2010-2011 Annual report of Moyne Health Services - South West ...

Moyne HealtH ServiceS 

annUal report 2011 

“Where people Moyne matter” HealtH ServiceS AnnuAl report 2011 

01

our Vision 

our community will have access 

to on-going, highest quality care. 

our Mission 

to provide an excellent, 

sustainable, holistic healthcare 

service. 

our Values 

• Competence, professionalism 

and integrity; 

• r espect for the individual; 

• a ctive community involvement 

and consultation; 

• a ccountability; 

• e quity in access to care, 

impartiality; 

• Innovation and constant 

learning and 

• Kindness. 

Moyne Health services 

30 - 36 villiers Street, 

port Fairy vic 3284 

telephone: (03) 5568 0100 

Fax: (03) 5568 0158 

email: reception@moynehealth.vic.gov.au 

Front Cover: Picturesque Moyne River and 

Gipps Street Bridge Port Fairy. 

The paper used in the manufacturing of this report is: 

taBle oF 

contentS 

1 Highlights 

“achieved an outstanding 

35 

result in our australian 

council on Healthcare 

Standards (acHS) 

accreditation audit” 

our Services 

2 

year in Brief 

3 

about Moyne Health 

4 Services 

6 overview 

p resident and chief 

10 executive officer’s 

report 

r esponsible Bodies 

14 Declaration 

p erformance at a 

15 glance 

3 

Financial overview 

16 

our Governance 

18 

Board of Management 18 

3 

Governance Statement 20 3 

executive Management 24 

organisation chart 25 

3 

o ccupational Health 

26 and Safety 

Woody’s Murray to 

30 

3 

Moyne 

3 

p rincipal officers 

32 

our Donors 

33 

34 life Governors 

Financial compliance 

index to Financials 36 

certification 37 

auditor General’s report 38 

Financial Statements 40 

Disclosure index 89 

legislative compliance 91 

our Bequest program 

94 

Glossary of terms 

(inside back cover) 

Fast FaCts 

about Port FaIry 

3290 km west of Melbourne, at 

the point where the Moyne river 

enters the Southern ocean. 

By 1957 ‘Belfast’ (Port Fairy) 

was one of australia’s largest ports, 

second only to Melbourne, the port 

catered to the whaling industry. 

Population of 2,560. 

Primary industries are tourism 

and fishing. 

Battery Hill is a cannon 

emplacement and signal station 

built in the 1860s to protect against 

russian invaders. 

Port Fairy established: 1843. 

elevation: 6 m (20 ft). 

HigHligHts Glossary oF terMs 

acHS australian council on 

Healthcare Standards. 

acSaa aged care Standards and 

accreditation agency. 

aDaSS adult Day activity and 

Support Service. 

ara australasian reporting awards. 

attestation on Data accuracy an 

assurance that Moyne Health Services 

has appropriate internal controls and 

processes to ensure that reported 

data reasonably reflects actual 

performance. 

eacH extended aged care in the 

Home. 

ecofootprint is a measure of how 

many resources you use and tells you 

whether you tread heavily or lightly 

on the planet. 

eD emergency Department. 

eeo equal employment opportunity. 

eFt equivalent Full time. 

Financial Management compliance 

Framework a mechanism for 

Government to review and monitor 

compliance with the Standing 

Directions of the Minister of Finance. 

resourceSmart a healthcare 

program established by Sustainability 

victoria, Department of Health and 

Department of Sustainability and 

environment to assist healthcare 

agencies with environmental 

management. 

responsible Bodies Declaration 

a report on operations provided 

in accordance with the Financial 

Management act 1994. 

risk attestation Statement 

a requirement to provide a risk 

statement in the annual report in 

accordance with Standing Direction 

4.5.5. of the Minister of Finance. 

average length of stay is 

determined by dividing the total 

rn registered nurse. 

number of inpatient bed days by the Foi Freedom of information. 

total number of inpatient separations. 

Separation the process by which 

Gp General Practitioner. 

an episode of care for an admitted 

BaceS Board assurance on 

patient ceases. 

compliance e-System. 

GSerp Government Sector executive 

L to R: Mr David Lee, Chief Executive Officer; remuneration Ms Belinda Westlake, Panel. Health Information, 

SWarH 

Quality 

South 

and Risk 

West 

Manager; 

alliance of rural 

Best practice a comprehensive, and Ms Fran Kinnersly, Director of Nursing. 

Hospitals is an it alliance of hospitals 

integrated and cooperative approach Hacc Home and community care. and multipurpose agencies. 

to achieved the continuous outstanding improvement results in of our all australian council on Healthcare Standards (acHS) accreditation audit p10. 

areas of healthcare delivery. 

Hr Human resources. 

vHa victorian Healthcare 

c ompleted the renovations of the central Sterilising Services Department (cSSD) and association. improved work flow 

BoM management Board of Management. 

ict information, communication and 

and infection control practices p13. 

technology. 

vMia victorian Managed insurance 

cacps community aged care 

authority. 

Packages. Successfully recruited a part-time Director Kpi of Key Medical Performance Services indicator. 

assist us in credentialing and privileges and 

medical appointments processes p10. 

vMo visiting Medical officer. 

ceo chief executive officer. 

Kra Key result area. 

o btained a $50,000 victorian State Government Grant to install solar hot water services vpSM victorian into the Belfast Patient House Satisfaction 

clinical nursing Governance Home pp13,16. a systematic MHS Moyne Health Services. 

Monitor. 

approach for improving and 

maintaining the quality of resident oH&S occupational Health and WeiS Weighted equivalent inlier 

and completed patient care. the Fire risk Management Upgrade Safety. Works at a total cost of $458,176.21 pp13,16,23. 

Separations. a formula applied to 

the resource weight to determine the 

current asset ratio a measure that opD outpatients Department. 

WeiS for recovery of funding. 

DisAppointments 

indicates how much current assets 

exceeds current liabilities. 

pFMc Port Fairy Medical clinic. 

Working capital this is the amount 

of funds available when current 

We experienced a decline in our residential aged care services occupancy rates p12. 

DoH Department of Health. 

Qoc Quality of care report. 

liabilities are subtracted from current 

assets. 

Don We Director were unable of nursing. to complete the Water 

Qpi 

Quality 

Quality 

risk 

Performance 

Management 

indicator. 

Plan for our rainwater supply because of 

infrastructure challenges and the complexity of the water supply system p10. 

Dva Department of veterans affairs. QpS Quality Performance System. 

We were unable to complete the MHS Master Plan due to an ongoing delay with finalising the Service Plan pp06,10. 

02 Moyne HealtH ServiceS AnnuAl report 2011 Moyne Moyne HealtH HealtH ServiceS ServiceS AnnuAl annUal report report 2011 2011 

03

OuR sERviCEs 

YEAR iN bRiEf 

Moyne Health Services (MHS) is 

a public hospital incorporated 

under Schedule 1 of the Health 

services Act 1988. MHS provides 

a comprehensive range of acute, 

residential aged care, primary and 

community health care services. 

ACute HospitAl CAre 

Restoration of the 

individual’s health 

• accident and emergency 

• General medicine 

• Palliative care 

the acute hospital services are 

provided in the 15 bed acute Wing 

and outpatients/emergency areas. 

these areas are accessed through the 

Main reception area situated in the 

original hospital building on villiers 

Street. 

AGeD CAre 

Residential and home 

based services 

Belfast House nursing Home 

Belfast House is a purpose built 

30 - bed nursing home. the nursing 

Home is located on regent Street. 

Community Aged Care Packages 

(CACPs) 

community aged care Packages 

provide care and support services 

to older people residing in the 

community allowing them to 

remain in their home in a supported 

environment. MHS has 20 packages. 

Extended Aged Care in the Home 

Packages (EACH) 

extended aged care Packages 

provide high care support services in 

the home. MHS has 5 packages. 

primArY AnD CommunitY CAre 

Restoration of the individual’s 

health and prevention of ill health 

the Primary and community care 

department provides allied health 

and medical support services in the 

following areas: 

• o ccupational therapy, 

• Physiotherapy, 

• a udiology Services, 

• Grief and Bereavement 

counselling, 

• c ontinence consulting, 

• Diabetes education, 

Services are also provided to 

community members to assist them 

in maintaining and improving their 

health such as: 

• a dult Day and Support Services 

centre for older community 

members, 

• School education health and well 

being programs-Port Fairy and 

Koroit Primary Schools, 

• WorkHealth checks Program-MHS 

is an endorsed provider for this 

victorian Government initiative, 

• Physical activity classes (Port Fairy 

and Koroit), 

• integrated Health Promotion 

programs in partnership with key 

stakeholders in the Moyne Shire, 

• Health education and chronic 

disease management. 

MHS offers coordinated care to assist 

community members to achieve 

maximum independence compatible 

with their abilities such as: 

• a ssessment of needs and care 

management, 

• c ommunity Bus, 

• in-home respite and 

• Personal care assistance. 

2011 2010 + / - change 2009 

FinAnCiAls ($000) 

total revenue # 11,723 $ 10,292 14% $ 9,616 

total expenditure * 11,507 $ 10,081 14% $ 9,740 

“Surplus before capital purpose income, 

depreciation and abnormal items” 216 $ 211 2% $ (124) 

total accommodation bonds 6,699 $ 5,993 12% $ 6,205 

total assets 27,769 $ 27,916 -0.5% $ 27,880 

total liabilities 9,269 $ 8,778 6% $ 8,529 

total equity 18,500 $ 19,138 -3% $ 19,351 

stAFF 

no staff employed 192 191 0.5% 185 

employees (Fte) 106.94 104.96 2% 105.38 

serViCe ACtiVitY 

Acute Care 

inpatient treated (separations) 501 494 1% 535 

total occasions of non-admitted patients 7,351 8,625 -15% 9,511 

total inpatient bed days 2,460 2,705 -9% 2,560 

total WeiS 442.98 448.97 -1% 434.24 

average length of stay 4.9 5.5 -11% 4.8 

Aged Care 

aged care Bed Days - Belfast (High care) 9,992 10,493 -5% 10,750 

aged care Bed Days - Moyneyana (low care) 17,509 18,411 -5% 17,789 

QuAlitY 

moyneyana House Hostel 

Moyneyana House offers 39 hostel 

beds, 5 respite beds and a purpose 

built 8-bed dementia area. the Hostel 

is located on college Street. 

• Dietetics and nutrition, 

• Drug and alcohol counselling, 

• General counselling Services, 

• Pathology, 

• Podiatry, 

• r adiology, 

complaints 8 8 0% 5 

Medications errors 371 775 -52% 651 

Falls 208 262 -21% 249 

incident rates 650 1,138 -43% 1,042 

# total revenue excluding capital purpose income. 

* total expenditure excluding depreciation and capital expenditure. 

• Speech Pathology, 

• Women’s Health clinic and 

• District and community nursing 

Service (24 hrs per day 7 days 

per week). 

note: there has been a change to the accounting treatment of the SWarH joint venture. this involves MHS taking up a 

share of current and non-current assets, current and non-current liabilities, equity, revenue and expenses. refer to note 21. 

the above figures are rounded off to the nearest $000. 

04 Moyne HealtH ServiceS AnnuAl report 2011 

Moyne HealtH ServiceS AnnuAl report 2011 

05

AbOut MOYNE HEAltH sERviCEs 

AbOut MOYNE HEAltH sERviCEs 

viCtORiA’s OldEst 

COuNtRY HOsPitAl 

WitH OvER 160 YEARs Of sERviCE tO OuR COMMuNitY 

Moyne Health Service (MHS) has 

developed from an 1849 four-room 

cottage at 40 James Street, Belfast 

(Port Fairy) to a multi-million dollar 

health service. 

Port Fairy Hospital, victoria’s oldest 

country hospital, has an impressive 

history of service to the community. 

the Port Fairy Hospital has enjoyed 

an almost unique level of community 

support. traditionally, many local 

families have generously supported 

our hospital. 

HistorY oF our GroWtH 

1855 

the central portion of the present 

structure was built with a special 

grant of £1000 that was matched by 

the community. 

1875 

additions were made to the 

building at a cost of £1145/6/6 and 

supported by a public appeal. these 

additions included the two large 

multi-purpose rooms at the front of 

the Hospital. 

1887 

Father Maurice Stack bequeathed 

£1000 that was used to build the 

Stack Fever Ward. the Fever Ward 

was closed in 1939, however, as late 

as 1991 it was still being utilised to 

accommodate male residents. 

the Fever Ward was then a Board 

room during the 1950s. the Stack 

Fever Ward was in a state of disrepair 

and was demolished during 1992. 

the site was then used to build a new 

dementia centre in 1998. 

1891 

the upstairs portion of the 1855 

building was converted to nurses 

quarters. today this part of the 

building is used as a boardroom. 

1934 

lord and lady Huntingfield, 

accompanied by Mr. c. l. Mcvilly, 

Secretary to the charities Board, 

opened new additions to the 

Hospital. the additions included a 

sun-room and a one-bed and a twobed 

room on the north side, and 

an operating theatre, birth room, 

nursery, a two-bed room and two 

one-bed rooms on the South side. 

the total cost was £7,500. 

1959 

the Governor of victoria, Sir Dallas 

Brookes, officially opened a new 

maternity wing of the Hospital on the 

4th February. today this wing forms 

part of the new Belfast House nursing 

Home, established in May 1996. 

1965 

Sir rohan Delacombe, Governor of 

victoria, opened the nurses Home 

adjacent to the Hospital buildings on 

the 7th april. this building is now the 

Primary care Building. 

1976 

the Prime Minister of australia, the 

right Honourable Malcolm Fraser, M.P, 

opened, on the 22nd april, a new 

outpatient and casualty department, 

together with the new hospital ward 

block now housing the acute Services. 

1988 

a twenty-five-bed residential hostel 

called Moyneyana House was opened 

by the Governor General of australia, 

Sir ninian Stephen, in June. 

1996 

the Minister for Health and aged 

care, the Honorable rob Knowles 

M.l.c., opened Belfast House, a 

30-bed residential aged care facility, 

on the 19th May. this building was 

constructed at a cost $2 million. 

1998 

Moyne Health Services established 

Port Fairy Medical clinic next to the 

Day care centre, in partnership with 

Sackville clinic medical practitioners, 

at a cost of $325,000. 

a $1.9 million redevelopment of 

Moyneyana Hostel included the 

following: 

• 10-place dementia unit, 

• dining/activities area 

(the Woodrup room). 

2000 

the Port Fairy Hospital, Belfast 

House and Moyneyana House and 

associated services became Moyne 

Health Services. 

2001 

the following capital projects were 

completed: 

• front of the hospital was returned 

to a heritage facade, 

• a covered link was put in place 

to integrate the services and the 

acute wing, and 

• administration areas were 

renovated. 

2004 

Moyne Health Services undertook 

minor capital works to repair damage 

to the Day centre building and 

increase office and consulting space. 

the building was re-launched as the 

Primary care Building. 

2005 

construction on a 17-bed extension 

to Moyneyana House. the new 

wing provided an additional five 

respite beds and 12 permanent 

residential places. 

2006 

Sir ninian Stephen opened the 

Moyneyana House extension on 

28th april. 

2010 

Moyne Health Services conducted 

its last operating theatre list on the 

24th September 2009. 

the Port Fairy Medical clinic 

was extended to accommodate 

additional General Practitioners. 

Moyne Health Services purchased 

101 regent Street to facilitate the 

future expansion of the site. 

present 

today Moyne Health Services 

incorporates the Port Fairy Hospital, 

Moyneyana House (aged care 

Hostel), Belfast House (aged 

care nursing Home), primary 

care services, community health 

services and home based services. 

it continues to be an essential and 

integral part of the community. 

Circa 1855 

Circa 1875 

Our Contemporary Health Service still has its’ original heritage listed facade. 

06 

Moyne HealtH ServiceS AnnuAl report 2011 Moyne HealtH ServiceS AnnuAl report 2011 

07

OvERviEW 

OvERviEW 

oBJeCtiVe strAteGies outComes stAtus Future DireCtions 

effective, responsible 

and pro-active leadership 

across our Health 

Service. 

• Develop Board of Management skills and 

attributes to facilitate effective governance. 

• Build positive relationships between 

the Board of Management and key 

stakeholders. 

• c ultivate a leadership style based on our 

vision, Mission and values. 

• invest in leadership training and 

development to strengthen our capacity. 

• c ontinue to meet legislative and reporting 

requirements. 

• c ompleted the ‘winding up’ requirements 

for Moyne Health Services inc. 

• c ompleted the consolidation of Moyne 

Health Services land titles. 

• r evised the 2006-2010 Strategic Plan. 

• implemented resource Smart to improve 

environmental performance management. 

• a ppointed a Director of Medical Services to 

assist MHS with credentialing and privileges 

requirements p10. 

20% Complete 

• c onduct a Board retreat in 2012. 

• c omplete the Master Plan and planning 

amendment scheme. 

• Develop the Key Performance indicators 

report. 

• Prepare for the introduction of the 

Statement of Priorities in 2012. 

• Prepare for environment and Sustainability 

reporting requirements in 2012. 

• c lear the 102 Bank Street site for future 

development. 

• e stablished a Strategic Working Group 

to assist the Board in preparation for the 

Master Plan p10. 

• r evised the structure of MHS commitees to 

improve BoM reporting processes p10. 

• Participated in a australian Governance 

Benchmarking Project p10. 

• a pproved the Service Plan. 

encourage staff to 

continue to grow and 

learn in a professional 

working environment. 

• Foster a learning environment. 

• Build a supportive, professionally evolving 

working environment. 

• Further skill and empower our workforce 

through a Human resources Plan. 

• Further develop managerial and supervisory 

skills. 

• c ontinue safe work practices and a healthy 

and safe working environment. 

• e mployee satisfaction survey was 72.81% 

against an “all aged care” external 

benchmark of 79.17% p11. 

• Develop a workforce strategy. 

• implement the State Services authority 

electronic recruitment resource. 

• Develop a management and staff 

communications strategy. 


Use our resources most 

efficiently and effectively 

to ensure our ongoing 

financial sustainability. 

• c ontinually review our operations to ensure 

maximum efficiency and effectiveness of 

financial operations. 

• Diversify our funding base. 

• Develop our donor base. 

• improve financial training of our workforce. 

• Successfully implemented oracle Software. 

• c ontinued to improve the financial 

reporting template. 

• c ompleted the residential aged care service 

business analysis. 

• improve our financial performance. 

• c ommence the rSM Bird cameron internal 

audit Plan. 

• implement the recommendations in the 

Genesis report. 

to continue building 

relationships with our 

stakeholders. 

• e ngage our community in determining their 

needs and developing appropriate services. 

• Develop our marketing/communications 

plan to effectively communicate with all of 

our stakeholders. 

• c ommunicate our achievements. 

• Foster our auxiliaries and volunteers. 

• Develop key supporters. 

• a ppointed an events Manager to assist 

MHS in the Woody’s Murray to Moyne p14. 

• c onducted a facilitated Workshop with the 

Murray to Moyne committee to set the 

strategic direction of the event. 

• a ppointed a volunteer coordinator to 

provide support and assistance to our 

volunteers. 

• r edesign the Woody’s Murray to Moyne 

website. 

• improve corporate sponsorship for the 

Murray to Moyne event. 

KeY 

Complete not Complete ongoing 

Building effective relationships 

Financial sustainability 

Developing our people 

leadership and Governance 



09

OvERviEW 

OvERviEW 


Provide the highest 

quality of person centred 

care and relevant 

holistic services that our 

community needs. 

• e xpand Primary care Services to respond to 

identified needs of our communities. 

• Foster a holistic and person centred 

approach to our care. 

• achieve and enhance our accreditation. 

• Further improve our clinical risk 

Management and outcomes. 

• Develop our acute Services to meet the 

needs of our communities. 

• r eview our Policies and Procedures. 

• achieved 90.4% in the South West region 

Hand Hygiene audit against a target of 

65%. 

• achieved a resident satisfaction survey 

score of 84.6% for Belfast House against 

an external benchmark of 83.3% and a 

Moyneyana House score of 85.4% against 

an external benchmark score of 85.89%. 

• achieved an external audit cogent cleaning 

score of 94% in June, 2011 against an 

acceptable quality score of 85%. 

• installed a new roof safety system to 

improve working at heights safety p10. 

• Upgraded the convotherm oven at a cost of 

$20,000. 

• Submit aged care accreditation application 

for September 2012. 

• Finalise the Quality Water Safety Plan. 

• e stablish 101 regent Street as a venue for 

community Health Services. 

• implement the microfiber initiative to 

reduce use of chemicals. 

• r enovate the outpatients and Urgent care 

areas. 

• Upgrade the back kitchen area. 

• r emove the ‘emergency’ signage and 

replace with a suitable alternative signage. 

• implement trakcare upgrade and PaS. 

• Upgrade lee total care. 

• renovated the Moyneyana conservatory 

Dementia area. 

• e ngaged GHD consultancy to assist MHS 

in the development of a Quality Water risk 

Management Plan p10. 

• improved credentialing and privileges and 

medical appointments processes p01,10. 

• renovated cSSD to improve infection control 

processes p01,13 

• Upgraded the Hospital kitchen to enhance 

food safety compliance. 

• a ppointed rSM Bird cameron in 

collaboration with Western District Health, 

Portland District Hospital and Heywood 

Health Service p10. 

• achieved 11 extended achievements in the 

australian council of Healthcare Standards 

(acHS) p01.10. 

• Successfully completed three Support visits 

from the aged care Standards agency. 


to have appropriate 

buildings, use relevant 

equipment and 

technology in order to 

effectively and efficiently 

provide our services to 

our communities. 

• Promote a healthy living precinct at Port 

Fairy and surrounding districts. 

• r eview future capital expenditure 

requirements. 

• r eview Master Plan to ensure the efficient 

and effective delivery of our services. 

• Develop an organisational wide information 

technology Plan to enable us to better 

respond to the needs of our communities. 

• c ontinue to ensure all legislative 

requirements of infrastructure are met. 

• c omplete construction of planned 

infrastructure. 

• Developed an information technology and 

communications Plan. 

• completed the Fire risk Management Works 

p01,13,16,23. 

• replaced the Moyneyana House boilers with 

a more energy efficient hot water system 

p01,13,16 

• constructed an outdoor decking for the 

palliative care room. 

• implemented the hybrid vehicle replacement 

strategy. 

• established the essential services 

maintenance schedule. 

• installed an addressable fire alarm system 

throughout Moyneyana House and the 

community Health buildings. 

50% Complete 

75% Complete 

• Develop a five year capital expenditure 

rolling plan. 

• Develop a preventative maintenance 

schedule. 

• a ddress the storm water drainage issue 

with Moyne Shire. 

• install a new tank to the generator. 

• c hlorinate the rain water supply. 

• Purchase a new bus for community health 

and residential aged care services. 

• implement a program to replace pan 

sanitisers with macerators. 

• install surge divertors to electrical 

switchboards to reduce the risk of electrical 

damage to medical equipment. 

• improved evacuation signage throughout the 

buildings. 

• installed close circuit televisions and 

biometrics authentication to improve security. 

• obtained $58,842.20 from the Port Fairy Folk 

Festival for the purchase of a community bus. 

• obtained a bequest of $50,000 and a 

donation of $20,000 for the purchase of a 

bus for our residential aged care clients. 

KeY 

Complete not Complete ongoing 

Facilities, equipment and technology 

Quality service improvement and risk management 



11

PREsidENt ANd CHiEf EXECutivE OffiCER’s REPORt 


Geoff Youl 

President 

leadership & Governance 

this year we were delighted to have 

Mr Dan tehan MP, Federal Member 

for Wannon, as our guest speaker at 

our annual General Meeting (aGM). 

Mr tehan spoke about the influence of 

canberra politics on rural communities 

and is looking forward to advocating 

on behalf of rural communities. 

MHS has established a Strategic 

Working Group to prepare for 

master planning. this involves 

preparing a building development 

plan for the next 10 years. MHS 

anticipates tendering the Master Plan 

brief in early 2012. the Master Plan 

will be funded entirely by MHS. We 

believe that a master plan is integral 

to maintaining a sustainable high 

quality health care service to our 

community. 

this year we appointed Dr Bruce 

Warton as our Director of Medical 

Services. Bruce has a wealth of 

experience and has assisted MHS in 

establishing its terms of reference 

and improving our credentials and 

privileges processes. We are delighted 

that Bruce has joined our team and 

look forward to his contributions. 

MHS implemented the 

recommendations arising from Dr 

Jenny Bartlett’s June, 2010 clinical 

Governance and credential and 

David lee 

chief executive officer 

Privileges review. We revised our 

committees structures and combined 

clinical Governance and Quality 

into a Governance, Quality and risk 

committee. this initiative will avoid 

duplication and assist in developing 

an enterprise wide approach to risk 

management. 

MHS participated in the australian 

Health Governance benchmarking 

project, which provided us with 

an opportunity to comparatively 

benchmark our governance processes 

with other victorian healthcare 

agencies. the process has been 

instructive and provided us with 

some feedback to further refine our 

governance practices. 

Quality service improvement and 

risk management 

MHS in a collaborative relationship 

with Western District Health 

Service, Portland District Hospital 

and Heywood Health Service has 

appointed rSM Bird cameron as 

our internal auditors until 30th 

June, 2014. We look forward to 

developing an internal audit plan 

that will further enhance our internal 

control environment. 

MHS installed a roof safety system 

at a total cost of $10,000 to improve 

contractor safety. We are confident 

that this precautionary measure will 

ensure the safety of employees and 

contractors required to conduct repairs 

whilst working on the roof structures. 

We have experienced a long and 

drawn out process in attempting to 

conclude the water risk management 

project. in December, 2010 MHS 

engaged GHD consulting to assist us 

in developing a risk management and 

a water quality management plan. 

Unfortunately our progress has been 

frustrated by the complexity of the 

rain water infrastructure. We expect 

that this matter will be resolved by 

the end of the year. MHS has had 

a rain water harvesting program in 

place for decades. However, we must 

ensure that the rain water harvesting 

and monitoring is in accordance with 

State Government Public Health Policy 

and relevant legislation. 

this year we achieved an outstanding 

acHS accreditation result with 11 

‘extended achievements’ and three 

successful aged care support visits. i 

would like to congratulate our staff 

for their dedication and tenacity in 

achieving these outstanding results. 

DeVelopinG our people 

employee Satisfaction index employee Satisfaction index 

95 

76 

57 

38 

19 

0 

95 

76 

57 

38 

19 

0 

Belfast House 

BelfastNH: 72.81 Minimum Mean Maximum 

MHS achieved an employee satisfaction score of 72.81% against an “all high care“ industry mean of 78.89%. 

Moyneyana House 

Moyneyana: 72.81 Minimum Mean Maximum 

MHS achieved an employee satisfaction score of 72.81% against an “all low care” industry mean of 80.09%. MHS is 

currently considering a range of solutions to improve our employee satisfaction scores. 

Financial sustainability 

this year’s deficit after capital result 

of $638,239 is directly attributed to 

the large depreciation expenditure 

related to a valuation of MHS land 

and buildings. However, we achieved 

a surplus before capital of $216,417. 

MHS has concerns about the impact 

of the commonwealth Government’s 

carbon Price in July, 2012 with an 

anticipated increase in utility costs 

and goods and services. this is 

likely to impact on our financial 

performance in future years. We are 

currently ascertaining opportunities 

for reducing service costs to improve 

our financial viability. 



13



Demand for aged care beds has declined 

service indicators 

Percentage occupancy rate 

Demand for 2009-2010 high care 0.961 beds has 0.995 continued 0.938 to soften 0.971throughout 0.992 0.988 the year. 0.985 High 0.91 care beds 0.894 have 0.933 decreased 0.9678% 0.961 in the last 

three years. note 

1.05 

the decline in occupancy rates in the period from January to March. 

2010-2011 0.953 0.927 0.943 0.959 0.923 0.962 0.923 0.908 0.863 0.874 0.84 0.872 

Percentage occupancy rate 

1.05 

1 

0.95 

0.9 

1.05 

0.85 

1 

0.95 

0.8 

0.75 0.9 

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

0.85 

2009-2010 0.961 0.995 0.938 0.971 0.992 0.988 0.985 0.91 0.894 0.933 0.967 0.961 

0.8 

2010-2011 0.953 0.927 0.943 0.959 0.923 0.962 0.923 0.908 0.863 0.874 0.84 0.872 

0.75 


1 

0.95 

1.05 

0.9 

1 

0.85 

0.95 

0.8 

0.9 

BelFAst House oCCupAnCY 

moYneYAnA House oCCupAnCY 


2009-2010 0.85 0.9944 0.98950.9821 0.9677 0.9846 0.9752 0.9684 0.9629 0.9653 0.9578 0.9485 0.9103 

2010-2011 0.8995 0.97460.9256 0.9243 0.9558 0.9076 0.8927 0.8695 0.9231 0.9115 0.8896 0.9391 

0.8 


2009-2010 0.9944 0.98950.9821 0.9677 0.9846 0.9752 0.9684 0.9629 0.9653 0.9578 0.9485 0.9103 

2010-2011 0.8995 0.97460.9256 0.9243 0.9558 0.9076 0.8927 0.8695 0.9231 0.9115 0.8896 0.9391 

our low care bed occupancy rates have also declined in the last year. low care beds have decreased 6% over the last 

three years. 

MHS will continue to experience competitive residential aged care occupancy pressures as the demand for community 

aged care services is likely to increase over time. 

separations 2010/11 2009/10 2008/09 2007/08 2006/07 

Same day 85 40 95 109 53 

Multi day 416 454 435 440 487 

total separations 501 494 535 549 540 

Public separations 364 391 339 418 403 

total WeiS 442.98 448.97 434.24 449.6 444.59 

Separations per available bed 33.4 32.9 35.6 36.6 36 

total bed days 2,460 2,705 2,560 2,463 2,628 

the average occupancy rates over the last five years have fluctuated between 45% and 49%. We continue to 

experience seasonal variations such as the christmas period and Port Fairy Folk Festival in which there is a considerable 

demand for our services. 

non admitted patients 2010/11 2009/10 2008/09 2007/08 2006/07 

emergency Medical treatment 5,436 7,172 7,693 7,267 6,276 

outpatient Services 

(allied Health & radiology) - non Dva 1,915 1,480 1,807 3,705 3,193 

outpatient Services 

(allied Health & radiology) - Dva 11 31 24 

total occasions of service 7,351 8,652 9,511 11,003 9,493 

note the decrease in the number of emergency medical treatment presentations. this decrease is due to improvements 

in our data integrity and collection. 

Facilities, equipment 

and technology 

this year we implemented our hybrid 

vehicle strategy. We are progressively 

replacing our small vehicle fleet, 

as far as practicable, with hybrid 

vehicles. We believe that this initiative 

will reduce our carbon emissions by 

an estimated 30%. 

MHS has now established its essential 

services maintenance program and 

is confident that its systems and 

processes can provide assurance 

that essential services are being 

maintained in accordance with 

regulatory requirements. 

We were delighted to receive 

$58,842.20 from the Port Fairy Folk 

Festival (PFFF) for the purchase of a 

community bus. the PFFF has provided 

funding assistance to MHS over many 

years and we appreciate their support. 

MHS will also purchase a bus for the 

residential aged care services. 

this year we received $50,000 in 

victorian State Government funding 

to upgrade the Belfast House hot 

water services. We appreciate the 

Department of Health’s support in 

funding our infrastructure upgrades. 

these Government funds will assist 

MHS in the implementation of 

its environment strategy. other 

improvements include: 

• t he renovation of ccSD area 

to improve infection control 

processes and address the 2007 

acHS recommendation at a cost 

of $30,000. 

• the completion of the ‘make 

over’ of the Moyneyana Hostel 

conservatory at a total cost of 

$30,000. congratulations to 

Katharina redford (former aged 

care Services Manager) and her 

team for their commitment in 

sourcing funds for this project. 

MHS has continued to address the 

norman Disney young Fire Safety 

audit recommendations. the Project 

has taken four years to complete 

at a total cost of $781,077. in 

total MHS received $350,000 in 

State Government funding. it was 

necessary for us to complete the fire 

risk management works in order to 

assure our community and clients that 

we are providing a safe environment. 



15


AT A GLANCE 

PERfORMANCE At A glANCE 

environmental performance 

utility 2011 2010 +/- % Change 

electricity 807 772 5 

natural gas 414 413 0.2 

We have managed to maintain our utilities within an acceptable range. in 

the next year, we will be working hard to reduce our electricity usage. 

Building effective relationships 

this year we appointed an event 

Manager, Jenny Boyer to assist us 

with the Woody’s Murray to Moyne. 

Jenny is an experienced graphics 

artist and has experience in marketing 

and project management. We look 

forward to her contributions in 

helping us to improve our promotion 

of the event. 

this year’s Murray to Moyne event 

raised $72,961. Dr Dennis naphine 

MP presented the Graham Woodrup 

Memorial award to Frank carlus 

from the Better Health channel 

team. Frank is credited with 

promoting many community causes 

and we congratulate him for this 

achievement. 

We continue to build and maintain 

effective relationships with our 

clients, the community, donors, 

Department of Health, staff and 

many other MHS stakeholders. 

We are continually reviewing our 

communications strategy to ensure 

that our stakeholders are aware of 

MHS initiatives. 

our Auxiliaries, Volunteers 

and Donors 

MHS is exceedingly privileged to 

have the support of the auxiliaries 

and volunteers. the yambuk 

Hospital, the Friends of Moyneyana 

House and the Port Fairy Hospital 

auxiliaries continue to provide 

tireless support to our service. We 

are very grateful and thank them 

sincerely for their many efforts. 

this year Port Fairy ladies auxiliary 

provided a donation of $7,000, 

yambuk Hospital auxiliary provided 

a donation of $19,000 and Friends 

of Moyneyana House donation of 

$34,418.18. 

our volunteers continue to provide 

invaluable service to our clients. our 

staff could not possibly achieve all 

that they do without the dedication 

and support of our volunteers. 

Future Directions 

• complete the Master Plan. 

• Prepare for aged care 

accreditation in September, 2012. 

• Develop an environment Strategy 

to reduce MHS ‘greenhouse gas 

emissions’. 

• explore ‘sub acute’ care services 

partnership with South West 

Healthcare. 

• implement a Patient Management 

System at MHS to integrate acute 

care and community care. 

Acknowledgements 

on behalf of the Board we would 

like to sincerely thank the donors, 

auxiliaries, volunteers, General 

Practitioners, staff, contractors, 

suppliers and the community for their 

support and assistance throughout 

the year. 

We look forward to another 

successful year in further 

consolidating health care service 

operations in preparation for strategic 

growth and opportunities. 


in accordance with the financial 

Management Act 1994, we are 

pleased to present the report 

on operations for Moyne Health 

Service for the year ending 30th 

June, 2011. 

Geoff youl 

President 

David lee 


22nd august, 2011 

Current asset 

Current Asset 

3 

2.5 

2 

1.5 

1 

0.5 

0 

2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 

There has been a 5% decline in residential aged care ccupancy o rates in the last year and 

10400 

the current asset ratio has been reasonably stable over 

10200 

an 8% decline since 2008. 

The current asset 

the 

ratio 

last 

has 

five 

been 

years. 

reasonably 

the decline 

stable 

in the 

over 

current 

the 

ratio 

last five 

since 

years. The there decline has in been a 5% decline in residential aged care 

10000 

Moyneyana House Occupancy Bed Days Trend 

the current ratio 

2005 

since 

is primarily 

2005 is 

attributed 

primarily 

to 

attributed 

the MHS 

to 

recognition 

the MHS recognition 9800 

of 

of occupancy rates in the last year and an 8% decline 

9600 

accommodation bonds as current liability. 

since 2008. 

19000 

accommodation bonds as a current liability. 

9400 

Cash flow s from operating activities 

18500 

2011 2010 2009 

Belfast House Occupancy Bed Days Trend 

2008 

18000 

There has 

AT A GLANCE 

11000 

been a 5% decline in residential aged care ccupancy o rates in the last year and 

2500 

17500 10800 

an 8% decline since 2008. 

10600 

2000 

17000 10400 

Cash flows activities 

Moyneyana Occupancy Bed Days Trend 

Cash Flows from operating Activities 

10200moyneyana House occupancy Bed Days trend 

Current asset 

16500 

1500 

10000 

19000 2011 2010 2009 2008 

9800 

2500 

1000 3 

18500 9600 

2.5 

This occupancy 

9400 

rate figure is inclusive of respite bed days. There has been a 5% decline 

18000 2011 2010 2009 2008 

500 

2000 2 

in residential aged care ocupancy rates in the last year and 6% decline since 2008. 

0 1.5 

17500 

There has been a 5% decline in residential aged care ccupancy o rates in the last year and 

2011 1 

1500 

2010 2009 2008 2007 2006 2005 2004 2003 2002 

17000 

Victorian patient 

an 

Satisfaction 

8% decline since 

Monitor 

2008. 

(VPSM ) Results 

0.5 

16500 

Moyneyana House Occupancy Bed Days Trend 

0 

Consumer Participation 2011 2010 2009 2008 

1000 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 

19000 

Overall Care 

This occupancy 18500 rate figure is inclusive of respite bed days. There has been a 5% decline 

The current asset ratio Total has Acute been Care reasonably Occupancy stable Bed over Days the Trend last five years. The in decline residential Access in aged and Admission care ocupancy rates in the last year and 6% decline since 2008. 

18000 this occupancy rate figure is inclusive of respite bed 

500 

the current ratio since 2005 is primarily attributed to the MHS recognition of 

General 17500Patient days. Information there has been a 5% decline in residential 

4000 

accommodation bonds as a current liability. 

17000 Treatment aged Victorian care and Related patient occupancy Satisfaction rates in Monitor the last (VPSM year and ) Results a 6% 

3500 0 

Information 

Cash flow s from operating activities 

16500 

decline since 2008. 

3000 

Complaints Management 

Consumer Participation 2011 2010 2009 2008 

2500 

-500 

2500 

Physical Environment 

Overall Care 

2000 

2000 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 This occupancy rate figure is inclusive of respite bed days. There has been a 5% decline 

1500 

in residential 

Discharge and Follow-up 

Access and aged Admission care ocupancy rates in the last year and 6% decline since 2008. 

1000 1500 

there has been a decline in cash flow from 

General Patient Information70 75 80 85 90 95 

500 

1000 

Victorian 

Treatment and 

patient 

Related 

Satisfaction satisfaction Monitor monitor (VPSM(Vpsm) ) Results results 

0 operation activities related to investment of cash 

Information All Hospitals Category D Hospitals Moyne Health Services 

500 

2011 2010 2009 2008 into 2007 term 2006 deposits. 2005 2004 2003 2002 2001 Complaints Consumer Management 

Participation 

0 

2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 


Overall Care 

There has been a slow decline in acute care occupancy rates over the last 10 years 

however the trend has been relatively stable in the last five years. 

4000 

3500 

3000 

2500 

2000 

1500 

1000 

500 

0 

Total Acute Care Occupancy Bed Days Trend 

total Acute Care occupancy Bed Days trend 

2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 

There has been a slow decline in acute care occupancy rates over the last 10 years 

however trend has been relatively stable in the last five years. 

there has been a slow decline in acute care 

occupancy rates over the last 10 years however the 

trend has been relatively stable in the last five years. 

11000 

10800 

10600 

10400 

10200 

10000 

9800 

9600 

9400 

11000 

10800 

10600 

1 


Belfast House occupancy Bed Day trends 

Access and Admission 


1 


2011 2010 2009 2008 

General Patient Information 

Treatment and Related 70 75 80 85 90 95 

Information 

Complaints Management All Hospitals Category D Hospitals Moyne Health Services 



70 75 80 85 90 95 

All Hospitals Category D Hospitals Moyne Health Services 

our vPSM results, as at December 2010, show that 

we have outperformed similar-sized hospitals across 

all service categories. 

2 

2 

2 



17

fiNANCiAl OvERviEW 

fiNANCiAl OvERviEW 

Moyne Health Services achieved a 

net surplus result before capital and 

specific items of $216,147 (2010: 

$210,846) for the year p40. 

surplus 

the total revenue for the year is 

$11,987,915 (2010: $10,946,450) 

p40. 

the total expenditure was 

$12,626,154 (2010: $11,172,964) 

p40. 

liquidity 

Moyne Health Services has working 

capital of -$281,958 (2010: -$45,738). 

this means that the entity currently 

has $281,958 in current liabilities in 

excess of current assets p41. 

the current asset ratio decreased 

from 0.99 (2010) to 0.97 (2011). 

this amounts to a 2% decline in the 

current asset ratio. 

Financial summary 

investments 

the value of Moyne Health Services 

investments at year end was $7.37 

million (2010: $5.96 million). this 

represents 24% improvement on the 

previous year related to additional 

accommodation bonds placed in term 

deposit investments. 

Cash Flow 

Moyne Health Services generated a 

cash flow deficit from operations of 

$21,550 (2010: $492,496) and a net 

decrease in cash held of $203,014 

(2010: $808,000). 

BAlAnCe sHeet 

Assets 

Fire risk management Works 

nicholson constructions Pty ltd $ 431,732.21 

exova Warrington $ 26,444.00 

totAl $ 458,176.21 

total assets are $27.769 million 

(2010: $27.916 million) a slight 

increase of $146,300 in comparison 

to the previous year. 

murray to moyne Fundraising 

liabilities 

total liabilities increased from $8.78 

million (2010) to $9.27 million 

(2011) as a result of an increase in 

accommodation bond liabilities and 

employee provisions p41. 

Financials ($000) 2010/11 2009/10 2008/09 2007/08 2006/07 

total revenue 11,723 10,292 9,616 9,090 8,198 

total expenses 11,507 10,081 9,740 8,791 8,549 

operating surplus (loss) before 

capital and specific items 216 211 (124) 299 (351) 

total assets 27,769 27,916 27,880 23,130 21,133 

total liabilities 9,269 8,778 8,529 6,580 5,250 

equity 18,500 19,138 19,351 16,550 15,883 

Capital expenditure 

significant items of capital expenditure (exceeding 

$100,000) for the year included: 

Specified State Government capital Grants of $142,352 

were provided for the following projects. 

total revenue $124,148 

total expenses $51,187 

surplus $72,961 

state Government specified Grants 

infrastructure Grant for installation of 

Solar Water System to Belfast House 

nursing Home $50,000 

aged care annual Provisions $30,000 

SrHS enrolled nurse (Div 2) $36,852 

aged care Minor capital $10,000 

Dementia Friendly environment $4,500 

Greening Hospitals Grant $11,000 

totAl $142,352 

summary of significant Changes in financial Position 

during 2010/11 

2010/11 2009/10 +/- % Change 

$000 

cash & cash equivalents 56 1,204 -95 

other Financial assets 7,371 5,964 24 

Provisions 1,382 1,422 3 

other liabilities 6,708 5,993 12 

‘Cash & Cash Equivalents’ decreased and ‘Other Financial Assets’ increased as a result of investing Accommodation Bonds 

and cash assets into Term Deposits. MHS also had a net bond cash outflow of approximately $760,000. Refer to Financial 

Notes 5 & 7. Current liability provisions remained relatively stable due to an improvement in the management of employee 

annual leave liabilities. Other liabilities has further increased in connection with an increase in accommodation bonds. Refer 

to Financial Statements Note 14. 

Events subsequent to balance date, which many have a significant Effect on the Operations of the Entity in 

subsequent Years. 

there were no events subsequent to 30th June, 2011 that will have a material impact on Moyne Health Service 

operations. refer to Financial note 24. 

budgetary Objectives for 2010/11 and Performance 

2010/11 2010/11 Variance 

against those Objectives 

Actual Budget 

$000 $000 $000 

total revenue 11,723 10,477 1,246 

total expenditure 11,507 10,369 (1,138) 

Surplus (Deficit) Before capital & Specific items 216 108 108 

capital income (less capital purpose expenditure) 243 328 (85) 

Depreciation 1,098 1,085 (13) 

net result for the year (638) (649) 10 

Future directions 

• to improve the use of the power budget software by line managers for financial analysis. 

• to continue to refine the financial reports and key performance indicators (KPi’s). 

• to improve the financial viability of MHS and its reliance on community fund raising events. 



19

OARd Of MANAgEMENt 

bOARd Of MANAgEMENt 


President 

Charlie Blackwood 

Senior vice President 

susan Kewley 

Junior vice President 

Kerrie robertson 

Dip applied Social Sciences- 

eda ritchie Am 

a Mus a, Grad Dip Business 

David ryan 

Ba, llB 

richard Walter Am 

B comm, M trP (Melb), 

peter o’Keeffe 

Peter is the Director of 

Geoff is President of the 

Yambuk Recreational Reserve 

Committee, Trustee Port Fairy 

Public Cemetery Trust and 

Vice President South West 

District Rifle Association. 

Geoff is a primary producer 

based in Yambuk. 

Bachelor of veterinary Science 

(Sydney University), MacvSc 

Charlie is a Partner in the 

Warrnambool Veterinary Clinic 

located in Port Fairy. President 

of Port Fairy Consolidated 

School Council. 

advanced Diploma of Business 

(Human resources) 

Susan is employed by 

Moyne Shire as the Human 

Resources Coordinator and 

has experience in public sector 

Governance, Strategic Planning 

and Policy Development. 

Welfare Studies, assoc Dip 

Family therapy 

Kerrie is a Social Worker and 

Family Counsellor in private 

practice. 

terms of appointment 

24.10.02 - 30.06.11 

Board member of Port 

Fairy Spring Music Festival, 

Melbourne University 

Publishing, Ian Potter Museum 

of Art, Hillview Quarries Pty 

Ltd. Trustee of the RE Ross 

Trust and Council Member 

University of Melbourne . 

David is a Solicitor. In addition 

to his own legal practice, 

he works as a solicitor for 

South West Community Legal 

Centre and the Department of 

Human Services as a Disability 

Worker. David is a committee 

member with the Multicultural 

MrP (Penn) 

Richard is Independent Chair 

of the Moyne Shire Audit 

Committee. 


1.07.08 -30.06.11 

Global Power Design. He was 

formerly Facilities Manager at 

South West College of TAFE. 

Peter’s interests include Folk 

Festival-Construction Crew 

(30 years), Red Cross-Disaster 

Relief Plan (Water purification) 

and golf. 


01.01.00 – 30.06.13 


25.11.04 – 30.06.11 

Member of the Moyne Shire 

arts & culture committee 

Board Committees 

• occupational Health and 


27.11.03 – 30.06.12 

Development Unit of 

Community Connections. 


• audit and risk 

• executive remuneration 


01.11.95 – 30.06.12 


• executive (chair) 

• audit and risk 

• executive remuneration 

and Governance 

• Murray to Moyne 

(a major fundraising event) 


• executive 

and member of the Port Fairy 

Book club. 


01.11.05 – 30.06.11 


• executive 

Safety 

• Governance, Quality and 

risk (chair) 


• Marketing and 

communications (chair) 


01.11.95 – 30.06.13 


• Governance, Quality 

and risk 

• Murray to Moyne 

and Governance 


• executive 

• audit and risk (chair) 

• occupational Health and 

Safety (chair) 

• executive remuneration & 

Governance committee 

(chair) 

• Marketing and 

Ralph is a self-employed 

communications 

lobbyist, facilitator and trainer. 

He sits on a number of National 

Boards representing vocational 

education and training. 

ralph has vast experience in 

management, research and 

teaching. 

ralph leutton 


1.07.10 – 30.06.13 

MSc (UQ) 


• environment (chair) 



HealtH ServiceS AnnuAl report 2011 

21

gOvERNANCE stAtEMENt 


this Statement sets out the main 

governance practices in operation 

throughout the financial year. 

Accountability 

the Board assumes responsibility and 

is accountable for the effectiveness of 

corporate governance practices and 

the management of Moyne Health 

Services (MHS). 

the Board has been able to achieve 

robust governance through providing 

effective leadership and bringing 

independent judgement to decisions 

affecting the operations of the MHS. 

the Board has a Governance charter 

which outlines the functions and 

responsibilities of the MHS Board. 

to assist the Board in carrying out 

its functions and responsibilities, the 

Board has established nine board 

committees: 

• audit and risk; 

• executive remuneration and 

Governance; 

• Governance, Quality and risk; 

meeting Attendances 


President 

Charlie Blackwood 

Senior Vice President 

susan Kewley 

Junior Vice President 

Board 

• Murray to Moyne; 

• Medical appointments; 

• Marketing and communications; 

• environment; 

• occupational Health and Safety; 

and executive. 

the committees operate in accordance 

with a clear charter and procedures for 

reporting to the Board. 

the Board delegates responsibility 

for the operational management 

and administration of MHS to the 

chief executive officer (ceo). other 

than matters specifically reserved 

for the attention of the Board, the 

management of MHS is formally 

delegated to the ceo. the levels 

of authority and responsibility for 

management are documented in an 

instrument of Delegation established 

by the Board. 

the ceo provides a monthly report 

to the Board on MHS’ performance. 

the Board has an annual 

Governance agenda which provides 

details on the content and frequency 

of governance items. 

Audit 

and risk 

Governance, 

Quality & risk 

medical 

Appointments 

Board members charlie Blackwood, 

Susan Kewley, Kerrie robertson 

and richard Walter have been reappointed 

to the Board from 1st July, 

2011 to 30th June, 2014. 

there were no meetings of the 

environment, executive or Marketing 

and communications committees 

throughout the period. 

transparency 

MHS is a public body incorporated 

under the Health services Act 

1988 (Vic). 

Board members are non-executive 

members who are appointed by the 

victorian Minister for Health. Board 

members are generally appointed for 

a term of three years. 

the Board’s Governance structure is 

regulated by the Health services Act 

1988 and the Public Administration 

Act 2004. 

the roles of the Board President and 

the ceo are not performed by the 

same individual. 

murray to 

moyne 

occupational 

Health and 

safety 

executive 

remuneration 

& Governance 

9 of 10 4 of 4 2 of 2 7 of 10 1 of 1 

8 of 10 

8 of 10 1 of 1 

David ryan 9 of 10 5 of 5 8 of 10 

richard Walter 8 of 10 3 of 4 2 of 2 1 of 1 

ralph leutton 8 of 10 

peter o’Keeffe 9 of 10 4 of 4 3 of 6 

eda ritchie 8 of 10 1 of 1 

Kerrie robertson 5 of 10 3 of 5 2 of 6 

the Board has an executive 

remuneration and Governance 

committee whose responsibilities 

include the nomination to the Minister 

of prospective board members and 

appraising the performance of the 

Board, Board committees and the 

ceo. the executive remuneration 

and Governance committee has a 

‘charter’ that clearly sets out its roles 

and responsibilities. 

MHS is committed to ensuring that 

all new Board members are provided 

with a thorough induction and 

training programs. 

these programs cover: 

• information on the public health 

sector in victoria. 

• impact of relevant legislation on 

the role of the MHS Governing 

Board. 

• information about the MHS. 

• Board procedures. 

• care, skill and diligence 

obligations; and 

• the environment in which the 

MHS governing Board operates 

(eg. government policies, business 

context etc.). 

MHS has a Board of Management 

induction process to ensure that 

new Board members are provided 

with a comprehensive overview 

of the structure, operations and 

policies of MHS. 

role of the Ceo 

the ceo of MHS is responsible for 

executing the MHS strategic plan 

and the day to day management of 

the organisation. the MHS Board 

relies on the ceo for the formal 

reporting of the performance 

of the MHS and for informal 

communication between meetings. 

the ceo provides a monthly report to 

the Board covering: 

• Progress in implementing medium 

and long term strategic plans; 

• Financial management and 

incident reporting; 

• Progress in implementing the 

business plans for MHS including 

against KPis; and 

• Situations which will or may 

involve future Board decisions, 

so that the MHS Board is fully 

informed and can prepare for 

making the decision, when the 

time comes. 

the ceo ensures a full, timely and 

accurate flow of management 

information to the MHS Board and 

advises the Board of the major issues 

affecting the organisation. 

the ceo has a Government Sector 

executive remuneration Panel 

(GSerP) contract setting out duties, 

responsibilities and conditions of 

service. 

the ceo’s performance is evaluated 

and monitored by the executive 

remuneration and Governance 

committee. the evaluation involves 

an assessment of a range of key 

individual and service performance 

indicators for the MHS. a 

performance evaluation was initiated 

for the year under review. 

open Disclosure standard 

MHS has adopted the ‘open 

Disclosure Standard’ (oDS). there are 

nine principles: 

• openness and timeliness of 

communication. 

• acknowledgement. 

• expression of regret. 

• recognition of the reasonable 

expectations of patients and their 

support person. 

• Staff support. 

• integrated risk Management and 

System improvement. 

• Good Governance. 

• confidentiality, and 

• legal consideration. 

risk management and liability 

MHS Board members understand 

their risks and liabilities and exercise 

a reasonable degree of care, skill and 

diligence in carrying out their roles. 

the Board determines MHS’ ‘risk 

profile’ and is responsible for 

approving the organisation’s risk 

management strategy and policies, 

regulatory compliance and the 

internal control environment. 

the responsibility for assessing and 

monitoring the effectiveness of risk 

management and internal controls for 

the MHS is delegated to the ceo and 

executive management. 

MHS must address a wide variety 

of risks. MHS’ risk management 

program is supported by an audit 

and risk committee, Quality & risk 

Manager, Governance, Quality and 

risk committee and occupational 

Health and Safety committee and a 

risk Management Policy. 

During the year under review MHS 

engaged a number of consultants to 

verify and assess specific risks: 

• exova Warrington Fire continued 

to provide fire safety and building 

compliance assessments in relation 

to the matters identified in the 

nDy Fire Safety re-audit dated 

May, 2007, and 

• australian accounting Solutions 

Bendigo (aaSB) conducted 

internal audits of the internal 

financial control environment. 

# the Board has granted Kerrie robertson leave of absence for a period of four months commencing 28th april, 2011. 



23



inteGritY 

Code of ethics 

Professionalism requires that MHS’ 

Board have a ‘code of ethics and 

Good conduct’ and policies on 

‘conflicts of interest’ which describe 

the ethical standards Board members 

are required to maintain. 

the ‘code of ethics and Good 

conduct’ is based upon the “Code of 

Conduct for Victorian Public Sector 

Employees (No1) (2007)” 

it is the Board’s objective that all 

dealings with staff, with clients 

including patients and residents, 

with regulatory authorities and with 

the community should be conducted 

fairly, honestly, diligently and in 

accordance with applicable laws. 

any departure from such practice is 

treated very seriously. 

MHS promotes the Public Sector 

values of: responsiveness, integrity, 

impartiality, accountability, respect, 

leadership, human rights, ethical 

consideration and redress. 

Conflicts of interest 

the Board is conscious of its 

obligations to ensure that Board 

members avoid conflicts of interest 

between MHS and their own 

interests. Board members must 

declare the nature and extent of their 

interests. a declaration of interests is 

a standing agenda item at all Board 

and Board committee meetings. the 

ceo maintains a register of Board 

member pecuniary interests and a 

register of related party transactions. 

all Board members have made the 

required declarations for the year 

under review. 

Charter of Human Rights and 

Responsibilities Act 2006 

the charter came into operation on 

1 st Jan, 2006 and sets out human 

rights. MHS is required to act in 

accordance with the charter. the 

charter contains 20 rights that reflect 

basic principles of freedom, respect, 

equality and dignity. 

stewardship 

through the ceo the Board has overall 

responsibility for ensuring the integrity 

of the MHS systems of internal control. 

these systems are designed to ensure 

effective and efficient operations, 

including financial reporting 

and compliance with laws and 

regulations, with a view to managing 

the risk of failure to achieve business 

objectives. it must be recognised, 

however, that internal control systems 

can provide only reasonable and not 

absolute assurance against the risk of 

material loss. 

the Board reviews the effectiveness 

of the internal control systems and 

risk management on an ongoing 

basis, and ensures that risks are 

monitored through the audit and 

risk committee. the Board regularly 

receives information about the 

financial position and performance 

of MHS. 

the Board has an audit and risk 

committee. the committee’s chair 

is not the same as the Board of 

Management chair. 

the audit and risk committee 

meets four times per year and has a 

‘charter’. 

accounting and audit Solutions 

Bendigo (aaSB) assists the Board by 

providing an internal audit service. 

the ceo, Finance and Quality and 

risk Managers attend the audit and 

risk committee meetings. aaSB 

and the external auditor coffey Hunt 

& co (victorian auditor-General) 

may attend at the discretion of the 

committee. 

the minutes of each meeting are 

reviewed at subsequent meetings 

of the Board and the chair of 

the committees reports on the 

committee’s conclusions and 

recommendations. 

the external auditor, coffey Hunt 

& co is appointed by the victorian 

auditor-General office (vaGo). 

For annual accounts released 

publically, the Board chair, ceo and 

chief Financial officer sign-off on 

the annual declaration in accordance 

with Standing Direction 4.2. of the 

financial Management Act 1994. 

large projects in which there are community expectations 

large projects (>$100,000) Comment Cost 

Fire risk Management Works 

leADersHip 

strategic leadership 

MHS has established Key result areas 

(Kra). the ceo provides a monthly 

operating report against each of the 

Kra to the Board. 

the Board of Management member’s 

biographies, their term of office 

and information about their skills, 

experience, qualifications and special 

responsibilities are listed on pp 18,19. 

this governance statement reflects 

the governance arrangements in 

place at MHS. 

Geoff youl 

Board of Management-President 

The Victorian State Government 

contributed $350,000 towards the 

costs of the upgrade. 

$458,176.21 

MHS acknowledges that it has significant stakeholders. our stakeholders include residents, patients, staff, volunteers, 

relatives, the Department of Health and the wider community. MHS has a communications Strategy in place. MHS 

continues to improve its communications with stakeholders. 

L to R: Dr Dennis Napthine MP, State Member for Southwest; Mr Dan Tehan MP, Federal 

Member for Wannon; Mr Geoff Youl, Board of Management President and Mr David 

Lee, Chief Executive Officer following the 2010 Annual General Meeting. 



25

EXECutivE MANAgEMENt 

ORgANisAtiON CHARt 

Board of management 

murray to moyne 

event manager 

Chief executive officer 

Finance & Human 

resources 

manager 

Health information 

& Quality manager 

Food services 

manager 

maintenance 

services manager 

Director of 

nursing 

Director of 

medical services 

David lee 

B nurs (QUt), M comm (UQ) 

PG Dip cSP, MaicD 

Chief executive officer 

• appointed July, 2007. 

• responsible for the overall 

operation of Moyne Health 

Services. 

• extensive experience in the 

armed forces, nursing and health 

management. 

• Member of SWarH executive 

committee, Department of 

Health Quality reference 

committee and chartered 

Secretaries national Public 

Sector Governance committee. 

Dr Bruce Warton rFD 

MB, BS, Hons (Monash), BHa 

(UnSW), FrcSed, FrcoG, 

FranZcoG, FracMa, aFacHSM, 

cHe, DtM&H (JcU), Grad Dip 

Health and Medical law (Melb). 

Director of medical services 

• appointed January, 2011. 

• responsible for assisting with 

the development of robust 

credentialing and privileges and 

medical appointments processes. 

• Bruce has extensive experience 

as a Director of Medical Services 

and in the armed forces. 

• Formerly Director of Medical 

Services at Western District 

Health Service and Goulburn 

valley Health. 

leigh parker 

B Bus (acc), aFcHSe 

Finance and Human 

resources manager 

• appointed May, 2008. 

• responsible for the 

management of finance, 

information technology, human 

resources and occupational 

health and safety. 

• Formerly Deputy ceo of terang 

and Mortlake Health Service. 

• Member of the SWarH 

Finance committee and the 

FMiS oracle Working Group. 

Fran Kinnersly 

r.n. Mrcna 

Director of nursing 

• appointed February, 2005. 

• responsible for the management 

of nursing and clinical services. 

• Member of the royal college 

of nursing and an active 

member of the small rural 

Director of nursing committee. 

• Fran has extensive experience 

in acute and surgical nursing 

and management. 

• Member Barwon South West 

nursing executive Group and 

Department of Health Public 

Sector residential aged care 

leadership Group. 

o H & s 

Co-ordinator 

Aged Care Admin 

manager 

Admin 

manager 

Admin staff 

medical records 

Clerk 

Clinical Coder 

trade Cooks 

Food service 

Assistants 

maintenance 

officers 

Domestic 

supervisor 

Domestic service 

Assistants 

Clinical support 

nurse 

infection 

Control 

ACFi and 

Documentation 

Co-ordinator 

Aged Care 

manager 

nurse unit 

manager Acute 

Visiting medical 

officers 

nursing staff 

& Care staff 

CACps/eACH 

manager 

Community 

Health Care 

manager 

Acute nursing 

staff 

District nurse 

primary Care 

staff 

outpatients & 

emergency 

Belinda Westlake 

Glenis Dean 

pauline mcGee 

Adult Day & 

support services 

pharmacy 

B app Sc (HiM). Mae (Melb), 

FaaQH 

Health information, Quality and 

risk manager 

• appointed october, 2002. 


management of health 

information, quality and risk 

programs. 

• Belinda holds the position 

of chair of the Barwon 

South West Quality advisory 

committee. 

• President of the victorian 

Healthcare Quality association. 

rn certificate of Peri-operative 

Services 

Aged Care services manager 

• appointed May, 2011. 


management of residential and 

community aged care services. 

• extensive experience in critical 

care nursing and project 

management. 

rn rM 

primary and Community 

Care manager 

• appointed March, 2008. 


coordination of the primary 

and community care services. 

• Pauline has a background 

in primary and community 

health sector including 

youth, women’s health and 

community health education. 

• Member of the South West 

Primary care Partnership 

executive committee and 

member of regional alliance of 

mental Health Promotion. 

primary Care 

staff 

Community 

Care staff 



27

OCCuPAtiONAl HEAltH ANd sAfEtY 


Moyne Health Services (MHS) is 

committed to the health and safety 

of all of its employees. We are 

committed to exemplary practices 

and see this as an important part of 

delivering high standards of health 

care services to our community. 

actions so that priority was given to 

the highest rated risk. 

Contractor safety 

WorkCover Claims by injury type 

nature of injury 2010/2011 2009/2010 2008/2009 2007/2008 2006/2007 

MHS has identified contractor 

3 Figures are inclusive of GSt. 

Achievements 

safety as a high risk area. thus MHS 

continues to develop risk reduction 

Back 2 2 0 4 0 

• Ma rating received for acHS 

initiatives and controls. this year, 

Strains (excluding back) 1 3 1 1 0 

accreditation. 

MHS developed Working at Heights 

Fracture 0 0 0 0 0 

and Fall Prevention measures to 

open wound 0 0 1 1 0 

Management is accountable for the • Streamlined oHS committee 

minimise the risks connected with 

implementation of MHS occupational agenda / Minutes with risk 

Psychological 0 0 0 0 0 

working at heights. MHS has 

Health and Safety (oHS) Policy and ratings and an action Plan. 

Soft tissue 0 1 0 3 0 

continued to improve site induction 

this ensures we meet and exceed the • improved our staff orientation for all contractors and work to 

Superficial 0 0 0 1 0 

Occupational Health and safety 

Act 2004 (vic) (the act) legislative 

requirements. 

process by developing orientation 

checklists and developing a 

‘buddy’ shift system. 

permits systems. 

Consultancies 

occupational overuse Syndrome 

other 

totAl 

0 

0 

3 

0 

0 

6 

0 

0 

2 

0 

0 

10 

0 

0 

0 

our oHS policies and procedures form • installed a working at heights 

this year MHS engaged 

the foundation of our organisation. safety system. 

comparative data in the above table is only available for the last five years. 

consultancies to: 

they are developed with our 

• instigated Work Health checks for 

employees and reviewed regularly 

• review our oHS Plan. 

MHS staff. MHS had a reported 

and signed off by our chief executive 

Trend for Rates over Insurance Year 

attendance of 33% of total staff. • review Fire emergency 

3.00% 

officer formalising our commitment to 

response Manual. 

our legal and moral obligations. these • redeveloped the Kitchen area 

documents include improvement 

targets, measures, and induction 

training and consultation standards. 

by installing a height adjustable 

bench and ergonomic shelving in 

the cool room. 

2.00% 

1.00% 

our oHS consultation process • Formed an emergency Planning 

0.00% 

provides for active involvement of committee to formalise plans for 

2006 2007 2008 2009 2010 

our employees and the engagement disaster management and report 

Insurance Year 

of employees is the cornerstone in to the oHS committee. 

Average Premium Rate Weighted Average Industry Rate Claims Cost Rate 

developing our system. 

• Developed emergency evacuation 

this year MHS has focused on 

plans throughout the buildings. 

providing a risk rating to identified 

note the increase in MHS Premium rates. this relates to an increase in the remuneration rates in calculating premiums. 

WorkCover Claims 

target rates 

2010/2011 2009/2010 2008/2009 2007/2008 2006/2007 

2010/2011 2011/2012 2012/2013 

number of injuries 26 48 1 34 38 13 

number of injuries. 31 27 20 

number and/or rates of incidents 31 33 10 21 19 

target reduction (%) 5 20 40 

number of Workcover claims 1 3 6 2 10 nil 

this table illustrates our target rates for the next two years. MHS aims to achieve a 40% reduction in injuries by 2013. 

cost of injuries to MHS 2 $3,715.45 $ 8,483.44 $213.05 $15,142 nil 

this year our actual rate (26) equated with our target rate (31). 

Workcover premiums. 3 $81,722 $ 74,740 $80,185 $57,179 $89,844 

2010/2011 2011/2012 2012/2013 

Note the relationship between reported injury and incident rates in 2008/09. Typically, the incident rates should be 

higher than the rate of injuries. MHS has steadily improved its incident reporting rates. 

QPS Fire and emergency Safety awareness 93% 95% 95% 

Mandatory Fire and emergency attendances 90% 93% 95% 

1 includes 17 reported gastroenteritis episodes. 

2 includes minor and standard claims. 

this year’s Qps Fire and emergency safety Awareness score was 98% against a target of 93%. 



29


WOOdY’s MuRRAY tO MOYNE 

oH&s training 

Staff mandatory Fire and emergency 

in-service improved from 50% 

(2003/04) to 83% (2010/11). in 

the next three years we aim to 

improve attendances to 95%. 

Audits and investigations 

there was one Worksafe site 

attendance for the year under review. 

Worksafe conducted an audit of the 

no lift Manual Handling program. 

there were no major issues arising 

from the audit. 

Future directions 

• Develop a higher awareness of 

emergency scenarios amongst 

staff. 

• continue to ensure our essential 

services maintenance. 

• Provide appropriate training and 

update opportunities for oHS 

representatives and management. 

• ensure all oHS representatives 

and Management are educated 

about the national Harmonisation 

of oHS laws in January, 2012. 

Fire emergency and safety Competency 

this year our Belfast House staff achieved a Fire emergency competency result 

of 97.8% against a mean score of 93.29%. 

100 

80 

60 

40 

20 

0 

100 

80 

60 

40 

20 

0 

100 

80 

60 

40 

20 

Fire and Emergency Safety – Belfast House 

BelfastNH: 97.80 Minimum Mean Maximum 

Fire and Emergency Safety - Moyneyana House 

Moyneyana House: 97.80 Minimum Mean Maximum 

our Moyneyana House staff achieved a Fire emergency competency result of 

97.8% against a mean score of 91.66%. 

Fire and emergency safety - Belfast House 

0 

9/03 9/04 9/05 3/06 9/07 9/08 na 9/10 

Belfast House Minimum Mean Maximum 

note the consistent improvement in our Belfast House fire safety competency 

scores. We did not conduct testing in 2009. 

100 

80 

60 

40 

20 

Fire and emergency safety - moyneyana House 

0 

9/03 9/04 9/05 3/06 9/07 9/08 na 9/10 

Moyneyana House Minimum Mean Maximum 

the Moyneyana House staff results have been consistent throughout the last 

seven years. We did not conduct testing in 2009. 



31

CElEbRAtiNg 25 YEARs Of WOOdY’s MuRRAY tO MOYNE 

CElEbRAtiNg 25 YEARs Of WOOdY’s MuRRAY tO MOYNE 

this year’s Murray to Moyne was 

another great success. in the months 

preceding the Woody’s Murray to 

Moyne we experienced wet weather 

and flooding throughout victoria. 

therefore there was a lot of damage to 

victorian roads. liaising with vicroads 

and Shire engineers along the three 

routes of the event was paramount to 

ensuring a safe and smooth passage 

for the 1,200 cyclists that registered to 

participate in the event. 

25th Anniversary 

this year MHS celebrated the 25th 

anniversary of Woody’s Murray to 

Moyne. the celebrations began in 

February, 2011 when the committee 

held an anniversary dinner at St. 

Pat’s Hall. Some of the original 

cyclists who rode the first Murray 

to Moyne were present along with 

many others who had participated 

in previous years. an auction took 

place of a donated painting of an 

impression of the Murray to Moyne 

by Jenny Mccarthy. 

new Booklet 

this year, a booklet was developed 

for both cyclists and support crew 

participants. the purpose of the 

booklet is to provide information 

including route guidelines, rules and 

regulations, tips, phone numbers and 

contact details of key personnel and 

general information relevant to the 

ride. the booklet was distributed in 

advance of the event to assist teams 

in their preparation for the ride. 

that the cyclists get a smooth crossing. 

the motor cyclists are also dedicated 

to the safe passage of all cyclists and 

vehicles along the 520 kms of the 

three routes. the ride Directors, lead 

and rear vehicles, Medical vehicles, 

Hamilton volunteer Group and Port Fairy 

volunteer Group all volunteer their time 

to ensure the event is a success. Success 

means a safe and enjoyable event for all 

participants. We would like to express 

our gratitude to all the volunteers who 

assisted in any way to make the 25th 

event such a rewarding experience for 

the many participants. thank you. 

the Graham Woodrup 

memorial Award 

the following nominations were 

received for the Graham Woodrup 

Memorial award: 

• Winston Silbereisen representing 

Hepburn Health Service. 

• les Solly representing Hopetoun 

Hospital. 

• James Baker representing royal 

children’s Hospital. 

• James Haig representing royal 

children’s Hospital. 

• ron Sommerville representing 

Western District Health Service. 

stAtistiCAl inFormAtion 2011 

the winner of the award was Mr Frank 

carlus representing the Better Health 

channel team. the team donated their 

funds to “Western chances”. 

We congratulate Mr. carlus on 

his achievements. 

Committee members 

mr. Jeff mclean, chairperson, ride 

Director and communications 

mr. David ryan, vice chairperson, 

volunteer co-ordinator Port Fairy 

ms Alecia Dodson, 

event co-ordinator and administrator 

mr. David lee, 

Hamilton co-ordinator 

mr. Bill Dalton, Sponsorship and 

accommodation 

ms Hester Woodrup, Fundraising 

ms Kate Winnen, Media liaison 

and Publicity 

mr. errol Carter, co-ordinator Motor 

cycle Marshalls 

ms tanya murphy, Maps and routes 

mr. Geoff Youl, Motor cycle 

Marshalls 

mr. paul Bridgeford, Marketing, 

Media, Fundraising 

mr. John Clue, Fundraising, 

lead vehicle 

number of organisations supported this year 87 

number of riders 1,200 

Mr Frank Carlus after receiving the 2011 Graham Woodrup Memorial Award. 

WE tHANk tHE fOllOWiNg 

sPONsORs 

Volunteers 

total funds raised by Moyne Health Services in 2011 $72,961 

volunteers are integral to the success of 

the event. the lions clubs throughout 

the State are well entrenched in the 

event now and assist the cyclists finding 

their way through the many towns 

throughout the three routes. one 

lions club even goes to the trouble of 

filling in the train tracks with sand so 

ride History information 

total number of riders who have participated 29,111 

organisations who have been represented 1,726 

estimated funds raised for victorian Health agencies $16.25 million 

estimated funds raised for moyne Health services $1,307,222 

Murray to Moyne riders traveling along Gipps Street Bridge, Port Fairy to the finish line. 



33

PRiNCiPAl OffiCERs 

OuR dONORs 

cHieF eXecUtive oFFicer Mr. David lee, B nurs (QUt), M comm (UQ) 

PG Dip cSP, MaicD. 

Director oF nUrSinG Mrs. Fran Kinnersly, rn Division 1 Mrcna 

Director oF MeDical ServiceS Dr. Bruce Warton rFD, MB, BS, Hons (Monash), 

BHa (UnSW), FrcSed, FrcoG, FranZcoG, FracMa, 

aFacHSM, cHe, DtM&H (JcU), Grad Dip Health and 

Medical law (Melb). 

viSitinG MeDical StaFF Dr. a. Gault, MB.,B.S. F.r.a.c.G.P., Grad.Dip. Fam. Med 

Dr. J. carson, MB.,B.S.,D.r.a.c.o.G., Mast.Gen.Prac.Psych 

Dr. i. Sutherland, MB.,B.S., F.r.a.c.o.G. 

Dr. P. Goy, MB.,B.S. F.r.a.c.G.P 

. Dr. a. cook, MB.,B.S., D.r.a.c.o.G. 

Dr. J. Bye, MB.,B.S. 

Dr. e. Donelan MB.,BS, Ba. Dip Mus Prac 

Dr. r. campbell, M.B.,B.S. 

Finance/Hr ManaGer Mr. leigh Parker. B.Business accounting, a.F.c.H.S.e. 

Unit ManaGer – acUte ServiceS Kylie Beardsley, Bn. cert emer.care, cert 4 Workplace 

trainer, rn,Div1 

Unit ManaGer - acFi John Kinnersley, r.n., Div.1 

Unit ManaGer - aGeD care Katharina redford, r..n.,r.M.,B.n.,Grad.cert.critical 

care,Grad.Dip.Health informatics (until 17th of april 2011) 

Glynis Dean, r.n. cert of Perioperative services 

(commenced on 16th of May, 2011) 

PriMary care co-orDinator Pauline McGee r.n., r.M. 

aDMiniStration ManaGer alecia Dodson 

DoMeStic ServiceS SUPerviSor Kylie Heard 

FooD ServiceS ManaGer Sandra Winnen 

Maintenance ServiceS ManaGer Harry Smit (until 7th of June 2011) 

tim Drew (commenced on 7th of June 2011) 

aGeD care aDMiniStration ManaGer Glenda chapman 

HealtH inForMation, riSK anD QUality ManaGer Belinda Westlake, B.app.Sc(HiM),Mae (Melb),F.a.a.Q.H.c 

cacPS / eacH co-orDinator / Kevan Mcnamara, r.n., Div.2, cert iv oH & S & Bus Man 

occUPational HealtH anD SaFety oFFicer 

accoUntantS australian accounting and audit Solutions Bendigo 

aGent For tHe aUDitor General coffey, Hunt & co 

arcHitect Silver thomas Hanley (vic) Pty ltd 

BanKerS australian & new Zealand Banking Group 

WooDy’S MUrray to Moyne event aDMiniStrator alecia Dodson 

WooDy’S MUrray to Moyne event PatronS the late Mr. Jack Woodrup & Mrs. Merle Woodrup 

FrienDS oF Moyneyana PreSiDent Mrs. Margaret Whitehead 

Port Fairy HoSPital laDieS aUXiliary PreSiDent Mrs. rita Smith 

yaMBUK aUXiliary PreSiDent Mrs. Marion Wright 

DePartMent oF HealtH Ms. chris Faulkner, regional Director 

(BarWon-SoUtH WeStern reGion) 

Senior ProGraM & Service aDviSor Ms. anne Fairbairn 

(BarWon-SoUtH WeStern reGion) 

a G agronomics 

andrew Kenna 

anZ Bank 

Barbara Shepherd 

Beaches 

c & G noble 

commonwealth championship 

Sheepdog trials 

Doreen o’Grady 

eda ritchie 

F & a Hellier 

FJ Foundation 

Friends of Moyneyana 

Godfrey amusements 

Gunter Herrmann 

Heather Holcombe Memorial 

if the Shoe Fits 

iGa Port Fairy 

Jan & Jurgen Braun 

Janah administration (KFc) 

Joan Peace 

John nottage 

Kevin Harris 

l’edera 

lions club of Port Fairy 

luone 

Mary Mcilroy 

Max & anne Holmes 

Mr. & Mrs. r. nayler 

Mrs S. Balmer 

Mrs. J. Peace 

Mrs. K. newland 

oscars Waterfront Boutique Hotel 

Pearl trigger 

Peter Goy Family trust 

Port Fairy Hospital ladies auxiliary 

Port Fairy Hospital yambuk auxiliary 

Port Fairy roadhouse 

Port Fairy rSl 

Port Fairy Senior citizens 

Port Fairy/Belfast lions club 

rebecca’s café 

rob Duke 

rotary club of Port Fairy 

rudy’s Boxing 

S & r Morrison 

Seafoods Politis 

Slitti 

South West rodders 

the noble Family 

tim & Jenny clark 

toorak village Dental care 

Warrnambool cheese & Butter 

Western District campdraft assoc 



35

lifE gOvERNORs 

fiNANCiAl COMPliANCE 

adamson, Mr n 

Dowell, Mrs D 

Jones, Mr D 

robertson, Mr l W 

allan, Mrs v 

Dwyer, Mr G 

Keates, Mrs B 

robertson Mr S 

arnold, Mrs l 

Dwyer, Mrs v 

Keates, Mrs l 

ryan, Mrs c 

arnold, Mrs M 

Dyson, Miss J 

Kelly, Mr W 

ryan, Mrs H 

Barnes, Mrs M 

Dyson, Mrs S 

Kent, Mrs B 

Smith, Mrs c 

Bartlett, Mrs J 

elliot, Mrs c 

Kinniry, rev Fr t 

Smith, Mrs M 

Bartlett, Mrs K 

Feeney, Ms e 

Koci, Mrs J 

Spence, Mrs D 

Bartlett, Mrs t 

Finnigan, Mrs J 

lawson, Mrs G 

Sproal, Mrs v 

Bartlett, Mrs M 

Finnigan, Mrs M 

leddin, Mrs J 

Stevens, Mr r 

Baulch, Mrs r 

Finnigan, Mr t 

leishman, Mrs a 

Stevens, Mrs K 

Baulch, Mrs l 

Fitzwilliam, Mr J 

lemke, Mr K 

tennant, Mrs v 

Blackmore, Mrs J 

Foster, Mrs M c 

lewis, Mrs P 

terjeson, Mr S 

Bourke, Mr e 

Fry, Mrs M 

lockett, Mr G 

thomas, Mrs e 

Bourke, Mr J n 

Furmedge, Mrs i 

May, Mr J W 

veitch, Mr a 

Bourke, Mrs P 

Gault, Dr a 

Maloney, Mrs B 

veitch, Mrs S 

Bradley, Mr n 

Gavin, Mr G 

Matthews, Ms J 

Walter, Miss J 

Brophy, Mrs B 

Glover, Mr P 

Miller, Mrs K 

Watts, Mr F 

Brophy, Mr J S 

Goldie, Mrs v 

Moutray, Mrs e 

Watts, Mrs H 

Byron, Mr F a 

Gorry, Mrs S 

Murdoch, Mr l 

Watts, Mrs J 

carroll, Mrs M 

Grist, Mr H W 

McDonald, Mr G 

Watts, Mrs S 

carroll, Mr K 

Grace, Mrs J 

McDonald, Mr r 

Wentworth, Mr M 

chapman, Mrs M 

Gaynor, Mr n 

Mclean, Mrs J 

Whitehead, Mrs J c 

clark, Mrs W 

Harry, Mrs J 

Mclean, Mrs M 

Whitehead, Mrs M 

crow, Mr r 

Harry, Mr r 

Mclean, Mrs n 

Wiggins, Mr t 

crow, Mr t 

Heard, Mrs H v 

o’Dwyer, Mrs J 

Woodrup, Mr J 

crow, Mrs v 

Hearn, Mr M l 

o’Dwyer, Mr P J 

Woodrup, Mrs H 

crowe, Mrs M 

Heaney, Mrs a 

o’Keeffe, Mr P 

Woodrup, Mrs M 

cykner, Mrs Z 

Hedditch, Mr J 

Ploenges, Mr J W 

Wright, Mrs a 

commber, Mr WS 

Hodgeson, Mrs G 

ransley, Mrs B 

Wright, Mrs D 

Dalton, Mrs n 

Hohmuth, Mrs D 

reed, Mrs B 

youl, Mrs G 

De vries, Mr G 

Hughes, Mrs c 

rendell, Mrs B 

Dean, Miss l 

irving, Mrs n 

ridout, Mrs S 

Dempsey, Mrs J 

Johnson, Mr H 

roberts, Mrs J 

36 Moyne HealtH ServiceS AnnuAl report 2011 Moyne HealtH ServiceS AnnuAl report 2011 37

iNdEX tO fiNANCiAl stAtEMENts 30tH JuNE, 2011 

CERtifiCAtiON 

Statement of certification 37 

auditor General’s report 38 

comprehensive operating Statement 40 

Balance Sheet 41 

Statement of changes in equity 42 

cash Flow Statement 43 

note 

1. Statement of Significant accounting Policies 44 

2. revenue 60 

2a. analysis of revenue by Source 62 

2b. Patient and resident Fees 64 

2c. net Gain/(loss) on Disposal of non Financial assets 64 

3. expenses 65 

3a. analysis of expense by Source 67 

3b. a nalysis of expenses by internal and restricted Specific Purpose Funds for Services Supported by 

Hospital and community initiatives. 69 

4. Depreciation 69 

5. cash and cash equivalents 69 

6. receivables 70 

7. other Financial assets 70 

8. inventories 71 

9. other current assets 71 

10. investments accounted for Using the equity Method 71 

11. Property, Plant and equipment 72 

12. Payables 73 

13. Provisions 73 

14. other liabilities 74 

15. reserves 75 

16. reconciliation of net result for the year to net cash Flows from operating activities 76 

17. Financial instruments 76 

18. commitments 84 

19. contingent liabilities and contingent assets 84 

20. operating Segments 85 

21. Jointly controlled operations and assets 86 

22a. responsible Person Disclosures 87 

22b. executive officer Disclosures 88 

38 

23. controlled entities 


88 

24. events occurring after the Balance Sheet Date 88 


39

AuditOR gENERAl’s REPORt 

AuditOR gENERAl’s REPORt 



41

COMPREHENsivE OPERAtiNg stAtEMENt • fOR tHE YEAR ENdEd 30 JuNE 2011 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

bAlANCE sHEEt • As At 30 JuNE 2011 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

42 

Moyne HealtH ServiceS AnnuAl report 2011 Moyne HealtH ServiceS AnnuAl report 2011 

43

stAtEMENt Of CHANgEs iN EquitY • fOR tHE YEAR ENdEd 30 JuNE 2011 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CAsH flOW stAtEMENt • fOR tHE YEAR ENdEd 30 JuNE 2011 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

44 



45

NOtEs tO tHE fiNANCiAl stAtEMENts - 30 JuNE 2011 

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



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disClOsuRE iNdEX 

the annual report of Moyne Health Services is prepared in accordance with all relevant victorian legislation. this index 

has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements. 

note: this Disclosure index consists of 2 pages, and is not required to be completed by denominational hospitals. 

legislation requirement page reference 

ministerial Directions 

report of operations 

Charter and purpose 

FrD 22B Manner of establishment and the relevant Ministers 91 

FrD 22B objectives, functions, powers and duties inside front cover 

FrD 22B nature and range of services provided 02 

management 

and structure 

FrD 22B organisational structure 25 

Financial and 

other information 

FrD 10 Disclosure index 89 

FrD 11 Disclosure of ex-gratia payments 87 

FrD 15B executive officer disclosures 88 

FrD 21a responsible person and executive officer disclosures 87-88 

FrD 22B application and operation of Freedom of Information act 1982 92 

FrD 22B application and operation of Whistleblowers Protection act 2001 92 

FrD 22B compliance with building and maintenance provisions of Building act 1993 91 

FrD 22B Details of consultancies over $100,000 91 

FrD 22B Details of consultancies under $100,000 91 

FrD 22B Major changes or factors affecting performance 15-17 

FrD 22B occupational health and safety 26 

FrD 22B operational and budgetary objectives and performance against objectives 17 

FrD 22B Significant changes in financial position during the year 17 

FrD 22B Statement of availability of other information 92 

FrD 22B Statement on national competition Policy 92 

FrD 22B Subsequent events 17,88 

FrD 22B Summary of the financial results for the year 03,16-17 

FrD 22B 

Workforce Data Disclosures including a statement on the application of 

employment and conduct principles 92-93 

FrD 25 victorian industry Participation Policy disclosures 92 

 

SD 4.2(j) report of operations and responsible Body Declaration 14 

SD 3.4.13 attestation on Data integrity 93 

90 Moyne HealtH ServiceS AnnuAl report 2011 Moyne HealtH ServiceS AnnuAl report 2011 91

disClOsuRE iNdEX 

lEgislAtivE COMPliANCE 

legislation requirement page reference 

SD 4.5.5 

Financial statements 

Financial statements 

required under part 7 

of the FmA 

attestation on compliance with australian/new Zealand 

risk Management Standard 93 

SD 4.2(a) Statement of changes in equity 42 

SD 4.2(b) comprehensive operating statement 40 

SD 4.2(b) Balance sheet 41 

SD 4.2(b) cash flow statement 43 

other requirements under 

standing Directions 4.2 

SD 4.2(a) 

compliance with australian accounting standards and 

other authoritative pronouncements 44 

SD 4.2(c) accountable officer’s declaration 37 

SD 4.2(c) compliance with Ministerial Directions 37 

SD 4.2(d) rounding of amounts 56 

legislation 

Freedom of Information Act 1982 

Whistleblowers Protection Act 2001 

Victorian Industry Participation Policy Act 2003 

Building Act 1993 

Financial Management Act 1994 

MHS incorporates the Port Fairy 

Hospital. MHS is a public hospital 

and is listed as an incorporated 

body in Schedule 1 of the Health 

services Act 1988. 

the Federal Minister for Health and 

ageing is Hon nicola roxon Mla. the 

Federal Minister for Mental Health 

and ageing during the reporting 

period was Hon Mark Butler Mla. 

the former State Minister for Health 

was Hon Daniel andrews MP and the 

Minister for Mental Health, Minister 

for Senior victorians, Minister for 

community Services was Hon lisa 

neville MP until 2nd December, 

2010.the State Minister for Health 

and the Minister for ageing is Mr 

David Davis Mlc and the Minister for 

Mental Health, 

Minister for Women’s affairs, Minister 

for community Services is Ms Mary 

Woolridge MP. 

Building and maintenance 

MHS complies fully with the building 

and maintenance provisions of the 

building Act 1993 - guidelines 

issued by the Minister for finance 

for publically owned buildings. 

Projects undertaken by MHS have 

invoked the 10-year liability cap 

underthe building permit process 

by use of registered building 

practitioners. 

During the year, the following works 

and maintenance were undertaken to 

ensure conformity with the relevant 

standards: 

BuilDinG WorKs 

numBer 

Works in construction and subject to mandatory inspection 2 

occupancy Permits. 0 

mAintenAnCe 

numBer 

notices issued for rectification of sub-standard buildings 

requiring urgent attention. 0 

involving major expenditure and urgent attention 1 

ConFormitY 

numBer 

number of buildings conforming with standards 

brought into conformity this year 0 

Building (Commonwealth) Certification results 

Buildings were assessed in accordance with the commonwealth certification 

instrument on 25th July, 2003. 

Building Quality 

Belfast 

House 

moyneyana 

House 

safety (Maximum points = 25) 22.75 23.25 

Hazards (Maximum points = 12) 11.60 11.60 

privacy (Maximum points = 26) 25.40 25.20 

Access mobility and oHs (Maximum points = 13) 10.40 10.80 

Heating / Cooling (Maximum points = 6) 5.00 3.00 

lighting / Ventilation (Maximum points = 6) 5.00 6.00 

security (Maximum points = 12) 9.60 10.40 

total Current score (Maximum points = 100) 89.75 90.25 

Complaints resolution 

at MHS we always strive to resolve 

issues. if issues are not resolved to 

the satisfaction of clients then a 

client may refer the matter to an 

independent authority. 

For Health Service issues 

Health services Commissioner 

level 30, 570 Bourke Street 

Melbourne vic 3000 

telephone 1800 136 066 

www.health.vic.gov.au/hsc 

or 

For aged care issues 

Aged Care Complaints 

investigation scheme 

Department of Health and ageing 

GPo Box 9848 


telephone 1800 550 552 

or 

For Privacy issues 

privacy Commissioner 

GPo Box 5057 


telephone 1300 666 444 

Consultancies costing more than 

$100,000 per consultancy 

total number of consultancies 0 

total value of consultancies $0 

Consultancies costing less than 

$100,000 per consultancy 

total number of consultancies 5 

total value of 

consultancies $90,225 

Declarations of pecuniary interest 

all necessary declarations were made 

throughout the year under review. 

refer to note 22a of the Financial 

Statements. 



93



Fees 

MHS charges fees, rates and levies 

in accordance with directions from 

the commonwealth Department of 

Health and ageing and the victorian 

Department of Health. 

Freedom of information (Foi) 

access to documents and records 

held by MHS may be requested under 

the freedom of information Act 

1982. the act provides for members 

of the public to obtain personal 

information held by the MHS. all 

requests were made within the 

regulatory timeframe. applications 

under Foi may be made to the Foi 

officer at MHS. 

Freedom of information requests 

Financial Year 

industrial relations 

there were no lost days in 2010/11 

through industrial accidents or 

disputes. 

merit and equity 

no of requests 

2010/11 4 

2009/10 4 

2008/09 4 

2007/08 7 

2006/07 9 

MHS is subject to the Equal 

Opportunity Act 1995. all 

appointments to the staff are based 

on the principles of merit and equity. 

national Competition policy 

MHS supports the national 

competition Policy (as amended) 

and the victorian Government’s 

‘competitive neutrality Policy victoria’ 

(as amended). there were no 

disclosures in the year under review. 

outstanding Debtors as at 30th June, 2011 

publications 

under 30 

days 

all publications produced by MHS 

and available to the public include: 

• annual report; 

• Quality of care report; and 

• r esident and Patient information 

Booklets 

these publications can be obtained 

by contacting the Health information 

Manager 

tel: 5568 0100. 

reporting requirements 

31 to 60 

days 

the information requirements listed 

in the financial Management Act 

1994, the Standing Directions of the 

Minister for Finance and the Financial 

reporting Directions have been 

prepared, to the extent applicable, 

and are available to the relevant 

Minister, Members of Parliament 

or the public upon request by 

contacting: 


Moyne Health Services 

Po Box 93 

Port Fairy vic 3284 

tel: (03) 5568 0100 

email: dlee@moynehealth.vic.gov.au 

Victorian industry participation 

policy Act 

there was one contract in 2010/2011 

to which the victorian industry 

Participation Policy Act 2003 

applied. 

61 to 90 

days 

over 90 

days 

totAl 

2009/10 $131,414 $5,733 $29,467 $2,875 $169,489 

2010/11 $214,738 $5,050 $ 5,302 $49,841 $274,931 

Whistleblowers Protection Act 2001 

MHS is committed to the principles of 

the Whistleblowers Protection Act 

2001 and has policies and procedures 

to enable compliance. 

the act is designed to protect people 

who disclose information about serious 

wrong doing within the victorian public 

sector and to provide a framework for 

the investigation of these matters. MHS 

does not tolerate improper conduct of 

its employees or officers, nor reprisals 

against those who come forward and 

disclose such conduct. 

a copy of the act and a summary 

of its provisions is available for 

inspection at the reception office. 

Disclosures made under this policy 

will be investigated immediately, 

professionally and discretely. no 

disclosures were received during 

2010/11. 

Disclosures may be made to: 

the protected Disclosure officer 

Moyne Health Services 

Po Box 93, Port Fairy, vic 3284 

tel: (03) 5568 0100 

Fax: (03) 5568 0158 

or 

the ombudsman 

level 9 

459 collins Street (north tower) 


tel: (03) 9613 6222 

toll free: 1800 806 314 

email: ombudvic@ombudsman.vic.gov.au 

revenue indicators 2011 2010 

Average Collection Days 

Private 58 61 

tac nil nil 

vWa nil nil 

other compensible nil nil 

Psychiatric n/a n/a 

residential aged care 294 461 

n/a - not applicable 

Attestation on Data Accuracy 

i, David lee, certify that Moyne 

Health Service has put in place 

appropriate internal controls and 



performance. 

Attestation on Compliance with 

Australian/new Zealand risk 

management standard 

i, David lee, certify that Moyne 

Health Service has risk management 

processes in place consistent 

with the Australian/New Zealand 

Risk Management Standard and 

an internal control system is in 

place that enables the executive 

to understand, manage and 

satisfactorily control risk exposures. 

the audit and risk committee 

verifies this assurance and the risk 

profile of Moyne Health Service has 

been critically reviewed within the 

last 12 months. 

David lee 


Port Fairy 

22nd august, 2011 

Workforce Data Disclosures 

labour by Award Category 

2011 2010 eFt Change 

nursing 47.66 45.18 2.48 

admin & clerical 5.08 4.00 1.08 

Medical support 1.64 1.09 0.55 

Health & allied 52.60 54.69 -2.09 

totAl 106.98 104.96 2.02 

94 Moyne HealtH ServiceS AnnuAl report 2011 Moyne HealtH ServiceS AnnuAl report 2011 

95

OUR BEQUESTS AND GIFTS PROgRAM 

NOtEs Glossary tO tHE oF terMs fiNANCiAl stAtEMENts - 30 JuNE 2011 

taBle oF 

contentS 

BeQuests For GiFts unDer A Will or CoDiCil 

a gift specified in your will is a bequest. a bequest can leave an enduring gift – an investment for life. 

a bequest can be for general purposes, enabling Moyne Health Services to use the funds for priority projects, or 

nominated for a specific purpose. Moyne Health Services does not pay income tax and is a registered charitable 

our Vision 

institution. We will ensure that each gift is distributed in accordance with the donor’s instructions. 

our community Making a bequest will have is as access simple as adding 1 Highlights 

Financial compliance 

a codicil “achieved to your an existing outstanding will. We recommend that index you to seek Financials advice from your 36 

to on-going, solicitor or highest trustee quality company. care. 

result in our australian 

certification 37 

council on Healthcare 

Bequests made to Moyne Health Services will be used for capital development projects, auditor education, General’s replacement report of 38 

Standards (acHS) 

equipment and health or aged care service programs. 

Financial Statements 40 

our Mission 

accreditation audit” 

Disclosure index 89 

Moyne Health Services encourages prospective donors to provide for their loved ones first and is very aware of the need 

to provide an excellent, 

our Services 

legislative compliance 91 

to look after your family. once you have done this, please consider a bequest to Moyne Health Services. 

sustainable, holistic healthcare 2 

our Bequest program 

service. We have provided some bequest wording as a guide to you and your adviser. the exact wording will depend on the type 

year in Brief 

of bequest. 

3 

94 

Glossary of terms 

our Values 

about Moyne Health 

GenerAl BeQuest 

(inside back cover) 

4 Services 

• Competence, professionalism 

and i…………………………………………………………………………………………………………… integrity; 

give, devise and bequeath to 

6 overview 

• r espect Moyne for Health the Services, individual; a charitable institution aBn 30 586 278 991 of villiers Street, Port Fairy (the whole of my estate, 

p resident and chief 

• a ctive community involvement 

or the sum of $…………………or…………………% 10 executive of my estate) officer’s for its general purposes, Fast free FaCts from all duties and deductions 

and consultation; 

report 

about Port FaIry 

• a ccountability; 

and direct that the receipt of the chief executive officer or any proper officer of Moyne Health Services shall be sufficient 

r esponsible Bodies 

3290 km west of Melbourne, at 

• e quity discharge in access of my to trustee care, or executor for 14 the Bequest. Declaration 

the point where the Moyne river 

impartiality; 

p erformance at a enters the Southern ocean. 

A general purpose bequest will overcome any future difficulties in the allocation of funds that may arise as a result of 

• Innovation and constant 15 glance 

3 By 1957 ‘Belfast’ (Port Fairy) 

learning changes and in the program and services of Moyne Financial Health Services. overview was one of australia’s largest ports, 

• Kindness. 16 second only to Melbourne, the port 

speCiFiC BeQuest 

our Governance 

catered to the whaling industry. 

18 


i…………………………………………………………………………………………………………… 

Health services 

Board of Management 18 

3 Population of 2,560. 

give, devise and bequeath to 

Governance Statement 20 3 Primary industries are tourism 

30 - 36 Moyne villiers Health Street, Services, a charitable institution executive aBn 30 586 Management 278 991 of villiers 24 and Street, fishing. Port Fairy (the whole of my estate, 


organisation chart 25 

3 Battery Hill is a cannon 

telephone: or the sum (03) of 5568 $………...........….… 0100 or ….………...…% of my estate) free from all duties and deductions, to be used for the 

o ccupational Health emplacement and signal station 

Fax: (03) 5568 0158 

purpose of …………………………. or (if 26 that purpose and Safety is no longer able to be pursued built appropriately) in the 1860s to for protect any other against purpose 


russian invaders. 

chosen by Moyne Health Services that is as close Woody’s as possible Murray to it. to 

Front Cover: Picturesque Moyne River and 

Gipps Street Bridge Port Fairy. 30 

3 Port Fairy established: 1843. 


i direct that the receipt of the chief executive officer or any proper officer of Moyne 3 elevation: Health Services 6 m (20 shall ft). be sufficient 

p rincipal officers 

discharge of my trustee or executor for the Bequest. 

The paper used in the manufacturing of this report is: 

35 

32 

our Donors 

33 

34 life Governors 

cut along dotted line 

acHS australian council on 

Healthcare Standards. 

acSaa aged care Standards and 

accreditation agency. 

aDaSS adult Day activity and 

Support Service. 

ara australasian reporting awards. 

attestation on Data accuracy an 

assurance that Moyne Health Services 

has appropriate internal controls and 



performance. 

average length of stay is 

determined by dividing the total 

number of inpatient bed days by the 

total number of inpatient separations. 

BaceS Board assurance on 

compliance e-System. 

Best practice a comprehensive, 

integrated and cooperative approach 

to the continuous improvement of all 

areas of healthcare delivery. 

BoM Board of Management. 

cacps community aged care 

Packages. 

ceo chief executive officer. 

clinical Governance a systematic 

approach for improving and 

maintaining the quality of resident 

and patient care. 

current asset ratio a measure that 

indicates how much current assets 

exceeds current liabilities. 

DoH Department of Health. 

Don Director of nursing. 

Dva Department of veterans affairs. 

eacH extended aged care in the 

Home. 

ecofootprint is a measure of how 

many resources you use and tells you 

whether you tread heavily or lightly 

on the planet. 

eD emergency Department. 

eeo equal employment opportunity. 

eFt equivalent Full time. 

Financial Management compliance 

Framework a mechanism for 

Government to review and monitor 

compliance with the Standing 

Directions of the Minister of Finance. 

Foi Freedom of information. 

Gp General Practitioner. 

GSerp Government Sector executive 

remuneration Panel. 

Hacc Home and community care. 

Hr Human resources. 

ict information, communication and 

technology. 

Kpi Key Performance indicator. 

Kra Key result area. 

MHS Moyne Health Services. 

oH&S occupational Health and 

Safety. 

opD outpatients Department. 

pFMc Port Fairy Medical clinic. 

Qoc Quality of care report. 

Qpi Quality Performance indicator. 

QpS Quality Performance System. 

resourceSmart a healthcare 

program established by Sustainability 

victoria, Department of Health and 

Department of Sustainability and 

environment to assist healthcare 

agencies with environmental 

management. 


a report on operations provided 

in accordance with the Financial 

Management act 1994. 

risk attestation Statement 

a requirement to provide a risk 

statement in the annual report in 

accordance with Standing Direction 

4.5.5. of the Minister of Finance. 

rn registered nurse. 

Separation the process by which 

an episode of care for an admitted 

patient ceases. 

SWarH South West alliance of rural 

Hospitals is an it alliance of hospitals 

and multipurpose agencies. 

vHa victorian Healthcare 

association. 

vMia victorian Managed insurance 

authority. 

vMo visiting Medical officer. 

vpSM victorian Patient Satisfaction 

Monitor. 

WeiS Weighted equivalent inlier 

Separations. a formula applied to 

the resource weight to determine the 

WeiS for recovery of funding. 

Working capital this is the amount 

of funds available when current 

liabilities are subtracted from current 

assets. 

96 


Moyne HealtH ServiceS AnnuAl annUal report 2011 

97

Moyne HealtH ServiceS 

annUal report 2011 


To Melbourne 

To Portland 

Princes Hwy 

Villiers St 

Bank Street 

Thistle 

Place 

Phillip Street 

Ocean Drive 

Griffith Island 

SOUTHERN OCEAN 

Moyneyana HoUSe 

31 college Street, 


telephone: (03) 5568 0163 

port Fairy HoSpital 

30 - 36 villiers Street, 


telephone: (03) 5568 0100 

Fax: (03) 5568 0158 


BelFaSt HoUSe 

97 regent Street, 


telephone: (03) 5568 0126 


PhotograPhy Stray Cat IMagES

2010-2011 Annual report of Moyne Health Services - South West ...

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