the
timeliness of diagnosis of x-rays, enabling
quicker and more accurate clinical decision
making in emergency situations.
ODH wishes to highlight the significant
contributions made by the SHINE
(Supporting Health in New Events)
fundraising and support group of ODH,
which throughout the year has made
significant contributions towards the
purchase of equipment and furniture items
for the service.
10

Engaging and Educating the Community in
the Work of the Organisation and on
improving their own Health & Wellbeing
The Health Matters Newsletter, distributed to
all households within the catchment
continues to be a valuable resource for the
community in understanding the level of
services available in the community and
providing appropriate health information.
ODH is proud of its relationship with our
catchment community providers, such as
Ensay Community Health Centre and Swifts
Creek Bush Nursing Centre and maintains its
regional and state representation as an
independent provider concerned with issues
facing our catchment.
Health promotion programs ensure health
and education programs are timely, topical
relevant and accessible.
ODH utilises current information on
population trends, demographics and health
needs to ensure it remains relevant to
community needs.
ODH wishes to express thanks to its
Volunteers who provide support to many of
the services provided, including the Planned
Activity Group, Residential Care Activities,
Volunteer Drivers program and Health
Promotion activities.
Ensuring the Best Use of Available
Resources
ODH makes the best use of its available
resources. Implementation of a financial
improvement plan has resulted in significant
improvements to our revenue and
expenditure streams. We acknowledge the
work and efforts of Mr Peter Fiddian and Ms
Jenny Hanrahan in providing Finance
management services to ODH.
We also wish to acknowledge the work of the
ODH Finance & Audit Committee in ensuring
compliance with financial and auditing
accountability.
ODH is fortunate to have a dedicated and
committed employee group provide an
exceptional level of care and support to
residents, patients, carers, clients, the
community and to their co-workers. We are
extremely grateful to our team for the efforts
they have made during this last year in
adapting to their new working environment.
The ODH Board would like to acknowledge
the work of Mr Darren Fitzpatrick as both
Clinical Care Manager, and more recently, as
Chief Executive Officer / Director of Nursing
(Acting). We would also like to acknowledge
the work of Ms Marijs Last as Community
Care Manager.
The Board also wished to convey its thanks to
Mr Peter Abraham, in his role as Chief
Executive Officer / Director of Nursing from
May 2003 to May 2006.
ODH continues to place great emphasis on
the continued development of its professional
team through the provision of ongoing
educational opportunities that are both
innovative and responsive to demonstrated
community and individual needs. Board and
employee performance has been closely
monitored to ensure that competency is
maintained.
We sincerely thank Dr Ludwik Prokopowicz,
in his role as General Practitioner from June
2003 to January 2006 for his commitment to
the provision of quality clinical services to our
communities. We also wish to commend Dr
Ian Seymour on his dedication to our
communities as a locum General Practitioner.
11

We welcome our new General Practitioners to
our team and thank them for their continued
support to ODH.
We would also like to welcome Dr Rick
Lowen to his role as Director of Medical
Services at ODH.
We extend our appreciation to Dr Martin
Gelin for his continued dedication to the
provision of community dental services.
We continue to enjoy a close working
relationship with Rural Ambulance Victoria
and welcome Ms Lindley Jones to the role of
Rural Ambulance Paramedic Support Officer
at Omeo Rural Ambulance.
Finally, we wish to extend our gratitude to
the members of the Omeo District Health
Board. All members give their valuable time
as community members who have an interest
in improving the range and quality of health
services provided to the community. We
acknowledge the work of Mr Rodney
O’Connell, Board Chair for his commitment
and dedication to the role, and to all Board
members who strive to ensure the ongoing
future and success of ODH.
In Conclusion
In 2005-2006, ODH has again met with many
new and exciting challenges.
ODH has continued to provide the most
effective and efficient physical, emotional and
social care possible through the delivery of
services that are accountable to individual
and communities needs. The efforts of the
Board, staff and community to support and
adapt to such change and has been
exceptional. We look forward to the 2006-
2007 year and the challenges that will present
Omeo District Health in the provision of
integral health resources for the region it
serves.
Rodney O’Connell
President, Board of Management
Peter Abraham
Chief Executive Officer /Director of Nursing
(to 28 April 2006)
Darren Fitzpatrick
A/g Chief Executive Officer /Director of Nursing
(from 1 May 2006)
12

Clinical Services
Omeo District Health’s Clinical Services area
has continued to provide a vast array of
services to a broad community by a dedicated
and caring team during the past year.
The implementation of a clinical manager in
addition to a nurse unit manager saw major
improvement in staff practice and approach.
More independent practice and increased
accountability has been the most glowing
improvement.
It has also allowed an increased ability to
participate in governance and quality
activities. Of most note is Omeo’s
participation in the finalising of the Public
Sector Residential Aged Care Key
Performance Indicator project. Rollout of the
revised indicators has seen education
undertaken to Public Sector Residential Aged
Care Facilities and adoption of five consistent
Quality Indicators across the public sector.
This will not only see more consistent
practice within Omeo, but also for all public
aged care facilities. I would like to thank the
nursing staff locally for their enthusiasm and
contribution, the other aged care facilities
involved in the trial project and the
Department of Human Services, Residential
Care Strategy Branch, for their ongoing
support and persistence in achieving this
milestone.
The finalisation of building works at ODH
has seen the completion of all relocation
activities. This has enabled improved access
to all ambulatory services and shown marked
improvement in integration of services from
closer proximity.
We continue to enjoy a close working
relationship with Rural Ambulance Victoria
and welcome Ms Lindley Jones to the role of
Rural Ambulance Paramedic Support Officer
at Omeo. The acquisition of Lindley has seen
an improved and more consistent integration
between working relationships between RAV
and ODH.
Successful application, through the targeted
equipment program, has seen the allocation
of funding and the purchase of new state of
the art digital x-ray equipment. Whilst still
awaiting delivery of this item it promises to
further streamline the ability of our service to
undertake investigative procedures in a more
timely and safer fashion than our previous
equipment.
Education continues to be an area that staff
show great enthusiasm and commitment.
Participation in the East Gippsland Education
Consortia program have covered areas
including:-
• Male catheterisation
• Mental Health 1 st Aid
• Palliative Care
• ECG Interpretation and Advanced life
Support.
• Wound Care.
We were also fortunate to be able to upgrade
our Resuscitation doll through the program
from “Resus. Annie”, who was approaching
20 years of age and use, to an ALS Skilltrainer
200.
Staff attendance at these programs has seen
staff return and implement change to current
practice to ensure that we provide the most
up to date practice. Palliative care in
particular has been most valid, as we have
witnessed an unusual demise of a number of
our community members. This is a task that
is onerous and taxing on staff in small
communities but also rewarding in knowing
the best practice had been applied in caring
for the person and their families.
Other Education to which staff have
committed their time, undertaken and
contributed to improving in the last twelve
months include:-
• Certificate IV in workplace training
• Critical Incident Stress Management
• First Line Management Development
Program
13

• Management Development program
• Wound Management
• Trauma Nursing care Course
• Risk management, nursing and the
law.
• ACHS integrating the EQuIP
functions
• ACHS Governance Matters
• Management of Type 2 Diabetes
• “Stop the Silence” workshop
• Palliative care, Loss, grief and
bereavement
• Advanced Cardiac Life Support
• Dementia Behaviour, Management
and Care.
• Continence Education seminar.
Staff members are to be congratulated and
commended on their participation in these
education sessions and for bringing the
information back to improve the care of the
residents, patients, staff and carers.
Congratulations and gratitude is extended to
staff, representatives, and volunteers of the
following areas for their ongoing support,
assistance, dedication and commitment over
the last year.
• The Board of Management
• Clinical Care
• Community Care
• Omeo Medical Centre
• Support Services
• Continuous Quality Improvement
Coordinator
• Occupational, Health and Safety
Representatives
• S.H.I.N.E. (Supporting Health in New
Events)
Darren Fitzpatrick
Manager – Clinical Care
14

Community Services
Community Services comprises of allied
health services funded through the Regional
Heath Service program and the Multi Purpose
Centre program; and District Nursing and
Home Care Services both funded by the
Home and Community Care program.
Additional community services include the
administration of Transitional Housing
(Emergency House) and the volunteer
program.
Omeo District Health has embraced the ‘social
model of health’ as its approach to health
services across the board. This approach
recognises that ‘health’ is a complex
interaction of the following determinants:-
• Income and social status.
• Social support networks.
• Education.
• Employment.
• Social environment.
• Physical environment.
• Personal health practices and coping
skills.
• Healthy child development.
• Biological and genetic endowment.
• Health services.
• Gender.
• Culture.
• Rurality.
ODH Community Health Services have
strong links with East Gippsland Primary
Care Partnership at a regional level, and at a
local level works in collaboration with such
services as Swifts Creek Bush Nursing Centre,
Ensay Community Health Centre, Swifts
Creek Community Centre, Benambra
Neighbourhood House, Rural Ambulance
Victoria, TAFE Outreach, and local primary
and secondary schools.
The move into the new facility in December
2005 has greatly improved and streamlined
community service operations with the
centralised location resulting in easier client
access, and improved communication and
referrals between services. The new meeting
space has allowed for improved opportunities
to interact with external agencies and the easy
access to the video-conferencing facilities had
resulted in increased participation in wider
regional community health forums.
District Nursing
The Omeo District Nursing Service aims to
deliver a high quality home based nursing
service to the local community. Services
include direct clinical care, clinical assessment
and the provision of information and
education.
The position has been shared on a permanent
part time basis between three nurses over the
reporting period. Both client numbers and
staffing have been steady.
Counselling
A significant demand for counselling services
has been maintained during the 2005-06
period. Depression and anxiety related
disorders remain the most common reason for
clients seeking service. Referral relationships
have bee strengthened, in particular referrals
to the Counsellor from GP’s has seen a
notable increase.
A service gap was identified by the local
schools and an agreement was formed for the
Counsellor to provide specific counselling to
school aged children. This extension of
service saw the position grow from 3.5 days
to 4 days per week.
A chronic pain self-management group was
commenced, and has been well supported by
participants.
15

The service maintains strong links with other
agencies such as Bairnsdale Primary Mental
Health Service and Gippsland Lakes
Community Health Drug & Alcohol Service.
Emergency Housing
ODH undertakes a coordination role for the
Omeo District Transitional House on behalf of
Community Housing Limited.
Staff also have the option of issuing short stay
motel vouchers for crisis accommodation.
The use of the transitional house increased
this year due largely to the role of the
Counsellor in identifying appropriate clients
with housing issues.
Home Care
The home care program is aimed at assisting
frail aged people and people with disabilities
to remain living independently at home in a
community environment.
Services encompassed by the Home Care
service include:-
• Housekeeping,
• Personal care,
• Respite care,
• Home maintenance, and
• Meals on Wheels.
In the first full year of operation at ODH,
having transferred from Gippsland Lakes
Community Health in April 2005, the home
care program provided services to 68 clients.
The service is provided by 10 part time home
care workers across the district and
administered by a 0.7EFT coordinator role.
A client survey conducted in August 2005
showed a high level of satisfaction in the
quality of the service, and also in the process
of transition of the program from Gippsland
Lakes Community Health to Omeo District
Health.
Planned Activity Group
The planned activity group program is aimed
at the Home & Community Care target group
(frail aged persons and people living with
disabilities in the community). The program
operates in Omeo one day per week and
provides opportunities for social interaction,
outings, organised activities, and includes the
provision of a healthy meal.
The input of volunteers is an invaluable
contribution to planned activity group both in
transportation of participants to the venue
and assisting with activities and food
preparation on the day.
The group trialed a session at the Albion
Hotel in Swifts Creek earlier this year. This
was a successful trial and is likely to be
repeated on a regular basis in the future.
Occupational Therapy
The main aim for occupational therapy
services in the community health team is to
facilitate independent living in the
community, particularly for people with
health problems or restrictions due to
disability or frailty.
Interventions include:-
• Home safety and home modification
assessments,
• Specialist equipment provision,
• Increasing physical access to public
facilities,
• Advice on management of particular
disorders,
• Support for carers, and
• A broad health promotion focus such
as health education and provision of
gentle exercise programs.
16

Physiotherapy
Omeo District Health continued its
collaborative arrangement with Orbost
Regional Health to share the services of a full
time physiotherapist. Bairnsdale Regional
Health has assisted with the role in providing
necessary professional supervision and
support.
The arrangement has allowed for consistency
in the provision of clinical physiotherapy
services. A regular outreach service was
provided in Swifts Creek.
Additional activities included establishment
of a gentle exercise program at Benambra, a
continue focus on falls prevention and
development of a manual handling education
program for ODH staff and community
groups.
Diabetes Education
This service continues to be provided one day
per fortnight with outreach services and
home visit services to all towns in the district.
The service provides education, screening and
monitoring for people with Type 1 and 2
diabetes and also has a strong health
prevention focus to highlight awareness of
pre-diabetes risk factors and positive health
lifestyle choices needed to help reduce the
incidence of the disease. The diabetes
educator has worked closely with the visiting
dietician, the local General Practitioner, the
health promotion worker and community
nurses.
Chronic disease management is a high
priority of the East Gippsland Primary Care
Partnership and the Omeo district diabetes
educator has maintained strong links with
this regional organisation to ensure that local
services are consistent with current disease
management theory.
Speech Therapy
After a considerable gap in service due to a
lack of staff available on a contract basis
through Bairnsdale Regional Health Service,
ODH collaborated together with Gippsland
Lakes Community Health and the cluster of
schools in the Omeo and Lakes Entrance
districts to create a full time shared speech
therapy position. This position was filled
from January 2006, and the service was well
used, particularly by the early childhood
population. The service was offered as a
regular outreach service to the three schools
and two kindergartens in the district.
Dietetics
Dietetics services are provided on a contract
basis through Bairnsdale Regional Health
Service, one to two days per month.
The service provides advice on general
nutrition and nutritional issues related to
illness and specific conditions. In addition,
the Dietician has provided health promotion
activities such as supermarket ‘nutrition’
tours, and educational presentations to
schools, ODH staff and community groups.
The program has seen a steady increase in
client numbers as the community becomes
more aware of the benefits of consulting a
Dietician.
Youth Services
Youth services continue to be provided two
days per week. The service looks to improve
the environment for young people in the area
by focusing on training in work readiness,
improving access to social activities locally
and regionally, increasing community
connectedness and peer support, and working
together with other organisations such as the
Secondary College to target current issues
such as alcohol and substance abuse,
domestic violence, depression and eating
disorders.
17

In 2006 the service adopted a focus on the
early childhood years. As part of the regional
“Communities for Children” project, ODH
was asked to carry out a pilot program to
identify unmet childcare needs in the district
and investigate possible solutions.
Foot Care
Foot care services continued to be provided
on a one-day per month basis with a qualified
foot care technician. The service alternates
venues between Omeo and Swifts Creek /
Ensay. Services provided include fingernail
and toenail trimming and foot massage.
Health Promotion
This role aims to ensure that the health
outcomes of the community are improved
through the provision of education and health
promotion activities to schools, groups and
individuals.
Target areas for health promotion have been:-
• Increasing participation in physical
activity,
• Men’s health,
• Women’s health,
• Mental health,
• Cancer,
• Asthma, and
• Health lifestyle promotion.
Volunteers
Omeo District Health has a small but
dedicated pool of volunteers. They
provide support and assistance in the
following areas:-
• Transport of clients to health services
offered by Omeo District Health,
• Assistance with Planned Activity
Group,
• Assistance to residential diversional
therapy program,
• Assistance in the residents’ dining
room, and
• Delivery of meals in the Meals On
Wheels program.
The contribution of volunteers in the
operation of both residential and community
based programs is greatly appreciated.
Marijs Last
Manager – Community Care
The health promotion worker works closely
with local agencies such as the
neighbourhood houses and regional agencies
such as East Gippsland Primary Care
Partnership to develop a strong partnership
approach, and to ensure targeted areas of
activity remain relevant.
18

Support Services
Support Services encompasses the following
services:
• Public & Private Community Dental
• Visiting Medical / Specialist
• Catering
• Domestic Cleaning
• Administration
• Finance / Human Resources
• Maintenance / Facilities / Grounds
• Information Technology &
Management
In 2005-2006, many of the support services
have undergone significant change through
relocation of services to the completed Stage 2
building, Primary Care Wing. Omeo Medical
Centre, Community Services, Administration,
and Management have all adapted well to
new facilities.
Public & Private Dental Services
The community dental program continues to
grow as demand continues to increase for
public and private Dental Services. Omeo is
serving the needs of not just local clients but
also many clients from further afield.
DHSV has again significantly contributed to
their investment in dental health with the
provision of new X-Ray developing
equipment to compliment the new X-Ray that
was supplied and installed last year.
Heightened demand and improved service
efficiency has resulted in more clients
receiving oral health at Omeo than in
previous years.
Omeo Medical Centre
The resignation of the sole General
Practitioner from the Omeo Medical Centre at
the end of January 2006 saw an innovative
General Practice Model introduced at ODH.
In an era of chronic Doctor shortages in rural
areas, with the support from Rural Workforce
Agency Victoria (RWAV) and the East
Gippsland Division of General Practice, a
marketing strategy was employed to target
semi-retired, experienced GP’s who wished to
remain active in the GP workforce but not be
exposed to a rigorous full time workload.
The program involves employment of five
GP’s working on a rotational roster of
anywhere between one to four week stints at
the Omeo Medical Centre, together making
up one effective full-time employee.
The idea stemmed from the difficulties faced
by GP’s, often sole GP’s, taking on work
commitments of long hours with limited
opportunities for peer support and regular
breaks.
The flexibility of this program means that the
Doctors can pursue other interests whilst
maintaining a level of professional
involvement.
Omeo Medical Centre staff should be proud
of their involvement in this unique program.
Congratulations were certainly in order on
achieving their AGPAL accreditation within a
short time frame since commencement and
when combined with a recently relocated
Medical Centre adding to the difficulty in
achieving timelines in this process, their
dedication was certainly appreciated.
19

Visiting Medical / Specialist
The specialist consulting services consists of
an Ear, Nose and Throat as well as a head and
neck surgeon. We have been fortunate to
expand the service to include the provision of
audiology services to compliment the work of
the consultant. This service is conducted in
conjunction with the Omeo Medical Centre.
ODH continues to utilise the services of our
Director of Medical Services. This year we
have achieved credentialing and privileging
of all our General Practitioners. The Director
of Medical Services has been instrumental
with his assistance and direction in this
process and applications for funding that may
have otherwise been overlooked.
Catering Services
An external food audit was conducted in May
2006 with results clearly demonstrating the
continued delivery of a high level of catering
services and compliance with regulatory
guidelines. Recommendations from this audit
have been adopted for service improvement.
Domestic / Cleaning Services
An external cleaning audit was conducted in
May 2006 demonstrating the high standard of
our cleaning services. In what have been
difficult times, with completion of building
works, it is a credit to this service area in
maintaining their efficiency and pride in the
delivery of their service.
Administration (Reception /Support)
The Administration team has continued to
deliver high quality and effective support
services to Management and Staff of ODH.
Many challenges have been overcome
including the final relocation of services,
compliance with changing reporting
requirements / contractual arrangements,
and ensuring public and staff awareness has
been maintained in respect of access and
entry issues as a result of the completed
infrastructure and relocation of services.
Finance / Human Resources
Independent finance services at ODH have
been retained, having commenced in the
2004/2005 financial year. Since introduction
ODH has managed to maintain regulatory
financial compliance and meet all reporting
requirements. Review of financial policy and
procedure documentation, in line with results
of auditing processes, has been undertaken to
meet with Financial Compliance Framework
requirements.
Human resources, supported by external
bodies, such as the VHIA and Bairnsdale
Regional Health Services has continued to be
provided in a high, efficient and timely
manner to staff and clients.
Maintenance / Facilities / Grounds
The finalisation of building works has seen
the maintenance service liaise with the
contractors and consultants on behalf of ODH
to ensure that the newly developed health
service meets the needs of our staff and
services. The scope of the maintenance service
also continues to expand with ODH
undertaking home maintenance work as part
of the Omeo District Health Home Care
Program. Other work has included the
upgrading and maintenance of the ODH
houses, repair and maintenance of ODH
infrastructure and equipment and
maintaining, testing and auditing of critical
equipment.
Occupational Health and Safety
The Occupational Health and Safety
representatives have provided effective
service for our staff. This is evident by our
monitoring of staff incidents showing no
needle stick injuries, only three manual
handling incidents (that resulted in no loss of
time, nor injury to staff members), six
physical abuse incidents that ranged from
hair pulling to pinches from elderly residents
(again resulting in no loss of time or long
term injury to staff members) and three
episodes of verbal abuse from residents.
20

Educational initiatives as a result from this
monitoring has seen legal issues in nursing
offered to nursing staff members and support
offered for staff to attend dementia in-service
training.
Information Technology & Management
The provision of IT support services remains
contracted with Sage Technologies.
Improvements made to the infrastructure and
the maintenance of this system has seen little
to no interruptions to service over the last
year. Our backup system has been
maintained and has been running most
consistently. The quality of the maintenance
and viral scanning software has been well
demonstrated by the decrease in the amount
of hours that we are utilising for this service.
Systemic purchase of new equipment
continues to be undertaken to ensure that
vital information is not put at risk of
corruption and can be accessed more readily
by the appropriate personnel. The use of
videoconferencing equipment has become
more widely accepted practice through the
Gippsland Health Alliance network for
attendance at meetings. This has been of
major benefit to ODH as it has not only
reduced the amount of travel time and
traveling costs but also enables representation
of our service.
Darren Fitzpatrick
A/g Chief Executive Officer / Director of Nursing
21

2006
ORGANISATIONAL CHART – 200
OMEO OMEO DISTRICT DISTRICT HEALTH
HEALTH
ORGANISATIONAL CHART
2005/200
Support Services
CEO / DON
• Reception
• Admin Support
• Catering
• Cleaning
• Maintenance
• Gardening / Ground
• Finance / HR
• Payroll
• IT Services
• Dental Services
Community
Board of Management
Chief Executive Officer /
Director of Nursing
Sub-Committees:
• Finance
• Audit
• Project Control Group
• Quality Improvement
• Facilities Management
• Medical Appointment
• Fundraising Support Group
Omeo Medical Centre
CEO / DON
Manager –
Clinical Care
Manager –
Community Care
• Reception
• Admin Support
• Practice Nurse
• Medical Officers /
General Practitioners
• Visiting Ear Nose &
Throat Specialist
• Visiting Audiometry
Consultant
• Nurse Unit Manager
• Acute Care
• Residential Care
• Personal Care
• Stabilisation
• Clinical Education
• Quality Improvement
• Infection Control
• Clinical Risk Mgmt
• Diversional Therapy
• Health Promotions
• Physiotherapy
• Youth Employment
• Social Work
• Occupational Therapy
• District Nursing
• Planned Activity Group
• Speech Pathology
• Dietetics
• Foot Care
• Home & Community Care
• Volunteers
22

Chief Executive Officer / Director of Nursing
Mr Peter Abraham (to May 2006)
Dip App Sc (Nur), Grad Dip Remote Health, Grad
Dip Health Admin, AFACHSE
Workforce Data - Our People
Chief Executive Officer / Director of Nursing (Acting)
Mr Darren Fitzpatrick (from May 2006)
General Practitioners
Dr I Seymour
(MB.BS, Hons)
Dr G McCallum
(MB.BS, FACRRM)
Dr G McIntosh
(MB.BS)
Dr L Prokopowicz
(MB.BS)
Dr R Alexander
(MB.BS, Dip Obs RCOG, FRACGP,
Dip Palliative Care)
Ear Nose & Throat Specialist
Professor A Sizeland
(MB.BS, PhD, FRACS)
Audiometry Consultant
Ms H Nicholson
(BA (Hons), Dip. Aud)
Finance
Mr P Fiddian
(FCA)
Dental Practitioner
Dr M Gelin
(S.G.Z.Frieb.D., BDS.Sto.S.)
Clinical Services
Manager – Clinical Services Casual Registered Nurses (Div 1)
Mr D Fitzpatrick
Ms G Blennerhassett
Ms A Connley (to Sept 2005)
Nurse Managers Ms A Connley (from Nov 2005)
Ms L Disney
Ms M Connley
Ms T Sedgman (from March 2006) Ms S Cordery (to Sept 2005)
Ms C Onslow (from Sept 2005)
Associate Charge Nurses
Ms Y Symons
Ms T Crowe
Ms S Vardy
Ms A Dmytrenko
Ms L Gilmore
Night Duty Nurses (Div1)
Ms H Kewish
Ms P Leon
Ms C Overy (to Jan 2006)
Ms Z Pendergast
Ms T Sedgman
Ms K Sheehan (from April 2006) Medical Centre Practice Nurses (Div 1)
Ms Z Pendergast
Ms W Seymour (Casual)
23

Registered Nurses (Div 2) Night Duty Nurse (Div 2)
Ms J Cini (from Feb 2006)
Ms J Connley
Ms M Connally
Ms C Douglass (to Feb 2006) Casual Registered Nurses (Div 2)
Ms C Faithfull Ms B Flannagan (from Jan 2006)
Ms B Flannagan (to Jan 2006)
Ms A Higgins
Diversional Therapist
Ms J Jenkins
Ms P Carruthers
Ms A Kissane
Ms K Mackey
Ms T McArthur (to Aug 2005)
Ms T McArthur (from Feb 2006)
Ms L McGregor (to Jan 2006)
Ms A Thorburn
Ms H Whelan (from Dec 2005)
Support Services
Administrative Assistants
Finance/HR Assistant
Ms T AhSam (from Feb 2006)
Ms J Hanrahan
Ms J Hunt
Ms W Seymour (from June 2006)
Dental Services
Ms M Watt (to March 2006) Ms T Abraham (from July 2005 to May 2006)
Ms J Wood Ms S Anderson (from April 2006)
Ms C Dmytrenko (Casual)
Domestic Services Ms S Lawlor (from April 2006)
Ms L Gardner (to April 2006) Ms K Mickan (from Aug 2005 to Feb 2006)
Ms B Reid
Ms L Roberts
Maintenance
Mr S Disney
Food Services
Ms J Smith (Casual)
Ms J Cini (to Feb 2006)
Mr G Williams
Ms B Keating
Ms R Lucas (from March 2006)
Casual Food/Domestic Services
Ms K Page (from Oct 2005)
Ms P Connley
Ms C Spencer
Ms M Goudie
Ms M Thumerer Ms D Hocking (from May 2006)
Ms K Weaver (to Sept 2005) Ms R Lucas (to March 2006)
Ms M Worcester Ms H Richards (from May 2006)
Ms A Thorburn (to Aug 2005)
24

Community Services
Manager – Community Services
Ms M Last
District Nursing Service
Ms S Arnold
Ms M Budge
Ms C Onslow (from Oct 2005)
Mrs Y Skews (to Sept 2005)
Occupational Therapist
Ms M Last
Youth Employment Coordinator
Mr B Smith
Physiotherapist
Mr K Guditi
Planned Activity Group
Ms P Connley (Casual)
Ms M Pendergast
Ms R Sadler
Social Worker / Counsellor
Ms C Smith
Health Promotions
Ms J Modra (to Sept 2005)
Dietetics Ms L Mooney (from Jan 2006)
Ms K Fuhrmeister
Diabetes Educator
Home & Community Care
Ms A Walker
Ms M Bohacik
Ms N Boucher
Foot Care
Ms Y Cullen
Mrs D Watts
Ms J Kennedy
Ms L Miller
Speech Pathology
Ms D Nankivell (Sept 2005)
Jane-Elise Healey
Ms M Scott (to May 2006)
Ms J Tuck
Maternal & Child Health
Ms R Walker
Caroline Paton
Ms K Weaver
25

Recognition of Service
Omeo District Health recognises staff as its
greatest asset and acknowledges the
dedication and commitment of all staff to
residents, patients and the community and
values their loyalty to the health service.
The Board of Management acknowledges
members of staff with length of service
awards in recognition of the valuable
contribution they have made to the health
service over a number of years. The health
service staff who will receive length of service
awards as at 30 June 2006 are listed below:
Equal Employment Opportunity (EEO)
Omeo District Health is subject to the
requirements of the Equal Opportunity Act
1995 and applies appropriate merit and
equity principles in its management of staff.
The Health Service expects all staff to take
responsibility for fair, non-discriminatory
behaviour.
Employee Relations
Our valued staff continue to provide excellent
support to the organisation. Each individual
is to be congratulated on his or her work ethic
and commitment to the team.
‣ Geoff Williams (10 years)
‣ Lorraine Roberts (10 years)
‣ Zenaida Pendergast (25 years)
Total Number of
Staff Employed (at
Male
2005 - 2006
Female
2005 - 2006
30 th June 2006) Total % Total %
Nursing / Bed Based
Services
2005 -
2006
Total
2005 -
2006
Equivalent Full Time Staff
2004 - 2003 -
2005 2004
2002 -
2003
1 4 24 96 25 14.85 13.07 12.61 10.65
Administration - - 5 100 5 3.61 4.00 4.00 2.11
Dental Services 1 25 3 75 4 0.47 0.39 0.19 0.40
Medical Services 5 100 - 5 1.00
Specialist Services 1 50 1 50 2 0.03 - - -
Community Health
Services
2 33.33 4 66.67 6 3.59 4.29 0.79 1.63
HACC Services - - 8 100 8 2.06 2.24
District Nursing - - 3 100 3 1.00 1.20 1.00 1.06
Planned & Aged
Care Activities
- - 3 100 3 0.64 1.04 0.34 0.74
Domestic Services - - 6 100 6 1.93 1.90 1.40 2.00
Catering Services - - 6 100 6 3.49 3.72 2.64 2.64
Maintenance &
Grounds
2 66.67 1 33.33 3 1.53 2.45 2.45 1.90
26

Building & Maintenance Compliance
In the year ended 30 June 2006, all buildings
of Omeo District Health were fully compliant
with the Building Act 1993. The major
building works during the reporting period
included redevelopment of the original wing,
stage two:-
Stage 2 – Complete
• Emergency / Stabilisation
• Acute Services
• Administration and Reception
• Primary Care
• Diversional Therapy / Activities
• Omeo Medical Centre relocation
• Staff rooms
• Car parking.
Freedom of Information Requests
Omeo District Health is subject to the Freedom
of Information Act (Victoria) 1982. All health
service records are accessible to the
limitations imposed by the Act. The public
may seek access to such records by making a
written request to the Chief Executive Officer.
In the year ended 30 June 2006, five (5)
applications for access to documents under
the Freedom of Information Act were
received.
Implementation and Compliance with
National Competition Policy
In accordance with the national competition
principles agreed by the Federal and State
Governments in April 1995, Omeo District
Health has implemented policies and
procedures to ensure compliance with the
National Competition Policy. These
programs and policies include tendering for
the provision of goods and services, and a
number of services are already outsourced on
a competitive basis including fuel provision,
vehicle and engine maintenance, and
transport services.
Application & Operation of Whistleblowers
Policy
Omeo District Health is subject to the
Whistleblowers Protection Act 2001. In the year
ended 30 June 2006, there were no protected
disclosures to the Ombudsman requiring
operation of the Omeo District Health
Whistleblowers Policy.
Victorian Industry Participation Policy
Disclosure
Omeo District Health follows the Victorian
Industry Participation Policy principles
relating to procurement and tendering
processes.
Service Activity
Admitted Patients Acute Sub-Acute
Mental
Health
Other
(Aged Care) Total
Separations
Same Day
Multi Day
294
63
0
0
0
0
0
12
294
75
Total Separations 357 0 0 12 369
Total WEIS 77.89
Total Bed Days 823 0 0 4,667 5,490
Non-Admitted Patients Acute Sub-Acute
Mental
Health Other Total
Emergency Department Presentations 554 0 0 0 554
Outpatient Services
287 0 0 0 287
(Occasions of Service)
Total Occasions of Service 841 0 0 0 841
27

Financial Results
Summary Chart
Financial
2005/2006 2004/2005 2003/2004 2002/2003 2001/2002
$,000 $,000 $,000 $,000 $,000
Total Expenses 3,822 3,058 2,753 2,689 2,299
Total Revenue 3,559 5,738 4,375 2,812 2,084
Operating Surplus / (Deficit) (263) 2,680 1,638 123 (215)
Retained Surplus 3,980 4,243 1,544 1,523 1,535
(Accumulated Deficit)
Total Assets 8,882 7,545 4,976 2,937 2,970
Total Liabilities 803 843 973 573 726
Net Assets 8,079 6,702 4,002 2,364 2,244
Total Equity 8,079 6,702 4,002 2,364 2,244
Summary of Significant Changes in
Financial Position during Financial Year
The total asset of the service increased by
$1,377,000 as a result of the following:-
• The revaluation of land and buildings
as at 30 June 2006 resulting in an
increase in the valuation of $1,620,000;
and
• The write back of the book value of
the equity in the GHA Alliance of
$480,000 following an adjustment of
the interests of various members of the
Alliance.
The service incurred a deficit of $263,000 after
capital grants ($35,000), depreciation charges
($22,000) and the above write back of the
GHA Alliance interest.
Operational and Budgetary Objectives of
Omeo District Health
The budgetary objectives for Omeo District
Health were to move its operational results
towards achieving a break-even position
before depreciation and capital items.
Summary of Major Changes or Factors
Affecting Achievement of Operational
Objectives
The service performed better than the
budgeted outcome for the reporting period.
This was achieved through higher occupancy
levels in the nursing home and hostel
following the completion of the
redevelopment of the facility, increased grant
income, and cost savings.
Events Subsequent to Balance Day, which
may have significant effect on Operations in
Subsequent Years
No events that may have a significant effect
on the operations of Omeo District Health
have occurred since the end of the reporting
period and the date of this report.
Consultancies costing in excess of $100,000
(ex GST)
Nil.
Consultancies costing less than $100,000 (ex
GST)
There was one consultancy undertaken in
April 2006 to the value of $3,900.
28

Revenue Indictors
Average Collection Days
2006 2005
Private (Acute) 47 30
TAC (Acute, Physio & Outpatients) 62 65
VWA (Acute, Physio & Outpatients) 60 62
Other Compensable (HACC) 30 30
Other Compensable
(Physio, Medical Centre & Outpatients)
32 33
Psychiatric 0 0
Residential Aged Care 30 30
Debtors Outstanding
at 30 June 2006
Under
30 Days
30 – 60
Days
60 – 90 Days Total at
30/06/06
Total at
30/06/05
Private (Acute) 529 529 0
1,053 464 1,517 432
TAC
(Acute, Physio & Outpatients)
VWA
(Acute, Physio & Outpatients)
Other Compensable
(HACC)
Other Compensable
(Physio, Medical Centre,
Outpatients & Sundry Other)
566 13 579 63
8,124 8 1,032 9,164 -
5,021 57 1,200 6,278 22,831
Psychiatric 0 0
Residential Aged Care -900 646 -254 546
TOTAL 13,864 78 3,871 17,813 23,872
Abbreviations: ‘TAC’ - Transport Accident Commission
‘VWA’ - Victorian Workcover Authority
29

Donations
A number of donations have been received during the year for which we are very grateful. Omeo
District Health is very fortunate to have the support of many volunteers providing practical help,
advice and companionship to many of our Residents and community clients.
Volunteers are a welcome addition to our programs, bringing with them a variety of skills and
expertise, lots of fresh ideas, and a caring smile. New volunteers are always extremely welcome.
Companies, Groups, etc. $
Country Women’s Association 50.00
Omeo RSL Branch 900.00
Landcare Group 90.00
Omeoshire Garden Club 120.00
Omeo Book Club 21.00
Individuals $
R. Lucas 30.00
R. Manhire & G. Symons 100.00
R. Manhire 100.00
Donation Tin (Outpatients) 506.35
Unknown 5.00
Donation Tin (Nurses Station) 35.80
Other Donations
• $200 worth of trees for garden bed next to car park / dental – from R Lumsden, Omeo.
• $100 worth of trees for garden bed next to car park / dental – from R Manhire, Omeo.
• Portable CD Player with Headphones for Residents – from Omeo District Lions Club.
• Pendulum Clock for Aged Care Facility – from Omeo Senior Citizens.
30