WDHS Annual Report 2005 - SWARH

Photos:
Right: Jasmine O’Brien, James Smith &
Megan McLeish celebrate International
Nurses Week.
Below: Sue Watt (R) and members of the
Hamilton Breast Cancer Support Group at
the “Field of Women” breast cancer day at
the MCG in May.
Bottom L: Kolor residents Bena Hickey,
Jean Goodes & Sheila Harrington with
visiting kindergarten children.
Bottom R: Community Services Trainees
Miranda Pye, Peita Heil and Renee Annett
year in brief
Financial ($000s)
Total revenue
Total expenditure
Surplus (before depreciation,
capital and abnormal items)
Total assets
Total liabilities
Equity
Fundraising ($000s)
Income
Expenditure
Surplus
Staff
Number of staff employed
Equivalent full time
Performance indicators (Acute)
Inpatients treated (separations)
Complexity adjusted
inpatients (WIES 12)*
Average stay (days)
Inpatient bed days
Total occasions of nonadmitted
patient service
2005
37,056
36,726
330
51,782
9,396
42,386
749
23
726
612
441.66
6,550
4,856.8
3.16
20,699
50,327
*WIES - Weighted Inlier Equivalent Separations.
WIES 11 and WIES 12 are not directly comparable.
2004
35,066
34,874
192
46,651
8,126
38,525
422
16
406
598
431.11
7,057
5,148.09
2.87
20,285
53,752
% chng
5.7%
5.3%
71.9%
11.0%
15.6%
10.0%
77.5%
43.8%
78.8%
2.4%
2.4%
-7.2%
-5.7%
12.1%
2.04%
-6.4%
highlights
Successful ACHS accreditation survey - p5, 21
WIES target exceeded and operating budget surplus achieved
- p5, 6, 39
Chapel/linkway project completed, officially opened and
fundraising target achieved - p5, 35, 38
Top Of The Town Charity Ball raises over $200K, wins State,
National, Shire and Australia Day awards - p5, 34
Re-introduction of specialist orthopaedic and urology
services - p5, 22
Clinical risk register developed - p13, 21
Successful support visits from Aged Care Standards Agency
for all aged care facilities - p5, 25
Completion and occupation of 5th and 6th Independent
Living Units at Dunkeld - p5, 32, 38
Capital Master Plan completed for Coleraine campus and new
Manager/DON appointed - p5, 31
WDHS and Coleraine merger formalised for July 1, and
launched on 30 June 2005 - p5, 31
RMOs/Interns increased from seven to ten - p22
Private Sleep Disorders Clinic established - p22, 32, 38
Participation in National Medication Trial - p22
Chemotherapy services upgraded - p22
Active Script Program established - p27
Completion of Stage 2 Greater Health University co-location
and Consulting Suites refurbishment - p32, 38
Excellent fundraising year raises $749K - p6, 34, 39
Upgrade of infrastructure including replacement of PABX and
HVAC via State Government grants - p6, 32, 38
Awards for Business Achievement, Annual Reporting, Pride of
Workmanship and Rural Health Professional - p5, 28, 34
Grants received for Youth Services, Sustainable Farm Families
Project, Rehabilitation and Education and Training - p18, 27-29
Excellent results for food safety, cleaning audit, consumer
satisfaction and Pressure Ulcer Point Prevalence - p21, 33
Successful regional forums, expos and Handbury Lecture
held - p6, 28
Sub-regional Infection Control Program re-established - p17
Participated in research projects for Oral Healthcare for Aged
Residents and Beyond Blue Post-natal Depression - p24, 26
Respiratory pilot program evaluated and continued - p28
Electronic legislative compliance system implemented - p13
HR KPIs and new appraisal system implemented - p15, 33
Sub-regional HR Consultancy Program commenced May 2005 -
p16, 33
Organisational Effectiveness Survey completed - p15, 33
Five-year Meals on Wheels contract secured - p33
$1.9M State Government grant to SWARH for virtual services
across Barwon South West region - p31
Western District Health Service Annual Report 2005 - highlights 1

at a glance
objectives
strategies achievements the future
clinical
services
acute and
extended
care
Top: The Starlight
Foundation
donated a new
Fun Centre to
Children’s Ward.
Bottom: AHA Brad
Anderson assists
Patient Elsie
Walker in Rehab,
as family look on.
To provide an
integrated range of
acute health
services to our
community
To enhance
coordination and
alliances to ensure
patient needs are
met
To enhance our role
as a referral centre
for specialist acute
services
To provide a
comprehensive
range of services to
the aged, including
specialist extended
care, residential
care and Community
Aged Care
Packages (CACPs)
more on clinical
services
pages 22-26
Re-introduction and
expansion of specialist
services
Expansion of RMO/
Intern program
Establish a Sleep
Disorders Clinic
Undertake Casemix
analysis
Improve Discharge
Planning integration
Enhance Post Natal
Care
Continue Ageing in
Place
Evaluate Oral
Healthcare Project in
conjunction with Deakin
University
Orthopaedic services reintroduced
September 2004 -
p5, 22
Urology services reintroduced
February 2005 -
p5, 22
RMO program expanded - p22
Sleep Disorders Clinic
commenced May 2005 - p22
Casemix analysis completed -
p25
WIES target exceeded by 37.8
- p7
Improved integration of
Discharge Planning to
Penshurst campus - p24
Participation in Post Natal
Beyond Blue project - p24
Resident Classification Scale
mix increased - p25
Participation in Oral Healthcare
project - p26
Complete evaluation of
sub-acute program
Secure funding for subacute
program
Recruit Obstetrician &
Gynaecologist GP
Secure funding for
shared care midwifery
service
Integrate Discharge
Planning with District
Nursing
Improve scheduling of
Theatre sessions
Implement Oral Healthcare
strategies
community
based
services
BMC
Breakdancers
Mitch Boney,
airborn, and
Ricky Shewell,
performing
during Heart
Week.
To expand the
Community Services
Program in
accordance with
strategic directions
To enhance
partnerships
between consumers
and WDHS to
maximise consumer
participation in
preventative health
more on community
based services
pages 27-30
Implement the Rural
Industries Research &
Development
Corporation (RIRDC)
Sustainable Farm
Families (SFF) Project
Implement and evaluate
pilot respiratory
program
Extend the range of
Health and Wellbeing
programs
Implementation of 2nd year of
SFF project - p27
SFF project expanded to Dairy
Industry - p27
Respiratory pilot program
implemented and evaluated -
p28
Youth Bytes and recreational
programs implemented - p29
Mobile Continence Expo
delivered across Shire - p28
Strength training program
expanded - p28
Active Script Program
implemented - p27
Continue implementation
and expansion of SFF
project
Continue Respiratory
program
Secure funding for
YouthBiz programs
Continue to extend Health
and Wellbeing programs
Pursue incorporation of
Lymphoedema Service
into the Aids and
Equipment Program
improving
performance
To comply with
ACHS, Aged Care
and World’s Best
Practice standards,
through pursuit of
continuous quality
improvement (QI) and
Risk Management
programs
The Aged Care
Services team, winners
of the Excellence Award
for outstanding service.
Achieve ACHS
Accreditation
Continue development
of Clinical Risk Register
Implement Graduate
Nurse Risk
Management Module
Participate in Statewide
Consumer Satisfaction
and Patient Safety
surveys
4 years ACHS
Accreditation achieved -
p5, 21
Graduate Nurse Risk
Management module
adopted - p18, 21
High peer group ratings for
Consumer Satisfaction and
Pressure Area Care - p21
National Medication Chart
trial completed, evaluated
and adopted - p22
Implement ACHS
recommendations and
complete selfassessment
Continue development of
Clinical Risk Register
Continue participation in
surveys
Review Root Cause
Analysis process/
reporting
2
Western District Health Service Annual Report 2005 - at a glance

objectives
strategies achievements the future
improving
performance
(continued)
more on improving
our performance
pages 21 - 30
Participate in National
Medication Chart trial
Implement continuous
quality improvement
plans
Prepare for site visit by
Aged Care Standards
Monitoring Agency
QI plans implemented - p26
Clinical Risk Register
developed - p13, 21
Successful site visits to all
aged care facilities - p5, 25
Baby Friendly Hospital
re-accreditation
Achieve satisfactory site
survey reports
Participate in DHS
Medication and Weight
Best Practice QI projects
Participate in pilot CACPs
QI project
Aged Care facilities
accreditation
human
resources
management
To recruit and retain
high-calibre staff in
order to provide a
high standard of
customer-focused
service
Top: Hotel Services Attendant
Leeanne Cameron in the
Penshurst kitchen.
Bottom: Nurse Tonia Evans,
Crit Care/Emergency CNC
Mal Fraser and Nurse Meg
Watson with Dorothy Ryan,
who donated a painting to
the ICU
Market and promote
WDHS with
Universities
Continue to increase
Nurse Graduate
placements
Secondary students
expo
Human Resources KPIs
Complete
Organisational
Effectiveness Survey
(OES)
Promote staff awards
and achievements
Nursing/Allied Health staff
at full complement - p15, 33
480 undergraduate nursing
clinical placements - p18
12 new graduates - p18
80 students at expo - p18
OES completed - p15, 33
Staff awards - p5, 28, 34
Regional Education Plan
implemented - p16, 33
12 staff completed
Assessment and
Workforce training - p18
New appraisal system and
improved sick leave
performance - p16, 33
Maintain graduate nurse
program
Improve HR KPI
performance
Implement OES strategies
Promote staff
achievements/awards
Implement continuing
Nurse Education Plan/Div
2 Scope of Practice
Implement Cert III & IV
training across all aged
care programs
Implement 3-year subregional
HR pilot
more about our
people on
pages 14-20
Grants for Continuing
Nurse Education and Cert III
& IV training - p18
safe practice
and
environment
To provide policies,
processes, systems
and facilities that
ensure a safe
environment and the
wellbeing and
protection of
consumers, staff
and health service
assets
Top: The WDHS Board with
Pat Turnbull and Jim
Fletcher. The Board guides
the Service’s Risk
Management strategy.
Bottom: Hotel Services
Coordinator Norm Saligari
with our Waste Wise reaccreditation
certificate.
more about safe
practice and our
environment
pages 17, 21, 38
Continue safe practice
programs
Continue environment,
food and fire safety
audits
Implement Infection
Control programs
Participate in Food
Safety, statewide
Cleaning Audit and
Pressure Ulcer Point
Prevalence (PUPPS)
surveys
Successful Worksafe audit
- p16
Relocation of
Chemotherapy and
implementation of audit
recommendations - p22
100% compliance Food
Safety at Hamilton and
Penshurst - p33
Topped the state in
cleaning audit for hospitals
with over 100 beds - p33
Building certification for
Kolor Lodge - p38
High peer group rating for
PUPPS survey - p21
Sub-regional Infection
Control program reestablished
- p17
Continue Safe Practice
programs
Continue environmental
audit programs
Implement fire safety
audit recommendations
Implement Sub-regional
Infection Control Plan
Western District Health Service Annual Report 2005 - at a glance 3

at a glance
objectives
strategies achievements the future
facilities
and
equipment
Recently completed ILUs
at Dunkeld
To upgrade facilities,
equipment and
infrastructure to
meet all relevant
standards and
service needs
Upgrade major clinical
equipment
Complete Chapel/
linkways project
Complete Dunkeld
Independent Living
Units (ILUs)
Complete Stage 2 of
Greater Health colocation
Upgrade consulting
suites
Upgrade infrastructure
Major clinical equipment
upgraded - p5, 32, 34
Chapel/linkways project
completed/opened - p5, 35
Dunkeld ILUs completed -
p5, 32, 38
Stage 2 Greater Health colocation
completed -p32,38
Consulting suites
upgraded - p32, 38
Stage 1 HVAC/Lift at HBH/
water treatment Penshurst
upgraded - p32, 38
Continue upgrade of
major clinical equipment
Pursue funding for Stage
2 of HVAC at HBH
Upgrade Nurse Call
System
Progress redevelopment
of Coleraine campus
more about facilities
& equipment on
pages 32-33, 38
Complete Master Plan
for Coleraine campus
Replace PABX
Coleraine Master Plan
completed - p6, 31
PABX replaced with VOIP
- p6, 32
our
community
Baimbridge College students
toured the Midwifery Unit
To enhance the
profile of Western
District Health
Service (WDHS) and
increase community
involvement
more on
involvement with our
community pages
34-35
Complete Chapel/
linkways fundraising
Continue total
fundraising strategy
Promote WDHS through
all forms of media and
increased community
awareness
Participate in
appropriate community
events
Provide regional
forums
Chapel/Linkways appeal
closed - $296.3K raised -
p5, 35, 38
$749K total fundraising -
p6, 34, 39
Publications and National
and State presentations -
p26
Top of the Town Ball
raises $200K, wins
National, State and local
awards - p5, 34
Regional forums/Handbury
Lecture held - p6, 28
Launch Penshurst
Nursing Home
redevelopment appeal
Continue fundraising
strategies
Continue promotion of
health service
Continue regional forums
leadership
and
management
To provide efficient
and effective
governance and
management of
resources that is
reflective of the
health service’s
mission and values
Top: Geoff Handbury,
Prof Hugh Taylor & Mary-
Ann Brown at the
Handbury Lecture.
Bottom: Acting Mayor
Mick Leeming launches
the WDHS/CDHS merger
Continue
implementation of
clinical and IT systems
Implement Services
Master Plan
Progress merger with
Coleraine District
Health Services
(CDHS)
Revise 3-year budget
strategy
Implement electronic
legislative compliance
system
Electronic reporting of
Pathology results - p25, 32
$1.9M grant for Virtual
Services throughout
SWARH - p31
$46K received for Subregional
Allied Health
Workforce initiatives - p25
Secured 5-year Meals on
Wheels contract - p33
Merger agreement signed
with CDHS for 1 July 2005
- p5, 31
WDHS/CDHS merger
launched 30 June - p5, 31
Operating budget surplus
achieved - p5, 39
Implement Virtual
Services and I.T. systems
Continue implementation
of Services Plan
Merge with Coleraine
District Health Services
Revise budget strategy
Continue implementation
of electronic compliance
system
more on leadership
and management
pages 5-6, 12-13, 31-33
Electronic legislative
compliance system
commenced - p13
4
Western District Health Service Annual Report 2005 - at a glance

year in review
Looking to the future with confidence
....
Report from the President and
Chief Executive Officer
On behalf of the Board of Directors, Management
and Staff, we are pleased to present the
seventh Annual Report of Western District Health
Service (WDHS).
Reaping the Rewards
The 2004/2005 financial year was a most
successful and rewarding year for Western
District Health Service. The year was full of
highlights and achievements, many of which
were rewards for years of strategic planning
and capacity building within the organisation and
in particular with our community.
L-R: WDHS President Richard Walter, Acting Mayor Mick Leeming, CDHS President Sandra Adams and
WDHS CEO Jim Fletcher at the launch of the WDHS/CDHS merger on 30 June.
Major achievements during the year included:
• A further four years accreditation through ACHS and successful
site visits for all aged care facilities
• The completion of the Chapel/Linkways and Dunkeld Independent
Living Units projects, which were almost entirely funded by the
community
• The continued development and enhancement of services with
expansion of the highly successful and innovative Sustainable
Farm Families Project, Youth services, reintroduction of Specialist
Orthopaedic and Urology services, establishment of a Respiratory
Rehabilitation Program to complement existing programs and
upgrading of Chemotherapy services
• 500K upgrade to infrastructure
• Amalgamation with Coleraine District Health Services
• Exceeding our WIES target and generating an operating surplus
A major highlight of the year was the Top of the Town Charity Ball,
organised to raise funds for the purchase of life saving and sustaining
equipment for Intensive Care and Theatre usage. The ball turned out to
be the Southern Grampians Shire Community Event of the Year and
was the single most successful fundraising event in the Health
Service’s history, raising in excess of $200,000. The event captured
the imagination of the community and galvanised the support of the
business community, attracting interest from far and wide. The
National and State Fundraising awards taken out by the event, as well
as Southern Grampians Shire Business Achievement and Australia
Day Awards, are testament to its success and we are extremely
grateful to the organising committee of 13.
Continuum of Care
The year has again delivered an increase in services provided by
WDHS, with the appointment of Mr. Rick Cunningham as Orthopaedic
Surgeon in September 2004 and joint appointment of Mr. Richard Grills
and Mr. Greg Neerhut in February 2005, to provide a fortnightly
Urology service in place of the previous monthly service provided by
Mr. Damien Bolton.
Our recently established rehabilitation service continued to grow, with
the introduction of a respiratory rehab program to complement the
recent inpatient and existing community and cardiac rehabilitation
services. This now offers a comprehensive, integrated continuum of
care for people requiring rehabilitation.
The highly successful and innovative Sustainable Farm Families project
has again taken all before it, with expansion into the dairy industry
spreading its coverage across Victoria, into South Australia and
probably in the near future into New South Wales.
In response to increasing demand and feedback from consumers, our
Chemotherapy Unit was relocated and upgraded to improve the level
and quality of care provided.
Improving Performance
In May this year we were surveyed by the Australian Council on
Healthcare Standards (ACHS) for accreditation and we were
extremely pleased to be awarded the maximum accreditation period of
four years. During this year all of our aged care facilities were
reviewed in support visits from the Aged Care Standards Monitoring
Agency and the outcomes from these visits were also positive. We
also received excellent results for our food safety compliance,
Consumer Satisfaction Survey, Pressure Area Care Survey, Worksafe
audits and topped the statewide Cleaning Audit for peer groups with a
score of 98.1%.
Our relationship with Universities and further involvement with
research was enhanced through the Beyond Blue Postnatal
Depression, Oral Healthcare for Aged Care Residents, Sustainable
Farm Families and 10MMM youth projects. It was extremely pleasing to
learn that as a result of our research project with RMIT, the
subsequent Graduate Nurse Risk Management module has been
adopted by both metropolitan and regional health services.
Facilities and Equipment
The major highlights of the year were the completion and opening of
the Chapel/Linkways project, made possible by a community
fundraising effort of more than $296K; the completion and occupation
of the 5 th and 6 th Independent Living Units at Dunkeld, made possible
largely through the generosity of the Myers Family and an anonymous
donor, and the purchase of two ventilators, two anaesthetic monitors
and a cardiac monitor from Top of the Town Charity Ball funds. A
$500K grant from the State Government enabled the commencement of
the Heating, Ventilation and Cooling (HVAC) upgrade, refurbishment of
three stage lift, replacement of PABX with VOIP at Hamilton Base
Hospital and water treatment at the Penshurst campus.
Western District Health Service Annual Report 2005 - year in review 5

year in review
We are pleased to report that the Health Service finished the year
ahead of its hospital throughput target, whilst achieving an operating
surplus of $256,000.
Top of the Town Committee members (L-R) Judy Sommerville, Colin Thompson,
Richard Pithouse and Margie Laidlaw, with one of the ICU ventilators.
The Consulting Suites were also upgraded to accommodate the
growing needs of our Specialist Obstetrics and Gynaecology
service, provided by Dr. Cloete, and to establish a private Sleep
Disorders Clinic.
Our partnership with the Greater Green Triangle University
Department of Rural Health was extended, with the provision of
further refurbished premises to accommodate their growth.
Our Community and Marketing
This year was an outstanding year for fundraising, with $749,000
raised, thanks to the fantastic support of our ever-generous
community. The major fundraisers were Top of the Town Charity Ball
and a bequest from the Lena Merlin Estate. These were well
supported by funds raised by our Auxiliaries, Aged Care Trust,
United Staff Association, the Starlight Foundation and regular
substantial supporters Joe Collery, the Handburys, Hyslops and
many hundreds of other generous individuals and businesses.
Our Education Centre continues to grow as a sub-regional provider
of the Continuing Nurse Education Program, holding numerous subregional
forums. This year we received a $115K grant from the
Commonwealth Government for Certificate III and IV training for aged
care staff at Hamilton, Penshurst and Coleraine.
A highlight of the year was the attendance of 80 secondary school
students at a careers expo held to encourage and attract future
health care professionals to the industry.
Leadership and Management
The launch of the WDHS and Coleraine District Health Services
(CDHS) merger on 30 June, 2005, is the most significant development
in recent times for Southern Grampians Shire Health Agencies. The
merger is the culmination of a growing partnership over the past
three years and its evolvement creates a stronger future and voice
for healthcare in the Southern Grampians Shire. A major objective for
the new entity will be the redevelopment of facilities at the Coleraine
campus over the next four to five years.
Vale Helen Handbury
One of our greatest supporters and benefactors, Mrs Helen Handbury,
passed away in November 2004. In partnership with her husband,
Geoff, Helen provided generous financial support to WDHS and many
other not-for-profit organisations throughout this region and beyond.
Helen and Geoff have endowed us not only with enduring assets, but
with their boundless enthusiasm and good ideas. Helen will be sadly
missed by us all; however her memory and our association with the
Handbury family will continue on through the Annual Handbury Lecture
and the many legacies of their support across the Health Service.
Life Governorship
After a 50-year association with the Health Service, which began in
1955 as a student nurse at Hamilton Base Hospital, we are pleased to
award Life Governorship to WDHS Nursing Education Manager, Ms.
Faye Gumley, for outstanding service to WDHS, the Nursing profession
and the community.
Acknowledgment
The strong support we receive from many individuals, businesses,
service clubs, support groups, auxiliaries, Aged Care Trust and
volunteers is outstanding. Their ongoing support is greatly valued and
appreciated as it assists us to provide modern facilities, equipment and
programs to our community.
The contribution of Board Members, Staff, Visiting Medical Officers,
Development Council, Local Parliamentarians, Department of Human
Services, State and Commonwealth Governments and local media are
acknowledged and appreciated.
Future Outlook
2004/05 was a year in which rewards were reaped from the many
years of planning and hard work. It has also seen the merger of two
strong Health Agencies in their own right, to form a new Western
District Health Service entity. The implementation of our strategic
services and capital master plan over the next ten years will continue
to grow and develop the Health Service. Thanks to the continued
support of our key stakeholders, staff, VMO’s and community, the
Board and Executive look to the future with confidence and optimism.
Richard Walter AM Jim Fletcher
President Chief Executive Officer
We welcome CDHS Board member Mr Ron Jones onto the WDHS
Board. We also farewelled Mr. John Martin after four years as a
WDHS Board Member. We thank him for his contribution to the future
of WDHS and for his role in the Sustainable Farm Families project,
and wish him all the best in his move to Bendigo.
6
Western District Health Service Annual Report 2005 - year in review

service performance
Inpatients treated 2001-2005
2005
2004
2003
2002
2001
7200
7050
6900
6750
6600
6450
6300
6150
Emergency occasions of
service 2001-2005
5000
4000
3000
2000
Inpatient Statistics (Acute Program)
Inpatients treated
Average complexity (DRG weight)
Complexity adjusted inpatients (WIES 12)*
Average length of stay (days)
Inpatient bed days
HITH bed days
Nursing home type bed days
Operations
Births
Available bed days
Occupancy rate
Average cost per inpatient**
Aged Care Services (Aged Program)
High Care
Residents accommodated
Resident bed days
Low Care
Residents accommodated
Resident bed days
Respite
Residents accommodated
Resident bed days
Occupancy rate
Community Aged Care Package (CACPs)
clients
CACPs occasions of service
2005
6,550
0.770
4,856.80
3.16
20,669
1,006
648
2,889
197
24,174
85.6%
$2,919
118
34,902
49
6,290
114
1,328
99.9%
25
7,299
2004
7,057
0.746
5,148.09
2.87
20,285
1,100
781
3,086
211
23,727
90.1%
$2,447
115
34,610
48
6,592
128
1,253
99.8%
27
7,273
2003
6,727
0.732
4,879.44
3.12
21,002
1,077
798
3,022
194
25,309
87.2%
$2,371
112
34,280
48
6,484
126
1,405
99.6%
25
6,281
2002
6,531
0.767
4,980.72
3.15
20,560
1,008
1,183
2,846
168
24,995
87.0%
$2,201
107
31,626
45
9,142
102
1,105
98.9%
18
5,457
2001
6,494
0.772
5,013.39
3.10
20,163
1,431
806
2,924
193
25,978
80.7%
$2,096
116
30,758
38
10,157
64
1,428
98.3%
22
4,484
1000
Emergency Occasions of Service
4,471
4,246
4,038
3,714
3,685
2005
2004
2003
2002
2001
Where our patients come from
in 2004/05
3562
0
4000
3500
3000
2500
2000
Outpatient (non-admitted)
Occasions of Service
Dental Clinic
Physiotherapy
Rehabilitation & Day Centre
Speech Pathology
Podiatry
Social Welfare***
Occupational Therapy
Palliative Care
District Nursing Service
Total non-admitted occasions of service
Cost per non-admitted occasion of service****
Meals on Wheels
Nil
10,742
2,130
866
2,417
4,717
4,867
1,656
22,932
50,327
$116
33,813
Nil
11,693
2,273
958
2,590
7,118
5,190
1,767
22,163
53,752
$86
37,716
Nil
10,201
1,524
815
3,286
5,845
4,923
1,293
21,039
48,926
$77
38,251
Nil
12,874
3,818
1,063
2,628
2,148
4,756
1,321
20,766
49,374
$69
38,926
601
16,901
5,562
1,106
2,955
2,744
5,479
1,093
20,399
56,840
$65
38,816
426
Other
162
South Australia
135
Moyne Shire
1186
1079
Glenelg Shire
Sth Gramps Shire
Hamilton
1500
1000
500
0
Quality Assurance - Full accreditation
*WIES - (Weighted Inlier Equivalent Separations) are based on the Australian National Diagnostic
Grouper (AN-DRG). WIES 11 (2004) and WIES 12 (2005) are not directly comparable.
*Our target WIES for 2003/04 was 4,819. We exceeded this by 37.8WIES (0.78%)
**Average cost per inpatient has risen considerably due an increase in fixed costs and a reduction
in throughput.
***Social Welfare occasions of service is down by 34% due to a reduction in staffing levels during
the period.
****Cost per non-admitted occasion of service has risen by 35% due to increases in fixed costs and a
reduction of 10% in the number of occasions of service.
Yes
Yes
Yes
Yes
Yes
Western District Health Service Annual Report 2005 - service performance 7

financial statistics
Health Service Agreement
Agreement between Western
District Health Service and the
Department of Human Services is
negotiated annually and contains
goals and targets indicating
operating arrangements for the
financial year. This agreement
was entered into in accordance
with Section 26 of the Health
Services Act 1988.
Financial analysis of operating revenues and expenses
Revenue 2005 2004
Services supported by Health Service Agreement
Government grants
Indirect contributions by Department of Human Services
Non-cash revenue from services provided
Patient fees
Other revenue
$000
25,597
856
343
6,794
266
33,856
$000
23,957
834
234
6,961
218
32,204
Our Health Service Agreement is
the key document that specifies
delivery targets, together with the
level of resources provided by the
Department of Human Services.
Services supported by Hospital/Community initiatives
Donations and bequests
Interest
Property income
Other revenue
74
226
438
2,462
58
125
418
2,261
In the 2004-2005 financial year all
targets specified in the agreement
were met or exceeded.
Total revenue
3,200
37,056
2,862
35,066
Expenditure
Services supported by Health Service Agreement
Average cost Acute inpatient
2919
2447 2371
2201
2096
3500
3000
2500
2000
1500
1000
Employee entitlements
Fee for service medical officers
Supplies and consumables
Other expenses
Services supported by Hospital/Community initiatives
Employee entitlements
Supplies and consumables
Other expenses
23,855
2,164
3,311
4,445
33,775
1,997
306
648
22,510
2,060
3,150
4,335
32,055
1,884
304
631
2005
2004
2003
2002
2001
500
0
Total expenses
2,951
36,726
2,819
34,874
Surplus for the year before capital purpose income,
depreciation and abnormal items
330
192
Average cost non-admitted
occasion of service
116
86
77
69
65
140
120
100
80
60
40
20
0
Capital purpose income
Donations and bequests
Residential aged care - capital purpose income
Surplus on disposal of fixed assets
Depreciation
Operating surplus for the year
Retained earnings at 1 July
Amount available for appropriation
Transfers to and from reserves
Retained earnings at 30 June
664
675
525
30
(1,622)
602
475
1,077
(143)
934
1,189
422
103
(6)
(1,606)
294
-
294
181
475
2005
2004
2003
2002
2001
* See page 39 for Financial Overview
8
Western District Health Service Annual Report 2005 - financial statistics

Financial comparison of operating revenues and expenses
Five year financial comparison
60000
50000
40000
2005 2004 2003 2002 2001
30000
5 year comparison of
employee benefits
30000
20000
25000
20000
25900
24468
21169
19683
19200
10000
0
Revenue Expenses Surplus Assets Liabilities Equity
15000
10000
5000
0
Income by category comparison 2004 - 2005
0 5000 10000 15000 20000 25000 30000
2005
2004
2003
2002
2001
Govmnt Govt grants
26249
Indirect DHS contribs
1199
Patient fees
7436
Donations/bequests
Specific revenues
749
2630
5 year comparison of
donations/bequests
Property income
Other
438
552
2005 2004
Expenditure by category comparison 2004 - 2005
0 5000 10000 15000 20000 25000 30000
Employee e benefits
25900
Fee for service 2164
al officers
medical officers
Supplies/consumables sumables
3617
800
700
600
500
400
300
200
100
0
749
578
422 430
350
2001
2002
2003
2004
2005
Admin expenses
1819
Other
5151
2005 2004
Western District Health Service Annual Report 2005 - financial statistics
9

about us
Caring for our region’s needs ....
Profile...
Western District Health Service (WDHS) is based in
Hamilton and Penshurst, in the Western District of
Victoria. WDHS incorporates Frances Hewett
Community Centre, Grange Residential Care Service,
Hamilton Base Hospital, Penshurst & District Health
Service (PDHS) and YouthBiz. The entity provides in
total 82 acute beds, 117 high and low-level extended
care and residential aged care beds, community centre
and youth services.
A brief history...
WDHS was established in 1998, with the amalgamation
of Hamilton Base Hospital and Penshurst & District War
Memorial Hospital, now PDHS.
Hamilton Base Hospital and Benevolent Asylum was established in
1862. The most recent changes have seen a major acute hospital
refurbishment in 1996 and redevelopment of allied health, extended
care and education facilities in 1999/2000. The Birches extended care
facility is on the HBH site and provides 45 beds for mainly high-care
use and caters for people with special needs.
The Penshurst Hospital was built in 1957 and provides acute care,
residential aged accommodation and community services, and
manages independent living units at Penshurst and Dunkeld.
Frances Hewett Community Centre (FHCC) was established in 1987.
The centre is now managed by WDHS and provides a broad range of
Coleraine
Glenelg
Shire
Shire of
Southern
Grampians
Hamilton
Penshurst
Barwon South
West region
Barwon South
West Region
VICTORIA
community-based services. FHCC is located in Roberts Street, behind
Hamilton Base Hospital.
The Grange was built as a private hospital in 1927 and became an
aged care hostel in 1956. Its recent three-stage redevelopment was
completed in 2002 and provides 45 beds of modern, high and low-level
aged care accommodation and 20 Community Aged Care Packages.
YouthBiz was established in 1997 by Southern Grampians Community
Health Services Inc, which amalgamated with Hamilton Base Hospital
later that same year. A Youth Support Worker provides a Youth Centre
and a wide range of services to the young people of our community.
our services
Acute - Hamilton Base Hospital (all services listed) Penshurst & District Health Service (general medical only)
Anaesthetics
Chemotherapy
Day Procedure
Discharge Planning
Ear Nose & Throat
Emergency
Endoscopy
General Medicine
General Surgery
Gynaecology
Haemodialysis
Infection Control
Intensive Care
Maxillofacial Surgery
Obstetrics
Operating Suite
Ophthalmology
Oral Surgery
Extended Care (The Grange, The Birches, Kolor Lodge and Penshurst Nursing Home)
Community Aged Care
Packages
Residential Aged Care
Residential Extended
Care
Orthopaedics
Paediatrics
Pathology
Perioperative Service
Pharmacy
Psychiatry
Respite
Radiology
Resident Medical
Officers
Specialist Medicine
Specialist Nursing
Urology
Community Based (Hamilton House Allied Health Centre, Frances Hewett Community Centre and the Sheppard Centre)
Adult Day Activity &
Support Service
Asthma Education
Blood Services
Cancer Support Group
Cancer Support Services
Cardiac Rehabilitation
Carer’s Support
Coordinated Care
Community Rehabilitation
Service & Day Centre
Continence Service
Counselling
Dermatology
Diabetes Education
District Nursing Service
Domiciliary Midwifery
Family Planning
FReeZA
Hamilton Community
Transport
Hospital in the Home
Lymphoedema
Compression Clinic
Maternity Enhancement
Meals on Wheels
Medical Imaging
Men’s Health
Nutrition and Dietetics
Occupational Therapy
Palliative Care
Physical Activity
Programs
Physiotherapy
Podiatry
Post Acute Care
Pulmonary Rehabilitation
Quit Fresh Start
Sexual & Reproductive
Health
Social Work
South West Community
Transport Service
Speech Pathology
Stomal Therapy
Women’s Health
Victorian Aids &
Equipment Program
YouthBiz
10MMM
Administrative
Auxiliaries
Business Support &
Development
Community Liaison
Education/Promotion
Finance
Health Information
Hotel Services
Human Resources,
Training & Development
Library
Linen Services
Occupational Health &
Safety
Quality Improvement
Reception
Security
Supply & Maintenance
Volunteer Program
10
Western District Health Service Annual Report 2005 - about us

organisational structure
Board of Directors
Chief Executive Officer
Corporate
Business Analyst
Finance Manager
Deputy Chief Executive
Officer
Director of Corporate
Services
Chief Health
Information Manager
Hotel Services Manager
Human Resources
Manager
Community Liaison
Manager
I.C.T. Manager
Supply & Maintenance
Manager
Deputy Supply &
Maintenance Manager
Hospital Senior
Medical Staff
Director of
Medical Services
Unit Manager
Hamilton House Allied
Health Centre
Chief Dietitian
Advisory
Committees
Director of Nursing
Deputy Director of
Nursing
Director of
Community Services
Clinical Resource
Manager
After Hours
Coordinators
Manager
Aged Care Services
Unit Manager
Intensive Care/Medical/
Emergency
Manager
District Nursing Service
Chief Occupational
Therapist
Chief Pharmacist
Chief Physiotherapist
Podiatrist
Quality Manager
Resident Medical
Officers
Penshurst Manager/
Director of Nursing
Executive Officer
Primary Care
Partnership
Unit Manager
Surgical/Obstetrics/
Paediatrics
Unit Manager
Theatre/CSSD
Infection Control
Clinical Nurse Consultant
Senior Social Worker
Speech Pathologist
Palliative Care
Clinical Nurse Consultant
Western District Health Service Annual Report 2005 - organisational structure 11

corporate governance
Fulfilling our obligations and responsibilities ....
Board of Directors
Richard Walter AM (President) BCom, MTRP(Melb), MRP(Penn), MPIA, MVPELA.
Richard is a regional planner and a member of the Victorian Civil and
Administrative Tribunal. He is a Director of Health Super Pty Ltd and is
Independent Chair of the Audit Committees of Moyne Shire Council and the
Glenelg Hopkins Catchment Management Authority. First appointed July 1997,
current term expires October 2007.
Mary-Ann Brown (Vice President) BEcs(Tas), GradDipLibSc(KCAE),
MBA(Newcastle).
Mary-Ann lives on a Merino sheep stud at Dunkeld and is the Office Manager
of Financial Planning firm Robert W Brown and Associates. Mary-Ann’s
community interests have included Hamilton Professional Women’s
Association, Glenelg Film Society, Frances Hewett Community Centre,
Hamilton Little Athletics and volunteering at the Dunkeld Visitor Information
Centre. Appointed November 2002, current term expires October 2006.
John Dean DipFarmManagement (Hons), MOFAC
John has been farming at Coojar, north of Coleraine, for 35 years. he has
been a Board member of Coleraine District Health Services for 17 years,
serving as President and Treasurer. John’s community interests have included
CFA and Landcare. First appointed July 1997, current term expires October
2006.
Peter Heazlewood DipAg(Lincoln NZ).
Peter is a farmer at Penshurst. He has been a member of Penshurst & District
Memorial Hospital Board, serving a period as Treasurer, and is now Chairman
of PDHS Advisory Committee. First appointed November 2000, current term
expires October 2006.
Jenny Hutton BEd.
Jenny is a past secondary teacher. She is presently Director of Marketing and
Development at The Hamilton and Alexandra College. Jenny plays an active
role in fundraising, is Chairman of Penshurst Botanical Gardens Friends Group
and a member of the Wannon Area Conference Committee. Appointed
November 2002, current term expires October 2006.
Elizabeth Lawrence BHealth&HumanSc(Nursing).
Elizabeth lives with her husband Ben and their two small children on a
property in Tarrington, just outside Hamilton. She has a background in health
and had been working in the health industry in the Northern Territory prior to
moving to Hamilton to become a full-time mother. Appointed November 2004 -
October 2007.
Peter Sandow
Peter is a Director of ERA Nurseries Victoria. He has been a Board member of
Casterton Memorial Hospital for 20 years, including four years as President.
Peter also chaired the Glenelg Regional Health Council for three years. He has
been a Victorian Healthcare Association District Hospital representative for 13
years and is currently Deputy Chairman of the Victorian Hospitals Association.
Peter’s term expired in October 2004.
John Martin BAppSci,GradDipAdmin,GradCertHE,MA,PhD.
John is an Associate Professor and Director of RMIT University’s Centre for
Regional and Rural Development, based in Hamilton. John’s community
involvement includes membership of the Baimbridge College Council and the
Mulleraterong Centre Management Committee. Appointed June 2003, John
retired from the BOD on 30 June, 2005 to take up a new appointment in
Bendigo.
Board
member
BOD
meetings
attended
Richard
Walter 9 of 11
Mary-Ann
Brown 9 of 11
John
Dean
Peter
Heazlewood
Jenny
Hutton
9 of 11
11 of 11
8 of 11
Elizabeth
Lawrence 7 of 7
Peter
Sandow 4 of 4
John
Martin 8 of 11
Corporate Governance
Statement:
Committee
membership as at
30 June 2005
Medical Consultative
Medical Appointments
Remuneration
Audit & Compliance
Medical Appointments
Quality Improvement
Remuneration
Development Council
Remuneration
Audit & Compliance
Medical Appointments
Penshurst Advisory
Project Control
Development Council
Quality Improvement
Development Council
Quality Improvement
Project Control
Audit & Compliance
Project Control
“The Board is a strong advocate of
corporate governance and seeks to
ensure that the company fulfils its
corporate governance obligations
and responsibilities to all its
stakeholders”
The Board is committed to:
• sound, transparent corporate
governance and accountable
management.
• provision of services that meet
the needs and objectives of
consumers and stakeholders
• conduct that is ethical and
consistent with community
values and standards
• management of risk and
protection of health service
staff, clients and assets
• due diligence in complying with
statutory requirements, acts,
regulations and codes of
practice
• continuous quality improvement
12
Western District Health Service Annual Report 2005 - corporate governance

Western District Health Service
(WDHS) was incorporated in July
1998 under The Health Services Act
1988 and is governed by a sevenmember
Board of Directors (BOD),
appointed by the Governor in
Council upon the recommendation
of the Minister for Health.
Board structure, role and
responsibilities
BOD terms of appointment are usually
three years, with one third of terms
expiring in October each year. Members
are eligible for re-appointment.
There were two retirements and one
new appointment during the year: Peter
Sandow’s term expired in October 2004;
John Martin resigned on 30 June 2005
and Elizabeth Lawrence was appointed
in November 2004.
BOD members serve in a voluntary
capacity. The balance of skills and
experience within the BOD is kept under
continual review. The BOD orientation
and evaluation process introduced in
2003 was continued in the 2004/05 year
and has assisted greatly in evaluating
the effectiveness and performance of
the BOD and of individual members.
The BOD is responsible for the
governance and strategic direction of
the service and is committed to ensuring
that the services WDHS provides comply
with the requirements of the Act and the
objectives, mission and vision of the
service, within the resources provided.
In the course of their duties, the Board
and Executive may seek independent
advice from a range of sources.The
BOD reviews operating information
monthly in order to continually assess
the performance of WDHS against its
objectives and is also responsible for
appointing and evaluating the
performance of the Chief Executive
Officer.
In order to ensure the effective operation
of the BOD, the Board has membership
on 8 committees, which meet as required
and report back to the BOD.
Risk management
A comprehensive risk management program based on the Australian/New Zealand Standard for
Risk Management, AS/NZS 4360, was implemented in 2001/2002. Risk management is an allorganisational
activity and requires approriate action to be taken to minimise or eliminate risk that
could result in personal injury, damage to, or loss of assets. During 2002/03 the Risk Management
Policy was revised and updated and during 2003/04 the policy and risk management plans were
implemented and benchmarks established.
The Clinical Governance framework, which includes a clinical governance module in the BOD
orientation program, regular reporting on clinical indicators, BOD member attendance at Root
Cause Analysis training, a clinical risk management segment at Board Retreats and receipt of
medico-legal, FOI and disclosure registers as part of the audit reporting process, were continued
during the 2004/05 year. A Clinical Risk Register was developed during the year and is available
on the intranet, serving as a resource for both BOD members and hospital staff to highlight areas
of potential risk and the measures in place to minimise that risk.
Ethics
Board members are required by the Act to act with integrity and objectivity at all times. They are
required to declare any pecuniary interest or conflict of interest during Board debate and
withdraw from proceedings if necessary. There was one instance requiring declaration this year.
Executive role
The Executive is made up of the Chief Executive Officer, Deputy CEO/Director of Corporate
Services, Director of Medical Services, Director of Nursing, Director of Community Services and
Penshurst Manager/Director of Nursing. The Executive met 25 times during the year and provided
regular progress reports to the BOD.
Committees of the Board
Audit and Compliance Committee
Advises the BOD on all aspects of internal and external audit, financial and asset risk, accounting
procedures, financial reporting and compliance with statutory requirements. In 2004/05 a Board
Accountability Compliance electronic system was introduced to ensure compliance with
legislative requirements. Four meetings were held during the year.
Development Council
Oversees and guides WDHS’ fundraising strategy. The Council operates in compliance with the
Fundraising Appeals Act 1984. Six meetings were held during the year.
Medical Appointments Advisory Committee
Advises the BOD on the appointment, re-appointment, suspension or termination of visiting
medical practitioners. Three meetings were held during the year.
Medical Consultative Committee
Makes recommendations on matters relating to medical staff and clinical services provided, and
ensures effective communication between senior management and the Medical Staff Association.
Four meetings were held during the year.
Quality Improvement (QI) Committee
Provides support and direction for Continuous Quality Improvement and performance monitoring.
Ensures systems are in place for internal/external review. Six meetings were held in 2004/05.
Penshurst (PDHS) Advisory Committee
Reviews operation, performance and strategic planning for the Penshurst campus. Six meetings
were held during the year.
Project Control Committee
Makes recommendations on the design, management and construction of major building projects.
Six meetings were held during the year.
Remuneration Committee
Oversees and sets remuneration policy and practice for Executive staff, under the principles of
the Government Sector Executive Remuneration Panel. One meeting was held during the year.
Western District Health Service Annual Report 2005 - corporate governance 13

executive team
Chief Executive Officer
Jim Fletcher BHA, AFCHSE, CHE, MIPAA.
Jim has held a number of senior executive positions within the human services field. His background includes the role
of Chief Executive Officer at three of the State’s largest regional psychiatric hospitals and community services,
leading these agencies through significant reform and change. Jim also held a number of Regional Management roles
over a four year period with the Barwon South Western Region of the Department of Human Services, prior to
commencing his role as CEO of Western District Health Service on July 17, 2000. Jim is currently the Chair of the
South West Alliance of Rural Hospitals (SWARH) Steering Committee and a Board Director of the Victorian Hospitals
Industrial Association.
Deputy Chief Executive Officer
Director of Corporate Services
Patrick Turnbull BBus, BHA, FCPA.
Patrick has been with Hamilton Base Hospital since 1982. He has been the Hospital’s principal accounting officer
since 1987 and was appointed to his current role in 1993. Financial and business support of patient services is
managed through the Corporate Services Division. Among Patrick’s commitments with WDHS are his role as Chair of
the SWARH Finance Sub-committee and membership of the Department of Human Services - HealthSmart Services
Steering Committee, a key group involved in the implementation of the whole of health ICT strategy.
Director of Medical Services
Bruce Warton RFD, MB, BS,Hons(Monash), BHA(UNSW), GradDipHealth&MedLaw(Melb), DTM&H(JCU), AFCHSE,
CHE, FRCSEd, FRCOG, FRANZCOG, FRACMA.
Bruce came to Hamilton in 1996 as Director of Medical Services. He had previously been in private practice in
Obstetrics and Gynaecology in Melbourne, where he held consultant posts at Monash Medical Centre, and was also
an honorary lecturer in the Department of Obstetrics and Gynaecology. Bruce has been a member of the Army
Reserve since 1968 and held senior administrative positions for 10 years, the last as Director of Medical Services for
Victoria. He remains an active member of the Army Reserve, having experienced overseas service in the Solomon
Islands, Bougainville and East Timor. Bruce is also a surveyor for the Postgraduate Medical Council of Victoria. Bruce
resigned as Director of Medical Services on 30 June, 2005 to take up a new role in Shepparton.
Director of Nursing
Janet Kelsh RN, ICUCert, BAppSci(NAdmin), CertMgt(Deakin), GradDipAgedServicesMgt, MRCNA.
Janet commenced her role as DON at Hamilton Base Hospital in 1987. With experience in new Guinea and London,
Janet worked predominantly in intensive care and neurosurgery in a number of major city hospitals before moving to
Hamilton. In her role as DON, Janet is responsible for the day to day operations of the acute care services, the
overall management of aged care services and district nursing services. Janet represents WDHS on a number of
regional committees, including palliative care, infection control, sub acute rehabilitation and nurse education through
collaborative relationships with a number of Universities. Janet has completed management studies and tertiary
studies in aged care management.
Director of Community Services
Susan Brumby RN, RM, DipFMgt, GradDipWomen’sStudies, MHMgt, CertIVWorkplaceTrainer, AFCHSE, MRCNA.
Sue took up her position as Director of Community Services in April 2002, coming to WDHS from her role as Manager
-Primary Care & Nursing Services at Heywood Rural Heath. Sue is a registered nurse and midwife and holds a
Graduate Diploma in Women’s Studies. She is a graduate of the Australian Rural Leadership Program and completed a
Masters in Heath Management in 2004. In May 2005, Sue was awarded the rural health professionals award
(Barwon SW Region) for her outstanding contribution to the health of the community. Sue has held several prominent
positions in the agricultural sector and maintains an active interest in supporting rural communities.
Penshurst Manager/Director of Nursing
Darren Clarke RN, RM, BN, MN, MAAQHC, MQSA, MRCNA
Darren commenced his role at Penshurst in February, 2004. Darren has worked in a range of healthcare settings,
focusing on health administration since 1993. From 2001 until early 2004 he was Health Service Manager at the
Queanbeyan and District Health Service, a 61-bed facility located on the NSW/ACT border. Preceding this, between
1997 and 2001 Darren was Multi Campus Director of Nursing at the 142-bed Riverland Regional Health Service in
South Australia, and between 1995 and 1997 was Executive Officer/Director of Nursing at Bordertown Memorial
Hospital, a 76-bed facility in the Upper South East of South Australia. Committed to the concept of lifelong learning,
Darren is currently completing a Doctor of Health Science degree through the University of Sydney.
14
Western District Health Service Annual Report 2005 - executive team

our people
Making a difference ....
Human Resources management
Recruitment
While the recruitment of staff to rural and regional hospitals is always
challenging, vacancies have been filled very quickly. Within the last
12 months 62 positions were advertised, compared to 75 last year,
and all except three have been filled. Of equal importance is the
retention of staff, and the lower number of positions advertised,
together with the increase in the number of employees, indicates that
retention strategies are continuing to be successful.
Our staff have achieved many awards this year, among them Rotary Pride of
Workmanship Awards. Pictured are L-R: Neil Harvey, Marilyn Campbell, Ian
Powlton and Leanne Watt with their awards.
WDHS is committed to being ‘an employer of choice’, where
talented people join and stay, are challenged and grow. Our
success is measured not only by financial indicators and
patient satisfaction, but also by factors such as growth,
quality, competitiveness, social responsibility and the ability
to attract and retain excellent individuals.
One of the main roles of the Human Resources Department is
to recruit the right people to meet our needs, and to provide
training that motivates and encourages employees to
maximise their skills and to participate fully in the decision
making process.
The challenge
• Recruiting and retaining high calibre, professional and specialist
staff in a rural area
Achievements
• Nursing and Allied Health staff at full complement
• 12 new graduates
• Organisational Effectiveness Survey completed
• KPIs and new appraisal system implemented
• Regional Education Plan implemented
• Sub-regional HR Consultancy Program commenced in May
• Grants received for Continuing Nurse Education and Certificate III
& IV training
The future
• Maintain Graduate Nurse program
• Implement Organisational Effectiveness Survey strategies
• Implement Continuing Nurse Education/Div 2 Scope of Practice
• Implement Cert III & IV training across all aged care programs
• Implement 3-year Sub-regional HR pilot
Application of Merit and Equity principles
Western District Health Service continues to support the Merit and
Equity principles by acknowledging that the basis for Equal
Employment Opportunity (EEO) is a fair chance for everyone at work.
EEO does not assume that everyone has the same abilities,
qualifications and experience, but aims to give everyone an equal
chance to make the most of their talents. Consequently the
recruitment process at Western District Health Service is based on
the principle of merit.
The merit principle requires decisions regarding people and their
place in the organisation to be made on the basis of fair and open
competition, ensuring that the right people are selected with regard to
the mix of skills, knowledge, personal qualities and experience that is
critical to effective performance in the job. Such selection must be
made without discrimination or bias, and in accordance with EEO
principles.
Industrial Relations
A number of Enterprise Agreements have been renegotiated
throughout the 2004/05 year. Significant among them was the Health
Professionals Award, the Medical Scientists Award and the
Maintenance Unions Multi Sector Agreement. Throughout these
negotiations no days were lost to industrial disputation and services
were maintained.
PayGlobal Human Resources Information System
Western District Health Service has implemented the PayGlobal
Human Resources Information System (HRIS), which has brought
about positive changes such as managerial efficiency, scope,
support and immediacy of communication. As an effective HRIS
system, secure, easy to read data is provided through automated
reports and distributed through email and the intranet infrastructure.
The system provides accurate data on seven Key Performance
Indicators, which are provided to managers on a quarterly basis. The
indicators monitor sick leave, training, exit interviews, annual leave,
long service leave and accrued days off and appraisals. More KPI’s
will be added as the system is further developed.
Whistleblower’s Act
The Whistleblowers Act 2001 had application to WDHS throughout the
year and the service has adopted a policy to ensure that the
requirements of the act are maintained. In the current year no
complaints were made under this act against WDHS or it’s staff.
Organisational Effectiveness Survey completed
The third in a series of Organisational Effectiveness Surveys was
completed in the 2004/05 year on 30 Key Result Areas, with WDHS
rating better than equal to the health industry benchmark in 23 areas.
Western District Health Service Annual Report 2005 - our people 15

our people
Workforce Profile 2005 (ASCO)
Labour category
Managers / Administrators
Professionals
Associate Professionals
Tradespersons & Related Workers
Advanced Clerical/Service Wrkrs
Intermediate Clerical/Sales/Service
Intermediate Production/Transport
Elementary Clerical/Sales/Service
Labourers & Related Wrkrs
Total
Female
2005
5
250
90
5
5
91
2
12
43
503
Male
2005
13
27
6
12
0
15
6
7
23
109
%
workforce
2.94%
45.26%
15.69%
2.78%
0.82%
17.32%
1.31%
3.10%
10.78%
100.00%
Total
2005
18
277
96
17
5
106
8
19
66
Total
2004
EFT
2005
17.11
190.32
62.73
15.39
3.92
76.71
6.57
17.08
51.83
441.66
Sub-regional Human Resources (HR)/Occupational Health &Safety (OH&S) pilot program
A successful submission to Department of Human Services has resulted in a grant to commence an 18-
month sub-regional program aimed at providing some subsidised Human Resources and Occupational
Health & Safety services to smaller regional hospitals. An additional staff member with expertise in HR/
OH&S has been recruited to assist in the development of the program. Participating agencies are
Portland District Health Service, Heywood Rural Health, Casterton Memorial Hospital, Coleraine District
Health Services and Balmoral Bush Nursing Centre. Colac Area Health plans to participate by developing
a similar program with linkages to the pilot.
The model is incentive based and aims to increase staff self sufficiency and access to specialist HR
services within the participating agencies. Core projects include inspection, risk assessment/risk
register, and review of agency policies for grievance/discipline and falls prevention. The longer term
goal is to implement a model for delivery of specialist support services to rural/regional areas.
Workcover
Western District Health Service has continued to review and develop all policies and procedures in
accordance with relevant legislative requirements, and was free from serious injury or death in 2004/05.
WDHS recorded two new major claims and one aggravation of an existing claim. All of these claimants
have since returned to work.
Workcover premiums and benchmarking against the industry average
For 2004/05 the WDHS confirmed premium was $257,000, a premium rate of 1.2083% of total
remuneration, against the Victorian Workcover industry average of 1.7348%. The WDHS illustrative
(preliminary) premium for 2005/06 is $287,000, giving a rate of 1.3474% of current remuneration, against
the industry average of 1.3527%. This is 11.512% higher than 2003/04, but still 5.7810% below the
industry average.
Claims cost rate comparison and performance rating
WDHS’ claims cost rate for 2004/05 was 0.7046%, while the rate set for 2005/06 is 1.2745%. This is a
significant rise but still 5.7810% below the industry average.
A performance rating is given to organisations across the industry. WDHS’ performance rating for 2004/
05 is 0.696001, and for 2005/06 has been recorded as 0.961876, 3.8124% below the industry average.
Worksafe inspections
WDHS has been inspected and audited once by Worksafe during 2004/05. In May 2005 the inspection
was part of the Worksafe Manual Handling project. It was determined that manual handling issues were
“assessed and controls instigated were appropriate.” No further interventions were required.
Orientation
All new employees, volunteers and RMOs attended Orientation, which includes HR, Infection Control,
OH&S and emergency procedure education. 99 staff attended Orientation this year.
612
17
270
93
17
19
89
9
19
65
598
EFT
2004
16.37
183.52
63.69
14.92
4.20
74.29
8.34
16.91
48.87
431.11
Staff and Volunteer
Service Milestones
5 years
at WDHS (no badge given)
Margaret Bilston
Marcia Cameron
Catherine Campbell
Coral Dusting
Linda Emonson
Pat Forster
Belinda Hill
Evelyn Jack
Anthony Jackson
Loretta Kearney
Benjamin Kele
Leesa Ladd
Nicole Landwehr
Linda Lyons
10 years
at WDHS
Rosalie Broadfoot
Marita Buckle
Daphne Cameron
Leigh Deppeler
Julianne Gould
Peter Francis
Maree Harrison
15 years
at WDHS
Karen Alexander
Jennifer Andrews
Russell Armstrong
Anne Astbury
Doris Cross
Nancy Jones
20 years
at WDHS
Lyn Christie
Colleen Dunn
Jennifer Kearney
May McLean
Lorraine Northcott
Cheryl Pitman
25 years
at WDHS
Dianne Hatherall
Craig McAllister
Pat O’Beirne
30 years
at WDHS
Joy Clark
Betty Joosen
35 years
at WDHS
Jennifer Jensz
Rodney McCreddan
50 years
at WDHS
Jean McIntosh
Beverley Olle
Lynette Peach
Joan Porter
Raewyn Powlton
Hazel Saligari
Rachael Smith
Dianne Smith
Nicholas Starkie
Marion Starkie
Andre Steele
Debra Sullivan
Jean Swaby
Lorna Treloar
Susan Hindson
Mary Hocking
Lorraine Pye
Yvonne Reid
Kath Smith
Kathie Vorwerk
Myra MacLean
Jan Nicholson
Les Patyi
Pat Runciman
Judith Sharrock
Enid Smith
Dorothy Ryan
Edna Scullion
Barbara Tew
Joylene Uebergang
Liza Watt
Donna Spong
Beryl Vorwerk
Wayne Mahoney
Dulcie Steele (North Hamilton Auxiliary)
55 years
at WDHS
Ethel Murray (North Hamilton Auxiliary)
16
Western District Health Service Annual Report 2005 - our people

our people
safe practice
and environment
Safety first ....
WDHS values the safety, health and wellbeing of its staff,
volunteers, contractors and patients/residents/clients.
The challenge
• To provide policies, processes, systems and facilities that ensure
a safe environment for the provision of quality services
Achievements
• Successful Worksafe audit
• 100% compliance with Food Safety regulations across WDHS
• Topped the state in cleaning audit for hospitals with >100 beds
• Sub-regional Infection Control program re-established
The future
• Continue safe practice programs
• Continue participation in audits/surveys
• Implement fire safety audit recommendations
Occupational Health & Safety (OH&S)
The continued implementation of OH&S programs across WDHS has
had an impact on the organisation’s environment. WDHS continues to
implement and promote risk management initiatives to improve
occupational health and safety performance, and complies with all
relevant legislation, regulations and codes of practice. Policies and
programs in place ensure that the financial and human cost of
workplace injury/illness is minimised.
Programs such as No-lift, manual handling assessment, workplace
injury reporting system and weekly workplace safety/maintenance
inspections are conducted across WDHS as part of the OH&S risk
management plan. All programs are implemented in compliance with
the Accident Compensation Act 1985 and Occupational Health and
Safety Act 2004.
Equipment procurement program
We have continued our commitment to improved OH&S management
strategies through an ongoing equipment procurement program.
Equipment purchased during the year includes:
10 linen tubs with scissor-lift base; 12 electric beds; 2 lifting
machines; a crossing ramp to access allied health from carpark;
1 Care patient chair; 2 falls prevention harness kits and 53
pressure reduction mattresses (41of these DHS funded).
WDHS now has 100% pressure-reduction mattresses in the Acute
area and 86% coverage in aged care. It is planned to increase this to
100% in the next year. DHS also provided $33,000 for residential aged
care patient handling equipment and in consultation with users and the
OH&S committee, toilet/shower chairs, patient transfer chairs and an
electric sling hoist with digital scales function were purchased.
Fire Safety and Emergency management
Fire and safety training is compulsory for all staff. All codes have been
revised to incorporate the new VOIP system and communication failure
contingency plan. All plans are available on the intranet for easy staff
access. The contingency plan has been activated when failures have
occurred.
DHS has provided six new reduced-size backpack disaster kits for
the Emergency Department, which reduce the risk of manual handling
injuries. WDHS has developed a computerised register to improve
checking of the kits, to ensure items remain current.
Falls prevention
The service has conducted two falls prevention roof safety audits.
The HR Department has developed and conducted a falls prevention
education program for relevant staff, and purchased additional
equipment to meet the Occupational Health and Safety Regulations
(Prevention of Falls) 2003. Further works are planned for 2005/06.
Food and Environmental Safety audit results
Food safety audits were conducted across all facilities and WDHS
achieved 100% compliance with food safety regulations.
In the most recent statewide cleaning audit, WDHS topped the state
for hospitals with over 100 beds.
CBR Incident Response Plan
The Emergency exhaust ventilation system, which reduces the
effects of possible contamination to staff and patients in the event of
a CBR incident, has been activated once to exhaust mode during the
past year. There were two near miss incidents reported and
managed appropriately, as per WDHS policies and procedures.
Regional Infection Control program re-established
The Infection Control (IC) regional role has been re-funded for a 12-
month period, with WDHS again taking a lead role, ensuring that IC
practices and procedures remain current throughout the region.
Incident reporting
The incident reporting risk-rating system enables accurate analysis
of incident categories and trending. Analysis of 2004/05 data
suggests that the number of reported incidents has reduced.
Additional categories have been included into the electronic reporting
system. PayGlobal enabes easy creation and trending of specific
injury categories such as ‘violence in the workplace’ and
‘occupational exposures’.
As a result of capturing this data we revised the education program
in relation to RMO use of sharps in the Operating Suite when
assisting surgeons. We have also deployed an additional duress
pendant to the Birches, as an additional security measure when
dealing with aggressive patients.
Reported workplace incidents comparison: 2002-2005
140
120
100
80
60
40
20
0
112 115
94
2002/03 2003/04 2004/05
Western District Health Service Annual Report 2005 - safe practice and environment 17

our people professional
development
Achieving personal goals ....
WDHS supports its employees with training and education in
order to allow staff to become the best they can be in their
chosen professions. We continue to have a very high profile
in regional nursing education and WDHS is known as a centre
of excellence in this field.
The Education Centre recorded 854 occasions of use in 2004/
05, and a total of 6,362 people attended courses at the Centre.
New graduates
Our excellent First Year Nurse Graduate Program continues, with 12
participants successfully completing the year. Eight of these have
remained on the staff at WDHS and will pursue a planned career path
here by undertaking various WDHS funded education courses like
Graduate Diplomas in Critical Care, Peri-operative Nursing and
Midwifery by distance mode through Deakin University.
The Nursing Education Manager and the Clinical Teachers continue to
attend the South Australian and Victorian Royal College of Nursing
Australia Nursing Expos to raise the profile of WDHS and help with
recruitment of First Year Nursing Graduates and other staff.
Re-entry program
Six Division 1 nurses have completed our 13-week re-entry
supervised practice program. This is the only Nurses Board of
Victoria (NBV) accredited rural re-entry program. The NBV requires
that we revamp the supervised practice programs for Division 1 and
2 nurses wishing to re-enter their profession, which will entail filling
out a self-assessment tool and hosting a site visit from the NBV.
Postgraduate nurse education
Three Division 1 nurses are currently undertaking the Graduate
Diploma in Critical Care by distance through Deakin University –
Burwood. Another three nurses are undertaking transition courses in
our ICU and Operating Theatre areas to prepare them to undertake
Graduate Diploma courses in 2006. Two student midwives will
complete the Graduate Diploma in this discipline this year, thus
providing two more midwives for the service.
Continuing Nurse Education /Regional Education Plan
Within the Continuing Nurse Education Program we have had a
marvellous year of seminars, workshops and modules of learning in
the WDHS Education Centre, on such subjects as Palliative Care;
Wound Management; Dementia and the Law in Acute Care; High
Dependency Nursing and many more (see graph below right). These
courses form part of the Regional Education Plan. They are
conducted by metropolitan presenters and have been made possible
by Department of Human Services funding obtained for a consortium
of hospitals in this region, for which WDHS is the lead agency.
Clinical placements
Our links with the tertiary institutions have been maintained. This year
we provided 480 occasions of placement for nursing undergraduates
from RMIT, Ballarat, Deakin, South Australia, Northern Territory,
Latrobe and Charles Sturt Universities. Small research projects
continue to be undertaken collaboratively with Deakin University.
Training for aged care staff
A $115,000 grant has been obtained from the Commonwealth
Government to provide Certificate III and IV training for aged care
staff at Hamilton, Penshurst and Coleraine.
2005 Nursing Graduates -standing L-R: Raquel Casey, Johanna Huf, Olivia Chapman,
Nursing Ed Manager Faye Gumley, Rosemarie Mason & Nicole Carlin. Seated: Trudi
Baxter, Melodi Trudgeon, Dierdre Bidmade, Larna Heard & Helen Anscombe.
Careers Expo
80 year 10 students attended a Careers Expo in the Education Centre,
where staff outlined career opportunities in the health industry
available in rural areas.
Division 2 Extended Scope of Practice
DHS funding has been obtained to extend the scope of practice for
Division 2 nurses. A Steering Committee and Project Manager have
been appointed to oversee the project for a period of 12 months.
Certificate IV in Assessment and Workplace Training
15 WDHS staff, including clinical teachers, were successful in gaining
this nationally accredited training qualification that allows our people to
assess training outcomes and competency in a range of disciplines.
Teaching excellence
Our seven Clinical Teachers and trained mentors continue to provide a
nurturing and supportive environment for nursing staff. They also
conduct mandatory competency assessments to ensure best practice.
Our excellent teaching facilities contribute enormously to our regional
profile and the SWARH network with its ever-increasing I.T. excellence
provides teaching modalities that overcome the need to travel long
distances for education by allowing us to videoconference with
universities and various other forums
The future
Future directions for education at WDHS will include maintaining the
graduate nurse program, implementation of the Continuing Nurse
Education Plan and Extending Division 2 Scope of Practice, and
implementation of Certificate III and IV training for aged care staff.
It is also envisaged that external and corporate use of the excellent
facilities of the Education Centre will continue to increase.
Attendance at Education sessions 2004/05
Wound management 9
RCNS - life long learning program8
Acute life threatening emergencies7
Palliative care6
Obstetrics - life threatening emergencies5
High dependency nursing4
Effectively managing clinical risk3
The crucial first fortnight 2
Access devices1
25
34
20
30
40
43
57
62
80
0 20 40 60 80 100
18
Western District Health Service Annual Report 2005 - professional development

senior staff
16 WDHS Managers were awarded their Graduate Certificate of Business Administration from RMIT in July 2004.
Chief Executive Officer
Jim Fletcher BHA, AFCHSE, CHE, MIPAA.
Community Liaison Manager
Dana Austin GradCertBusAdmin, MFIA.
Penshurst Manager/Director Of Nursing
Darren Clarke RN, RM, BN, MN, MAAQHC, MQSA,
MRCNA.
Penshurst Unit Manager
Jenny Paton RN, RM.
Corporate Services
Deputy Chief Executive Officer/Director
or Corporate Services
Patrick Turnbull BBus, BHA, FCPA.
Corporate Business Analyst
Wilma Best BBus(Multidiscipline), DipNEd, RN, FRCNA.
Manager Finance & Budget
Neil Harvey B. Eng(Elect.), BBus, MAICD.
Chief Health Information Manager
Lena McCormack BAppSci(HIM), GradCertBusAdmin,
MHIMAA.
Hotel Services Manager
Peter Davies BA.
Human Resources Manager
James Kennett MBus.
I.C.T. Manager
Garry Aydon BAppSc, CCNA
Librarian
Louise Milne ALIA.
Supply & Maintenance Manager
Daryl Hedley AIMM, FMAM, AIHEA.
Deputy Supply & Maintenance Manager
Bruce Humphries AHSPO, AFMA
Nursing Services
Director of Nursing
Janet Kelsh RN, ICUCert, BAppSci(Nadmin),
CertMgt(Deakin), GradDipAgedServicesMgt, MRCNA.
Deputy Director of Nursing
Bronwyn Roberts RN, CriticalCareCert,
GradCertBusAdmin, MRCNA. (from Sep)
Clinical Resource Manager
Lorraine Hedley RN, BN, MRCNA
After Hours Coordinators
Linda Donaldson RN, MRCNA
Lesley Stewart RN, Sterilisation&InfectionControlCert.
Peter Francis RN, RM, BN, GradDipMid, GradCertPaed,
CertPsych, CertWorkplaceLeadership, CertAdvPhysiology.
Mavis Wilkinson RN, RM.
Kathy Ross RN, GradDipCriticalCare.
Leanne Deutscher RN,
Jennifer O’Donnell RN, RPN, AdvCertMgt,
AdvCertWorkplace Practice Skills
Dianne Raymond RN
Nurse Managers
Aged Care Services
Gillian Jenkins RN Master of Education (Research),
GradCertBusAdmin, MRCNA. (from Nov)
District Nursing Service
Pat O’Beirne RN, RM.
Medical Unit/ICU/ED
Betty Joosen RN, BN, MRCNA.
Surgical/Obstetrics Unit
James Smith RN, DipAppSci(Nursing), BappSci(Hons),
Peri-operativeCert, DipInfec&TropDiseases, GradDipInfec&Trop
Diseases.
Theatre/CSSD
Mark Stevenson RN, Perio-opCert, GradCertBusAdmin.
Clinical Nurse Consultants
Critical Care and Emergency Department
Marilyn Fraser RN, BN, GradDipCritCare. (from Jan)
Discharge Planning Unit
Gillian Jenkins RN Master of Education (Research),
GradCertBusAdmin, MRCNA. (until Nov)
Lorraine Hedley RN, BN, MRCNA. (from Dec)
Infection Control
Lesley Stewart RN, Sterilisation&InfectionControlCert.
Paediatric Home Care Program
Gaye Goggin RN.
Palliative Care Service
Heather Wilkinson OAM RN.
Medical Services
Director Of Medical Services
Bruce Warton RFD, MB, BS,Hons(Monash),
BHA(UNSW), GradDipHealth&MedLaw(Melb), DTM&H(JCU),
AFCHSE, CHE, FRCSEd, FRCOG, FRANZCOG, FRACMA.
Senior Medical Staff
Anaesthetics (Director)
James Muir MB,ChB,DA,FTRCA
Anaesthetists in General Practice
Craig de Kievit MB, BS, DRANZCOG, FACRRM.
Kim Fielke MB, BS, DRANZCOG, DA(UK), FRACGP.
General Practitioners
Craig de Kievit MB, BS, DRANZCOG, FACRRM.
John Douglas Fleming BSc, MB, ChB, FAMAS.
Dale Ford MB, BS, FRACGP, FACRRM.
Michael Forster BM, BS, MGPPsych, DRANZCOG,
FACRRM.
Jaroslav Hryckow MB, BS.
Allan Mark Johnson MB, BS.
Andrew McAllan MB, BS, MMed(Ophth).
Luke McLindon MB, BS. (until Jan)
Susan Robertson MB, BS, DipRACOG, FRACGP,
DipPallCare.
Robert Scaife MB, BS, FACRRM.
Leesa Walker MB, BS, FRACGP.
Anthony Wark MB, BS.
Dental Officers (honorary)
David Baring BDSc.
Jennifer Barke LDS, BDSc.
Peter Tripovich LDS, BDSc.
Timothy Halloran LDS, BDSc.
Dermatologist
Julie Wesley RFD, MB, BS, FACD.
Endocrinologist
Fergus Cameron B Med Sci, MD, BS, DipRACOG,
FRACP.
General Surgeons
David Bird MB, MS, FRCS, FRACS.
Stephen Clifforth MB, BS, FRACS.
Peter Tung MB, BS, FRACS, FHKAM.
Western District Health Service Annual Report 2005 - senior staff 19

senior staff
Resident Medical Officers (employed
by WDHS )
Naomi Hayman MB, BS.
Jung Zhang MB, BS.
Atef Mohareb MB, BS.
Resident Medical Officers HMO 2
Surgical (on rotation from Barwon
Health)
Clare McCasker MB, BS.
David Francis MB, BS.
Stephen Watty MB, BS.
Monzer Adba MB, BS.
Alexandra Duguesclin MB, BS.
Surgical Registrar (Advanced Trainee)
(on rotation from Austin Health)
Member for Wannon David Hawker with Director of Medical Services Dr. Bruce Warton and Visiting Medical
Officer Dr. Dale Ford, representing the Otway Division of General Practice, at the launch of the GP Aged
Care Project at the Birches.
Obstetrician/Gynaecologist (Director)
Jacobus Cloete MB, ChB(Cape Town), MMed, FRCOG,
FCOG(South Africa), FRANZCOG.
Obstetricians in General Practice
Craig deKievit MB, BS, DRANZCOG, FACRRM.
Michael Forster BM, BS, MGPPsych, DRANZCOG,
FACCRM.
Oncologist
Ian Porter MBBS, FRANZCR
Ophthalmologist
Vincent Lee FRACS, FRACO, MMed.
Oral and Maxillofacial Surgeons
Martin Ching MB, BS, BDSc, MDS, FRACDS(OMS).
Graeme Fowler LDS, BDSc, MDSc, FDSRCPS.
Orthopaedic Surgeon
Rick Cunningham MB, BS, FRACS (ORTH), (from
Sep).
Otolaryngologists
Anne Cass MB, BS, FRACS.
Laurence Ryan MB, BS, FRACS, FRCS, DLO.
Paediatrician
Greg Pallas B Med, FRACP.
Christian Fiedler MD,(KIEL), FRACP, (from May).
Pathologist
Jill Leyton MB, BS, FRCP(C), FRCPA.
Physicians
Nicholas Abbott MB, BS, DCH, MRCP(UK), FRACP.
Geoffrey Coggins MB, BS, FRACP.
Andrew Bowman MB, ChB, MRCP(UK).
Andrew Bradbeer MB, BS, FRACP.
Psychiatrist
Graeme Ridley MB, ChB, MRCPsych, MRACMA,
FRANZCP.
Radiologists
Damien Cleeve MB, BS, FRACR.
Robert Jarvis MB, BS, FRACR.
Trevor Roberts MB, ChB, FRACR.
Daryl Shnier MB, BS,MMed, FRACR, ABNM.
Urologists
Greg Neerhut MB, BS, FRACS, (from Nov).
Richard Grills MB, BS, FRACS, (from Nov).
GP Registrar
Vesna Pepic MB, BS.
Resident Medical Staff
Senior Resident Medical Officers
(Medicine) (on rotation from St
Vincent’s Hospital)
Johathon Habersberger MB, BS.
Michael Mok MB, BS.
Andrew Guirguis MB, BS.
Kathryn Hackman MB, BS.
Resident Medical Officers (on rotation
from St Vincent’s Hospital)
Anna Lomax MB, BS.
Sonny Palmer MB, BS.
Cameron Keating MB, BS.
Thai Hong MB, BS.
Bronte Holt MB, BS.
Andy Siswojo MB, BS.
Harvey Lee MB, BS.
Alexander Incani MB, BS.
Synn Chin MB, BS.
Naseem Mirbagheri MB, BS.
James Dimou MB, BS.
Sarah Boyd MB, BS.
Chilton Chong MB, BS.
Piers Blombery MB, BS.
David Januszewicz MB, BS.
Resident Medical Officers (on rotation
from Barwon Health)
Stephen Jones MB, BS.
Philip Thompson MB, BS.
Julian Charles MB, BS.
Clare Jackson MB, BS.
Peter Wong MB, BS.
Thang Nguyen MB, BS.
Diagnostic and Allied Health
Unit Manager Hamilton House Allied
Health Centre, Community
Rehabilitation Centre, Day Centre ,
ADASS
Marilyn Campbell RN.
Chief Dietitian
Fran Keeble-Buckle BSc, MND, DipEd, APD.
Chief Occupational Therapist
Ellen Dix BAppSc(OccTher) MOT.
Chief Pharmacist
Lyn Christie MPharm, GradCertBusAdmin, MPS.
Chief Physiotherapist
Lyn Holden BAppSc(Physio), MPhysio, Member APA.
Podiatrist
Phuong Huynh MSc, BAppSci(Pod), MAPodA, AAPSM.
Quality Manager
Enid Smith BN, RN, GradDipQuality Management
Healthcare(La Trobe), GradDipRuralHealth(Monash),
Sterilisation & Infection Control Cert, MRCNA, AFCHSE, CHE,
FAAQHC.
Senior Social Worker
Kate Leahy Dip.Tech.(SW).
Speech Pathologist
Sue Cameron BAppSc(SpeechPath), MSPAA.
Community Services
Director of Community Services
Susan Brumby RN, RM, DipFMgt, GradDipWomen’s
Studies, MHMgt, CertIVWorkplaceTrainer, AFCHSE,
MRCNA.
Team Leader
Becky Morton DipAppSc(Biology),
BAppSci(Biotechnology), DipMan.
Primary Care Partnership Executive
Officer
Rosie Rowe BNatRes. (until April)
Annette Hinchcliffe DipChildren’sServices,
CertIVAssessment&WorkplaceTraining. (from April)
20
Western District Health Service Annual Report 2005 - senior staff

improving performance
The pursuit of excellence ....
Western District Health Service is committed to the pursuit of
continuous quality improvement and the achievement of best
practice standards right across the service.
The challenge
• To continually improve performance within the constraints of
available resources
Achievements
• 4 years ACHS accreditation achieved
• Clinical Risk Register developed
• Graduate Nurse Risk Management module adopted
• High peer group ratings for Consumer Satisfaction and PUPPS
The future
• Implement ACHS recommendations
• Aged care facilities accreditation
• Participate in pilot CACPs QI project
• Participate in DHS Medication and Weight Best Practice QI projects
Accreditation
It is a requirement that all health care facilities demonstrate a level of
performance consistent with the standards established by the
Australian Council on Healthcare Standards (ACHS).
Western District Health Service’s ongoing commitment to the
achievement of best practice standards was rewarded in May with
the achievement of accreditation for the maximum period of 4 years.
Feedback from the surveyors was positive and there were no high
priority recommendations. All standards met the mandatory
requirements, with commendations in the areas of Leadership and
Management and Education.
Aged Care Accreditation is due in October 2006. A support visit was
conducted in November 2004 with no recommendations. A continuous
quality improvement program is maintained, supporting internal auditing
and external Quality Performance Systems (QPS) benchmarking.
Clinical Risk Register
This year the Clinical Risk Register has been further developed and for
ease of access has been placed on the intranet. The Risk Register has
been established to identify potential clinical risks, rate them according
to severity, and highlight the strategies the health service has put into
place to minimise the risk. All high-risk categories are reviewed on an
annual basis, or more frequently as required.
Graduate Nurse Risk Management module
The Graduate Nurse Harm Minimisation/Risk Management project
commence in 2003 and concluded in 2004. The project was funded by
DHS and was aimed at building Graduate Nurse competence in risk
management and harm minimisation. The second part of the project
involved the development of an information package, consisting of 12
clinical risk management modules, and entitled “Clinical Risk
Management - a learning package for the Graduate Nurse”. During the
reporting period this module has been adopted across WDHS and also
distributed to six major metropolitan and regional health services.
Excellence awards
Excellence in service is recognised each year by WDHS in both
clinical and non-clinical areas. In 2005 the clinical excellence award
was awarded to the Pharmacy Department for their work on
compliance with Antibiotic Guidelines and their involvement in the
National Medication Chart Trial. The non-clinical award was shared
by the Community Liaison and Supply and Maintenance Departments.
Adherence to Antibiotic Guidelines
The principle aim of adhering to strict antibiotic prescribing standards
is to minimise the emergence of antibiotic resistance. In the past year
we have established a surveillance program to assess the
appropriateness of antibiotic prescribing against recommendations
established in the Therapeutic Antibiotic Guidelines. From these
audits, in conjunction with regular feedback to medical staff and
appropriate educational opportunities, we have seen a marked
improvement in compliance and the effectiveness of prescribing. In
the past 12 months we have seen antibiotic prescribing compliance
improve from 40% to 85% compliance.
Pressure Ulcer Point Prevalence Survey (PUPPS)
In 2003 the Victorian Quality Council – Department of Human Services
initiated a statewide survey to identify the incidence of hospitalacquired
pressure ulcers in Victoria. WDHS was invited to
participate in both the 2003 and 2004 audits and performed extremely
well. In 2004 the state average prevalence was 20.8%, with WDHS
scoring 9.7%, benchmarking second within its peer group.
There have been many initiatives, including risk assessment,
monitoring of incidents and extensive staff education, introduced
across WDHS to minimise the incidence of pressure ulcers, and this
is reflected in the excellent results achieved. A statewide mattress
replacement program for Victorian acute facilities has been
introduced since the audits and WDHS has been the recipient of 41
new pressure-reduction mattresses during the past year.
Victorian Patient Satisfaction Survey
The Statewide Patient Satisfaction Survey continues to show a high
level of patient satisfaction with the service provided at Western District
Health Service. Shown below are the WDHS and State average results
from surveys taken in March 2004 and September 2004.
85
80
75
70
Victorian Patient Satisfaction Surveys Mar 04 and Sep 04
WDHS Mar 04
Vic average Mar 04
WDHS Sep 04
Vic average Sep 04
65
Overall Overall careAccess/
General Treatment Treatment info Complnts Physical Discharge/follo
care admission informtn informtn mngemnt envrnmt follow-up
Western District Health Service Annual Report 2005 - improving performance 21

clinical services
Caring for our community....
Medical/Surgical services
Orthopaedic services
Following the resignation of Mr Paul Kierce, WDHS has been fortunate
to obtain the visiting services of Mr Rick Cunningham from the Austin
Hospital. Mr Cunningham is currently providing a two-day visit each
month and is providing both consultative and operative services. The
full range of operative orthopaedics is now available and WDHS’ future
plans include the expansion of orthopaedic services.
Resident Medical Officers have increased from 7 to 10. Pictured (L-R) RMOs
Seamas Jones, David Tsang and Atef Mohareb in the HBH Medical Library.
WDHS has 75 acute beds at Hamilton Base Hospital, providing
Emergency, Medical, Surgical, Midwifery, Paediatric and
Intensive Care services, together with a broad range of
Allied Health services. Penshurst Hospital has six acute beds
providing general medical care to the Penshurst Community.
WDHS has four aged/extended care facilities: The Birches and
The Grange in Hamilton; Penshurst Nursing Home and Kolor
Lodge in Penshurst. 20 Community Aged Care Packages
(CACPs) are administered from The Grange. The staffing
profile in these facilities is predominantly Division 1 and
Division 2 Nurses, supported by Personal Care Workers.
In 2004/05 WDHS treated 6,550 inpatients and 50,327
outpatients, 197 babies were born in our Midwifery Unit and
2,889 operations were performed. We accommodated 118
high-care residents, 49 low-care residents and our
occupancy rate in our aged care facilities was 99.9%. We
serviced 25 CACPs clients.
The challenge
• Catering for the demand for an increasingly diverse and complex
range of acute, sub-acute, aged and extended care services,
within a tight fiscal environment
Achievements
• Orthopaedic and urology services re-introduced
• Private Sleep Disorders Clinic commenced
• Participation in National Medication Trial
• RMOs/interns increased
• Chemotherapy services upgraded
• Amalgamation of District Nursing and Discharge Planning
• Successful aged care site visits
• Participation in Oral Healthcare Project
The future
• Complete evaluation and secure funding for sub-acute program
• Recruit GP Obstetricians
• Improve scheduling of Theatre sessions
• Implement Oral Healthcare project strategies
• Secure funding for shared-care Midwifery service
Urology services
Mr Richard Grills and Mr Greg Neerhut have commenced a fortnightly
visiting service in urology, providing both operative and consultative
services. This service represents a doubling of access for urology at
WDHS and has been very well received by both local medical
practitioners and the community.
Increase in RMOs/Interns
WDHS has increased its junior doctor complement from 7 to 10
members. This has been achieved by employing an additional Intern for
the entire year. This Intern is one of the first graduates from the
Flinders University/Hamilton Medical Group Rural Training program. In
addition to this Intern we have employed two international medical
graduates. This expansion has resulted in more realistic working hours
for the junior doctors and a better medical coverage for our patients.
Expansion of Allied Health services
WDHS is fortunate to be fully staffed for all allied health positions. As a
result, we are currently providing services to a number of other
agencies in the region, further enhancing our sub-regional role.
Chemotherapy services upgrade
Chemotherapy is one area of clinical activity that has shown a marked
increase over the past two years. The increased activity resulted in a
need to relocate and improve the physical facilities of the Unit and to
revise policies and procedures associated with the care of patients.
Chemotherapy regimes are formulated in consultation with
Chemotherapy specialists in either Melbourne or Geelong, and
administered in Hamilton under the supervision of our consultant
Physicians. This supervision, together with administration by fullytrained
nursing staff, ensures that the highest standards of
Chemotherapy treatment are maintained locally at WDHS.
National Medication Trial
WDHs participated as a pilot site in the National Medication Chart Pilot
Study. The new medication chart has been piloted nationally for
ultimate implementation throughout all hospitals in Australia in 2006.
Following the completion of the pilot study at WDHS, suggestions were
fed back to the national body for improvements to the chart. WDHS has
elected to continue using the National Medication Chart, and is
anticipating the release of an updated format for use in the near future.
The Chart has been formulated with a view to minimising medication
errors, by building safety features into the format. A further advantage
in the future will be that all of our rotating junior doctors will be familiar
with the Chart when they first arrive in Hamilton, as it will already be in
use at their parent hospital. As a result of the seven-week pilot study,
WDHS was able to show that medication errors were considerably
reduced, which was confirmed by an audit at the end of the trial.
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Western District Health Service Annual Report 2005 - clinical services

Sleep Disorders Clinic
A private Sleep Disorders Clinic has been established at 3 Kitchener
Street, immediately opposite Hamilton Base Hospital. This is a joint
venture by a consortium led by our Respiratory Physician.
The clinic was established in recognition that sleep disorders are a
contributing factor to a number of health conditions prevalent in the
community. Since opening, the clinic has been extremely busy and is
clearly providing services to patients coming from a wide area around
Hamilton.
Antibiotic guidelines
Therapeutic Guidelines is a national publication. It includes
recommended antibiotic therapy for a wide range of diagnoses.
While variations from the recommended antibiotic treatment may occur
from time to time for good reasons, in general, compliance with
antibiotic guidelines is seen as best clinical practice. During the year, a
program of surveillance of doctors’ prescribing habits was instituted at
WDHS. By means of education and feedback to individual doctors,
WDHS now boasts a very high level of compliance with antibiotic
guidelines, consistent with best practice.
Nursing services
Recruitment and retention
Recruitment of nursing staff, particularly in specialty areas, continues
to be a challenge for all regional hospitals. A number of initiatives have
been implemented at WDHS to ensure appropriately-trained staff work
in these areas. A GAP program for Intensive Care and operating room
offers a structured education program that provides a strong
foundation for postgraduate studies, and enables staff members to
work in these areas independently on completion of the program. A
number of staff have successfully completed, or are currently
undertaking, postgraduate studies in Midwifery, Critical Care and
Theatre. Students in these programs are well supported by clinical
teachers.
WDHS currently has twelve 1st year graduate nurses working across
all clinical areas of the organisation. Following last year’s graduate
program, seven nurses were offered ongoing employment at WDHS.
The re-entry/refresher program for nurses seeking re-registration or
up-skilling has seen six nurses successfully complete the
comprehensive program, with positions provided for suitable staff
wishing to remain at WDHS.
To enable adequate mentoring and support of less experienced staff in
the acute wards, clinical support nurses have been appointed. In
collaboration with clinical teachers, they act as resource people for
nursing staff, including new staff, 1st year graduates and re-entry/
refresher nurses.
Work on the centralisation of the management of nursing resources
across WDHS has been undertaken, resulting in a more effective and
efficient approach to recruitment and selection strategies, and day-today
coordination of clinical resources.
Division 2 Nurse Enhanced Scope of Practice project
WDHS successfully obtained funding and has appointed a project
officer to coordinate the Div 2 Enhanced Scope of Practice project.
Nurse Graduate Barry Smart, patient Beryl Cottrill and Registered Nurse Julie
Barr at the Penshurst Hospital
The aim of the project is to develop a sustainable service plan to
support the implementation of an enhanced scope of practice for the
Division 2 Registered Nurse. The Service Plan will identify strategies
to augment the utilisation of Division 2 Registered Nurses and detail
an implementation program for WDHS. The enhanced scope of
practice allowing Division 2 Registered Nurses to administer
medication will initially be introduced to the Aged Care sector of
Western District Health Service - Hamilton Campus.
Initial evidence to support the need for an enhanced scope of
practice includes:
• Aging nursing workforce – strategies are needed to best position
the Service to ensure sustainability of rural health services in the
region.
• Difficulties recruiting and retaining Division 1 Registered Nurses
(particularly in aged care).
• Enhanced Division 2 Registered Nurse role satisfaction and career
path – staff have verbally expressed enthusiasm for enhancing
their role.
Pain management
The appointment of Dr James Muir as our consultant Director of
Anaesthetics has resulted in an increased focus on pain
management practices. There has been extensive education
throughout WDHS in this area and a pain management workgroup has
been established to review pain management across the organisation
to ensure that we meet best practice standards.
The expected outcomes of the workgroup will be:
• A formalised, structured approach to pain management according
to best practice
• Development of pain management policies and procedures
• Pain management education to all acute care clinical staff in order
to facilitate a pain management culture
• Evaluation of the effectiveness of acute care pain management
and demonstrated improvements
• Standardisation of pain management equipment
There is strong evidence of increased consumer satisfaction with
services and positive patient feedback regarding improved pain
management outcomes.
Western District Health Service Annual Report 2005 - Clinical services 23

clinical services
Rehab photo
Allied Health Assistant Brad Anderson assists Elsie Walker in the HBH Rehabilitation Unit, encouraged by family members Hannah, Glenys and Ben Mahler
No-lift program
Following a successful submission for funding, in November 2004 a
No-lift Coordinator was appointed to coordinate the No-lift program
across WDHS. A No-lift workgroup has been established with
representatives from all clinical areas of the organisation. The No-lift
Coordinator attends regular meetings of the Victorian No-lift
Coordinators’ network, keeping WDHS informed of No-lift changes.
WDHS was successful in obtaining a DHS grant for lifting equipment
valued at $33,000 for aged care facilities.
The No-lift Consultant conducted a one-day workshop that provided
an update on current trends in patient manual handling. Ongoing
education, competencies and compliance monitoring continue. The
No-lift program continues to be a successful program, as evidenced
by a significant reduction in nursing staff work-related back injuries.
Amalgamation of District Nursing and Discharge Planning
The Discharge Planning Unit (DPU), consisting of Post Acute Care and
Hospital in the Home, amalgamated with the District Nursing Service
(DNS) on the 6 th June 2005. The integration of the two services
required the DPU to relocate to the Hamilton House Allied Health
Centre to be in close proximity to the DNS.
As the DNS has always played a significant role in discharge
planning, visiting the wards daily to access referrals and attend
relevant meetings, the merging of the two services was a logical
move and has proved to be very successful, with staff adapting well
and embracing the integration of services.
The Unit Manager will be responsible for the overall management of
both areas, assisted by the Associate Charge Nurses.
Optimisation of patient discharge to Penshurst
The process for discharge of patients to the Penshurst campus has
been reviewed in order to ensure that all patient information was
routinely conveyed. The guidelines were completely revised and
simplified procedures implemented at Hamilton and Penshurst
campuses. An audit conducted between September 2004 and June
2005 identified that 100% compliance with the revised guidelines had
been achieved and maintained.
Baby Friendly Hospital Initiative status
WDHS is accredited through the Baby Friendly Hospital Initiative (BFHI).
Hamilton Base Hospital first achieved accreditation in 2002 and will be
seeking re-accreditation in November 2005. The WDHS Midwifery Unit
has maintained its BFHI status by undertaking regular audits of patient
records, surveys of new mothers and annual Midwifery staff training.
The Unit has one current practising International Board Certified
Lactation Consultant Midwife and another who is expected to return
from extended leave in the near future.
Team Midwifery Service
Following a 26% increase in births in 2003/04, it was becoming a
challenge for Midwifery Services to meet the demand for antenatal
support required by women in the community. The Midwifery Team has
developed a Team Model of Care proposal to further enhance the
continuity of care for women throughout their pregnancies and birth,
and to extend the antenatal support already provided.
A submission has been forwarded to the Department of Human
Services for funding to further develop and implement the model.
Beyond Blue post-natal depression project
During the year WDHS continued to participate in the Beyond Blue
post-natal depression project. All women who book in to give birth at
Hamilton Base Hospital are now given the opportunity to undertake an
antenatal wellbeing screen. They receive information about emotional
changes throughout their pregnancy and early parenthood and where
to obtain support.
Cardiotocogram (CTG) education
In 2004 and again in 2005 WDHS participated in the Intra Partum Fetal
Surveillance education program, to upskill and maintain the education
base of staff midwives, with regards to the usage of CTGs.
WDHS has adopted and utilises the Royal Australian and New Zealand
College of Obstetricians and Gynaeocologists Clinical Guidelines on
24
Western District Health Service Annual Report 2005 - clinical services

Intra partum fetal surveillance. The project has been led by our Director
of Obstetrics, Dr Jacobus Cloete.
ROAST project
WDHS has joined with nine hospitals to participate in a project entitled
Rural Organisation of Acute Stroke Teams (ROAST). The project
involves collection of data and intervention of best practice for stroke
patients. It is supported by the Royal Australasian College of Physicians,
The Australasian Stroke Unit network and The National Stroke
Foundation. A multi-discipline team has been established to implement the
program, commencing on the 10 th of August 2005.
Trakcare project
The implementation of the Trakhealth Clinical Information System has
continued, with the consolidation of Trakcare in Emergency.
Considerable system development work has been undertaken so that
electronic ordering, online Pathology results and discharge summaries
will be available across all episodes of care. The next phase is the
development and rollout of the Medication Management module.
Rehabilitation services
The Southern Grampians Glenelg Rehabilitation program continues to
grow across the region. The program was instigated last year following
identification of the need for a flexible and sustainable sub-acute clinical
program accessible to people living in rural communities, where demand
for rehabilitation is variable and widely distributed. Agencies
participating in the SGG program are WDHS, Portland, Heywood,
Coleraine and Casterton health agencies.
The program was also extended through the employment of an
Occupational Therapist, who services all agencies within the subregion,
and a $46K grant for recruitment and retention workforce
strategies for Allied Health and footcare. This includes a two-day
mentoring workshop for Allied Health staff at Grace McKellar Centre in
Geelong, 20 nurses undertaking training in footcare and up to four
bursaries for Allied Health.
Hamilton Base Hospital’s three bed rehabilitation ward opened in July
2004 and has been well-utilised throughout 2004/05, with a total of 60
patients benefitting from the rehabilitation services of the HBH team. The
inpatient service is complemented by the cardiac, respiratory and
community rehabilitation centre programs to provide a comprehensive
continuum of care for people requiring rehabilitation.
Casemix analysis
A review was commissioned by DHS, which commenced in September
2004 and concluded in March 2005, to ascertain the circumstances
around the significant increase in acute throughput that led to WDHS
exceeding its WIES target in 2003/04 by in excess of 8%.
The review found that the major contributing factors were increases in
oncology (particularly chemotherapy services), hysterectomies and
caesarians, stroke, viral infections and tracheostomies. The review also
found that the role and function of WDHS continues to be appropriate,
including the WIES profile, and that there was considerable volatility in
the Casemix. It recommended that while there was no case to support a
permanent increase in the WIES allocation, there is a case for a shortterm
increase, which at this stage has not been supported by DHS.
The report also identified some opportunities to reduce admissions and
re-admissions for some chronic conditions, and DHS has indicated that
they will support a submission for funding to target these conditions.
Grange residents June Alexander (L) and Vima Wilkens enjoy the company of
the very spoilt Grange resident cat, watched by OT Assistant Robyn Wilken.
Aged and extended care services
Located in Hamilton, The Birches is a 45-bed Specialist
Extended Care facility, which includes dementia,
rehabilitation, palliative care, psycho-geriatric respite and a
capacity to cater for younger disabled residents. The
Grange, also located in Hamilton, is a generic aged care
facility of 45 beds, facilitating ageing in place.
The Community Aged Care Packages Program provides
care in the home for those residents who are able to, and
wish to stay in their own homes, with the support of
personal care services. WDHS manages 20 CACPs,
administered from The Grange.
In Penshurst, Kolor Lodge provides 10 predominantly lowcare
beds, while the Penshurst Nursing Home provides 17
high-care beds.
Residential Classification Scale (RCS) monitor visit
The Residential Classification Scale is the funding tool used to
calculate the subsidy paid by the Commonwealth Department of
Health and Ageing to residential aged care facilities. Agencies claim
against the RCS criteria in order to acquire appropriate funding. This
requires accurate resident assessment, effective documentation
and validated care-planning by the care staff. In March 2005, the
Residential Classification Scale monitors visited WDHS, with a very
positive outcome.
Aged Care Standards Agency support visit
A support visit was undertaken by the Aged Care Standards Agency
to WDHS aged care facilities in November 2004. This was a
successful visit with no recommendations made. A Continuous
Quality Improvement plan is maintained and an Agency support visit
is expected later in 2005. A full Residential Aged Care accreditation
survey process will be undertaken in 2006.
Quality Performance and Reporting systems
WDHS subscribes to a Quality Performance System (QPS) of
auditing, which entails the collection of specific, nominated data
relating to risk management reporting. Information is collected and
submitted every three months. The results of these audits are
benchmarked nationally.
Western District Health Service Annual Report 2005 - clinical services 25

clinical services
Our aged care facilities are renowned for the excellent care provided to our residents. Last year the WDHS Aged Care Services Division won the clinical Excellence
Award for outstanding service to our residents. Pictured L-R: Darren Clarke, Manager/DON Penshurst; Gillian Jenkins, Manager Aged Care Services; Jenny Kearney,
Charge Nurse at The Birches, and Hazel Saligari, Charge Nurse at The Grange.
An intense internal auditing system is also maintained to ensure an
ongoing environment of continuous quality improvement.
The Department of Health and Ageing has introduced a Quality
Reporting System for the Community Aged Care Packages (CACPs)
Program. A review is undertaken of the systems in place against the
Guidelines and seven Principles for the provision of the packages of
care. From this review a Continuous Quality Improvement Action Plan
will be developed, a desktop audit conducted and a site visit will be
undertaken. Recommendations will be then be made for the CACPs
Action Plan.
WDHS residential aged care facilities are participating in the Victorian
Department of Human Services Performance Indicator trial for aged
care, by trialling two of eight nominated indicators. The aim of the trial
is to identify the value and relevance of the indicators, and whether
monitoring these will improve the care of residents in the facilities.
The Grange is monitoring residents taking nine or more medications
and Penshurst is monitoring a change in weight of residents of three
or more kilograms. The trial will run for 6 months.
Standards Agency Better Practice Conference 2005
One of WDHS’ Registered Nurses (Div 1) and the Diversional
Therapist at The Birches have been selected to deliver presentations
at The Aged Care Standards and Accreditation Agency Better
Practice 2005 Conference in Melbourne in August. Our Diversional
Therapist’s presentation will be on improving the quality of life for
residents with dementia, and our Div 1 Registered Nurse will present
on the Deakin University research project on oral care of the elderly.
The Conference aims to demonstrate examples of ‘best practice’
delivery of Aged Care services across the nation.
Oral Healthcare of the elderly in residential facilities
A study was undertaken in collaboration with Deakin University aimed
at identifying the oral health status of clients in WDHS residential aged
care facilities, following an extensive literature review.
All care plans were reviewed for documented evidence of oral care
and oral assessments were completed on all consenting residents.
71% of residents were edentulous (no natural teeth remaining), while
29% were dentate (one or more natural teeth remaining). 74% of residents
had no documented evidence of their last dental visit, however 9% had
been seen by a dentist within the last year and 17% more than one year
ago.
Of the 85 oral assessments conducted, 76% of residents had oral mucosal
conditions. Dentate residents had significantly higher number of oral
health problems than those who were edentulous. 18% of residents
refused an oral assessment. Lack of appropriate dental equipment and
skills presented challenges, which were compounded by residents with
severe dementia. Treating every resident as an individual and adapting a
responsive approach and technique overcame these challenges.
The results of the study provided a baseline for quality improvements
in oral care of the elderly in residential aged care facilities.
Implementation and monitoring of recommendations arising from the
study will provide an improved service to residents.
Advanced Care Planning
Advanced Care Planning was introduced to Western District Health
Service in 2004. This program promotes autonomy and dignity and an
individual’s right to make decisions about their health care, now and in
the future.
An Advanced Care Plan gives clients the opportunity to record, ahead
of time, their treatment choices, and only comes into effect if the
individual’s legal capacity to make decisions about their medical
treatment is lost. The Plan includes the opportunity for the client to
nominate a family member or friend to act on their behalf. This person
is known as an ‘Enduring Power of Attorney’ (for Medical Treatment)
or ‘Agent’. An Advanced Care Plan can be revoked or altered at any
time by completing a new care plan.
There are 16 trained Consultants within Western District Health
Service offering Advanced Care Planning to Palliative Care and Frail
Aged Clients. Implementation of the program has been accepted
favourably within the specified client groups.
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Western District Health Service Annual Report 2005 - clinical services

community services
Improving health and wellbeing ....
WDHS Community Services delivers a diverse range of
programs and activities, based on the social model of health,
within a health promotion framework. The range of programs
delivered reflects our community and includes strength
training exercises, digital story telling, continence expo,
carers’ programs, farming families projects, transport, youth
programs, counselling, men’s and women’s health, Active
Script and respiratory rehabilitation programs.
The Community Services Division operates from the Frances
Hewett Community Centre (FHCC), Hamilton House Allied
Health building and YouthBiz in Gray Street, while also
providing many services out in the community throughout the
Southern Grampians Shire.
Our goal is to continue the expansion of the community
services program, providing services that improve health and
wellbeing by strengthening individual skills and community
capabilities.
The challenge
• To continue to provide a diverse and consumer-focused range
of community programs within the constraints of available
funding.
Achievements
• Sustainable Farm Families project into 2nd year and expanded into
Dairy Industry
• Continence expo taken to 11 outlying communities
• Active Script Program implemented
• Respiratory pilot program implemented, support group established
• Funding obtained for expansion of youth services
• Awards for Southern Expression Youth Festival, Sustainable
Farm Families, Rural Health Professional and Pride of Workmanship
• Two traineeships completed in Administration and Youth Work
The future
• Repeat and transfer Sustainable Farm Families program
• Secure recurrent funding for youth programs
• Continue to extend health and wellbeing programs
• Pursue incorporation of Lymphoedema service into Aids &
Equipment Program
• Secure funding for chronic conditions
This year has seen another excellent year for the Community Services
Division, with growth in services, innovative projects and recognition
through several awards. Our primary services have all continued with
the addition of new specific projects through funding received from
external sources. This has made the service more multi-dimensional
and allowed us to service a greater diversity of people.
Sustainable Dairy Farm Families
Expanding on the success of the initial Sustainable Farm Families
project, a first-ever major grant to a community development project
from the Gardiner Foundation enabled the extension of the research
L-R: Sustainable Farm Families team members Stu Willder & Sue Brumby,
Minister for Agriculture Bob Cameron and WDHS Board member John Martin at
the Gardiner Foundation reception.
process to families within the Victorian dairy industry. Other funding
organisations included WestVic Dairy and the Department of Primary
Industries, bringing the total funding to $314,000 over three years,
and the Sustainable Dairy Farm Families project commenced in 2005.
The project, led by WDHS in collaboration with RMIT University,
Victorian Farmers Federation, United Dairyfarmers Victoria, WestVic
Dairy, Colac Area Health and the Department of Primary Industries,
has further developed the focus on farming family health and farm
productivity. This three-year project has just completed the initial first
year recruitment and education phase, with 193 dairy farmers from
10 dairy locations throughout Victoria undertaking the education and
assessment process.
Workshops have been undertaken in Melbourne, Colac, Cobden,
Warrnambool, Wodonga, Leongatha, Trafalgar, Kerang, Shepparton
and Warragul. The premise of intersectoral collaboration has once
again been integral to the success of this project. Effective linkages
have been made with local health services, including Colac Area
Health, in the recruitment and training of future facilitators for the
project. Additional funding was received from DHS in June 2005 to
pilot the training of more health professionals and ensure the
availability of accredited facilitators in other agricultural sectors.
Results and feedback from the project to this stage are very positive
and the health of the dairy industry population will benefit greatly
from this significant research project.
Active Script Program
Hamilton Medical Group is encouraging clients to be more physically
active with a new collaborative health project entitled Active Script.
The project involves many organisations, including WDHS Community
Services, Southern Grampians Glenelg Primary Care Partnership,
Otway Division of General Practice, VicFit, Shire of Southern
Grampians and Southwest Sports Assembly. It was launched in
November 2004 at a regional physical activity forum held in Dunkeld.
The project involves local doctors assessing clients for their level of
physical activity, then referring inactive individuals to a support
person, or ‘Enabler’, based at WDHS. The support person offers the
client information, support and advice on how to plan the best way
for them to become more active.
Active Script provides important non-pharmacological options for
doctors and the community alike. The project so far is experiencing a
high participation rate and noting a high level of increased physical
activity in the participants.
Western District Health Service Annual Report 2005 - community services 27

community services
exercise program and multi-disciplinary education in a group setting.
Participants were monitored and evaluated, discharge plans and
referrals organised, and a support group established.
A Respiratory Support Group planning meeting with L-R: Dr Andrew Bradbeer,
Sue Frost, Marilyn Eastwood and Stan Lane.
Support groups
The Community Services Division recognises the important role
support groups can play in helping people to gain a sense of control
over their lives and become active participants in the management of
their health. The Division has been facilitating a Cancer Support
Group and a Breast Cancer Support Group for some years. A Carers’
Support Group was established in 2003 and a Respiratory Support
Group in September 2004. All groups meet on a monthly basis at the
Frances Hewett Community Centre. Members of the groups find
enjoyment and strength in friendship, encouragement, shared
experiences, information and fun.
Expansion of strength training program
Following the successful introduction of the “Active Penshurst”
program in 2003, an “Active DunGlen” (Dunkeld and Glenthompson)
strength training program was launched in March 2005. There are on
average 25 registered participants in the Penshurst program and 35
registered participants in the Dunkeld/Glenthompson program.
In November 2004 the PDHS strength training instructor presented a
paper on the Penshurst program at the COTA Living Longer Living
Stronger Conference in Melbourne. The program has also been cited
as a best practice case study by DHS.
Community Services traineeships
This year has seen the successful culmination of two traineeships
and the commencement of an additional traineeship, under the
umbrella of both Youth and FHCC community services.
One trainee has completed a Certificate II in Business Administration
and gone on to study Social Work at Latrobe University, Bendigo,
while the other trainee has achieved a Certificate III in Youth Work
and commenced employment at a local youth service, while still
working part time for the Community Services youth program.
Following the success of our initial traineeships, we believe the
opportunities provided to a young person by a traineeship are both
significant to the individual and demonstrate WDHS’ commitment to the
community. Twelve month traineeships have now become an ongoing
undertaking and have seen a favourable broadening of the
Community Services ‘extended family’.
Respiratory pilot program
Following allocation of DHS funding, an eight-week pilot program
commenced in June 2004 to offer an intensive rehabilitation course to
people with chronic lung disease. The course included a supervised
Continence Expo taken to 11 communities
The Commonwealth Department of Health and Ageing provided funding
to enable a mobile Continence Expo to be taken to 11 smaller
communities within the region. The expo featured comprehensive
displays of continence products, with information on where and how
to access products and treatment of incontinence. Both a Continence
Advisor and Men’s Health Worker were present at each expo, as
statistics indicate that males are generally reluctant to seek assistance
with health problems. Ample opportunity was provided for questions
and discussion in a relaxed atmosphere. Additional devices to assist
with ease and safety of daily living were also on display, including
walking frames, pick-up sticks, hip protectors and safety alarms.
The expos were very well attended and felt to be of great benefit to
residents of these outlying townships.
Culturally and Linguistically Diverse (CALD) working group
Following a workshop by Geelong Ethnic Communities Council, a
working group was formed to develop a cultural diversity action plan
for WDHS. In September 2004 the Board adopted a plan and policy
focused on education and development of resources to assist staff to
provide a culturally sensitive service.
A training day in Cross Cultural Care in Nursing, Allied and Community
Health Practice was attended by 32 WDHS staff members, and a
Cultural Diversity Handbook has been developed for staff and located
throughout the health service. Easy access to cultural information and
translations of health information are available via links on the intranet.
Two Rivers Transport
Two Rivers Transport, an initiative by South West Community
Transport that seeks to improve transport in Casterton and Port Fairy,
is now at the end of its second year. Coordinators at the two locations
have introduced some new services; a subsidised taxi card in
Casterton and regular transport to hydrotherapy in Warrnambool from
Port Fairy. Other benefits to the community have been the ability to
access accurate information about transport options and government
subsidy schemes.
Within the state-wide Transport Connections project, Two Rivers is
one of nine funded programs and has been involved in lobbying for
changes to regulatory barriers that restrict access to some services
such as school buses and taxis. The Department of Human Services
has recently appointed KPMG Accountants to evaluate all the projects.
Awards
Community Services has been awarded several prestigious awards
during 2004/05. The Division received the 2005 Shire of Southern
Grampians/Powercor Achievement Award for the Sustainable Farm
Families project, in the category of Business Innovation, and in the
same awards the Southern Expression Youth Festival won the 2005
award for Young Enterprise and Achievement.
The Victorian Healthcare Association awarded Director of Community
Services, Susan Brumby, the 2005 Rural Health Professional Award
for her outstanding contribution to the health of the community, and
Leanne Watt, Acting Youth Worker and 10MMM Project Worker, was
awarded a 2005 Rotary Pride of Workmanship award.
28
Western District Health Service Annual Report 2005 - community services

Digital storytelling at RMIT.
Youth Services
FReeZA
The FReeZA program has achieved some great successes this year,
its seventh year in the Southern Grampians. With a fresh new
committee of 14 young people, aged between 12 and 17, the FReeZA
program has allowed the committee to provide a range of safe, drug
and alcohol free entertainment options for young people.
In August 2004, the FReeZA committee staged a Battle of the Bands, in
conjunction with the Southern Expression Youth Festival, as part of
the statewide ‘Push Start’ competition. The event saw five young local
bands battle it out in front of a large and vocal local crowd, for the
chance to move up to the regional finals of the prestigious competition.
In May 2005, to help celebrate Rural Health Week, the FReeZA program
held an event in Coleraine to allow better access to the program for
young people living outside the Shire’s centre of Hamilton.
Recreational Activities
With the support of the Handbury family, the Youth Services Program
has been able to provide young people with a variety of recreational
activities in the school holidays and also supported the Southern
Expression Youth Festival with staff time.
Run from the YouthBiz Drop In Centre in Hamilton, the Youth Services
Program has utilised the talents and expertise of local people to hold
art and jewellery-making workshops, where young people were able
to put their creativity to work and craft some lasting pieces of work.
Other activities included trips away from the centre to attend the
movies and play ten-pin bowling in Warrnambool. To date, over 50
young people have participated in the various activities, with more
planned for the near future.
10MMM Bytes Back
In December 2004, the 10MMM (multi-media mayhem) Program was
able to expand its boundaries, with a grant from the Lucent Foundation
through the Foundation for Young Australians. The grant allowed
10MMM to hold a number of Digital Storytelling, Web Page Design, and
Computer Game Development workshops, utilising teachers from
Lab.3000 in Melbourne and the local RMIT Hamilton computer laboratory.
Young people have learnt skills in digital design and editing, animation,
Young people enjoyed the artworks on display during the Southern Expression
Youth Festival.
and design elements of web pages. They have produced their own
digital stories, computer games, and web pages, using their own
creative talents in art, writing, design and IT, to tell their stories
through these different streams of multi-media.
To date, five of the three-day workshops have been held, with over
70 young people in attendance. Feedback from the young participants
has been overwhelmingly positive.
The 10MMM- Bytes Back program is supported by partners Western
District Health Service (lead agency), RMIT Hamilton, Southern
Grampians Adult Education, and the Foundation for Young
Australians.
Southern Expression Youth Festival
The Southern Expression Youth Festival was the inspiration of a
small group of young people from schools and towns across
Southern Grampians Shire, who attended the Our Playce Youth
Summit in August 2004. At the Youth Summit they examined their
community and devised a project that would showcase the many and
varied talents of young people from rural and regional Victoria.
Following the Youth Summit in August, the group formed a committee
and planned the Southern Expression Youth Festival. The unique
project was developed and run entirely by young people, with the
committee responsible for planning the event and seeking support for
the festival. Sponsorship was received from National Youth Week,
Southern Grampians Shire, and FReeZA and supported by YouthBiz.
The festival was held during National Youth Week in April 2005, and
consisted of two segments; a talent festival at the Hamilton
Performing Arts Centre and a Battle of the Bands FReeZA at The
Attic Nightclub. Young people danced the night away at The Attic,
enjoying the talented local bands.
The festival received great support, with approximately 80 pieces of
work displayed at the Hamilton Performing Arts Centre, in categories
that includied art, photography, sculpture, fashion, cake decorating,
literature, drama, singing and stand up comedy. The festival provided
a great opportunity for members of the public of all ages to
experience local youth art and talent, with great attendances on the
day.
Western District Health Service Annual Report 2005 - community services 29

primary care partnership
PCP MEMBER AGENCIES
‘Step Up & See The Line –
Don’t Trip, Stay Safe’ was
launched in Heywood in
June.
ASPIRE – a Pathway to Mental
Health
Balmoral Bush Nursing Centre
Brophy Family and Youth
Services
Casterton Memorial Hospital
Coleraine District Health
Services
Community Connections
(Vic) Ltd
Dartmoor and District Bush
Nursing Centre
Glenelg Shire Council
Hamilton Community House
Heywood Rural Health
Kyeema Centre
Mulleraterong Centre
Old Courthouse Community
Centre
Otway Division of General
Practice
Portland District Health
Portland Neighbourhood
House
Southern Grampians Shire
Council
Western District Health Service
(lead agency)
The Southern Grampians & Glenelg Primary Care
Partnership (PCP) goal is to work together to improve the
health and wellbeing of the communities in the Southern
Grampians and Glenelg Shires. The PCP’s primary role is to
increase the capacity of primary care providers; develop and
enhance partnerships and assist with integrated planning.
The PCP has two key priorities:
• to enhance the integration of health promotion
activities
• to enhance the coordination of service within and
between agencies
Partnerships
The PCP has developed an Integrated Catchment Plan, setting agreed
priorities for two years. This includes input from a range of nonhealth
partners, including arts, education, sports and business. The
Plan has been show-cased statewide by the Department of Human
Services as an outstanding example of the process of integrated
planning.
An evaluation of the PCP was recently conducted to identify areas
for improvement. This revealed that members regarded the level of
partnership achieved by the PCP as being high, ranking the overall
value at 8 out of 10.
Integrated Health Promotion
The following activities are being collaboratively funded and
implemented under the PCP’s Integrated Catchment Plan:
Physical Activity
Active Script – GPs refer patients to a physical activity ‘enabler’ to
assist them to increase their levels of physical activity;
Falls Prevention – to prevent the incidence and severity of falls in
elderly people. Includes training of instructors to provide strength
and balance programs in small communities throughout the PCP.
Mental wellbeing
Reading Discovery – to increase parental reading to children under 5
years of age. Initial implementation with 40 families.
Youth strategy
3 key initiatives have been completed:
Release of the Youth Issues Report documenting the findings of PCP
consultations with local youth;
Somebody’s Daughter Theatre project, directly involving 600 young
people and agencies;
Formation of the Southern Grampians Youth Network.
Family Violence – facilitation of networks to enhance responses to
family violence.
Capacity Building
Three Forums have been held to enhance the skills, knowledge and
networks of agency staff.
Service Coordination
The PCP’s Service Coordination strategy aims to implement consistent
approaches to the gathering of information and referral of consumers
between service providers.
The PCP has continued to work with the South West PCP and South
West Alliance of Rural Health to i) implement tools with 100% of
mandated primary care agencies and ii) increase the involvement of
non-mandated agencies.
Electronic referral has gained momentum across services within
Glenelg Shire and Southern Grampians.
Leadership roles
The PCP has been given a range of leadership roles beyond the PCP
catchment, including:
Regional Network Advisory Group – coordination of Rural Health
Week activities, and ongoing activities to address rural staffretention
Regional Leadership project – a community Counsellor’s Network for
peer support, training and networking
Counselling Brokerage Pilot – to support access to short-term
specialist counselling services
Active Script Hamilton – VICFIT’s rural pilot to evaluate ‘enabler’
models
SW Indigenous Family Violence Project – to enhance services for
Indigenous families
Further information on the Primary Care Partnership can be
obtained from the following contact points:
Telephone: (03) 5551 8471
Email: sgg.pcp@wdhs.net
Website: www.sggpcp.com
30
Western District Health Service Annual Report 2005 - primary care partnership

support services
Managing our resources ....
The diverse range of skills and expertise within the
Corporate Services Division gives an indication of the
complexity of an organisation as large as WDHS
The Division provides services that ensure the organisation
functions as an effective and efficient business, as well as
services directly related to patient care. Many departments
also offer their services to neighbouring health facilities or
contract out to external organisations. The Division employs
140 people (103.3 EF ) in the areas of Information Management,
Human Resource Management and Hotel Services. The
Division’s annual budget is now in excess of $8million.
The Division is involved in management decisions for
important areas of WDHS, in particular the interpretation of
Government policy, implementation of changes required to
comply with statutory obligations and best practice
standards, and the management of resources used in the
delivery of clinical services. The Division strives for
improvement through innovation in the provision of support
services by pursuing standards and targets documented in
business and strategic plans.
Objectives
• Provide support for clinical services development, review and
restructure
• Implement infrastructure and technology strategy
• Take a leadership role in alliances and peer groups to promote
innovative practice within the sub-region
• Implement, monitor and review risk management strategies
• Ensure effective governance and management of resources
• Maintain timely, accurate, efficient and effective reporting on
finance and service activity
• Ensure effective and contemporary workforce management
strategies to maximise organisational effectiveness
Achievements
• Merger with Coleraine District Health Services approved by
Governor in Council effective from 1 st July 2005
• Construction of Chapel/Linkway project completed
• Dunkeld Independent Living Unit project completed and occupied
• Installation of new IP Telephony system completed
• Appointment of consultants for CDHS Redevelopment
• HR Performance indicators/new appraisal system implemented
• Innovative Sub-regional HR Pilot Program commenced in May 2005
• Completion of Stage 2 Greater Health co-location project
• Lift upgrade completed, funding stage 1 HVAC upgrade approved
The future
• Complete Stage 1 HVAC System Upgrade at HBH
• Implement new DHS Standard Chart of Accounts on 1 st July 2005
• Complete planning documentation for CDHS Redevelopment
• Redesign intranet site/establish secure shared electronic storage
• Replace Nursecall system in the acute section of HBH
• Implement Linen Service water recycling initiative
Blessing of the Hospital Chapel by Ministers of Religion at the official opening.
Corporate Services support
Providing effective support services involves working across
divisions with Divisional Directors, Departmental Managers and
clinicians to achieve organisational goals, explore opportunities to
further develop existing services and to increase the range of
services required to serve the current and future needs of our
community. A major responsibility of the division is the development of
strategic alliances and participation in industry workgroups.
In the current year Corporate Services departments have been
heavily involved in the provision of support services to CDHS in
readiness for the merger. WDHS now provides support services to
Coleraine that include management of maintenance services, financial
services, human resources, information systems and hotel services
support. In addition to the integration of systems and processes, the
amalgamation process has involved the establishment of a
centralised purchasing system, the extension of the switchboard
cover for Coleraine by transfer of calls to the HBH switchboard and
the successful negotiation with DHS for continuation of funding to
Coleraine under the Small Rural Health Services program.
A major achievement has been the successful negotiation with DHS
to identify the redevelopment of CDHS as a funding priority. The
current state of Coleraine facilities was considered to be a major risk
to WDHS in the lead up to the amalgamation. In May 2005, DHS
advertised for consultants to take the project from Masterplan to end
of construction stage. Formal appointment of consultants for the
$12million project will occur in July. It is expected that project
documentation will be completed prior to March 2006 for government
to consider funding in the context of state prioirities.
In addition to CDHS developments. the division has been involved in
the delivery of substantial works and equipment projects, including
the Chapel/Linkway project, replacement of PABX, replacement of lift,
upgrade of consulting rooms, completion of Stage 2 Greater Health
project and establishment of the Private Sleep Clinic.
The commitment to strategic support and change management has
continued, with major activities undertaken during the year including
participation in the Victorian Healthcare Association (VHA) Health
Service Capital Expenditure and Management Review, implementation
of the SWARH Internal Audit Program, assisting VHA with the
compilation of the 2004 VHA Annual Financial Results Report and
receipt of State Government funding of $1.9million for a virtual
services project. This project, the first of its kind in Australia, will
Western District Health Service Annual Report 2005 - support services 31

support services
introduction of a number of changes to occur from 1 st July 2005. In
addition to the amalgamation of systems as a consequence of the
merger with Coleraine, and the change in reporting requirements
associated with the adoption of International Financial Reporting
Standards, WDHS has elected to comply with the new DHS Standard
Chart of Accounts from 1 st July 2005. Although there is some risk
associated with the ambitious timetable adopted, WDHS will be fully
compliant 12 months prior to the mandated deadline of June 2006.
Installation of equipment during the upgrade of HVAC stage 1 at HBH.
see virtual health services provided by WDHS and other SWARH
agencies to remote communities, using broadband networks.
Information management
Information management includes the Business Support &
Development Unit, Finance Department and Health Information.
Information management departments have continued to progress
strategic initiatives as a member of the South West Alliance of Rural
Health (SWARH). The success of this approach to the integrated
development of information technology was endorsed in a recent
review of Rural Health ICT Alliances undertaken by the DHS Office of
Health Information Systems.
The Trakhealth clinical system project has continued as a priority for
WDHS, with the integration of results on-line, clinical notes and
discharge summaries ready for rollout across all acute areas early in
2005/06. This project has involved considerable work in analysing
workflows, training staff and development of hardware strategies to
enable the new systems to be introduced into the clinical work
environments. Major activities undertaken during the year included:
• Participation in the National Medication Chart Trial introducing new
tablet computers to enable direct input into the pharmacy system
from ward areas.
• Evaluation of clinical notes, pathology orders and results, and
discharge summaries within the Emergency Department
• Development of a hardware strategy to ensure access to
devices for the rollout of systems across all acute areas
The most significant project undertaken during the year was the
replacement of the traditional PABX telephony system with the new
VOIP technology, which was completed in October. This project was
extremely complicated and involved not only the introduction of new
technology, requiring in excess of 600 staff to be trained, but also
change to the hospital phone number range, revision of all
emergency procedures and contingency plans, the update of all
contact listings and corporate stationery and the communication of
the changes to all stakeholders internally and externally. The plan
developed by WDHS to implement the project is now being utilised by
other large Health Services as they work towards implementing IP
telephony.
The Finance Department has been involved in planning for the
Future priorities for Information Management clearly revolve around the
management of change required with the rollout of the new clinical
systems and ensuring that the system is reliable, accurate, accessible
and complete, and compliance with Privacy Principles is maintained.
The continued statewide developments under the Healthsmart strategy
will increasingly involve the standardisation of systems and the
integration of local systems and processes with the statewide
strategy will provide challenges for both WDHS and SWARH.
Facilities management
Facilities Management, which incorporates the Supply and
Maintenance areas, requires the ongoing maintenance of physical
facilities to ensure they are reliable, safe and comply with relevant
standards. The significant investment in infrastructure requires a long
term planning approach, which includes major redevelopment and
refurbishment and the maintenance of essential plant at all campuses.
The Supply and Maintenance Department also has responsibility for all
contract management and the procurement of supplies for the health
service, in accordance with constantly changing product standards
and government procurement policies.
During the year a fire safety re-audit was undertaken by Lake Young
& Associates for WDHS and Coleraine, which identified works to the
value of $134,000 to be completed in 2005/06. With the completion of
the lift and PABX replacement during the year at a total cost of
$260,000, the risk associated with sub-standard infrastructure at the
Hamilton Base Hospital campus that had been of concern has now
been significantly reduced. Funding of $180,000 has been received
from DHS for the first stage of the heating, ventilation and cooling
(HVAC) systems upgrade, which will be completed by October 2005.
In August 2004 the Board of Directors adopted a $1.6million Capital
Works Program for the year. Major components of the program
included the Chapel/Linkway project, completion of Dunkeld ILU project,
PABX replacement, upgrade of consulting suites and other equipment
and works totalling $605,000. In addition to these works and equipment
purchases, funding was received during the year to provide for the
upgrade of the lift. All projects outlined in the capital works program
were completed during the year.
In addition to the works funded under the capital works program, the
opportunity arose for the completion of Stage 2 of the Greater Health
co-location project, which involved the conversion of the old RMO
quarters to provide office accommodation for the Greater Green
Triangle University Department of Rural Health.This project was
undertaken by WDHS Maintenance staff and provides high quality
accommodation for the Greater Health Hamilton Office in a building that
was under-utilised. The establishment of a new Private Sleep Clinic in
partnership with Regional Sleep Medicine was also made possible by
refurbishment works undertaken by WDHS Maintenance staff.
In the coming year the priorities will include completion of the HVAC
32
Western District Health Service Annual Report 2005 - support services

project for the acute areas of Hamilton Base Hospital, documentation
and planning of the Coleraine District Health Services Redevelopment,
replacement of the Nursecall system, ongoing assessment of
compliance with essential services legislation and building standards,
completion of the Fire Safety Works identified in the re-audit process
and the completion of a valuation of land and buildings at all sites of the
new Western District Health Service entity, as required by annual
reporting standards.
Human Resources management
This sector incorporates Human Resources, Payroll, Education and
Library services, areas that are crucial to ensure ongoing quality
service provision. The recruitment and retention of specialist staff
continues to be an issue, particularly in the specialist nursing and
medical areas. The continued development of strategies for training of
staff and review of staffing structures to enhance succession
planning has continued.
In response to increased demand from regional health services for
specialist human resources support, WDHS approached DHS to fund a
pilot program to increase specialist HR resources available for funded
agencies in the Glenelg/Southern Grampians region. This innovative
three-year program will establish a model for delivery of specialist
support services in rural and regional areas by increasing system
capability in a sustainable way, rather than by the traditional approach
of appointing a project officer.
An organisational effectiveness survey was undertaken during the
year by Quantum Management International, providing valuable
feedback from staff. This was the third survey undertaken by
Quantum, following on from surveys in 1999 and 2002. Of the 29 Key
Performance Indicators reported on, WDHS achieved world’s best
practice in five of these indicators.
The commitment to occupational health and safety and the provision of
a safe work environment has continued, with ongoing staff training, an
active workplace assessment program, continuing review of policies
and procedures and monitoring of new and emerging risks. Manual
handling continues to be a major focus, as does compliance with new
regulations associated with working at heights. The commitment to
provide an annual allocation of $80,000 in the Capital Budget process
for equipment and works to minimise Occupational Health & Safety
risks, continued in the current year. In excess of $300,000 has now
been invested under this program since 2002/03.
Enhancement of the Payglobal payroll and human resource
management system has continued. The on-line employee self-serve
system is available to all staff and the incorporation of training records
and staff appraisals into the electronic system has greatly enhanced
monitoring of KPI’s in this area. WDHS continues to be the only public
health service in Victoria to have a fully-integrated system
incorporating all components, and as such continues as a reference
site for other agencies in health and other industries.
A future priority will be the implementation of the regional human
resource pilot program. There will be a continued focus on staff
recruitment , retention and succession planning, particularly in the
specialist nursing areas, increased focus on return to work programs
following illness and injury, monitoring of statewide developments in
Hotel Services Coordinator Norm Saligari (L) with members of the successful
cleaning audit team.
resource management systems and the monitoring of potential
changes in the industrial relations system.
Hotel Services
The Hotel Services Department was formed in 1998, incorporating
Food Services, Linen Services, Environmental Services, Security,
Gardens & Grounds. Since its inception it has melded into a leading
non-clinical service within WDHS.
Hotel services are subjected to rigorous on-going assessment for
quality and performance against established benchmarks.
Achievements in the current year include the following :
• Achieved a 98.1% result in external cleaning audit – the best
result for the state in the category of 100 beds or more
• Achieved 100% in external food safety audit
• Successful Food Safety Audit – Shire Environmental Health
Officer
• Patient food satisfaction rating maintained above 95%
In addition to consistently high performance under all quality
indicators , WDHS has continued to exceed the targets required as a
“waste wise” organisation. The performance of Hotel Services in the
area of waste management was recognised in the DHS Environment
Program, with the publication of the WDHS Eco-recycle Program as a
best practice example on the DHS website. Hotel Services
Management has been proactive in identifying opportunities to
improve performance in waste management and recycling, with plans
to establish the feasibility of recycling water within the linen service.
The initiative, to be implemented in the next year, has the potential to
reduce water usage within the Linen Service by 15%.
The ongoing efficiency and effectiveness of the Hotel Services
Department has been enhanced by the provision of services under
contract to outside organisations. The provision of high quality linen
services throughout the region, and meals on wheels to the Shire of
Southern Grampians, are the most significant areas of service. In the
2004/05 year, these two services generated income in excess of
$1.2million for the health service.
Western District Health Service Annual Report 2005 - support services 33

our community
Communicating with our stakeholders ....
The Community Liaison Department forms a link between
the health service and our community.
The Department is responsible for promoting the excellent
image of the service; compilation of annual reports,
brochures and newsletters; management of the service’s
fundraising strategy; communication with our community via
all forms of media and coordination of the many valuable
volunteers who work throughout programs right across the
service.
Our goal is to keep our community fully informed about
WDHS programs and services and to increase community
involvement with the service.
Achievements
• Chapel/linkways appeal completed and fully funded
• Total fundraising for 2004/05 $749,000
• Gold Award from ARA for 2004 annual report
• Top of the Town Ball raises $200,000, wins 4 awards
The future
• Launch Penshurst Nursing Home redevelopment appeal
• Continue fundraising strategies
• Continue promotion of health service
• Continue regional forums
Fundraising strategy
WDHS’ fundraising is conducted in accordance with the Fundraising
Appeals Act 1994, and the Fundraising Institute of Australia Ethical
Codes of Fundraising. The total fundraising strategy of the health
service is guided by the Development Council, a twelve-member
committee with Board of Directors representation.
The Community Liaison Department convenes the Development
Council and manages the overall fundraising strategy. We organise
fundraising events and functions throughout the year, and make
applications to Trusts and Foundations for support. This year has
been a record year for fundraising, raising a total of $749,000.
Stand-out events were the Top of the Town Charity Ball (raising over
$200,000), Hospital Sunday (62 volunteers donated more than 130
hours and raised $15,139), Race Day (WDHS and the Aged Care
Trust raised over $6,000 from the day) and several bequests, among
them a bequest of $161,000 from the Lena Merlin Estate. Over
$100,000 was received from Trusts. We thank all of those who
contributed, whether financially or in kind, in the past year.
Auxiliaries and community groups
WDHS has seven groups that work hard on our behalf to raise funds
for equipment and facilities. Without them we would be unable to
provide the excellent level of service our community has come to
expect. The Hamilton Base Hospital, North Hamilton, Tarrington and
Penshurst Hospital auxiliaries, the Hospital Opportunity Shop, The
Hamilton & District Aged Care Trust and the United Staff Association
have once again contributed significantly to the health service by
donating a total of over $38,000 to purchase vital equipment for our
facilities. The Hamilton & District Aged Care Trust completed their
The Top Of The Town marquee decorated and ready for the guests to arrive.
$30,000 funding of the Rehabilitation Unit during the past year.
Among other community groups to make significant contributions were
The Lions Club, Hamilton Police and the Hamilton Quilters, while our
two Murray to Moyne cycle teams also had a great year, raising over
$14,000 to purchase equipment for Hamilton and Penshurst hospitals.
Many individuals also give generously every year. This year major
contributors were the Myers family, whose significant donations
enabled the completion of the 5th and 6th Dunkeld ILUs; Geoff and
Helen Handbury, who gave $35,000 to YouthBiz; Joe Collery, who
donated both to the Telemetry upgrade and then gave a further
$25,000 to enable us to purchase a Cystoscope for Theatre; the
Hyslops, who donated a much-needed Resuscitaire for the nursery
and Don and Lois Collins, who held an open garden day that raised
over $7,000 for Breast Cancer Support and the Chapel.
Many other groups, individuals and businesses supported our various
fundraising appeals this year, both financially and in kind, and WDHS is
extremely appreciative of the contribution made by these generous
people. A full list of donors is shown on page 36.
Top of the Town Charity Ball
The Ball, which was held on October the 9 th 2004, is an event that will
live long in the memories of all who attended. The Ball was a black-tie,
gala event, hosting 522 guests, in a giant, beautifully-decorated
marquee overlooking Hamilton. The guests enjoyed a fabulous evening,
with two bands, an exquisite four-course meal, fine wines, dancing
and a fireworks display to signal the end of the evening.
The ball was the brainchild of Hamilton woman Judy Sommerville, to
raise funds to purchase a much-needed ventilator for the Hamilton
Base Hospital Intensive Care Unit. Judy assembled a diverse committee
of 13, who undertook the massive task of organising the event. The
task required many volunteers and many donors of time, goods, funds
and equipment. Local businesses rallied behind the committee and
almost everything needed for the ball was donated, an amazing effort.
The final fundraising total of over $200,000 was beyond everyone’s
expectations, and purchased not only two ventilators for the ICU, but
also two anaesthetic monitors and a cardiac monitor, an amazing effort
for a township of only 9,700 people. WDHS thanks the committee and
all those who donated time, goods, funds and items for the auction.
The highly successful Ball has taken out four awards; the Fundraising
Institute of Australia (FIA) Victorian award, Australia Day Community
Event Award, the FIA National Award and the Southern Grampians/
Powercor Business Achievement Award for special events.
34
Western District Health Service Annual Report 2005 - our community

new, more spacious premises at 33 Brown Street, opening from
10.00am to 4.00pm Monday to Friday. The shop has raised the
astounding sum of over $230,000 for the hospital over the past 67
years. Over 320 hours were contributed by Op Shop volunteers in
2004/05, raising $8,500 to purchase a birthing model for Midwifery.
Don and Lois Collins (L) with Breast Care Case Manager Sue Watt (R), members
of the Breast Cancer Support Group and the chairs they donated to the Chapel.
Completion of the Chapel appeal
The long-awaited Chapel at Hamilton Base Hospital was officially
opened on the 4 th of March 2005. No government funding was
available for the development of the Chapel, and the linkways required
to ensure its security, so $296,360 was raised locally and from Trusts.
Local Church and community groups contributed around $82,000;
Charitable Trusts and Foundations provided $50,000, and WDHS staff
contributed over $12,000 towards the stained glass window, an
outstanding feature of the Chapel. The balance of the funds came from
individual donations and bequests.
Aged Care Trust Li Cunxin function
Jenny Gubbins, President of the Hamilton and District Aged Care Trust,
persuaded renowned author and speaker Li Cunxin to come to
Hamilton on June 24 th this year. Li is the author of the best seller “Mao’s
Last Dancer”, and a very popular speaker, who doesn’t venture out of
the major cities very often.
WDHS congratulates the Trust on the very successful evening. 420
people attended the Performing Arts Centre to hear Li’s story and enjoy
the catering provided by Trust members. 128 signed books were also
sold on the night, and the Trust raised a fantastic $18,000, which will
go towards local aged care facilities.
Hamilton Relay for Life
Each year Hamilton hosts a Relay for Life event, held under the
auspices of the Cancer Council Victoria, and organised by a local
committee. This year five of the eight-person committee were WDHS
staff, including the Chair. The event, held at the end of February, was
again very successful and raised $80,000 for cancer research.
Palliative Care Service
15 volunteers participate in the Palliative Care Volunteer Service. Five
of the 15 volunteers provided a total of 186 visiting hours this year,
caring for five clients and their carers. Volunteers provide clients and
their families with moral support, companionship, respite and general
assistance.
Aged Care Services
Volunteers provide support to our aged care residents by visiting,
assisting with shopping, providing escorts to appointments and
helping them with recreational activities such as cooking, music, card
playing and organised outings. Volunteers also help to improve the
quality of life of our residents by providing manicures and hairdos
and assisting the Diversional Therapists with their aromatherapy
programs. 24 volunteers provided a total of 726 hours at The Grange;
10 WDHS volunteers and five external work experience volunteers
provided a total of 415 hours at The Birches;11 volunteers gave
approximately 12-15 hours per week of volunteer hours to Penshurst
residents and ADASS clients, assisting with driving, client outings,
activities and gardening.
Community Transport
The Hamilton Community Transport Service has 30 registered
volunteer drivers and escorts, with 24 of the 30 registered
volunteers assisting the Health Service this year. During 2004/05 the
volunteers donated 1201.5 hours, provided 1621 trips and covered a
total of 46,342 kms. The volunteers drive and escort eligible clients to
medical and social appointments locally, and to regional centres,
including Ballarat, Warrnambool, Geelong and Melbourne.
Appreciation
The Community Liaison Department would like to extend sincere
gratitude to WDHS’ four auxiliaries, the Op Shop, Aged Care Trust,
United Staff Association, our Murray to Moyne teams, community
groups, businesses, Trusts and Foundations, WDHS staff, volunteers
and many local individual donors for their outstanding support and
assistance during 2004/05. We look forward to working with you all
again in 2005/06.
Volunteer program
WDHS has a comprehensive volunteer program and is fortunate to
receive support from 165 registered, unpaid volunteers, who
undertake tasks that greatly benefit our patients, residents and clients
right across the health service. We are extremely grateful for the
invaluable work that is undertaken by all our volunteers.
Comforts Trolley volunteers
15 volunteers provide the comforts trolley service to inpatients on the
ward, selling confectionary, toiletries and reading material. Over 300
hours were contributed by these volunteers in 2004/05.
Opportunity Shop
Approximately 16 volunteers assist in the running of the Hamilton Base
Hospital Opportunity Shop. The Op Shop has recently relocated to
The Aged Care Trust Committee with Li Cunxin (front centre), following his
inspirational talk at the Hamilton Performing Arts Centre.
Western District Health Service Annual Report 2005 - our community 35

our donors
Donors
A G Airwork
Adamson CR
Alexandra
House
Allsop M
Anderson N
Andrews J
Annett B & P
ANZ Trustees
Armstrong C
Armstrong M
Armstrong R
Ascoli M
Auden T
Austin DJ
Austin DM
Axis Accounting
Partners
Aydon G
Aydon J
Barber EM
Barnes JMH
Barwidgee Angus
Basham B
Baudinette E&C
Baulch L
Baulch D & M
Baulch P & S
Beament N & J
Best W
Bilston M
Blood Toyota
Boyd A & K
Boyd AJ & IK
Boyd S
Brayley M
Brewis JA
Brian M
Brinkmann T&A
Brinkmann M&N
Bromell J
Bromell N
Bromell H & A
Brooks T & C
Brown P
Brown R & M
Brown GL & DJ
Brownlee M
Brownrigg J
Buckle M
Burchell J
Burford H
Burne A
Burslem R
Bywater R & P
Caledonian
Hotel
Cameron EW
Cameron S
Campbell M
Campbell M
Campbell M
Caramut P.O
Carter T & B
Catholic Women’s
League
Chadderton M
Chamberlain B
Christie L
Clark L & B
Clark J
Clarke A & T
Cleary J
Clennett S
Clipsal
Coates G & P
Collery J
Collier Charitable
Fund
Collins D & L
Comforts Trolley
Volunteers
Cook KE
Cook R
Coote D
Coote K
Coutts J & T
Covey M
Crawford J & R
Crosbie D
Cross D
Cross G
Crozier D & J
Cullinane K & L
Curry E
Davies P
DCF Pty Ltd
De Pasquale C
Dean J & L
DeKievit C & J
Delahunty H
Delany P & A
Department of
Primary Industries
Dimaggio J
Diprose J & H
Dishon J
Dix E
DKK PL
Dorman C
Douglas M
Doyle K & M
D.S Taylor Motors
Dunbar J & Family
Dunkeld
Consolidated
School
Dunkeld Bowling
Club
Dunkeld 150th
Committee
Dunkeld Uniting
Church Ladies
Guild
Dwyer C
Dunn J & C
Earl J
Earth Tech
Engineering PL
Eats R & R
Eckert R & A
Eckert C & E
Eckert A
Elders VPC
Elizabeth Hooper
Furnishings
Elliot M & N
Ellis RI & BJ
Eltis J
Emerson KM
Equity Trustees
Eulo Pastoral Co
Evans T & J
Ewing DR & GJ
Fenton C
Finch G & J
Fisher J
Fisher’s IGA
Fleetwood E
Fletcher J & B
Fletcher O & V
Forbes N
Forster F & P
Forsyth PM & JE
Fort C & K
Foster A
Foundation for
Rural & Regional
Renewal
Francis P & A
Fraser M Estate of
Frayne D & J
Fred P Archer
Charitable Trust
Frogley R
Frost E
Frost S
Fry VJ
Fyfe DJ & HA
Gardner CM
Gartner E & H
Gash B
Gash J
Gebert GR
George G
Gibbs D
Giles P
Gippsland
Campdrafting
Assoc
Gledhill AI & RE
Gould J
Graham J & R
GrainCorp
Operations Ltd
Grambeau G
Grampians Golf Club
Grand Central Hotel
Grangeburn CWA
Grangeburn Holden
Grant M
Gray M
Greaves of Hamilton
Greenaway B
Greenaway P & J
Grey AM
Griffin D
Grigg K
Gumley J & F
Hamilton &
Alexandra
College
Hamilton Base Bikers
Murray to Moyne
Team 2005
Hamilton Farm
Supplies
Hamilton Imperial
Football & Netball
Club
HBH Ladies
Auxiliary
Hamilton & District
Aged Care Trust
Hamilton Insurance
Services
Hamilton Medical
Group (Rural
Physicians)
Hamilton Police
Hamilton Quilters
Handbury G & H
Hanson JD & R
Hardy S
Hardy C
Hartwich M & L
Harvey B
Harvie RJ
Hatherell L & U
Hausler C
Hawker D
Hayes JR & EM
Heard I
Heazlewood P
Hedley D
Helen Macpherson
Smith Trust
Henderson R
Henderson RE &
HM
Herrmann L & M
Hicks S
Hill D & C
Hindson J
Hiscock GE & AM
Hocking LV & EM
Hoffmann DJ & HF
Holmes E
Holmes M
Hotondo Homes
Howcroft E
Howlett J
Howman J & L
Howman C
Huf AM
Huf O
Hunt’s Auto Spares
Hurley BF & KI
Hutchins D & S
Hutchinson R
Hutton JF
Hyslop B & J
Hyslop P & A
Hyslop NM & JE
Irvine M
Jack Brockhoff
Foundation
Jackson A
Jaeschke D & R
Jarvis R
Jenkin D & A
Jenkins G
Jigsaw Farms
John M Ellis &
Co Pty Ltd
John Russell
Macpherson Fund
Jones V
Jones R
Joosen B
Joosen W
Kearney J & J
Kearney TM & CM
Keatley Livestock
Kelly’s Merchandise
Kelsall J
Kelsh J
Kelso JM
Kennett J & W
Kent M & S
Kerr & Co
Kildey A
King D & G
Kinghorn S
Kinnealy WJ & JM
Koch D
Koenig R & R
Lambourn J
Lanyon’s Real
Estate
Lawther P
Leeming P
Leistra O
Lewis PW & PL
Lewis EV & J
Leyonhjelm G
Linke C & M
Linke G & A
Linke L & D
Linke L
Linke M
Linke N
Linke R
Lions Club of
Glenthompson /
Dunkeld
Lions Club of
Hamilton
Llewelyn A
Louisa Henty
Estate
Louis Lesser Estate
Lucas P
Lynne Quayle
Charitable Trust
Fund
Lyons A
Lyons A
Lyons B & D
Machonochie E & C
Macgillvray M
Macgugan A & I
MacLean ED & M
MacLean M
MacLean N & M
Mallinson B & J
Malseed R
Mason LW &AM
Matthews EA
Mayfield E & D
Max Todd Motors
McAllister C
McArthur G & C
McCleod I
McClure ED & PE
McCorkell L & M
McCormack L
McCulloch D & W
McDonald DD
McDonald’s Family
Restaurant
McFarlane G
McFarlane I
McGennisken C
McGregor G
McIlwraith M
McInnes K Estate
of
McIntosh B
McIntosh J
McIntyre J & V
McLarty E & M
McKinnon M
McNamara P
McNamara DMMF
McVicker O
Mellington E & A
Menzel P
Merlin G Estate of
Merlin L Estate of
Metcalfe O
Mibus J & M
Middleton E
Middleton N
Miles A & W
Millard G
Millard L & E
Miller Whan & John
PL
Milne L
Mirtschin G
Mooney W
Moore L
Morrissey GM
Morton H
Munro T & V & W
Murray B
Myers A
Mylius M
Neeson T & J
Nevett MA
Nicholas N & S
North Gums
Partnership
North Hamilton
Ladies Auxiliary
Northcott L
Northey B & B
Noske T
O’Beirne P
O’Brien LD
O’Brien WE
Onderwater C &
AM
Overall L & J
Page Livestock
Page R & J
Paine ND & BC
Parklands Golf
Club
Patpaul PL
Paull K & M
Peck B
Peck R
Pedrina O
Pelchen J
Penshurst Apex Club
Penshurst Bowling
Club
Penshurst Fire
Brigade
Penshurst Hospital
Ladies Auxiliary
Penshurst Lions
Club
Pepper R & B
Pepper TW & BJ
Phillips I
Picken J
Pickett L
Pierce Armstrong
Foundation
Pietsch G & Y
Pinkerton Palm
Hamlyn & Steen PL
Pizzey HS
Pollard J
Pollockdale PL
Porter I
Porter J
Possum Gully
Shearing
Potatau-Wright D
Powlton I
Pratt N
Prust SJ
Pye L
Ramsay S
Ravida A
Raymond G
RBF Allen & Assoc
Reed RL
Rees J & M
Rees D
Rentsch D
Rentsch M
Rentsch M & V
Rentsch A
RG Engineering
Solutions
Rhook N
Rich V
Richardson & Dennis
Ridsdale JC & JE
Ridsdale M
RIST Centre
Roach A
Roads J & C
Roake J Estate of
Roberts Farm
Supplies
Roberts SE
Robertson M & S
Robertson DA &
MF
Roberts-Rundell K
Robinson G
Rogers J & E
Rogers DC & MJ
Rogerson A & C
Ronald G
Rouse Rare Rumps
Murray to Moyne
Team 2005
Ross M
Rowe B & J
Royans Melbourne
Pty Ltd
Runciman P
Russell J & J
Ryan D
Saligari N & H
Saligari PT
Sanders F
Sandow C
Scholfield C
Scott B & P
Selwyn Henry
Langston Estate
Seventh Day
Adventist Church
Sharrock J
Sharrock K
Shaw B
Shea L
Shiells P & J
Silcock R
Simpson S
Sinclair & Wilson
Sisters of the Good
Samaritan
Skedd J
Slattery K
Slattery M
Slorach L
Smith D
Smith E
Smith G & D
Smith J
Smith K
Smith R
Smooker N
Sobey P
Sth Kolor Partnership
Southern Australian
Livestock Pty Ltd
Southern Financial
Group
Spikin Engineering
Pty Ltd
St Albans Textile Co
Stanley S
Stanley Health
Fund
Staude R
Staude EM
Steele P & M
Steele RD & JA
Steer R & B
Steff M & A
Stephens WL
Stevens L.J
Stewart M
Stewart M
Stocken S
Stonehaven Pastoral
Sullivan JM
Sutherland H & M
Sutton R & M
Tabor Ladies
Guild
Tarrington Hospital
Auxiliary
Tarrington Lutheran
Women’s Guild
Taylor J & A
Taylor L
Telstra Staff
Mobility Team
Templeton C
Templeton JR & BL
Tepper K & A
Terringa Partnership
The Australian
Lung Foundation
The William Angliss
(Victoria)
Charitable Fund
Thomas B
Thomas C
Thomson J & C
Thomson S
Thomson SR
Thornton Engineering
TLC for Kids
Tonissen G
Tonissen A & B
Tonkin George PL
Tonkin J
Townsend GW &
GM
Treloar L
Tromph HV & JB
Trust Company
Of Australia Ltd
Tully RJ & RF
Turner J & W
Turrell JA
Uebergang B
Uebergang IT &
EM
Underwood G
Uniting Church
Unity College
Waight F & I
Walkley D
Waller H Estate of
Walter R
Walter R & R
Warburton BJ & SK
Ward HA
Ward M Estate of
Wark F
Warne J
Warrayure Lutheran
Women’s Guild
Warton B & M
Watt J & H
Weeran Angus
West M
Westerm Hotel
Willder S
Wilkinson H
Williams G & D
Williamson G
Estate
Willsher D & R
Winnell H
Winter K & M
Young M
Young DM
Zanghi A
Zanghi L
Zwar J
Donors in Kind
Accurate Clothing
Alexandra House
Atkins Autoworks
Auden T
Australian Open
Australia Post
Buckle Menswear
Bull Rush Clothing
Co
Byaduk CWA
Caledonian Hotel
Clark B
Collingwood Football
Club
Cosa Bella Lingerie
CFA
Darriwill Farm
Dela-Vee
Donaldson L
Dunkeld Red Cross
Edlich C
Elders
Essendon F.C
Finch V
Finnegan E
Fisher’s IGA
Geelong F.C.
George Taylor’s
Stores
Grand Central Hotel
Greenwood R
Hamilton Anglican
Mothers Union
Hamilton Florist
Hamilton Produce
Hamilton Quilters
Harragon J
Harvey B
Harvey Norman
Hicks M
Hunt ‘s Auto Spares
James Dean
Pharmacy
Jones B
Karesh
Kelly’s Rural
Merchandise
Kelsall J
KFC
L.A Walkers
Lions Club of
Coleraine
Lynch H
Macklin M
Macklin M
Madigan’s Tearooms
Masterfoods
McDonald’s Family
Restaurant
Morse D
Murray A
New Holland
Nitschke A
Nrth Melbourne
Football Club
O’Brien R
O’Brien S
O’Neil
Page W
Penshurst Hospital
Ladies Auxiliary
Penshurst Grocery
Penshurst
Newsagency
Penshurst Post
Office
Porter I
Presence Gift Shop
Quinns Sportspower
R & E Scott
Radley’s
Regent Florist
Rhook P
RIST Centre
Roberts-Rundell K
Rouse Rare Rumps
& Support Crew
Rural Ambulance Vic
Ryan D
Safeway
Schultz H
Scullions China &
Gifts
Seppelt Great
Western Winery
SGSC
Starlight Children’s
Foundation
Steele I
Sunbeam Corporation
Sydney Swans F.C
Telstra
Thornton Engineering
Tickner M
Timbercorp Ltd
TLC for Kids
Tops ‘N’ Tails
United Staff
Association
Walter A
West Coast Eagles
Football Club
Windmill Agricultural
Zenith Tiles &
Lighting
Top of the
Town donors
Ace Radio 3HA/
MIXX FM
Annett N
Aron P & S
Astrik
AWM Electrical
Baimbridge Antiques
Baimbridge College
Stage Band
Caledonian Hotel
Campe’s Coaches
Chatsworth House
Chefs of Alexandra
House
Chefs of The Grange
Coastal
Wholesalers
Coca-Cola
Comfort Inn Grange
Burn
Crawford River
Wines
CUB
Darriwill Farm
David Edwards
David Rowe Sign
Design
Downs Removals
DS Taylor Motors
Elaine’s Sewing
Basket
Finchetts
Fresha Fruit Juices
George Hotel
Gilly’s Catering
Grampians Event
Hire
Grand Central Hotel
Greed R & D
Hamilton &
Alexandra College
Hospitality Students
Hamilton Furnishing
Company
Hamilton Performing
Arts Centre
Hamilton Spectator
Hammonds Paints
Harvey Norman
Hicks G
Iluka Resources
Insignia – Sarah
Gough
Jack Legge PL
Just Waste
Management
Kalari Pty Ltd
Kerr & Co Livestock
Kerr & Co Town &
Country Real Estate
Lions Club of
Hamilton
Lleyton Edwards
Sculptures
Lyco Industries
Myers A
Natures Cargo
O’Keeffe Pithouse
Lawyers
One Steel
Palm Springs
PFD
Phillips Farm
Machinery
Port Fairy Taxis
Powercor
Prestonholme Nursery
Program Print
R & R Rivett
Radleys of Hamilton
RSVP Events –
Margie Laidlaw & Jo
Levy
Sandow P
Scullions
Seppelts Great
Western
Skripal K
Sommerville J
Masseuse
Southern Grampians
Shire
Stjernqvist C
Tattersalls
Telstra
The Australian Coffee
Company
The Hamilton Strand
Timbercorp Limited
Unicraft Joinery
Victoria Hotel
Wannon Security
Western Van Lines
Westpac Bank
WHK Archer Group
Windmill Agricultural
36
Western District Health Service Annual Report 2005 - our donors

life governors
Aarons B
Aarons F
Adams WTC (Dec)
Ahearn J (Dec)
Ahearn J (Dec)
Aldridge C (Dec)
Aldridge MLV
Armitage H (Dec)
Armitage CM (Dec)
Armstrong A (Dec)
Bailey M
Balkin EJ (Dec)
Balkin WJ (Dec)
Bannermann D (Dec)
Barker M
Batty A (Dec)
Baxter CJ
Baxter J
Beasy JR (Dec)
Beauchamp J (Dec)
Beggs B (Dec)
Beggs HN
Bennett A (Dec)
Bensch JM (Dec)
Berry FW (Dec)
Berry H (Dec)
Bewegs HN (Dec)
Bishop F (Dec)
Blake T (Dec)
Booth RJ (Dec)
Boyle J
Brabham R
Brebner K
Brimacombe FB (Dec)
Brody HJ (Dec)
Bromell JH (Dec)
Brooks G (Dec)
Brown M (Dec)
Burger GG
Burgin E
Burton A (Dec)
Cameron T (Dec)
Cameron D (Dec)
Carter S (Dec)
Carty LEW (Dec)
Celewych K
Chadwick CB (Dec)
Christie GA (Dec)
Comer AB (Dec)
Condon WM (Dec)
Cook C
Cooke SW (Dec)
Cottrill A
Cottrill E (Dec)
Crocker RJH (Dec)
Cromie C (Dec)
Cross C
Cross D
Cross JR (Dec)
Cross WJ (Dec)
Crossley E (Dec)
Crowe V (Dec)
Cumming AM (Dec)
Dale NR (Dec)
Dale NR (Dec)
Dean R (Dec)
Diprose AC
Dohle L (Dec)
Donehue L
Douglas WH
Drew AS (Dec)
Drew WS
Drummond A McA
(Dec)
Duff S
Duncan W
Dunkley F(Dec)
Dunnon JW (Dec)
Duvall W
East E (Dec)
Ebsworthy JR (Dec)
Edmonds Dr J
Elijah W (Dec)
Elkins E
Elliot HC (Dec)
Ellis WNC (Dec)
Falkenberg LE (Dec)
Fenton NVS (Dec)
Fleming JD
Flowers D (Dec)
Flynn JE
Foran E (Dec)
Forbes F
Francis E
Francis JW (Dec)
Frazer T
Fry N (Dec)
Fyfe BJ
Fyffe JR (Dec)
Gambles R (Dec)
Gapes J (Dec)
Gill JA (Dec)
Gleeson LN (Dec)
Golding AL
Gordon DJ (Dec)
Gray EK (Dec)
Gray C (Dec)
Greed J (Dec)
Gubbins J
Gumley F
Gurry AJ
Habel AT (Dec)
Hadden P
Halford GK (Dec)
Hammond F (Dec)
Harper L (Dec)
Harrip EL
Hay T
Hazeldine E
Heazlewood P
Hedditch EW (Dec)
Hewitt WJ (Dec)
Hickleton E
Hill JF (Dec)
Hill JW (Dec)
Hocking JH (Dec)
Holden EW (Dec)
Horwarth WJP (Dec)
Horwitz J (Dec)
Horwitz L (Dec)
Horwitz K (Dec)
Hosking C (Dec)
Hughes WR (Dec)
Hustler H (Dec)
Hutchins H
Hutton T
Hyslop KM (Dec)
Jackson J (Dec)
James DP
Jenkins L
Joseph HC (Dec)
Kanoniuk M
Kaufman ML
Kenny J
Kenny L
Kinghorn M (Dec)
Kinghorn MJ (Dec)
Kinnealy E (Dec)
Kirby E (Dec)
Kirby EP (Dec)
Kirkwood L (Dec)
Kirkwood J (Dec)
Krause O (Dec)
Kruger N
Laidlaw W (Dec)
Laidlaw W (Dec)
Laidlaw JF (Dec)
Laidlaw PC (Dec)
Learmonth MM (Dec)
Leith IR (Dec)
Lesser CA (Dec)
Levick A (Dec)
Lewis C (Dec)
Lewis KE (Dec)
Lewis W (Dec)
Link G (Dec)
Linke A (Dec)
Linke HM (Dec)
Linke N
Little J
Logan U
Lord AF (Dec)
Luxford EC (Dec)
Lyle TS (Dec)
Lyle TS (Dec)
Lyon E
MacInnes J (Dec)
MacKinnon MN (Dec)
MacLean M
MacMillan JK (Dec)
MacPherson AJ (Dec)
MacPherson JA (Dec)
Malseed SH (Dec)
Malseed SJ (Dec)
Mannett O (Dec)
Maplestone LM(Dec)
Matheson A
Matheson JS (Dec)
Mathews A (Dec)
McCalman J
McConochie J (Dec)
McCorkell FH
McCorkell FH (Dec)
McCrae DG
McCutcheon JT
Dr Ted Rowland was awarded a Life Governorship at the 2004 AGM. Pictured (L-R)
are WDHS CEO Jim Fletcher, Guest Speaker Leon Wiegard, Ted Rowland and
WDHS President Richard Walter.
McDonald E
McDonald J (Dec)
McDonald J
McIntyre J
McIntyre J (Dec)
McIntyre SM
McKellar T (Dec)
McKebery D (Dec)
McKinnon M
McKinnon MV (Dec)
McLean M
McLeod HV (Dec)
McMahon Mrs
McMeekin A (Dec)
McMillan I (Dec)
McPherson JA (Dec)
Mason Mrs
Meadows L
Meagher R (Dec)
Melville EM (Dec)
Melville UA (Dec)
Melville W (Dec)
Metherall EA
Mibus HA
Mibus L
Mibus LG
Mibus PA
Mibus VP (Dec)
Millane WJ (Dec)
Millane WJ (Dec)
Mirtschin H
Moffatt H (Dec)
Moffatt J (Dec)
Moffatt W (Dec)
Moodie R (Dec)
Moodie W (Dec)
Moon A
Morrison HM
Munn EB
Murray EM
Murray JJ (Dec)
Mutch L
Nagorcka C (Dec)
Murray CJ (Dec)
Nagorcka L
Nagorcka OE (Dec)
Newns BJ
Nolte EW
Noske EB (Dec)
Nuffield Lord (Dec)
O’Brien D (Dec)
O’Donnell KF (Dec)
O’Neil S (Dec)
Officer CM (Dec)
Parkes Mrs
Patterson ELK(Dec)
Pearson MC (Dec)
Peden M
Pedrina M
Pelchen EF (Dec)
Petschell E (Dec)
Philip W (Dec)
Phillips Snr
Const.(Dec)
Pickett C (Dec)
Piercy MC (Dec)
Pinkerton DC (Dec)
Pitcher WH
Price GM
Price E (Dec)
Pither G (Dec)
Pullen E (Dec)
Quast H
Rabach G
Rabach S
Rabone M
Rashleigh CW (Dec)
Rasmussen GW (Dec)
Read WHV (Dec)
Rees A (Dec)
Remmington Miss
(Dec)
Rentsch L (Dec)
Rentsch SL (Dec)
Rentsch TA
Rigby Miss (Dec)
Rippon GR (Dec)
Rippon HE (Dec)
Ritchie RB (Dec)
Rizzo RP (Dec)
Robb J (Dec)
Robertson T (Dec)
Robertson J (Dec)
Robertson JR (Dec)
Robertson HL (Dec)
Robertson W (Dec)
Rolfe C (Dec)
Rosenblatt HH (Dec)
Ross C
Ross J
Ross W (Dec)
Rowland T
Runciman P
Rundell M
Rundell G (Dec)
Ryan D
Ryan J
Ryan LT (Dec)
Scaife S
Scaife CAG
Schramm F
Schramm R (Dec)
Schultz CA
Schurmann VM
Scullion E
Smith D
Smith JOW (Dec)
Soulsby JJV
Spence JR
Stapleton JN
Steele DA
Syme DF (Dec)
Syme OJ (Dec)
Templeton OJ (Dec)
Templeton MA
Thomas D
Thornton A
Tonkin N
Vorwerk B
Walkenhorst EM
Walkenhorst I (Dec)
Walker O
Walter H (Dec)
Watt WJ (Dec)
Wiebusch EW
Williams J
Williamson J
Wollff VR (Dec)
Woodburn JLF
Worthy L (Dec)
Wright J
Young JLC
Young M
Western District Health Service Annual Report 2005 - life governors
37

legislative compliance
Financial Management Act 1994
In accordance with the Direction of the Minister for Finance part 9.1.3
(iv), information requirements have been prepared and are available
to the relevant Minister, Members of Parliament and the public on
request.
Fees
Western District Health Service charges fees in accordance with the
Commonwealth Department of Health and Aged Care, the
Commonwealth Department of Family Services and the Department of
Human Services (Vic) directives, issued under Regulation 8 of the
Hospital and Charities (Fees) Regulations 1986, as amended.
Competitive neutrality
All competitive neutrality requirements were met in accordance with
Government costing policies for public hospitals.
Consultancies
There were 4 consultancies during the reporting period, which were
individually less than $100,000 and totalled $65,442.
Freedom of Information (FOI)
Access to documents and records held by WDHS may be requested
under the Freedom of Information Act 1982. Consumers wishing to
access documents should apply in writing to the FOI Officer at
WDHS. This year 18 FOI requests were received. One was not
proceeded with and for all others access was granted in full.
Declarations of pecuniary interest
All necessary declarations have been completed. Refer to Note 18 of
the Financial Statements.
Building and maintenance
All building works have been designed in accordance with DHS
Capital Development Guidelines and comply with the Building Act
1993, Building (Interim) Regulations 2005 and Building Code of
Australia 2004.
Buildings certified for approval
An Occupancy Permit was issued on 22 nd December 2004 for the fifth
Dunkeld ILU.
A Certificate of Final Inspection was issued on 21 st February 2005 on
completion of the Chapel and new Linkways.
An Occupancy Permit was issued on 15 th April 2005 for the sixth
Dunkeld ILU.
A Certificate of Final Inspection was issued on 6 th May 2005 for
completion of alterations to 3 Kitchener Street for the Sleep Disorder
Centre.
A Certificate of Final Inspection was issued on 28 th June 2005 for
completion of veranda alterations at Kolor Lodge, Penshurst.
Building works 2004/2005
Chapel/Linkways project
Successful completion of this project by Craig Collins Building Pty Ltd
in conjunction with WDHS Maintenance staff.
Refurbishment of old RMO quarters
WDHS Maintenance staff renovated further offices for occupancy by
Greater Health as Stage 2 of the project.
The last Dunkeld Independent Living Units are now complete and occupied.
Dunkeld Independent Living Units
The completion of construction of the final two ILU’s by Craig Collins
Building Pty Ltd resulted in immediate occupancy of both units.
Upgrading Consultancy Suites
The consultancy suites at 5 Kitchener Street were modified to facilitate
occupancy by the Specialist Obstetrician & Gynaecologist.
The consultancy suite at 3 Kitchener Street was substantially
upgraded by WDHS Maintenance staff to facilitate the establishment of
a Sleep Disorder Centre.
Infrastructure projects:
Hamilton Base Hospital:
Lift Replacement
OTIS Elevator Company replaced the 3-stage lift in order to improve
smoother travel between floors.
Heating, ventilation & air-conditioning Stage 1
WDHS Maintenance staff have undertaken replacement and
modernisation of the heating, ventilation and air-conditioning (HVAC) in
the Surgical Unit.
Penshurst Hospital:
Water Treatment Plant
A water softener plant has been installed at the Penshurst Hospital to
improve reticulated water quality. Cottrills Plumbing Pty Ltd has carried
out the works.
Roof replacement
Cottrills Plumbing Pty Ltd have also replaced part of the hospital roof.
Veranda Upgrade
Craig Collins Building Pty Ltd upgraded the veranda at Kolor Lodge,
Penshurst, to create a shaded and weatherproof outdoor area.
Publications
WDHS publishes a range of publications for consumers that is
available upon request. The Annual Report and the Quality of Care
Report are available at each of our sites and on the WDHS website, or
may be obtained by contacting the Chief Executive Officer.
Brochures on our services may be obtained from each of the relevant
departments, or upon request from the Community Liaison Department.
Our biannual newsletter, Western Wellbeing, is distributed to most
households in our region and is also available on the website.
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Western District Health Service Annual Report 2005 - legislative compliance

financial overview
Photo right: WDHS relies upon the support of our community to maintain a
proactive equipment replacement program. During the year Bill and Joan
Hyslop (right) donated a much-needed Resuscitaire to the Midwifery Unit
Nursery. Unit Manager James Smith is shown with the Hyslops.
Financial overview
Western District Health Service aims to increase service
provision in a financially sustainable way and utilises several
key result areas to monitor performance. These key result
areas include:
• Operating performance – achieving activity targets and a
surplus from operations;
• Liquidity – maintenance of sufficient assets to meet
commitments as they fall due – a ratio in excess of 0.8
• Asset Management – ensuring that sufficient levels of
investment are undertaken to maintain the asset base.
Western District Health Service achieved an entity surplus of $602,000
for the 2004/05 financial year, improved overall liquidity, maintained the
asset base with an investment in fixed assets of $1.66million, and
provided services in excess of targets in all areas. To continue to
expand service delivery in a financially sustainable way is a constant
challenge for the health service and the result in the current year has
maintained this fine balance, as indicated by the performance in all key
result areas.
Operating Performance
With the exception of residential aged care, funding provided in funding
formulae excludes any contribution towards the cost of depreciation.
Funds are traditionally allocated by capital grant to fund significant asset
replacement and the health services continues to rely on community
fundraising to provide for equipment replacement.
Residential aged care capital contributions are excluded from operating
performance where investment is required in buildings and equipment to
meet accommodation standards. This applies to the Penshurst & District
Health Service Aged Care Program. In the current year, a one-off capital
contribution of $1,000 per aged care bed ($116,900) was received from
the Commonwealth, and is to be retained in a specific purpose fund to be
used for replacement of computer hardware and software within our
aged care facilities. This has also been isolated from the operating result.
In view of the above, the accepted indicator of performance is the result
prior to Depreciation and Capital Purpose Income. In the current year this
result was a surplus of $330,000. Deducting donations received for nonspecific
purposes of $74,000, recorded in the financial statements as
operating revenue, the result from operations is a surplus of $256,000,
which represents 0.7% of operating revenue.
In reviewing the financial statements it should be noted expenditure has
increased by $1.85million (5.3%) over the levels of the previous year.
Employee benefits increased by 6% ($1.46million) due to the impact of
the continued implementation of various Enterprise Bargaining
Agreements. Generally wage rates increased by 3%, with additional
productive hours contributing 2.8% (10 equivalent full time staff). In
addition to the increase in employee benefits the other area of substantial
cost increase was drug supplies, which increased by $250,000 (26%)
to $1.25million in the current year. This increase was substantially due to
the full-year impact of participation in the Pharmaceutical Benefit Scheme,
with the majority of the cost increase funded under the scheme.
Liquidity Position
During 2004/05 the health service generated positive cash flows
from operating activities of $2.7million. At the end of the year the
ratio of current assets to current liabilities (excluding Patient Trust
funds) was 1:21, which is an improvement from the ratio of 1:1 at
the start of the year. This is in excess of the 0.8 target ratio, and is
largely attributable to capital grants received in May and June,
which will not be expended until early in the 2005/06 financial year.
Asset Management
$1.66million was invested during the year in equipment upgrades
and building works in accordance with the capital works budget
adopted in August by the Board of Directors. This investment was
equivalent to the depreciation charged during the year and
represented a continuation of the investment strategy required to
maintain the health service asset base, in order to ensure ongoing
service capacity.
In accordance with the relevant financial reporting standards, the
health service is required to ensure that valuations of fixed assets
do not materially vary from their fair value at reporting date. As land
and buildings had not been independently valued since July 2002,
an independent assessment was undertaken and this resulted in a
revaluation increment of $3.2million, which has been recorded as an
increment to the asset revaluation reserve. This valuation increment
should not be viewed as part of the operating performance of the
health service for the year.
The Future
The continued support of the community, as indicated by the
$749,000 received from donations and bequests in 2004/05, has
provided the opportunity for Western District Health Service to
invest in buildings and medical equipment and technology over the
last seven years. This investment has provided a strong base for
the Health Service to improve service delivery and efficiency and
comply with increasingly rigorous service standards. The
substantial changes anticipated with the implementation of new
clinical information systems, the next round on enterprise bargaining
agreements, and the increasing demand for high quality services,
will provide further challenges in 2005/06 as we strive to continue
the delivery of improvements in service provision in a financially
sustainable way.
Western District Health Service Annual Report 2005 - financial overview 39