Report of Operations - South West Alliance of Rural Health

OTWAY HEALTH

Our Vision
All people in our community have knowledge
of and access to quality health and
community services responsive to their
needs.
Our Mission
Through networking, linkages and
partnerships enable people to optimise
CONTENTS
Welcome to Otway Health pg 1
CEO and President’s Report pg 2
Our Community, Our clients pg 5
Built on towering cliffs, overlooking
often mountainous seas where the
Bass Strait and the Southern Ocean
collide, the Cape Otway Lightstation
offers a beacon of hope –
a consistent light that
encourages and guides.
Health services in the Otways have
grown from the earliest days of
cottage hospital and bush nurse to a
Multi Purpose Service offering a wide
range of programs and supports.
Times change, and so do needs.
Otway Health strives to meet these
changing needs and continue, like
the Lightstation, to offer a constant
and reliable service.
their wellbeing.
Our Values
Responsive
Excellence
Supportive
Partnerships
Empowering
Confidentiality
Teamwork
Our Board pg 6
Achievements against Strategic
Directions pg 8
Our Team pg 12
Community Services Report pg 16
Clinical Care Report pg 28
Our services pg 33
Corporate Services Report pg 34
Financial and Performance Summary pg 38
Quality of Care Report pg 39
Corporate Responsibility and Statutory
Compliance pg 52
Financial Report pg 55
Otway Health acknowledges and thanks all
members of the community who made possible the
creation of this 2008/09 Annual Report. In particular
we thank Apollo Bay P-12 College for input and
support.
Cover photo - Tom Walter
Inside photo contributions - Jessica Brew, Lyn Butt &
Ali Corke
Map courtesy of Colac Otway Shire
Design - scruffcreations
Printing - Star Printing

Welcome to
Otway Health and
Community Services
Otway Health and Community Services – a profile
In the Otways, towering rainforests give way to secluded
beaches, winding roads hug the cliffs and windswept
pastures meet the rolling hills. Dotted through this remote
landscape are many villages and townships, each with its
unique character.
To live here is a privilege. The area is beautiful and offers
peace and tranquillity in a restless world. But the real value
of the region is to be found in the community. Farmers and
fishermen, tourism operators, craftsmen and tradesmen,
teachers and shopkeepers, town dwellers and people
living more solitary lives … the community is diverse and
interesting. Many families can trace their ancestors back
several generations, while many more are newly-arrived
young people or retirees, attracted by the area’s beauty and
serenity, and the friendliness of the community.
Yet however supportive a community, there are times
of crisis. Accidents happen, sickness occurs, ageing is
relentless, and misfortune can unexpectedly befall. As well,
tourists from around Australia and overseas add a further
dimension, providing a constant flow of largely happy and
self sufficient visitors, but with occasional serious needs.
At such times Otway Health and Community Services
provides all the essential supports that families and
individuals require. And through a range of innovative
programs promoting healthy lifestyles, Otway Health works
continuously to ensure the wellbeing of this very special
community in the Otways.
Otway Health – a Multi Purpose Service …
Small rural communities such as ours do not have the
population to create a high volume demand for services.
Funding and service flexibility is therefore essential if
community needs are to be met. Otway Health’s Multi
Purpose Service is jointly funded by the Australian and
Victorian governments and provides a range of flexible
aged, health and community care services designed to best
suit the needs of the community. These include emergency
treatment; rehabilitation; palliative care; home and
community care services; residential aged care; preventative
services; health promotion; maternal health care and
integrated services for infants and young children. Detailed
descriptions and analyses of Otway Health’s services are
included in this report. In addition, community involvement
is encouraged and facilitated through the Neighbourhood
Houses in Apollo Bay and Forrest which provide a wide
range of programs and events that engage community
members.
In such a close-knit society, the staff members of Otway
Health are always visible and play a major role in providing
the community with opportunities for information and
feedback on services. Community activities include the
participation of staff in various local groups and committees.
This ensures the organisation is informed about local
activities and demonstrates a genuine commitment to the
community.
Health funding, infrastructure and resources are traditionally
limited. Otway Health is forever seeking new streams
of income through grant-seeking and fundraising. While
service provision is continuously balanced with the realities
of budgets, the success of a Multi Purpose Service cannot
be measured in terms of inputs or outputs; this would
undermine the fundamental principles underpinning the
program. Instead, Otway Health measures outcomes in terms
of consumer, carer and community participation, systems
governing quality and safety, and continuity of care. These
outcomes are recorded throughout this Annual Report.

2
Report from
the President
and
Chief Executive Officer
Community engagement is one of the key elements underpinning
our strategic plan.
Otway Health has been implementing the strategic directions
that emphasise partnerships. We are working together with the
community to participate in over fifty partnerships to achieve the
mutual benefits that co-operation brings.
Newly formed local partnerships such as the Early Years Network
and the Home and Community Care (HACC) Network both focus
on improvements to local services as they are able to put practices
in place that enhance the health of the community for the future.
Communication is at the very core of every partnership and Otway
Health seeks and promotes open and honest dialogue at all levels.
This has been clearly illustrated in the Lavers Hill Community
Needs Analysis, commissioned by
the Board and conducted by Otway
Health in conjunction with Fi Mercer
Coaching (FMC). A number of
services have already been identified
as needed by the community and we
expect to see the outcomes from this
community consultation take real
shape in the coming year. The Board
has provided additional resources to
ensure that a project worker can be
employed to continue to work with
the Lavers Hill Community to meet
the needs identified.
Communication is a two-way process
and a new Community Feedback
form was introduced and distributed
throughout the organisation in
January 2008. While the feedback
has been overwhelmingly positive, which is pleasing, we also
invite constructive criticism as this helps us shape our policies
and improve our service delivery. Any feedback concerning risk
is immediately recorded on Riskman, a system that identifies and
addresses potential risk and specifies further action needed.
Expanding and enhancing services.
This year has seen a significant upgrade of the Child
Care Centre, with new carpets and equipment and
bright new paint in a seaside theme offering a fresh
and pleasant environment for the children and staff.
Demand for care has led to the creation of three
extra places. A dental health program for preschool
parents and children, Smiles 4 Miles, has been well
received. Given our distance from dental services (an
appointment would require a four hour round trip
to Geelong or Colac) this is a particularly valuable
service.
Permanent paramedics have been placed at Apollo
Bay to provide prompt emergency response and
transfers. A further benefit has been
the implementation of ongoing
support and training in emergency
procedures for our nursing staff.
The Board has been involved in
plans for the new ambulance
station for some time and the
final stages of the development
are underway. Building will start
very soon on Otway Health land,
providing our region with a modern
facility that meets the needs of this
isolated rural community. A further
development has been the creation
of a Short Stay Emergency Unit to
enable people to rest while under
observation.
The Apollo Bay Library
development on the Otway Health
site is included in the Colac Otway Council Plan
2009-2013 with a recommendation to develop
a permanent Library facility in Apollo Bay. Initial
indications suggest that Council may commence
the project during the 2010-2011 financial year.
However, there are further review processes for the
project being planned and development will be
clearly subject to receiving significant government
grants.

As the day breaks over
Petticoat Creek, Otway Health
is already busy at work …
Men’s Health is an important area and we are pleased
to see the Men’s Shed operating again; as well, Men’s
Lunches, hosted by the Community Welfare Worker,
are held weekly and are well supported.
Our well-attended Planned Activities Group meets
every Thursday, offering a range of crafts, activities
and excursions to people in our community who
may otherwise be at risk of loneliness and isolation.
People unable to drive themselves to the venue are
transported by the coordinators.
Neighbourhood Houses
Our Neighbourhood Houses in Forrest and Apollo
Bay have continued to attract a diverse range of
community members and organisations. Craft groups,
Community Forums, Adult Education courses,
Community Luncheons … every day is different as
the houses engage and encourage people of all ages
and backgrounds. Marrar Woorn is collaborating
with other community houses to become an ‘Eco
Living Centre’ and embed sustainability into daily
operations. Local Indigenous artists will be working
with a range of community groups to create a mural
for the outside walls of this popular community
centre. At Forrest, in addition to upgrading the kitchen
space to a fully commercial kitchen, allowing the
Hall to be used for functions, training, catering and
fundraising, community members built a brick pizza
oven, and organised a fantastic Fire Festival, attracting
hundreds of people to the town. We sadly farewell
the exuberant and hard working Coordinator Nettie
Hulme from Forrest, and we welcome Melitta Pinney
to the role.
The Otway Health Board and Management Team
The Management Team has focused on providing
support to staff to improve stability and effectiveness
and the impact is particularly evident in community
services. Key positions in Home and Community Care
and Child Care have been restructured to improve
service function.
Recruitment has been very successful with so many
talented new staff accepting positions in nursing,
public relations, home care coordination, adult
education and volunteer coordination.
During the past year, the Management Team
farewelled Nadia Chambers (Executive Assistant to the CEO) and
Joanna Redmond (Director of Corporate Services). We thank Helen
Healy for acting so capably in the Acting Director position. Kim
Bazell has accepted the Executive Assistant position and Human
Resources support role.
The absence of Linda West during four months of sick leave
confronted the organisation, but members of the Board, the
Management Team and all staff rose to the occasion, shared
responsibilities and took on new roles. Helen Pini stepped capably
into the role of Acting CEO and this was a time of extra work for
all staff. Everyone is thanked for their commitment and diligence
during this crucial time. It is a tribute to the organisation that
operations continued so smoothly.
Throughout the year many of our policies continue to be updated
and reviewed and Board Members have honed their skills at various
training sessions to ensure good governance at this Board level.
The Board always endeavours to be transparent and accountable
in every way and continuously responds to the needs of our
community.
It is timely to acknowledge the retirement of Andrew Jephcott who
has held many positions on the Board, but especially as President
for three years. We thank him for all his volunteer hours and his
diligence and commitment. Julie Bentley and Terry Redmond
also retired this year and we thank them also for their time and
commitment to the community. Eddie Rennick retired earlier in the
year and we thank him for his advocacy for youth issues and men’s
health.
Three new Board members have been appointed by the Minister
for Health – Don Gogerly, Simon Ralton and Nina Brooks. We
welcome them to the Board. All Board members have worked
diligently throughout the year and we would like to thank them
personally for their support. A large commitment in time and
effort is required to function as a Board Member and they are all
congratulated on their efforts.
Quality
The Quality Improvement Council (QIC) is a national organisation
responsible for publishing national standards and ensuring
consistency in accreditation approaches used for Primary Care
Services. Otway Health’s quality accreditation process (QIC)
occurred in 2008 with all staff involved in contributing to journals
and attending briefings on the quality process.

4
An ongoing quality position has been established to support the
implementation of the quality process. All staff are involved in
continuous quality improvement processes in every aspect of
Otway Health and strive to improve services at every opportunity.
Facilities, Equipment and Technology
Otway Health has been fortunate to attract funding to upgrade the
Nurse Call System to make it more responsive and easier to use
and works have been undertaken to refurbish the Nurses Station,
providing a security screen to increase night safety and enhance
privacy.
The older fleet cars have been replaced this year with four wheel
drive vehicles. These assist staff providing home-based services in
remote locations to travel over difficult terrain in safety.
Otway Health upgrades the information technology system each
year by updating laptops and PCs to ensure all staff have access.
Forrest Neighbourhood House is now connected to the Otway
Health IT system to provide shared access for staff working off site.
A new Spirometer has been purchased to provide data required to
enhance management of chronic disease.
Bed chairs have been purchased for frail aged clients to provide
the additional support and comfort they need to allow them to be
mobile and enjoy the company of others.
Volunteers
in the community. Our volunteer drivers collect and
transport elderly members of the community, taking
them to appointments, to the shops and to collect
their prescriptions. Kindly members of the community
visit residents in the Aged Care Unit, and read to them
or take them for walks. In acknowledging our army of
volunteers there is always the fear we may omit some
people, yet the scope and diversity of the services
provided by volunteers in this region defies accurate
reporting! We thank you all for your selfless support
and encourage others to join your ranks.
Working together
Our vision for our catchment area is underpinned
by a strong, Strategic, Service, Capital and Financial
Plan. To make this vision come true we must work
together with strong governance with the support of
our key stakeholders, staff, Visiting Medical Officers
and community members. These partnerships are
vital as we continue to strive to ensure quality health
services that are accessible to all.
Donations
We acknowledge and thank our Board Members,
Otway Health staff and volunteers who work together
to deliver health care of a consistently high quality,
and we thank all the members of our Otways
community for their support.
It has been said that volunteers go unpaid – not because they are
worthless, but because they are priceless, and this is certainly the
case with all the willing workers who give their time so generously
to help us deliver services to the Otways community. Volunteer
work enhances all that we do. The Second Sails Opportunity
Shop volunteers have continued their amazing work and this year
provided Otway Health with $100,000. This money is always put
to good use and greatly valued. Our Gardening Group has worked
for many years to maintain the gardens around the Residential
Care facility, ensuring a year-long floral display that delights our
residents. Our Delivered Meals program would be hard pressed to
cope without the constant support of a team of people willing to
deliver nutritious and delicious meals from our kitchens to people
Thank you and well done.
We particularly thank our donors:
Apollo Bay Country Women’s Association
Apollo Bay Police
Bell Charitable Fund
David Fogerty
Don Ross
Mrs Lil Lyons
Stephen Hart
President
Chief Executive Officer

Last year Home and Community Care workers
spent well over 3000 hours working with clients
across our catchment. The beautiful scenery
compensates for the early starts.
Our Community
Our Clients
Our Community – some interesting history
Settlement of this special area dates from the late
1840s when the Cape Otway Lighthouse was built,
but primarily from the 1850s when settlers and
prospectors arrived and timber-getting and sawmills
were established. The township
of Apollo Bay was established
from the 1860s, serving as
a centre for fishing, whaling
and timber industries and the
surrounding agricultural area.
Growth was slow until the
1880s and 1890s, when land
was settled in Beech Forest,
Johanna, Lavers Hill and Skenes
Creek. The townships of Kennett
River and Wye River emerged
largely due to fishing and
camping. Some growth occurred
in the early 1900s, especially
in Lavers Hill. Tourism was
aided by the opening of the
Great Ocean Road in 1932. The
most significant development
occurred in the post-war years,
with some subdivision of coastal
areas in the 1960s. Recent
growth, in areas such as Apollo
Bay, Johanna and Lavers Hill is due largely to tourism.
Agriculture, fishing and forestry remain important
industries in the area.
Otway Health is located in Apollo Bay along the
Great Ocean Road, some 186 km south west of
Melbourne. The area is a popular tourist destination,
experiencing a significant increase in population
during the summer and holiday months, as well as
weekends and other holidays. All residents and
visitors to the region are eligible to access services
provided by Otway Health.
Otway Health’s service area is defined as the ‘Colac-
Otway South region of the Colac Otway Local
Government Area’. Our catchment area covers
190,965 hectares of which approximately 55 per cent
comprises Crown Land and State Forest. The isolation
of Apollo Bay and the surrounding towns can be seen
in the map.
The steep hills of the Otway Ranges and the winding roads,
although picturesque, make access to and from Apollo Bay and the
outlying areas time consuming and often difficult. This particularly
impacts on services provided by our Home and Community Care
(HACC) Workers and our Community Nurse (see their stories in the
Community Services section of this Report).
In 2006 the Australian Bureau of Statistics noted the permanent
population in our catchment area as being 2,805 people:
Male Female Total
Apollo Bay 903 876 1779
Forrest 84 83 167
Gellibrand 66 71 137
Carlisle River 201 166 367
Wye River 81 66 147
Lavers Hill 97 111 208
However, the population of Apollo Bay and surrounding areas often
exceeds 30,000 over peak holiday periods. This dramatic change in
numbers can be challenging in terms of health service provision.

6
Phillip Britton August 2007 -
ongoing
A teacher at Apollo Bay P-12
College and a member of School
Council, Phillip has a particular
interest in Adult Education and
Primary Health Care.
Desiree Cohen 2006 - 2009
Desiree has been extensively
involved with local ancillaries and
government groups and believes
Otway Health plays a vital role in
providing excellent health care in
this isolated rural community.
Peter Hagan June 2007 - ongoing
Having retired to live in Apollo
Bay in 2004, Peter is busier
than ever, works tirelessly as
a volunteer and drives the
community bus.
Denise Hooke August 2007 -
ongoing
A teacher at Lavers Hill P-12
College, Denise has an interest
in governance and community
leadership and a passion for the
environment.
Andrew Jephcott 2005 - 2009
Andrew’s expertise in corporate
management, finance and
information technology were
invaluable to the Board.
Terry Redmond 2007 - 2009
A strong interest in Otway Health’s
Multi Purpose Service led to Terry
joining the Board and sharing his
wealth of experience.
Eddie Rennick 2004 - 2008
Eddie operates the Apollo Bay Post
Office. He believes it is important
to give back to the community in
which we live.
Sisca Verwoert 2007 - ongoing
Sisca’s experiences in child
protection and social support,
as well as her art, bring an extra
dimension to the Board.
Our Board
Members of Otway Health’s Board of Management
serve in a voluntary capacity, are appointed for a
period of three years, and are eligible for
re-appointment.
The Board reviews operating information monthly in
order to continually assess the performance of Otway
Health against its objectives and is also responsible
for recruiting and evaluating the performance of the
Chief Executive Officer.
The Board is the organisation’s major policy making
body and while the members are responsible for
overseeing the strategic direction and governance of
Otway Health, members do not participate in dayto-day
management. Rather, members provide an
overview and a monitoring role to:
• Review and monitor strategy, finance, quality and
risk;
• Ensure that the services Otway Health provides
comply with the objectives, mission and vision of
the organisation;
• Formulate governance policy;
• Ensure the value and future sustainability of the
organisation.
The balance of skills and experiences within the
Board is kept under continual review. To ensure
the Board maintains its ability to undertake its role,
members participate in ongoing education programs.
In this financial year the Board members were:
Desiree Cohen - President
Denise Hooke (1st Vice President)
Julie Bentley (commenced 01/11/08)
Phillip Britton
Peter Hagan (2nd Vice President)
Andrew Jephcott
John Quelch
Terry Redmond (resigned 28/02/09)
Eddie Rennick (resigned 31/10/08)
Sisca Verwoert
Under Otway Health By-Laws, the Board may
establish such committees as it considers necessary or
convenient to provide assistance to it in carrying out
its functions. This year the Committees included:

After much planning and discussion, work
has now commenced on the new Ambulance
Station, which is being constructed on Otway
Health land.
Audit Committee
• oversees risk management
• oversees the financial reporting process and
performance of the auditors
Members July 2008 – October 2008
Andrew Jephcott (Chairperson)
Desiree Cohen
Sisca Verwoert
Phillip Britton
Ian Richardson (Community Member)
Members November 2008 – June 2009
Andrew Jephcott (Chairperson)
Desiree Cohen
Peter Hagan
Phillip Britton
Ian Richardson (Community Member)
CEO Management Committee
• measures the results delivered by the CEO in
accordance with Otway Health’s Strategic and
other triennial Plans
• conducts the annual appraisal of the CEO
Members
Denise Hooke (Chairperson)
Desiree Cohen
Peter Hagan
Finance Committee
• monitors significant financial planning,
management and reporting matters
• makes recommendations and delivers reports to
the Board
Members
Peter Hagan
Desiree Cohen
Denise Hooke
John Quelch
Andrew Jephcott
Capital Strategic Plan Working Party
• investigates and facilitates the further development
of Otway Health infrastructure by working with architects to
design renovations and additions to existing buildings
• considers cost effectiveness and practicality
Members July 2008 – February 2009
Terry Redmond (Chairperson)
Desiree Cohen
Peter Hagan
Julie Bentley
John Quelch
Members March 2009 – June 2009
Peter Hagan (Chairperson)
Desiree Cohen
Julie Bentley
John Quelch
Board Selection Committee July 2008 - June 2009
Denise Hooke (Chairperson)
Sisca Verwoert
Philip Britton
Responsible Ministers
Otway Health has a joint agreement with both the Commonwealth
and Victorian Governments. The responsible Ministers are the Hon
Nicola Roxon MP (Commonwealth Minister for Health and Ageing),
the Hon Daniel Andrews MP (Victorian Minister for Health).
Conclusion
Otway Health’s Board of Management will continue to focus on
the long term strategic goals of the organisation. We are fortunate
to have a high level of support from the Department of Human
Services at both regional and state level.
Board Members missing from photos:
Julie Bentley 2008 - 2009
Joining the Board in November
2008, Julie made valuable
contributions to discussions,
drawing on her legal background
and sharing her knowledge and
expertise.
John Quelch 2007 - 2009
John’s career in teaching and
community services, and his work
with disadvantaged youth
brought a breadth of experience to
the Board.

8
Achievements
against
Strategic
Directions
GOAL 1
- Engage in Community Capacity Building
(I) By knowing and understanding our
community, we will provide access to
health and community services that will
grow our own and our community’s
capacity
• Community Services were successful in
gaining funding to build the capacity
of staff to work with communities and
have engaged consultants to undertake
a needs study with the Lavers Hill
community as part of this project.
• The Board has provided additional
resources to ensure that a project
worker can be employed to continue to
work with the Lavers Hill Community
to meet the needs identified.
• Forrest Neighbourhood House received
funding to create a café kitchen and
pizza oven for the enjoyment of the
community. The Neighbourhood
House hosts the Fire Festival and the
café holds a community lunch every
Thursday and also operates as an
internet café.
• The Forrest Neighbourhood House has
run Adult Education Courses for the
Forrest Community. The Certificate III
in Aged Care has been completed and
a number of staff from the course have
been employed at Otway Health.
• The first semester of Certificate II in
Visual Arts has also been completed at
Forrest Neighbourhood House.
• Community Forums have been held
on health topics such as Managing
Diabetes, Cancer, and Drugs and
Alcohol to inform and raise awareness.
• Local indigenous community members
honoured Otway Health by smoking
the newly acquired Aboriginal flag and
by raising the flag over Otway Health
for the first time.
• Otway Health staff were involved in
supporting the mentoring program at
the Apollo Bay P12 College to build a
Bike Shed.
• The Chill Out Tent, manned by Otway
Health staff and Colac Otway Shire
youth program staff, is now a regular
feature of the Apollo Bay Music
Festival.
• Community Services staff have worked
with Colac Otway Shire and the Surf
Coast Shire through the Transport
Connection program to establish a
weekly bus service to Colac from
Apollo Bay .
(II) Community Consultation
• Community consultation has been an
essential component of the Lavers Hill
Project to work with the community
on determining the need for local
health services and activities for this
community.
• A new Community feedback form
was completed and distributed to
Reception and the Nurses Station in
August 2008. Over 100 replies have
been received.
• Community participation is the focus
of a new quality workgroup to develop
strategies to improve community
involvement with Otway Health and
the services.
• Community Forums have been held
on health topics such as Managing
Diabetes, Cancer, and Drugs and
Alcohol to inform and raise awareness.
(III) Emergency Care Services
• Paramedics have been placed
permanently at Apollo Bay to provide
prompt emergency response and
transfers.
• The paramedics work closely with
nursing staff in the Emergency Care
Unit (ECU) providing support and
training in emergency response.
• The new Ambulance Station to be
constructed on Otway Health land is
in the planning stage.
• The nurses station has undergone a
refurbishment to increase night safety
and enhance privacy for staff.
• Funding was received for a new Nurse
Call system which will improve the
ability to respond to needs.
• A Short Stay Unit has been established
to enable people to rest under
observation for a few hours in comfort
when required.
(IV) Early Years Childhood Development;
Youth Services; Men’s and Women’s Health
and Healthy Aging programs
• The focus is currently on improving
coordination between child care,
preschool and prep to identify deficits
and develop appropriate programs to
strengthen skills in 0-6 age group.
• New Early Years programs include
Smiles 4 Miles (a dental health
promotion project), Structured
Active Play (to promote motor skill
development) and Brigance Screening
(to identify children at risk of
developmental delay).
• The Child Care Centre has undergone
refurbishment with new carpets and
equipment and bright new paint in a
seaside colour scheme. The staff and
children love it.
• The Child Care Centre has expanded
capacity by three extra places in
response to demand for care.
• Young socially isolated women are
also a current focus and they are now
supported at the Neighbourhood
House, have visited a local artist’s
studio and participated in a Wellbeing
Program examining body image.
• Partnerships with the Apollo Bay
P12 College have facilitated projects
supporting young women to expand
their potential career options and
raise awareness of body image
and self esteem issues in youth.
Young men were targeted through
a Mentoring Project which resulted
in the construction of a bike shed
at the school. Strategic planning for
future projects is strengthening this
partnership and the outcomes yielded
for the community.
• Sexual health sessions have been
offered to Apollo Bay P12 students,
in addition to education sessions on
nutrition and safety.
• The Men’s Shed is now being utilised
by a community men’s group who meet
regularly.
• Men’s lunches are now held weekly
and hosted by the Community Welfare
Worker.

Paramedics have been placed permanently
at Apollo Bay to provide prompt emergency
response and transfers.
(V) Develop service integration across the
continuum of care (models of care)
• Referrals for chronic disease
management are made from the
Emergency Care Unit presentations and
by the GP clinics to the Community
Health Nurse.
• The Community Nurse works closely
with the ECU nurses and the HACC
program to provide nursing support in
the community.
• Falls prevention assessment and
programs are provided to frail aged
residents by Community Services
staff. Integration of services for falls
prevention in the community is being
undertaken as part of a partnership
project with Hesse Rural Health and
funded by the 2008 DHS ‘Make a
Move’ funding.
• A Food Services Review has been
undertaken. The menu is continually
improved to meet the diverse needs
of our clientele and position the
organisation as a leader in promoting
nutrition.
• Maternity Services are provided to
mothers with new babies in Apollo Bay
and include the services of a Lactation
Consultant, provision of delivered
meals and home care services as well
as Maternal and Child Health nursing
services.
• New low /low beds to reduce the
risk of falls and chair beds for older
people’s comfort have been purchased
for the high level and acute care units.
(VI) Focus on supporting people back
into their own homes (after admission) by
enabling flexibility between ambulatory
care and acute care
• The Home and Community Care
Program has been rejuvenated with
new staff, new uniforms and additional
team building and training for all home
care staff who provide care in the
community.
• The Better Health Self Management
Program has been introduced to assist
those living with Chronic Disease
to understand and manage their
symptoms.
• Rehabilitation will not be funded
under current arrangements at this
stage, however home based care can
be provided for those eligible under
Home and Community Care Programs
when they come out of hospital after
hip and knee surgery.
• A new Allied Health Assistant
Position has been created to support
the activities and groups run by the
Occupational Therapist and the
Physiotherapist.
(VII) Develop outreach programs in
identified areas of high need and isolation
• The Forrest Neighbourhood House
has received support from Otway
Health in the form of funding for a
Neighbourhood House Coordinator
which has had a profoundly positive
impact on the Forrest community.
• Many new interest groups, clubs and
new festivals have developed from the
partnership formed between Otway
Health and the Forrest Hall committee.
These have delivered benefits to the
whole community.
• The community consultation in Lavers
Hill will direct future service delivery
that is appropriate to that community’s
needs. This consultation has engaged
a cross-section of the community and
encouraged their ownership of the
outcomes.
• The Smiles 4 Miles program has been
successfully implemented in the
Lavers Hill Preschool, and will be
implemented in Forrest in 2009.
• The advocacy for dental services with
Lorne Community Health Service and
Hesse Rural Health Service aims to
increase access to dental services for
our community.

10
Achievements
against
Strategic
Directions
continued
GOAL 2
- Support the people we work with
(I) Support a sustainable GP model
• The contract with Gemini to provide
GP cover for the Emergency Unit
has achieved cover for 24/7 and has
covered all but 33 hours in the past
year for after hours call out.
• The Chronic Disease Clinic provided
by the Otway Health Community
Health Nurse now operates from the
GP Practice taking referrals from the
GP and other practitioners outside
Otway Health.
(II) Career and workforce development
• All nurses are utilising funded
opportunities for training to maintain
their skills.
• General staff meetings are established
and provide briefings to staff on safety,
IT, new services, and programs.
• The Staff Development Schedule for
all staff to upgrade skills in areas
such as team building, IT software,
communication and leadership has
been implemented.
• Community capacity building for
staff was funded as part of the Lavers
Hill Project with Fi Mercer Coaching
undertaking a needs study analysis of
Lavers Hill in consultation with the
community.
• Workplace Health Program has been
introduced to assist staff to increase
their level of physical exercise.
• 15 staff members, 4 community
members and one board member
participated in the Health Promotion
4-hour Short course offered through
DHS. In addition, two staff members
completed Mental Health Promotion
Training, and 3 staff members
completed the five days Health
Promotion Short Course.
• Community Services Team members
have been actively encouraged to
attend training opportunities to build
on and update their skills. Examples
include the Mentoring Works
Management training, attendance
at Allied Health conferences and
Continuing Professional Development
Opportunities offered by Victorian
Health Care Association.
(III) Supporting Carers Groups and
Volunteers
• Second Sails Auxiliary constitution
was reviewed and amended to ensure
Second Sails volunteers are members
and involved in decision making.
• The new Auxiliary is guided by the
Second Sails Coordinator.
• Volunteer Code of Conduct review
has been completed.
• Gardening Group members are taking
a more active role in rejuvenating the
Otway Health gardens on site.
• New Volunteers now have identity
badges and receive introduction packs
containing information about Otway
Health.
GOAL 3
- Lead Partnership and Strategic Alliances
(I) Collaborate with others to ensure that
service gaps are met
• Work in partnership with community,
key health agencies, organisations,
business and local, state and
Commonwealth government to
address the community’s long term
sustainability and wellbeing.
• The HACC Alliance (in which Otway
Health staff and other home care
providers participate) has worked
successfully to produce a manual of
shared practice.
• Partnership and Alliance register was
developed, indicating the appropriate
documentation required and review
schedule with 54 relationships
registered.
• New partnerships and alliances such
as the HACC Alliance and Early Years
Network are facilitating agencies
working together to meet needs for
specific client groups.
• Regularly review staff document
agreements with partners in Memos
of Understanding and Letters of
Agreement. The Health Promotion
Officer is working with members of
the Colac Otway Shire, Colac Area
Health and Colac Neighbourhood
Renewal to develop a shared strategic
direction for Health Promotion across
the Colac Otway Shire. The result will
be the aligning of Shire, regional and
local Public Health Plans to support
partnership development and effective
advocacy.
• The Community Health Promotion
Network continues to fuel activities
and directions for Health Promotion.
In response to discussions in the
Network, 3 community forums have
been held, with ongoing partnerships
developed with regional organisations
in response to these forums.
Community feedback has fuelled the
direction for the 2009-2012 Integrated
Health Promotion Plan, currently in
development.
• The Otway Early Years Network
(OEYN) has been established in
response to data demonstrating
developmental delay in local children.
OEYN consists of members from the
preschools, schools and communities
in the Otway Health catchment.
Achievements have included the
successful implementation of the
Brigance Screening Tool and a
Structured Active Play Program. In
addition, OEYN has attracted service
providers from the region including
Glastonbury Child and Family
Services and Deakin University.
(II) Develop and promote the voice of the
remote/rural/coastal health services.
• The Health Promotion Officer is
involved in a number of regional
Networks to advocate for health
services. These include: the G21
Health Promotion and Community
Strengthening Network, the Local
Advisory Group for Transport
Connections and the Colac-Otway
Drug Action Plan Committee. Where
appropriate, community members
are encouraged to participate in
regional events, particularly members
of the Community Health Promotion
Network.

The Food Services Review ensures the menu is
continually improved to meet the diverse needs
of our clientele. Last year, more than 30,000
delicious and nutritious meals were produced.
• The Dental advocacy group has
brought together Lorne, Winchelsea,
Apollo Bay and Geelong to advocate
on behalf of these rural communities.
DHS were then made aware of the
service gap and therefore included
dental services for this area on the
Service Plan. A mobile dental service
for the area is on the capital list for
the region.
(III) Strengthen contractual partnerships.
(IV) Sustainable financial management
• The Finance Committee has brought
a focus to consideration of financial
issues for the Board.
• The budget at year end will be in
surplus to cover depreciation.
• Capital funding of over $200,000
has been received for capital
improvements at Otway Health and in
Forrest.
• Many Otway Health services are
provided under contract and these
include: cleaning, GP services,
security, garden and property
maintenance and regular suppliers.
• A contract register has been
established to monitor contractual
arrangements and review timelines.
• Contracts are reviewed annually and
all are monitored for effective service.
GOAL 4
- Meet our goals through strong and
transparent leadership
(I) Clinical/Medical inclusion at
Governance level
• New Board members have been
recruited bringing specialist skills to
the Board.
(II) Succession Planning
Succession planning to recruit Board
Members with specific skills has been
utilised in the recent recruitment.
(III) Due diligence in all process
• The Board Members all participate in
governance training.
• The Board reviews policies and
processes annually.
• Board Members review the Board’s
performance annually.

12
Public Relations and
Fundraising Officer
Director Corporate Services
Accountant
IT Manager
Finance Officer
Records Clerks
Human
Resources
Assistant
(OSO)
Quality and Risk
Management Coordinator
Administration
Officer
ORGANISATIONAL STRUCTURE
Approved by CEO
19 June 2009
The Board
Chief Executive Officer
Second Sails
Co-ordinator
Director Clinical Care
Acting Nurse Unit
Manager
Associate Nurse
Unit Managers
Aged Care Staff
After Hours
Co-ordinator
(Documentation &
Continence)
After Hours
Co-ordinator (Infection
Control)
Beauty Therapist
After Hours
Co-ordinator
(Education)
Catering Officer
After Hours
Co-ordinator
(Clinical Risk)
Cooks
After Hours
Co-ordinator (Aged
Care Quality)
Kitchen Assistants
Executive
Assistant (OSO)
Home Care
Co-ordinator
Home Carers
Physiotherapist
Allied Health
Assistants
Maintenance
Manager
Maintenance
Officer
Director Community Services
Allied Health
Assistant (PAG)
Community Welfare
Worker
Assistant (PAG)
Community Nurse
Occupational Therapist
Community Health
Nurse
Health Promotion
Officer
Customer Services
Officer
Child Care Centre
Co-ordinator
Child Carers
Neighbourhood House
& Adult Ed Coordinator
Forrest Neighbourhood
House Co-ordinator
Volunteer
Co-ordinator

The Nurses Station has undergone a
refurbishment to increase night safety and
enhance privacy for patients and staff.
Our Team
Otway Health employs on average 81 staff members,
who work either full time, part time or casual. Year
to date at 30 June 2009, we had 55.25 full time
equivalent staff (FTE).
Category
June
Current Month
FTE
June YTD FTE
June Current
Month Head
Count
Ancillary Support 2.45 2.69 5
Nursing 17.44 17.87 25
Medical Support 7.94 7.87 12
Hotel/Allied 16.51 15.25 26
Admin/Clerical 10.75 11.56 16
Total: 55.09 55.25 84
people joined our team and 24 left us.
The Victorian Public Sector Employment Capability Framework is
used for our recruitment process. The recruitment of appropriately
skilled staff in certain areas of Otway Health – Nursing and
Catering - continues to be an ongoing issue.
Staff Satisfaction
We again conducted an internal satisfaction survey and although
an improved level was recorded it highlighted that there were
further improvements and strategies needed to achieve the level to
which we are all aspiring.
The introduction of the Program Managers’ meetings has increased
communication between different levels of staff and has provided
an opportunity for intra-divisional matters to be discussed and
addressed.
Monthly divisional staff meetings were also commenced in
2008/2009 and these allow all staff members to participate and
contribute to the goals and outcomes of Otway Health.
!
Staff are encouraged to share ideas and opinions with their line
manager and/or the CEO and across the organisation via all-staff
access to a ‘My Vision for Otway Health’ file in Document Control.
Executive Management Team
The Management Team is responsible for operational
performance in accordance with the Strategic
and Service Plans. Throughout 2008/2009 the
Management Team consisted of:
Chief Executive Officer
Director Community Services
Director Clinical Care
Director Corporate Services
to 5 April 2009
Acting Director Corporate
Services from 6 April 2009
Recruitment
Linda West
Maria Szybiak
Helen Pini
Joanna Redmond
Helen Healy
Otway Health complies with Equal Employment
Opportunity requirements where both staff and those
applying for positions with the Service are treated
according to their ability and merit. In 2008/2009 27
Staff Training and Development
Ongoing training and development is essential to ensure ongoing
quality service delivery. All new staff completed a thorough revised
induction that involves both organisational and role specific
orientation. Essential training in Occupational Health and Safety,
Information Technology and Fire/Emergency Procedures is included
in the induction program.
A new format for performance appraisals was introduced and has
been found to be a better process by both staff and management.
Otway Health encourages staff to actively seek training and
development opportunities; the wide variety of training provided
this year includes:
• Manual Handling
• Fire Safety and Emergency Response
• Behavioural Management in Aged Care
• Infection Control
• Accessing Interpreter Services

14
Our Team
continued
• Culturally Reflective Practice
• Budgets and Finance Overview
• Health Coaching
• QICSA Internal Contact Training
• Financial Management
• Fringe Benefits Taxation
• Health Promotions Short Course
• Know Your Awards
• Day to Day Supervision of Staff
• Communication in the Workplace
• Medication Management
• ECG taking and interpreting
• IV Cannulation
• Laryngeal Mask Insertion and Use
• Catheter Management
• Advanced Life Support and Basic Life Support
• Continence Education
• Falls Prevention
• First Aid
• Certificate IV in Health (Nursing)
• Diploma of Palliative Care
• Diploma of Frontline Management
• Masters in Business Management
Professional Development
Further education provides personal
development and career opportunities
for staff. Otway Health is able to assist
staff through traineeships, financial
support, flexible rostering, resources
and other support.
There are a number of staff members
who are currently studying or have
successfully completed courses or
training. These include:
• Allied Health Assistant, Jess Dorney, completed her course in
November 2008.
• Marni Briffa is studying the Diploma of Children’s Services.
• Josie Ahearn completed the Advanced Diploma of Children’s
Services.
• Marie Sinclair is also studying the Advanced Diploma of
Children’s Services.
• Apprentice Chef, Liz Eyers, completed her
Certificate III in Commercial Cookery.
• Judith Lawler and Ella Forbes completed their
Certificate III in Aged Care.
• Marita Kennedy, Nicole Johnson and Colleen
McGee are studying Certificate IV in Health
(Nursing).
• Angela Hergstrom is completing a Bachelor of
Nursing.
We congratulate them all on their achievements.
Occupational Health and Safety
Occupational Health and Safety (OH&S) is mandatory
for our compliance with the OH&S Act 2004, but
is also an important part of Quality Management at
Otway Health.
The OH&S Committee meets regularly and is
composed of Health and Safety Representatives
(HSRs) elected from each of the Designated Work
Groups (DWGs). These
DWGs were decided
by staff some years
ago. HSRs (and their
deputies) must be
elected for a maximum
of a three year term.
The Management
Representatives on the
OH&S Committee are
the Quality Manager
and Director of
Clinical Care. HSRs
are responsible for
representing the OH&S
needs of all staff in their DWG and must be consulted
(as advised in the OH&S Act) in all changes to the
workplace that may affect employees.
The Riskman system is also an important part of
OH&S systems. It is an electronic database that
allows staff an easy central point to report incidents,
hazards, risks and community feedback. Inherent
in this system is the need to investigate incidents
and implement controls designed to prevent similar
incidents from recurring. The system was introduced
at Otway Health in July 2007 and since then more

The Second Sails Opportunity Shop provides a
welcome and much valued source of income.
Last year $100,000 was raised and donated to
Otway Health – a magnificent effort.
than 800 incidents have been reported with a
correspondingly large number of small improvements
made throughout the service. This fits in very well
with our approach to quality improvement – Plan,
Do, Check, Act.
“Working safely is part of doing any and all tasks at
Otway Health.”
Cheryl Biddle, Quality Manager.
Whistleblowers Protection Act 2001
The Whistleblower Procedure ensures transparency
and accountability and provides an environment
that guarantees disclosures can be made safely
without the fear of reprisal. Throughout the year no
disclosures have been made under the Act.
Volunteers
The Volunteer Program embodies Otway Health’s
commitment to our Strategic Plan, especially our
commitment to support volunteers.
“…A service that is committed to the present
and future workforce by valuing, supporting and
developing people.” Otway Health Strategic Plan.
We add value to the donated items, by ironing them and presenting
them in an attractive way. This encourages maximum sales, and
hence profit.”
Last year Second Sails donated $100,000 to Otway Health.
The Volunteer Program also allows Otway Health to be more
connected to the community and more responsive to the needs of
the area through the influence of the volunteers as they go about
their tasks. It is good for the organisation to have community
members representing both sides in this way.
From the volunteers’ point of view, volunteering:
• connects people to their community and mentally stimulates
them;
• gets people physically moving as they go about their volunteer
work;
• satisfies feelings of belonging and being a part of a team;
• spiritually binds people as altruism, or the belief in acting for the
good of others, is developed;
• offers members the opportunity to engage in a variety of different
volunteer occupations.
Volunteers perform the very important role of
supporting staff and enabling the development of
services that would not otherwise be possible. This
is clearly seen in the Delivered Meals Program,
the Gardening Group, the Volunteer Drivers, the
Neighbourhood House volunteers – and all the other
areas in which volunteers give their skills and time so
willingly, including the members of Otway Health’s
Board of Management.
The Second Sails Opportunity Shop provides
outstanding financial support that enhances our
ability to provide services as well as offering
community members a much needed opportunity to
purchase goods at affordable prices.
Nadia Cook has been the co-ordinator since 2005
and attributes the success of Second Sails to the 25
wonderful volunteers, “We all work to our strengths;
some ladies are creative and design beautiful window
displays while some are very good at stock control or
administration.
“We send an enormous thank you to all who participated in the
Volunteers’ program in the past year, and to those who have served
their community in this way over many, many years. We also
welcome any community members who would like to be involved
- there is always much to be done! ”
Linda West, CEO.

16
Community
Services
Report
I am proud to report on the Community Services Team of Otway
Health. The twelve months since the 2007 – 2008 Annual report
have seen a great change in the culture of the department and
throughout the organisation of Otway Health.
Maria Szybiak, Director of Community Services
In brief:
• We are working unreservedly with our community to improve
the wellbeing of all.
• Our team members work together in Community Services, and
across the Otway Health organisation, sharing knowledge,
linking disciplines and ensuring continuity of care for all our
clients.
• We encourage and enable consumer, carer and community
participation at every level of our operation. In fact, it underpins
the design and delivery of all our services.
To demonstrate our commitment to excellence in service delivery
based on true collaboration and participation I will share the stories
of the members who make
up our team ….
Health Promotion ~
Kat Cust
Health Promotion is more
than Health Education,
as knowing what to do
doesn’t automatically
mean that it will be done.
And it is different from
Disease Prevention which
aims to avoid negative
factors, such as smoking or
high cholesterol, particularly in those people who are at risk.
Health Promotion:
• Aims to create structures and systems that support healthy,
positive living.
• Works with communities in the settings of their everyday lives
to help them to have control over the things that determine their
health
• Focuses on encouraging positive actions in everyone, not just
those at risk
One of the main priorities for Health Promotion
this year was to find ways that we could support the
great things that are going on in the community, and
offer new activities that make healthy living the easy
choice. A number of new activities and programs
included children and youth.
Smiles 4 Miles is a new dental health promotion
program that was run in preschools in Apollo Bay
and Lavers Hill. The program promotes dental health
through the key messages:
• Eat Well – eat a variety of nutritious foods each day
• Drink Well – water is the preferred drink
• Clean Well – clean teeth twice a day
Interactive activities and special gifts, in addition to
implementing Nutrition and Water policies in the
preschools, ensure that the key messages become part
of the children’s activities in a fun and meaningful
way.
Health Promotion is also supporting
local schools and Otway Health
Childcare Centre to implement
these messages, as well as
promoting physical activity through
the Go For Your Life program.
Achieving full participation in
these two programs will ensure
that children in the Otway Health
catchment will receive consistent
healthy living messages throughout
their schooling.
The Building Positive Bodies Project targeted the Year
9-10 classes at the Apollo Bay P12 College to promote
self esteem. The Project taught students skills in media
analysis, self defence and building self esteem. This
Project has led onto the development of a community
performance being written and performed by women,
sharing their experiences of living in Apollo Bay.
Key achievements for the year in other sectors of the
community include:
• The commencement of a weekly Apollo Bay-Colac
bus service. Work continues on ensuring that
transport around Apollo Bay town is made easier
through the use of the Otway Health bus.

The Community Nurse plays a vital role in
maintaining the health and independence of the
people in our community. Last year she logged
over 250 hours behind the wheel.
• Coordination of the Chill Out Tent at the Apollo
Bay Music Festival, and education about safety for
secondary students leading up to the festival.
• Ride and Stride to Work/School Day – with a
healthy breakfast served to over 270 hungry riders
and striders.
Through partnerships and working with and for the
community, rather than on the community, we will
continue to find ways to make it that little bit easier to
live well.
Community Welfare - Phil Townsend
Otway Health’s Community Welfare Program offers
a range of services that provide counselling, support,
advocacy, advice and assistance to meet a wide
variety of needs and circumstances.
I have been in my role as Community Welfare Worker
since March 2008 and have found the flexibility of
the role to be ideal for addressing the wide range
of difficulties that face community members. The
catchment area is vast, and the outreach service
ensures that people can be visited in their own
homes, no matter where they live. It can often be less
stressful for people to have a chat at home over a cup
of tea than to come into a more clinical environment.
The support aspect of my
work involves practical ‘social
work’ type support which
often deals with issues such
as homelessness, domestic
violence, Centrelink, advocating
with other services, emergency
relief, family and relationship
issues, depression, addiction,
parenting, isolation or
assistance in completing forms.
If necessary, I can provide
referrals to other agencies. I
facilitate a Men’s Group which
meets for lunch every month
and is enjoyed by the regular
attendees as a chance to get out
and meet other men. We are
grateful for the great support
offered by the Apollo Bay Hotel.
The counselling aspect of my role is very flexible, and people are
able to seek support on a wide range of issues. Sometimes the
surface issues present as depression, anxiety, stress or anger, but
below the surface people may be wrestling with insecurity, poor
self esteem, frustration, unresolved grief and loss or trauma. People
may also be undergoing or carrying the effects of sexual, emotional
or physical abuse.
The counselling, advocacy and support services are available at
no charge to all community members. They provide a confidential,
non-judgmental and safe forum in which people can obtain the
support they need to address difficulties and develop new skills and
strategies for coping.
The following story is written to highlight some of the difficulties
that can unexpectedly befall any one of us. I cannot share real
case studies of course, but this is a fair and honest representation
of what could happen to a member of our community and the
services available to help overcome some of the issues.
Picture this ...
You are 35 years old, living in Cape Otway with your wife and
young child. You are a long distance truck driver. You are not well
off, but you are managing ok.
Then, one dark night, as you are bringing in the firewood, you slip
and rupture a disc …
Six months later …
Your truck has been repossessed because you
could not keep up the payments; you have not
found another job; bills are stacking up; you
started to drink excessively and occasionally
became violent so your wife has moved out
with your daughter, taking the car; your back
is still extremely sore; there is no food in the
house; your lease is up and you have to move
out. You feel isolated, depressed, stressed and
ashamed. You don’t know where to turn …
Then an old friend suggests you seek help
from the Community Welfare worker at
Otway Health.
You can’t drive to Apollo Bay, so you phone
Otway Health and the Community Welfare
Worker Phil Townsend comes out to see you.
He is non judgmental and thoughtful. Phil

18
Community
Services
Report
continued
talks with you and lets you work through the issues. He offers you
a range of options and explains that although you can’t help the
circumstances of your present situation, you can choose how to
deal with them. Phil helps you to sort out the problems, one by
one. He arranges for Emergency Relief and obtains food vouchers
for you; he helps you organise to see the Physiotherapist at Otway
Health; he drives you to Colac for an appointment with Centrelink;
he refers you to a financial counsellor who helps you to work out
how to manage the bills; he takes you to look at rental properties
in Apollo Bay. Slowly, you start getting your life back together. You
start seeing your wife and daughter again … From the depths of
despair you begin to believe things can be ok …
Otway Health Childcare - Marie Sinclair
It has been a year of transition for Apollo Bay Children’s Centre
with the introduction of new Children’s Services Regulations, the
implementation of Brigance Screening, the restructuring of our
programming procedures and the ongoing plans
for refurbishment to meet national Accreditation
Standards and State Regulations.
• Each Centre had its own kitchen with a chef or
cook providing meals and snacks for all children
and staff with multi cultural dishes incorporated
into the menus.
• All Centres had a kindergarten teacher on staff and
most ran kindergarten programs.
• In all Centres visited, the fees were set at a
significantly higher rate than our own.
Similarities and differences in programming
techniques were also observed, with most staff
members in the Centres we visited echoing our own
concerns in trying to formulate a program to meet
the developmental needs of the children within
Centre time constraints, budgets, State Government
requirements and National Accreditation standards.
Staff at other Centres were interested in our own
programming practices and were keen to learn more
At the start of the year, staff discussed how the
Centre should move forward, looking at quality
improvement and the introduction of new
regulations. One of the disadvantages of living in
a remote area has been the isolation of staff both
for training purposes and professional networking.
It was decided that senior Childcare staff would
undertake study tours of Centres both in Colac
and Geelong to gain an understanding of what is
happening in both regional and urban areas.
Our visits to Geelong involved meetings with
several Directors and staff of both larger and smaller
Centres, with opportunities to tour the Centre, speak
directly to staff working with children, and engage
in one-on-one dialogue with senior planning staff.
Our observations:
• The majority of Centres were working with above staff: child
ratios ensuring the needs of children were well covered in the
rooms.
• Security was high, with all Centres providing parents with an
electronic key code or swipe card to enter the premises.
about Brigance Screening and the Australian Early
Developmental Index (AEDI). One Centre was also
running a Letterland Early Literacy program for their
preschool group.
We found no real differences between the regional
and urban Centres; however we did come away
feeling:

Recently refurbished, the bright and inviting
Apollo Bay Children’s Centre provides a safe,
stimulating and nurturing environment in which
children are encouraged to reach their full
potential.
• We needed to restructure our programming
procedures.
• In comparison with the Centres we visited,
our own looked a little tired and in need of
redecoration and refurbishment.
We spent the next few months trialling new
programming systems until deciding on the Creative
Curriculum Teaching Strategies. Our Centre now has
clear developmental goals and objectives which work
well with our philosophy and can easily incorporate
Brigance Screening results and child-initiated
interests.
The introduction of the Children’s Service Regulations
2009 then became a priority, signalling:
• Changes in staff: child ratios in the Under 3 Years
Room.
• The necessity for all staff to be qualified.
• An update of all Centre policies and procedures.
These regulations will have an ongoing impact
on the Centre, as an Early Childhood teacher is
required to work in the Centre by 2014. The new
regulations have also incorporated Outside School
Hours Care (OSHC) which has hampered our plans
for providing After School care for the community.
Several feasibility studies have shown that we cannot
sustain this program and meet the new regulations.
The community will now need to lobby the shire for
funding and/or resources to commence this program.
Staff education has been a priority:
• All staff are now qualified.
• Many staff members are studying towards higher
qualifications.
• Management Training for the Coordinator has
taken place in Outstanding Leadership and
Managing and Developing Teams.
• One staff member is studying towards an Early
Childhood teaching degree.
During Centre closure for refurbishment, all staff
participated in training days incorporating manual
handling, programming, infection control, Senior
First Aid and updates on the Children’s Services
Regulations.
The Apollo Bay Children’s Centre passed its license renewal
application from the Department of Education and Early Childhood
Development and has now undergone refurbishment to ensure
we continue to meet National Accreditation Standards and State
Government regulations in the future.
Morale is high among staff and we look forward to what the future
holds in 2009 – 2010.
Physiotherapy - Cheryl Biddle
Otway Health’s Physiotherapy Service assists all members of the
community to achieve their maximum potential in physical health.
This is done in many different ways.
For the under 17 footballer who is trying to make the finals – it
might mean treating his sprained ankle, teaching him or a member
of his family how to strap it securely, and providing an exercise
routine to strengthen injured/weak muscles and reduce the
likelihood of repeat injuries.
For the local tradesman who has injured his back lifting a
heavy piece of equipment (possibly on top of years of damage
through poor lifting techniques) – it’s a thorough assessment to
determine what the actual damage is, combined with manual and
electrotherapy treatment. There would also be an exercise program
to strengthen back and core muscles, with an investigation into
work practices.
For someone recovering from a stroke – it might be a program to
improve balance and the ability to walk safely and independently
again, or advice to their care giver on how to safely assist with their
movements and care.
Physiotherapy in Apollo Bay is provided by our local therapist
Cheryl Biddle and the two Allied Health Assistants, Jocelyn Dexter
and Elizabeth Smith. The service is flexible to accommodate clients
with special needs and no referral is necessary.
The primary focus of physiotherapy treatment is the restoration of
function. Cheryl will assess and diagnose your problem, then plan
and administer treatment programs that aim to restore function or
minimize disability after disease, injury or surgery.
A combination of manual therapy, movement training and physical
and electro physical agents is used to achieve this.
The overall management of a client involves:

20
Community
Services
Report
continued
area and join classes to undertake training or just
to have fun. They run on principles of inclusive
participation, community empowerment, life long
learning and active citizenship.
Marrar Woorn Neighbourhood House Coordinator -
Karen Washfold
• Observation and assessment of the client’s physical condition.
• Analysis and identification of the problems.
• Development of a treatment program in consultation with the
client (and family or carers) and, where appropriate, other
members of the health care team.
• Management of the treatment or training program based on
mutually acceptable goals for client and therapist.
• Evaluation of progress, modification of treatment if necessary
and ending treatment once goals have been reached.
The Physiotherapy service in Apollo Bay can also provide fitted
orthotics and acupuncture.
We can provide sessions in their own homes for people who
require assistance with their exercises, or have difficulty getting to
appointments.
We also run a number of groups to assist community members
to be as fit and healthy as possible. There are several ‘Strength
for Life’ classes held each week which are particularly good for
maintaining/building good muscle strength as we age.
Neighbourhood Houses
Neighbourhood Houses offer community members the chance
to meet new people, develop new skills, become involved in
community events, learn about other services or activities in the
This has been an exciting year at Marrar Woorn. New
groups have been formed and Marrar Woorn now
belongs to one of two clusters of nine Community
Houses in the Surfcoast and Colac Otway Shires that
are collaborating to become ‘Eco Living Centres’ and
embed sustainability into Community House day to
day operations. Neighbourhood House Workshops
will support households in the community to reduce
everyday environmental impacts and build the
capacity of the local community to respond to climate
change.
We encourage and welcome suggestions from
community members for activities and courses they
would like to join or deliver and we offer a diverse
range of activities including:
• Solar hot water information sessions
• Forum on Climate Action
• How to Write Children’s Books Workshops
• Jazz
• Hip Hop dancing
• Information Technology Courses from
beginner to advanced
• Website design
• Tai chi
• Yoga
• Dog obedience
• Book Club
• Responsible Service of Alcohol training
• Patchwork Quilting workshops
• Spinning Group
• Bushwalking
We are delighted with the increasing numbers of
people who use Marrar Woorn, and welcome the
many community groups that hold meetings here.
The youth of Apollo Bay have a greater presence here
than ever before. 3.30pm is a very busy time with lots
of hot Milo being consumed in the lounge as students

Forrest Neighbourhood House is a hive of
activity with interest groups, clubs, activities and
programs. This Certificate II Visual Arts course
exemplifies the enthusiasm and commitment of
the participants.
relax after a day at school. The strong partnership with
Apollo Bay P12 College continues through mentoring
programs and activities that engage and connect with
our special young people.
The coming year will see a significant change to
the exterior of Marrar Woorn, as local Indigenous
artists work with a broad range of community
groups to create a vibrant mural, celebrating ideals
of community, sharing, mentoring and friendship –
which is what Neighbourhood Houses are all about.
Forrest & District Neighbourhood House Coordinator
- Melitta Pinney
I took over the co-ordination of activities at Forrest
Neighbourhood House in March 2009, following the
departure of the much loved and inspiring founder,
Nettie Hulme.
There are many highlights and events to report, all
demonstrating the warmth, friendship, ingenuity and
energy of this small community in the heart of the
Otways. Here are a few:
• Forrest Hall kitchen became a state of the art
commercial kitchen, suitable for hiring for private
functions, training and catering for community and
social events.
• Regular Wednesday movie matinee afternoons
• Youth Nites (driven by youth interests with access
to kitchen/café; wireless internet; digital video and
still cameras; music; movie watching equipment.
• Astrology course.
• Free internet and pizza for young people, with
Youth Worker in attendance.
• Women’s Retreat
• Under 15 Dance Group
• Pizza oven constructed over two weekends
• Food Handlers’ Course
• Forrest Diabetes Clinic
• Coffee machine installed; Barrista training
commenced
• Art, Food and Films afternoon
• Certificate II in Visual Arts and Contemporary
Crafts
• Fire preparedness meetings
• Forrest Fire Festival incorporating lead up with fire twirling
lessons, lantern making, fire sculpture workshops
• Community lunches – enabling locals to catch up, new
community members to become involved and passers by to
experience the vibrant Forrest community
In April, during the changeover, there was no Coordinator at
Forrest; it is a credit to the community that programs continued and
the house flourished during this time.
All the courses and events have been well attended and much
enjoyed. Special mention must go to the Fire Festival, which was a
spectacular occasion, attracting hundreds of people and providing
a night out to remember. And the Certificate II Visual Arts Course
which has been running since Febuary – the commitment of the
students and teachers is inspiring.
Home and Community Care Coordinator - Anna Beamish
Otway Health’s Home and Community Care (HACC) program offers
a range of home and community based support services to frail
older people and people with disabilities who need assistance if
they are to remain independent and living safely in their home. The
program also supports the clients’ carers and family.
HACC services include:
• In-home assessment
• Home Care
• Personal Care
• Respite Care
• Personal Support
• Delivered Meals
• Property Maintenance
Some changes that have occurred in the last twelve months:
• Ongoing staff training
• Inclusion of HACC staff in the Otway Health Strategic Plan
• Review of service standards
• Priority of services linked with priority of clients
• Integration of staff between Community Care and Residential
Care
The HACC team is benefitting from a structured and more
professional focus, enabling a higher level of service delivery.
To increase our knowledge and measure our performance, we
have joined a HACC Alliance. This enables us to meet with

22
Community
Services
Report
continued
representatives from the South West Region of Victoria to share
knowledge, ideas concerning consistency of service and enhance
our performance.
In addition, we now gauge our performance within our catchment
area via levels set against:
• Service plan delivery
• Consistency
• Timeliness
• Service Ability
• Commitment
• Professionalism
responsibilities. Computer programs like Riskman
make it easier to access the Incontinence Nurse, the
Community Nurse and the Allied Health Assistants.
Opportunities to develop skills and study further
are now more available than ever before, and
opportunities to cross over job roles into other areas
of Otway Health have opened up.”
Helen Harrington, Community Care Worker.
The HACC coordinator devotes a lot of time to
HACC Community Care Workers comment:
“The last 12 months working with the Otway Health HACC
team have been very positive. There has been ongoing training
throughout the year, which has given the team a great connection in
sharing and communicating skills among ourselves. I feel honoured
to be connected to such a diverse group within the community –
thanks for all the teas and coffees!
Let’s live longer and keep healthy, safe and happy in the home!”
Billee Irving-Trew, Community Care Worker
“After being a fulltime mum for many years, and reaching a time in
our family’s life where our children were becoming independent, I
decided to rejoin the paid workforce.
I enrolled in the Aged Care course without really knowing what
it was all about, and found that it offered me a career path,
interesting and diverse opportunities and connection with members
of my community that would not normally cross my path.
My work recognises and calls upon many of my natural abilities
and provides me with the opportunity to use those abilities in the
service of others. My clients include the physically, emotionally and
spiritually challenged. I have learned that the world is very colourful
and has a wonderful sense of humour. I feel truly honoured and
blessed to, in some small way, be part of my clients’ lives, and very
proud of my achievements in such a short time.”
Doris Hansen, Community Care Worker.
“The 2009 HACC workers’ team has become more united
and inclusive through group meetings, and communication
has improved. The team has expanded, with more workers
relieving the workload. The HACC managers and coordinators
are more proactive in their approach to client/worker rights and
keeping the system running smoothly.
Share a typical Friday with four of our Community
Care Workers (CCWs):
8.30am
CCW 1 Is in the office, collecting the Run sheet for
the day and attending to administrative requirements.
CCW 2 Has just arrived in Yuulong ready to assist a
client with Personal Care.
CCW 3 Has already been to the Otway Health base
and collected a company vehicle to drive to Forrest.
CCW 4 Is working today in the Laura Pengilley
Wing and is currently cleaning up after Residents’
breakfasts.

The Home and Community Care Program has
been rejuvenated with new staff, new uniforms,
team building and training for all Care Workers.
10.30 am
CCW 1 Is visiting the third client of the morning in
Apollo Bay central, providing Personal Care and some
assistance with supermarket shopping.
CCW 2 Is now on the way to Johanna to visit the
second client who will receive Home Care.
CCW 3 Now providing Home Care for the second
client in Forrest.
CCW 4 Has some rounds to do in Laura Pengilley
Wing to check on Residents and ensure they are in
good health.
12.30pm
CCW 1 We have a new mum, and she is receiving
some temporary Home Care assistance.
CCW 2 A client in Cape Otway requires transport to
Apollo Bay for an appointment, the Care Worker will
drop her off in time.
CCW 3 Having some lunch after returning from
Forrest.
CCW 4 By now has already arranged the meal time
for the Residents who are sitting down to enjoy a roast
lunch in the dining room.
2.30pm
CCW 1 After a short break is back into it, visiting the
fifth client for the day in Apollo Bay central.
CCW 2 Is now in Skenes Creek to visit two clients in
the area requiring Home Care.
CCW 3 Has arrived at the Otway Health base to
attend to administrative requirements.
CCW 4 Is setting up some of the Residents in the
lounge with a good
movie while she
cleans Residents’
bathrooms.
4.30pm
CCW 1 It’s home time
after the sixth client.
CCW 2 Will meet up
with the Cape Otway
client and transport
him home again after
his appointment.
CCW 3 Is driving back to Otway Health base to return the
company car after the trip to Wye River.
CCW 4 Has finished the Residents’ bathrooms and is now saying
her farewells for the day.
Community Health Nurse -
Michelle Cox
Chronic disease management can be extremely challenging. At
Otway Health we tackle this challenge in varied ways and always
aim to ensure our strategies are effective in helping people living
with or at risk of chronic disease.
In the past twelve months the Community Health Nurse (CHN)
has sought to strengthen the organisation’s capacity to provide
excellent evidence based chronic disease care including:
• Networking with other health professionals working in chronic
disease management
• Providing support and education to Otway Health clinical staff
to assist them to provide best practice diabetes and respiratory
care to residents and clients
• Revising and updating relevant policies and procedures
• Purchasing and maintaining monitoring and assessment
equipment such as the Spirometer. Such equipment enables
Otway Health to provide essential point of care diagnostic data
to improve chronic disease management
Most importantly, the CHN position has sought to deliver care and
education to people living within the Otway Health catchment
through individual consultations at diabetes, respiratory and other
chronic health clinics.
The CHN also delivers community education and has enjoyed
visiting local schools and sporting clubs to talk on asthma and
diabetes management. Together with Cancer Victoria, a popular
and successful information afternoon was arranged, providing the
community with an opportunity to become better informed about
decreasing our risk of cancer and the supports available to those
in the community who are living with cancer.
Group education is an effective and socially inclusive way of
helping people to improve their health outcomes. The CHN has
once again delivered the Better Health Self Management Program
– a six week program that provides participants with the tools
to effect long term health behaviour change. All participants
who completed this program reported improvements in health
behaviour, and there is already a waiting list for the next program.

24
Community
Services
Report
continued
The CHN has also been instrumental in implementing a work-based
physical activity program Workhealth, and in planning to deliver
health checks to workplaces within the Otway Health catchment.
Planned Activities Group - Fiona Macaulay & Janice Livesey
The Planned Activities Group meets each week, offering friendship,
activities, excursions and support to community members who
are living independently yet
require extra help because of
ill health, frailty or advancing
age.
Following an assessment
by the Community Nurse,
new members quickly settle
into the weekly sessions
and enjoy helping to choose
activities and destinations for
the monthly outings. Most
members are socially isolated
as a result of being travel
restricted, and with their
capabilities diminishing they
need extra support.
The structure of the Group encourages input from the members
and they all have opinions about what they want to do. The group
meets at Otway Health every Thursday morning, and then they hold
a craft or activity session, enjoy a hot lunch from the kitchen and
relax in the company of friends.
The Planned Activities Group is wonderfully supported by regular
volunteers who help us deliver an excellent service and program to
our members.
Once each month we set out on an excursion. Excursions are
regarded as an integral aspect of the Planned Activities Group – a
survey completed in 2008 returned statistics stating that excursions
were at a 100% requested rating. This year we have explored the
Otways, sharing in meals and adventures that have delighted the
senses and warmed the hearts. The Dahlia Farm was a cheerful riot
of colour and the Great Ocean Ecolodge provided a memorable
atmosphere of family warmth, with the added beauty of the native
animals. Excursions play a key role in providing distraction and
diversion, and creating opportunities for engaging
people in interesting and stimulating adventures.
Places we visited recently include:
Country Dahlias, Winchelsea
Wye River Café
Ridge Café, Beech Forest
Great Ocean Ecolodge, Cape Otway
Yatzies Café, Lavers
Hill
Timboon Railway
Shed
Gum Valley Patchwork
Ish Shoes
Martians Café, Deans
Marsh
Community Nurse –
Annie Missen
The Community
Nurse plays a vital
role in maintaining the health and independence of
the people in our community. Her clients are mainly
frail and elderly, but also include people of all ages
and abilities who require nursing care as the result of
injury or ill health.
Every day is different as she travels around the region,
visiting a wide variety of clients with an enormous
range of problems, illnesses and conditions. The
catchment is huge, covering the area from Separation
Creek to Cape Otway, from Beech Forest to Apollo
Bay, and everywhere in between. Last year, she
logged over 250 hours behind the wheel.
The Community Nurse’s clients include farmers,
teachers, tradesmen, businessmen, mothers, children
and babies. No two days are the same, but here is a
typical Friday …
8.00 am: pop in to the hospital.
Check with Acute Nurses on call to see if any clients
from the community have been admitted to the
hospital or transferred overnight.

The weekly Planned Activities group sessions
offer friendship, activities, excursions and
support to community members who are living
independently yet require a little extra help
because of frailty or advancing age.
Liaise with Acute staff and Home and Community
Care Co-ordinator to cancel HACC services if clients
have come into the hospital.
Visit any clients who are in-patients or in for short
term Respite Care.
Catch up with former clients who are now fulltime
residents in the Aged Care Laura Pengilley Wing.
8.30 am: drive from Apollo Bay to Wye River to visit
an elderly client living alone in an isolated area.
Deliver meals prepared in the Otway Health kitchen
and frozen for safe transport.
Monitor the client’s health status: take blood pressure,
check medications etc.
Listen to any concerns or problems:
organise priority assistance from Telstra.
Check that a slippery and uneven area
outside the front door (repaired two
days ago by Otway Health Maintenance
Department) is now safe to use.
10.30am: meet with a new client in
Skenes Creek who has just arrived
home from Geelong Hospital and
requires home oxygen.
Explain how the machine works and
how to deal with possible problems.
Check the installation to ensure safety.
Reassure and encourage the client.
Assess the client’s needs to see if any
aids are required (such as ramps or extra
grab rails).
Discuss whether the client requires
domestic help from Otway Health’s
Home and Community Care team.
11.30 – 13.30: visit and review three Home Care
clients (Marengo, Apollo Bay and Barham) for
individual Home and Community Care assessments
following reports from the Care Workers that their
clients’ health had declined
Review the clients’ existing services.
Discuss the extra needs.
Explain how extra services can be delivered that will
meet the needs.
14.30: return to Otway Health for Case Conference
regarding a client from Forrest receiving various
community services who was recently admitted to
Respite Care at Otway Health following a fall.
Meet with: Home and Community Care Worker; Allied Health
Assistant; Physiotherapist; Occupational Therapist.
Discuss the client’s special needs, particularly in the light of the
recent fall.
Prepare a new plan to ensure the safety of the client on her return
home.
Contact the Maintenance Officer to arrange installation of grab
rails and a ramp.
Plan for the safe return home of the client, once the appropriate
aids and systems are in place.
16.00: tackle paperwork arising from the day
Update data entries recording all clients seen and any matters
arising from the visits.
Follow up three new referrals
for Home and Community
Care and GP.
Prepare for the next day.
Liaise with Medical Records
Dept.
Collect clients’ files.
Liaise with HACC Coordinator
and Acute Care staff
to ensure community services
required for the weekend
have been organised (a client
in Yuulong requiring wound
dressing).
Complete paperwork.
Occupational Therapy – Tanja Brunner
17.00 - Go home!
Occupational Therapy focuses on promoting health and wellbeing
through occupation or activity and function. The goal is to enable
people to participate in the activities of everyday life.
When a person is affected by an illness, accident or workplace
injury, the Occupational Therapist (OT) can help with recovery.
The client may be assisted to return to home and work life through
the development of new skills for normal daily living. The OT may
also make suggestions for modifications to your home or work
environment to make it safer and easier for you.
Like the Community Nurse, the OT has a busy schedule and a wide
range of clients. Here is a typical day:

26
Community
Services
Report
continued
8.45 am: arrive at work
Check emails and pigeon hole for any new referrals or business to
take care of. Sort what needs to be done immediately.
9.00am: Meetings
Frequent meetings to share information – Community Services
meeting, health promotion, OH&S etc.
10.00am: Smiles 4 Miles
Oral Health Education program with children at the Apollo Bay
Preschool. Have a chat to the kids about how many teeth we have,
what to eat and drink to keep our teeth healthy and how to clean
our teeth. Answer lots of interesting questions! Then the fun starts
where they get to make
their own Smoothies, with
an interesting combination
of fruit, yoghurt, milk or
soy milk. There are some
really great taste buds at
the preschool!
11.00 – 12.00: Home Visit
Visit a new client who has
been referred for a home
assessment.
Check with the client
what difficulties they are
experiencing at home.
Suggest equipment,
strategies and home
modifications that may
help them to overcome
some of these difficulties.
Measure up for rails and
hand held shower hose.
Assess the rest of the home. Sometimes there are other concerns
that the client may not have thought about, or issues that may
present as a falls risk.
Discuss with the client some of the other suggestions and arrange
for a follow up visit or phone call.
Explain what other services Otway Health can offer such as home
care, physiotherapy and community health nurse and determine if it
is appropriate to refer the client to any of these services.
12.00 – 13.00: Return to Otway Health and complete
a property maintenance request to have rails and
hand held shower installed.
Contact various equipment suppliers about the cost
of a power lift chair in which the client expressed
some interest.
Complete paperwork for Victorian Aids and
Equipment Application to access funding towards the
cost of the power lift chair.
Complete progress notes and other documentation in
client file.
13.00: Lunch!
13.30: Assess new client who had been referred with
tendon injury to their hand.
Fabricate a splint to support the hand and educate
the client about treatment protocols over the next two
weeks. Provide with a gentle home exercise program
and plan to see the client again next week.
14.30 – 15.30: Tackle paperwork arising from the
day.
Update data entries recording all clients seen and any
matters arising from the visits.
Follow up any phone calls in relation to clients.
Complete Board reports, look at policies and

Community lunches, prepared in the new
commercial kitchen at Forrest, enable locals to
catch up, newcomers to become involved and
passers by to experience the vibrant Forrest
community.
procedures, add information to program plans.
Liaise with Community Nurse and HACC coordinator
about any new clients needing assessing or reviews the
following week, or any other clients that may need an
Occupational Therapy home visit.
15.30 – 17.00: Otway Early Years Network Meeting at
Apollo Bay P12 College.
This network is addressing the developmental issues
highlighted by the Australian Early Development Index
(AEDI) data, and supports children aged 0-8 years
to achieve optimal developmental outcomes. The
Network seeks to support families and communities
in the region through developing skills, resources and
connections that meet their needs.
Discuss the latest update on the Structured Play
Program, how the Brigance is being implemented at
Apollo Bay Children’s Centre, Apollo Bay Preschool
and Apollo Bay p-12.
Examine and interpret the results from the Playground
Survey. Discuss any other issues that may have been
raised by the group.
2007/2008 2008/2009
Health Promotion
Programs
Number of Participants 2124 4220
Number of Programs 115 269
Community Welfare
Occasions of Service 547 927
Number of Clients 165 137
Hours of Counselling 567 967
Emergency Relief
Occasions of Service 16 72
Number of Clients 21 37
Marrar Woorn NH
Ongoing Groups 20 25
Activities 277 315
Activity Hours 1068 868
Forrest NHH
Ongoing Groups 39 45
Activities 127 292
Activity Hours 494.5 335
Assessment Services
Case Conferences with GP 36 12
Case Conferences without GP 81 48
Planned Activity Group
Hours of Client Contact 1987.5 2152
Number of Clients 19 27
Community Nursing
Number of Clients 36 44
Number of hours 821 1056
Centrelink
Occasions of Service 1683 1872
Child Care
Number of children attending 59 53
EFT Children’s Places 12.97 15.91
Physiotherapy
Number of Clients 320 471
Maternity Services
Number of Clients 26 27
Home & Community Care
Personal Care Clients 21 80
Home Care Hours 848 2930
Delivered Meals 1510 4366

28
Clinical
Care
Report
Faye Rampal, Acting Director Clinical Care
Helen Pini, Director Clinical Care
As a Multi Purpose Service, Otway Health provides a range of
flexible aged, health and community care services designed to
best suit the needs of the community. The ideal is to keep people
healthy and well supported in their homes and we achieve this
by maintaining close partnerships with the multidisciplinary team
including the Community Nurse, the Occupational Therapist,
the Home and Community Care Workers and the Community
Welfare Worker. However, when care is no longer appropriate or
effective in the home, or an emergency occurs, clinical care can be
provided to meet the particular needs that arise, covering:
• Acute Care
• Emergency Care
• Respite Care
• Nurse Clinic
• Short Stay
• Staff Immunisations
• Residential Aged Care
Clinical care works consistently to provide personalised services
that are of a high standard. We achieve this by consulting closely
with the community to ensure service delivery meets individual
needs. Improving our clients’ experiences is important to us and
the feedback from these experiences is valued and respected
and used as our catalyst for improving care or changes to service
delivery.
Acute Care
Acute care is available for the treatment of medical conditions
that cannot be appropriately provided in the community. Care
is provided by well educated and competent nursing staff who
maintain and update their competencies and skills with ongoing
education, research using best practice models and self learning
principles.
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The paramedics work closely with nursing staff
in the Emergency Care Unit, providing regular
support and training in emergency response.
Permanent Ambulance Paramedics
Mobile Intensive Care Ambulance (MICA)
In 2008 the State Government introduced an initiative
to help improve health outcomes in rural Victoria
through the employment of permanent ambulance
officers. The Otways area is fortunate to now have
two permanent officers. Station Officer and MICA
trained Tony Mandic commenced employment in
October 2008 and is assisted by Second Officer Peter
Wagstaff, who is currently completing his training via
the Rural Sponsored Degree Program.
Otway Health has always enjoyed a close association
with Ambulance Victoria, and the introduction of
permanent officers ensures an enduring partnership.
The construction of a new ambulance branch
on the corner of McLachlan St and Pengilley St
will commence shortly and further enhance the
relationship between Otway Health and Ambulance
Victoria.
Emergency Care - Highlights
• Permanent Ambulance Station Officer for Apollo Bay
• MICA support and education for nursing staff
• Introduction of disposable instruments
• Wound Care Consultant
• Secure and private Nurses Station
Nurse Clinic
The Nurse Clinic provides outpatient care for clients including:
• Wound management
• Doctor referrals for medications or intravenous injections
• Simple test for heart monitoring
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The clinical division values the introduction of this
important service. The support to nursing staff during
emergencies and the provision of regular emergency
education have ensured a more streamlined
approach, improved the quality of emergency
service delivery and added quality and professional
accountability to emergency service delivery. All of
these help to deliver better client outcomes.
Clinical Care has two bed/chairs which are used for emergency
clients who require observation and treatment for periods in
excess of four hours. Types of care include re-hydration, medical
management or observation following head injury.
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30
Clinical
Care
Report
continued
Staff Immunisations and Preparedness
Workers in the healthcare sector are, by the nature of their work,
at risk of being exposed to or transmitting vaccine preventable
diseases such as influenza, measles and hepatitis. To reduce the
risk of diseases being transmitted between staff, clients and the
community, Otway Health encourages all staff to be immunised
against preventable diseases.
All new employees are interviewed by the immunisation nurse at
induction, to establish a
vaccination history, and
suggest blood pathology
and immunisation
requirements. All staff
are offered vaccinations
for Influenza, Measles,
Mumps, Rubella,
Diphtheria, Tetanus
and Rubella. Staff
working in a high risk
area are additionally
offered Hepatitis A and
B, Chicken Pox and
Whooping Cough.
Influenza vaccination has
been well received by
Otway Health staff with
65% of staff immunised.
(An increase of 5% from
last year.)
As well as the yearly influenza vaccination program, Otway Health
was well prepared for the swine flu pandemic, constantly updating
protocols for the changing phases. Entrances were well sign posted
with directions and a pandemic kit was ready for use. To ensure
staff were familiar with the protection message, all computer screen
savers in the service had the flyer – ‘Protect yourself and your
family.’ This year:
• 32 staff were involved with pathology testing to determine
immunisation status.
• 20 staff were involved in vaccination programs against Hepatitis,
Tetanus, Whooping Cough, Diphtheria
• 53 staff were immunised against Influenza
Residential Aged Care
Important improvements in the way Residential Aged
Care services are delivered at Otway Health have
been achieved over the Report period. These include:
• An increase in staff hours.
• Staff education and development.
• Equipment purchases.
• Environmental design - floating flooring in dining
room and new dining furniture.
• Clinical procedure review.
Aged Care Division One Registered Nurse
The creation of the position of a dedicated Division
One Registered Nurse for Aged Care has increased
the availability of nursing staff to the residents. The
responsibilities of the position include:
• Resident assessment and care planning
• Staff education
Additional Aged Care Staffing
• Additional staff hours have been implemented for
direct clinical care, by the addition of two short
shifts in the morning and afternoon, covering times
when resident care needs are greatest.
• A dedicated laundry assistant attends to Residents’
laundry needs.
The additional staffing delivers direct benefits to
residents as staff have more quality time to deliver
diversional therapy programs.
Staff education
In addition to all staff participating in a wide range
of education and professional development activities
we are delighted that all Personal Care Attendants
participated in Dementia Care training (Dementia
Essentials- Certificate III in Aged Care). The course
was comprehensive and required significant
commitment on the part of the staff members to
attain their Certificates. We congratulate them on this
achievement.

The football season generally sees some
community members attending the Emergency
Unit.
Equipment
A number of items have been purchased to enhance
the lives of Residents and staff. These include:
• Wheelchairs
• Dishwasher in Laura Pengilley Wing
Equipment for residential aged care - funded by DHS
• Low low beds
• Pressure relieving mattresses
A particularly useful addition has been the deluxe
pressure relieving bed/chair. Because it is extremely
comfortable and versatile, this chair increases
opportunities for clients to mobilise and socialise.
Beauty Therapy Room
Our residents particularly enjoy the Beauty Therapy
Room where they can make appointments for
hairdressing, manicures and pedicures. Beautifully
decorated by community member Lyndi Whalen, the
room offers a welcoming space where residents and
community members alike can feel pampered and
special by qualified therapist Liz Smith.
Procedure Review
Aged Care services. Medication management across the service is
performed by a registered Division One Nurse. The practice has
resulted in improved communication and accountability. Education
and competency testing for medication administration for Personal
Care Attendants has been eliminated, increasing time available for
care delivery. In addition, the change has facilitated the rotation of
staff throughout the residential service, improving staff morale.
The diversional therapy program has been greatly enhanced by
collaboration between Planned Activity Group coordinators and
care delivery staff. The residents have very much enjoyed a number
of combined activities.
• Pottery moulding and creation with John Smith
• Second weekly school children visits actively involved with
residents in activities such as painting and singing
• Various performers singing and dancing every Friday
• Bus rides in the community every Sunday
• Special events eg Christmas lunch at the hotel with family and
carers, Cup Day and football grand final celebrations.
The efforts and time of our talented volunteers is much appreciated.
They have brought music, fun and laughter to residential care.
Residents have been quick to take advantage of a new program
adopted by Otway Health staff. The Work Health Exercise Program
enables staff members to take an extra fifteen minutes each day to
engage in some form of physical activity. Staff utilise this by taking
residents outside for walks in the sunshine. As well, residents have
been delighted to be able to watch the whales as they migrate
along the coast.
A great amount of time and effort has been dedicated
to the review of our procedures to ensure best
practice is maintained.
Notable examples include:
• The new nutrition procedure developed and
coordinated by our Health Promotion Officer,
whose expertise in this area has proved invaluable.
• Falls Prevention Assessment and Management
Procedure.
Care Delivery
The Report period has seen an increased emphasis
on the coordination and integration of Residential

32
Clinical
Care
Report
continued
!"#$%&'(')%*)'+",)'%-./'%
5678-0"29".:/;-4"2;;6.!+"
!&7!8"
!78!9"
!:8!7"
To the amazing Team at Otway Health
My recent heart attack was not only a life changing
experience but an appropriate time to reflect on the
great facility and people we have at Otway Health.
The day started like most others with a trip to the
newsagent to collect the papers, and then home for
breakfast. Slight pain in chest was self diagnosed
as indigestion. Sweating, then light headedness
was more of a concern. Maybe I should lie down
Crushing pain in chest and difficulty in breathing
confirmed to me I was in trouble.
Fortunately my daughter was home and she drove
me to Otway Health Emergency. I’m not sure I
would have been able to call 000. By this time I
was experiencing a high level of anxiety. In no time I
was surrounded by many people all doing different
things. Professionalism is a term often used in these
situations. But what is it To me that day it was the
way people went about their respective jobs working
as a team. Their continual reassurance was as much
benefit as the drugs being pumped into me.
I have deliberately not mentioned individual names as
the thing that impressed me most was the expertise of
the TEAM.
!" #!" $!!" $#!" %!!" %#!" &!!" &#!" '!!" '#!"
Residental Aged Care - Highlights
• Div 1 Nurse designated to Residential Aged Care
• Refurbished Beauty Therapy Room
• Div 1 Nurse administers all Residents’ medications
• Staff using 15 min Work Health Exercise Program to take
Residents outside
• Whale watching for residents
Sadly, several of our older Residents have passed away this year.
We all miss them greatly and feel our lives have been enriched
from knowing them. We remember them with affection and feel
honoured to have cared for them. We are pleased to welcome
new faces to our community, both as short stay respite clients, and
permanent Aged Care Residents.
Air ambulance to Geelong was arranged and I was
transported by local ambulance to the football oval.
On arrival at Geelong Hospital I went immediately
to surgery to have a stent placed in the artery of my
heart. Within two hours of the attack I was sitting up
in bed on the road to recovery.
The visiting specialists
all told me that I
was lucky that I had
such prompt and
professional care at
Apollo Bay. I had great
pleasure in telling them
“It wasn’t luck mate,
they are the best.”
Alan Whelan

In every organisation there is a particular
person who knows how everything works,
where everyone is – or where they should be
- and who completes their tasks with unfailing
kindness.
Our Services
Clinical Care
Acute Medical care
Aids and Equipment Hire
Beauty Therapy
Day Respite Care
Emergency care
Food Services Program
Needle exchange program
Nurse Clinic
Palliative Care
Residential Aged Care
Residential Respite Care
Sea Mist Villas
Community Services
Corporate Services
Audits
Administration
Asset Management
Buildings and Grounds
Cleaning
Financial Management
Governance Support
Human Resources Management
Information Technology
Information Management
Infrastructure Maintenance
Occupational Health and Safety
Public Relations and Fundraising
Quality Improvement
Adult and Community Education
Advocacy
Centrelink Agency
Child care centre
Community Nursing
Chronic Disease Management
Community Transport
Delivered Meals
Emergency Relief
Exercise Therapy
Falls Prevention
Forrest Neighbourhood House
Grief and Bereavement Support
Health Promotion
Home and Community Care
Marrar Woorn Community Centre
Family Support Program
Mental health Support
Occupational Therapy
Property Maintenance
Planned Activities Group
Physiotherapy
Senior Citizens Centre
Social Support
Volunteer Support
Visiting Services

34
Corporate
Services
Report
“Otway Health’s Corporate Services Division is staffed by
enthusiastic people with a wide range of skills and expertise who
work together to support the organisation in its delivery of quality
services.”
Helen Healy, Acting Director Corporate Services
We participate in management decision making for the whole of
Otway Health, in particular:
• The interpretation of government policy
• The implementation of changes required for compliance with
statutory organisations
• The management of resources necessary for the delivery of
clinical and community services
During 2008/2009 we said
farewell to three Corporate
Services members, Joanna
Redmond – Director of Corporate
Services, Nadia Chambers –
Executive Assistant and Mark
Edwards – Public Relations
& Fundraising Officer. These
departures resulted in changes
to some positions and new
appointments from both internal
and external applicants. We
welcomed to our team, Alison
Corke – PR & Fundraising
Officer and Jessica Elliott –
Administration Assistant. Kim
Bazell commenced her new role
of Organisational Support Officer
and Helen Healy was appointed
Acting Director of Corporate
Services for a 6 month fixed term
contract.
The new Corporate Services team continues to provide quality
corporate services across all divisions to support Otway Health in
its service delivery. The following snapshots are a reflection of the
year past and goals of the year to come.
Records Management
The primary purpose of the Medical Record is to
provide safe and ongoing care of Otway Health’s
Residents and clients while ensuring absolute privacy
and confidentiality. The record keeping systems
managed by the Records office support the whole
organisation.
Following initial contact with Otway Health, vital
client information is gathered and the Records Clerks
create a paper based health care record. On each
subsequent visit the record can be accessed and
information relating to the client easily obtained. The
process is supported by electronic record keeping
systems.
As a result of being a
Multi Purpose Service,
health care records are
integrated and securely
stored and managed
by Records staff, as are
various organisational
files and documents.
This year Records staff
have attended workshops
at the Public Records
Office of Victoria
(PROV) and visited the
Office of the Health
Services Commissioner
for refresher training
on the principles of the
Information Privacy Act
and the Health Records
Act. Archiving and
auditing have become prominent tasks as a result of
this training.
In the coming year Records Staff are seeking to
improve their skills with further education.
Comprehensive histories of previous medical
treatments and specialist services enable safe review
and planning of future or emergency care.

Care Workers also assist clients with daily tasks
such as collecting prescriptions, attending
medical appointments, or shopping for
groceries.
Information and Communication Technology (ICT)
Information Technology is a fast-changing
environment, and we work to maintain and enhance
systems throughout the organisation. Communication
has been greatly improved through the intranet.
Maintenance requests are now made on-line,
enabling maintenance staff to plan and prioritise their
work.
2008 – 2009 saw the following projects implemented
at Otway Health
• Lease renewal: replace 13 ACER Workstations with
a new Dell lease.
• Rollout of Office 2003 to Workstations.
• Implementation of an Otway Health intranet with
features such as Weekly News page, common
program shortcuts, staff contact list and On Line
Maintenance requests.
• Replacement of E-Trust Antivirus software on all
PCs with Microsoft’s Forefront product, which
boosted security coverage and has enabled central
management.
• Replacement of SkillSoft On-line IT training
program with Microsoft’s E-Learning product to
provide a more up to date IT training package that
is more user-friendly.
• Implementation of the Riskman Risk Register
system to assist staff in managing risks.
• Replacement of all network cabinet UPS devices.
• Development of an online Workplace Health
database enabling staff to log and monitor their
own workplace health activities.
Planning for 2009 – 2010
• Preparation and testing
for a rollout of Office
2007 to all Otway Health
Workstations
• Nurse Call System
Upgrade
• Local Area Network
refresh, including
replacement of network
infrastructure and
enhancement of wireless access points.
Maintenance
The maintenance team cares for the buildings, grounds, equipment
and ancillary sites.
The Home and Community Care Coordinator, Community Nurse
and Occupational Therapist can also submit requests for work to
be completed in clients’ homes, for instance installing grab rails,
eliminating trip hazards, maintaining smoke alarms etc. This work
ensures clients are able to stay safely in their homes for as long as
they prefer before considering residential care options.
Public Relations and Fundraising
Public Relations (PR) is all about communicating effectively
and honestly. If an organisation is performing well, meeting its
commitments and delivering services efficiently, then its reputation
should be strong. However it is easy for a busy organisation to
neglect aspects of its operation and find that community members
do not understand what is happening, what programs are available
and what services they can expect. At these times community
confusion can lead to lack of confidence and disrespect.
Internally, lack of communication can cause inefficiency and poor
morale as staff feel ‘left out of the loop’.
It is the PR Officer’s role to ensure good communications across
and outside the organisation through listening to concerns,
identifying problems and helping to create solutions.
Otway Health employs more than 80 staff, most of them part
time and many of them shift workers; this means it can be hard
for people to know what is happening. An internal fortnightly
staff bulletin, posted on the intranet, shares a wide range of news
including staff changes, articles, forthcoming events and snippets of
useful information. Feedback is encouraged and well received and
many staff members contribute items for sharing.
Communication with the local community is
primarily via a regular page in the weekly local
news sheet. This advertises upcoming courses and
programs and employment opportunities within
Otway Health. A regular ‘column’ offers information
on specific health issues and the services provided
by Otway Health that may help in combating
these. Regular coverage is also achieved in local
newspapers eg Colac Herald. A twice – yearly
magazine, Otway Health News serves to update the
community on recent events within the organisation
and any changes to services.
Feedback plays a great part in helping to understand how

36
Corporate
Services
Report
continued
community members feel about services they have received and
all feedback is analysed and referred to the appropriate areas for
action.
The goal is to keep the local community and members of the
organisation fully informed through media, annual report and
newsletters, and to increase community involvement in Otway
Health.
Fundraising is challenging in a small and isolated community. In
order to enhance our broad range of services to the community
there is a need to establish and meet a significant fundraising target.
Assistance provided by the local community has been fundamental
in meeting the target - the local businesses and community
members are immensely generous and never fail to support our
events. We are extremely grateful,
and in an effort to move away
from constantly asking our own
community we are exploring
other ways to raise much needed
income.
A Bequest Program has
been developed and will be
implemented this year. Funding
applications are constantly being
prepared, and we will share news
of any successful outcomes.
Second Sails is the Opportunity
Shop in Apollo Bay. Wonderfully
co-ordinated by Nadia Cook, the
shop is staffed by hard working
volunteers. Last year Second
Sails raised $100,000 for Otway
Health. This was a superb effort.
(See the section on Volunteers for
further details.)
We thank the Otways community
for all the help and support given
in 2008-9 and look forward to
continue working to ensure Otway Health deserves and retains its
good reputation.
Finance
In Finance we support all areas of Otway Health in a
fiscally responsible manner.
We do this by achieving the best value for the
organisation and the community by monitoring both
our revenue and expenditure and minimising our
outstanding debts.
We place great value on our suppliers and by efficient
processing of the necessary paperwork we enable
timely payments. This in turn encourages a more
cooperative relationship with our suppliers thereby
achieving better quality and support.
Another area we monitor is Otway
Health’s Assets. Stock takes are conducted
biennially, Asset Registers updated,
Depreciated Assets disposed of responsibly
and the best possible price/quality sought for
new equipment.
Going forward, we will strive to provide
efficient and supportive financial assistance
to all areas of the Service.
Document Control
The Protocol Management and Production
Tool (PROMPT) has been fully implemented
at Otway Health and provides a single point
of entry that enables staff to easily access
policies, procedures and guidelines.
PROMPT now contains all our policies,
procedures and position descriptions, which
can be shared with other organisations using
the PROMPT system, making formulating
new policies & procedures easier. Training
has been provided to staff on how to best use the
PROMPT system.
A new process to trace the policies & procedures
for review has also been implemented, making sure
that each person is accountable and all policies and
procedures are reviewed in an appropriate timeframe.
Our internal document control listing has also been

Offering a warm welcome to all community
members, Marrar Woorn Neighbourhood House
hosts a diverse range of activities and courses.
Here the computer class is underway.
amended. To make things easier for the staff to find
the document they are looking for, a drop down list
has now been added to filter the search criteria.
Quality management
Like all responsible organisations Otway Health is
always working to improve the way in which we
operate. Keeping our costs low, managing risk more
effectively and improving customer /community
satisfaction are all measures of successful quality
management.
Quality management is an integral component of
work and life at Otway Health. It provides a vital
framework to assist staff to strive towards best practice
in all of the services we provide. Our organisation
is held to account by several external bodies who
ensure we are matching (if not exceeding) industry
good practice. Internally we have a number of quality
workgroups, who have been approved by our Board
of Management, and have representation from all
areas of the service. This helps to make quality
practice very real and relevant to each and every staff
member at Otway Health.
Human Resources
Otway Health complies with Equal Employment Opportunity
requirements where both staff and those applying for positions
with the Service are treated according to their ability and merit. In
2008/2009 twenty seven people joined our team and twenty four
left us.
Throughout the year we have reviewed our recruitment procedures
and contracts to include the supplying of Working With Children
checks for staff as required. Our Performance Review process has
undertaken an overhaul that has proven to be a success, and, at the
same time all Position Descriptions have been reviewed to ensure
that all staff have clear Key Performance Indicators to work towards
achieving for the next 12 months.
Advertising is ongoing in recruitment for a casual nurse bank.
Home Carers and Personal Care Attendants are skills-sharing across
both areas to help fill shortages that arise as staff numbers in these
areas are also at a minimum.
Earlier this year Otway Health was once more
successful in achieving accreditation with QICSA
(Quality Improvement and Community Services
Accreditation). The Quality Work Plan for the next 3
years has also been successfully submitted to QICSA,
and our internal quality workgroups are well on their
way to completing the planned improvements and
performing well in the next three year cycle.
The ‘Plan, Do, Check, Act’ structure that we
follow to improve quality enables employees to
feel more involved in changes through improved
communication and ensures that customer needs are
being considered and met. Continued assessment can
reveal any skill shortages sooner and uncover and
remedy teamwork issues in a timely manner.

38
Financial &
Performance
Summary
Otway Health has achieved a surplus of $1,005,173 for the
2008/2009 year, thus improving our overall liquidity and
asset base. This large surplus is predominately attributed to a
building revaluation increment of $559,156 which has been
recognised as revenue in the 2008/2009 year. Excluding this
increment the surplus would be $446,017 attributable primarily
to an increase in State Government Grants and donations.
2009 2008 2007 2006 2005
$ $ $ $
Total Expenses 5,231,214 5,129,011 4,831,831 4,619,376 4,680,124
Total Revenue 6,236,387 5,361,705 5,499,438 4,823,028 4,701,986
Operating Surplus/(Deficit) 1,005,173 232,694 667,607 203,652 21,862
Accumulated Surpluses 4,238,112 3,337,995 3,165,261 2,849,203 2,654,793
Total Assets 14,606,157 13,963,656 11,896,562 10,443,560 10,307,595
Total Liabilities 3,269,963 2,886,227 2,600,798 1,815,403 1,883,090
Total Equity 11,336,194 11,077,429 9,295,764 8,628,157 8,424,505
At the end of the year the ratio of current assets to current
liabilities (current ratio) was 1.43, an improvement on the 1.32
ratio at the start of the year. For the purpose of this ratio, we
consider our accommodation bonds a current liability. It also
exceeds the 0.8 target ratio set by the Department of Human
Services.
Specified Capital Government Grants totalling $130,728 were
provided for the following projects;
• The Nurse Call System
• Occupational Violence Prevention
• Residential Aged Care Equipment
• HACC Equipment Grant
!
Otway Health faces the ongoing challenge of improving service
delivery in a financially sustainable manner whilst complying
with increasingly rigorous service standards. This has been
achieved in 2008/2009.
The continued support of the community and the generous
annual donation from the Second Sails Opportunity Shop has
enabled Otway Health to refurbish buildings, including the
Childcare Centre, and invest in service equipment which would
not otherwise be possible. We thank you enormously.
!
Under 31-60 61-90 Over 90 2009 2008
30
Days Days Days Days Total Total
$ $ $ $ $ $
Private 2800 195 - 755 3750 2307
Transport Accident Commission - - - - - -
Victorian Workcover Authority - - - - - -
Other Compensable 15803 -103 -1003 4 14701 20812
Psychiatric - - - - - - -
Nursing Home 14282 -113 1202 1221 16552 11701
32885 -21 199 1980 35003 54,134

QUALITY OF
CARE REPORT
Fire sculpture from Forrest Fire Festival created
by John Frizon and Gillian Brew.

40
Quality
of Care
Report
The Quality of Care Report is published annually in order to advise
the community on the systems and processes that Otway Health has
in place to ensure the highest possible quality of care and service.
Information sharing – a two-way process
As well as providing members of our community with information
that explains the systems we have in place to ensure care that is
safe, we place great importance on gaining feedback from people
who use our services, members of the community, the Department
of Human Services and staff members at Otway Health to determine
what further information they would like to see in future Quality of
Care Reports.
We make every effort to encourage the submission of feedback forms
from groups and individuals (further details are contained within this
Report).
What happened to last year’s Report
In 2008 copies of the Report were made available at the Annual
General Meeting (AGM), in waiting areas of medical clinics,
throughout the organisation and at various community gatherings.
People attending the AGM were invited to provide feedback via
conversation directly with Board Members, management and staff.
Service forums held directly after the AGM encouraged and provided
comment. As well, hard copies of the Report were available on
demand, and each requested feedback.
How can we improve distribution and feedback
This year we are implementing initiatives to ensure
wider distribution and encourage greater feedback
including:
• distribution to local government and businesses
• promotion of the Report following publication
with invitations for feedback
• easy online access with methods for electronic
feedback (from our website)
• encouraging comments through the use of
feedback forms included in the Report which can
be easily completed and returned
• for all who do submit feedback, a letter of thanks
from the Chief Executive Officer
Evaluation
The effectiveness of these strategies will be evaluated
through:
• the amount and the variety of feedback received
• the number of Reports requested and distributed
• the number of ‘hits’ on our website
How can we improve the 2008-2009 Report
Although the 2007-2008 Report was well received (and was
awarded a bronze medal in the 2008 Australasian Reporting Awards),
feedback has suggested it was particularly clinically oriented and
would benefit from a greater community focus. Accordingly this
Report has been prepared following greater discussion, consultation
and input from all areas of our organisation. Department Directors
and program coordinators from Clinical, Community and Corporate
Services have all contributed information.
The 2008-2009 Quality of Care Report
We welcome you to the 2008-2009 Otway Health
Quality of Care Report and look forward to receiving
your comments.

Counselling, advocacy and support services
are available at no charge to all community
members. Here residents at Sea Mist Villas enjoy
a financial planning seminar.
Quality & Participation
“Quality is essentially about learning what we are
doing well and then doing it better. It also means
finding out what we may need to change to make sure
we meet the needs of the community.”
Maria Szybiak, Director of Community Services
Otway Health has developed a framework to ensure that consumers,
carers and community members are able to participate in decisions
concerning the design and delivery of programs and services
that contribute to improving health of individuals and the larger
community.
“Quality guides and underpins everything we do.”
Gail Palmer, After Hours Co-ordinator – Quality
Quality is about:
• Planning what we want to do and how to do it.
• Doing it (implementing the program or the
change).
• Learning from what we do and Checking it works.
• Putting what we learn into Action – developing
our organisation’s services and programs, and
adjusting as necessary.
The PDCA model is the framework which we use for all
our Quality Improvement systems.
Participation
As a Multi Purpose Service, Otway Health’s
primary objective is to ensure good quality systems
are in place that empower consumers, carers and
community members to maintain and improve their
own health, enabling them to remain independent
in the community with the assistance of services
and programs offered. To ensure that Otway Health’s
systems, services and programs are relevant and fulfil
the needs of the community, great emphasis has been
placed on encouraging participation from across the
community.
Participation occurs when consumers, carers and
community members are meaningfully involved in
decision making about health policy and planning,
care and treatment, and the wellbeing of themselves
and the community. It is about having your say,
thinking about why you believe in your view,
and listening to the views and ideas of others. In
working together decisions may include a range of
perspectives.
The Department of Human Services 2005
“We are willing to go out and ask the community what they want;
we use feedback as a tool for building better services and programs;
we try to show the community that they have a voice, and that we
will listen and act.”
Linda West, CEO
The following processes have been implemented and are under
continual review as part of Otway Health’s system for empowerment:
1.
2.
3.
4.
5.
6.
Identifying needs through consultation.
Ongoing dialogue.
Promoting cultural safety and appropriateness for programs and
service delivery.
Building partnerships for participation in decision making.
Program planning and evaluation.
Feedback mechanisms.

42
Quality
of Care
Report
continued
1. Identifying needs through consultation
In late 2008, on a cold night in Forrest, the community gathered at
the local hall to discuss and determine what was most important to
them to have delivered through the Neighbourhood House program.
The first priority that they identified was provision of Certificate II in
Visual Arts and Contemporary Crafts in the township. Now 22 people
continue to participate in this course, the largest number in a course
in Otway Health’s history (this is close to 10% of the town) - not to
mention the people involved in organizing the venue, the crafts, and
the media.
In 2009, over eighty people from Lavers Hill and the surrounding
area communicated what was important to them to live life well in
the township of Lavers Hill. Almost half the population of Lavers Hill
contributed to describing the barriers and enablers to wellbeing in
their community. The message
was clear - a community ‘hub’
is needed. So Otway Health is
working towards helping that to
happen. Six key staff undertook
Needs Analysis training with Fi
Mercer Coaching. Forums have
been arranged for August 2009
to enable further discussion and
planning with the community.
Consultation is also important
when it comes to assisting
individuals to define and request
the sorts of care they need. For
instance, the Community Nurse
may be initially discussing with
Mr and Mrs Otway their need
for Home and Community Care
services. However, during the
assessment, Mr Otway may
mention he has recently had a
knee operation and Mrs Otway
may say that she is losing her
balance. The Community Nurse
is then able to recommend
that Mr Otway attends the
Physiotherapy Service twice each week, while Mrs Otway joins
the No Falls Classes on a Wednesday. As well, a referral to the
Occupational Therapist could result in the installation of grab rails or
a ramp.
Otway Health’s system of consultation links clients’
needs to the range of services available through:
• Case conferences
• Internal referral Systems
• The SCTT form (Service Coordination Tool
Template, a standardised assessment tool)
As people get older, health choices continue to be
made together. Otway Health has been actively
promoting and facilitating Advance Care Planning for
over three years. Advance Care Planning is a program
that encourages people to discuss and document their
choices for future medical treatment. It allows them to
consider and communicate what is important to them
in life, what their preferences are for end-of-life care
and under what circumstances they
would prefer to die without lifeprolonging
treatments. This process
is facilitated by three registered
nurses.
Family members are encouraged to
participate in Advance Care Planning
discussions with their relative, their
doctor and the ACP nurse to ensure
the family is supportive of the
relative’s values and wishes.
18 Aged Care Residents at Otway
Health have current Advance Care
Plans.
2. Ongoing dialogue
Once a conversation starts it is
important that it is maintained.
To keep the conversation flowing
effectively, Otway Health ensures:
Programs and services are accessible
to everyone.
Otway Health shares no bias to race, culture, gender,
sexual orientation, religion, social circumstances,
health or illness. If everyone can access programs and
services, then everyone can have a conversation with
us about those programs and services. Recently, Otway
Health developed a Priority of Access Policy, so that
the most vulnerable people of our community can

Many clients of Otway Health live in remote and
isolated areas; this requires constant assessment
of situations that affect community care,
including bad weather and bush fires
access health services and programs without worry.
We are also changing the way we look – an indigenous
mural has been planned for our Marrar Woorn
Neighbourhood House, in deference to the traditional
owners of the land, and the Indigenous flag is flown
proudly on site (after the Smoking Ceremony - see pic).
Access to programs and services is supported by:
• Advertising and promotion: weekly news sheets
are distributed in Apollo Bay and Lavers Hill
carrying details of forthcoming programs and
events
• 24/7 Emergency Care Unit
• Nurse Clinic
• Minimal waiting periods for outpatient
appointments
• General Practitioner on call 24 hours a day
• All clients with chronic diseases and complex
conditions have Care Plans
Everyone knows their rights and responsibilities.
communities.
Two community forums followed that confirmed that transport is
high on the list for communities for a number of reasons. The Health
Promotion Network helped advocate for transport options with the
local shire who auspiced a project for a weekly bus service from
Apollo Bay to Colac. This will be the first transport service in over
five years. It will commence in July 2009 and is free for the first
month.
3. Promoting cultural safety and appropriateness for program
and service delivery
Our Cultural Diversity Plan assists us in meeting the needs of all
clients:
• Otway Health collects and collates information from the
Emergency Care Unit (ECU) and from Community Services
that captures our clients’ preferred language, country of birth
and Indigenous status. Demographic data and Otway Health
statistics (from Otway Health Service data and Otway Health
Strategic Plan background paper) indicated non English speaking
Ongoing dialogue requires everyone to know where
they stand, what their rights are, and their obligations.
Otway Health ensures people understand their rights
to: respect, privacy, quality treatment, information and
advocacy. In addition, clients have the right to make
a complaint, and the right to consent or refuse to
disclose information about their health. Staff are made
aware of this during induction and these rights are:
• Posted upon the walls of Otway Health.
• Written in our strategic plan.
• Listed in our brochures.
• Discussed at individual assessments and reviews.
Conversation happens at the beginning and through
the middle of programs, not just at the end.
Otway Health played a big part in the Transport
Connections Project between the Colac Otway Shire
and SurfCoast Shire. The Health Promotion Network is
a group of community members representing Victoria
Police, Parks Victoria, Ambulance Victoria, Community
Housing, Community Counselling Services, early
education and youth who discussed the importance of
transport to improve the health and wellbeing of our
clients were increasingly using our services.
• Cue picture cards in five of the most common non English
languages that clients speak when presenting to Otway Health
are available to staff to enhance communication.
• Cultural Diversity issues are highlighted in our weekly staff
bulletin for information and education purposes. Staff have
training on diversity and using interpreter services at least six
monthly.

44
Quality
of Care
Report
continued
• Disability and Gay Friendly symbols have been placed at the
entrances to ECU and Community Services.
• Recent discussions with the Indigenous community established
they would like the Indigenous flag flown at Otway Health.
In response a flag has been purchased and was flown during
NAIDOC week. A second flag pole has been ordered and both
the Australian flag and Indigenous flag will fly together in the
future in accordance with our recently developed flag raising
procedure.
• Otway Health has secured funding to paint a large Indigenous
mural on the outside of our Marrar Woorn Neighbourhood
House wall. This project is being developed and will be
completed in close consultation and involvement with the
Indigenous community.
• An Indigenous community representative has recently been
invited to join our Cultural Diversity Committee.
• We seek volunteers with similar backgrounds to visit Aged Care
residents
• In the past six months 15 staff
members have attended Cultural
Sensitivity training; 15 have
received education on the Use
of Interpreters Service and 15
staff members attended a 7 hour
workshop on Diversity and
Gender.
“At Otway Health, Cultural Diversity
is much more than different
countries and cultures, it is about
staff recognizing that all people have
diverse needs, and treating people as
the individuals they are.”
Michelle Fillmore, Assistant Nurse Unit Manager and Convener of
the Cultural Diversity Committee.
!"#$%&#'()*#+,-&.$/#0++&//-.1#$%&#23&41&.+5#6.-$#'78#9&4&#:;4.#;

Mothers with new babies in Apollo Bay
benefit from Maternal and Child Health
nursing services, delivered meals, home care
services and Lactation consultancy to help
establish breast feeding.
• Identifying performance indicators.
• Formalizing the terms of the Agreement.
• Actively working together to achieve the shared
goals.
• Reviewing the effectiveness of the agreement.
Otway Health has over 45 partnerships, ranging
from simple coordination, through to cooperation,
networking, collaboration and finally, contractual
agreements.
a) The Early Years Network
This example of a collaborative partnership was
established to address the issues outlined in the
Australian Early Development Index Report that
identified developmental delays in children across
the Otway Health Catchment area. This network is
represented by the Apollo Bay Children’s Centre,
Apollo Bay Kindergarten, Apollo Bay
P12 College, Lavers Hill K12 School,
Family Day Care, Occupational
Therapy and Parents.
This Network has been the driver for
a developmental screening program
shared by Apollo Bay Children’s
Centre, Kindergarten and P12 College.
All children aged 0 – 6 that attend
any of these centres are eligible
for screening; to date at least 55
children have been screened. This
collaborative project will be integral to early detection
and intervention for children with developmental delay
and/or significant advancement.
b) Home and Community Care (HACC) partnership
building.
In mid 2008, Otway Health:
• Joined forces with thirteen agencies that deliver
HACC services across the Barwon South-West
region
• Formed an alliance and signed a memorandum of
understanding
• The intention was to benchmark services and
standardise gold standard delivery across the
region. This included employing a consultant to
design a manual for quality improvement systems and policies
and procedures for an assessment officer
• Now that project is finished the alliance continues to be strong
and work on communicating better strategies and improvements
to DHS as a unit.
Agencies in the memorandum of understanding include:
• Surf Coast Shire
• Colac Otway Shire
• Borough of Queenscliffe
• Moyne Shire
• City of Warrnambool
• City of Greater Geelong
c) The Men’s Shed
Was sparked by a group of men who wanted to utilise their skills
to help other members of the
community. Otway Health’s
involvement was limited to
offering space for this project –
it has been driven by the men,
and involved refurbishment of a
shed to make it safe and secure.
Projects include construction
of worm farms for the volunteer
Gardening Group to place in the
Residents’ gardens.
5. Program Planning and Evaluation
Program planning and evaluation refers to the thoughtful process of
focusing on questions and topics of concern, collecting appropriate
information, and then analysing and interpreting the information for
a specific purpose or use.
If consumers, carers and the community are involved in the planning
process, there will be a greater commitment to the evaluation, and
an increased chance that attention will be given to the findings.
The Better Health Self Management Program is an example of good
planning and evaluation. This program is delivered in a group setting
and aimed at providing participants with the tools to effect long term
behaviour change for people with chronic and complex conditions.
Originally, Otway Health’s Community Health Nurse planned the
program using our Quality Improvement Program Planning System
and delivered the program to a group of community members.

46
Quality
of Care
Report
continued
It was discovered however, that the program lacked the impetus
that was expected. In fact, although the Community Health Nurse
offered a wealth of knowledge and expertise, the program needed
someone with a complex condition who could empathise with the
participants. Someone who really understood what it was like to live
with chronic disease every day of their life.
And so, the Community Health Nurse engaged a volunteer who
had been through the program before. Together, they discussed
how the program should be delivered including the time and the
place. Following each session they reflected upon the things that
worked and the things that could have been improved. Together,
they ensured the program’s success through collaboration and good
planning and evaluation. Today, the Better Health Self Management
program is a fully booked course.
The Enhancing Practice Project is designed to enhance the
relationship between staff and clients. Two nurses attended a three
day workshop during which they were asked to reflect on their
current work practices and consider their attitudes to ageing clients
in order to improve their
awareness of individual
client needs and enhance
the ways in which they
delivered person-centred
care.
One of the outcomes of
the project was to ask
participants to develop a
plan of action to improve
an aspect of their client
care.
The nurses decided to
enhance Otway Health’s
Residential Aged Care
admission procedure
to increase the focus
around the client as a
person. A framed picture
board, depicting some
of the client’s history,
including collages of pictures of their families and their past, is being
developed in consultation with the clients, and the finished piece
will be displayed in their room. This will improve understanding of
who the client is today (their hobbies, interests etc) and
what life experiences they have had in terms of family,
lifestyle, career etc. As a result, nurses and carers will
be better able to understand and appreciate clients
as the people they are, and individualise their care
accordingly.
6. Feedback Mechanisms
Feedback is an integral part of participation because
it is an ongoing, open, two-way communication
between our organisation and our community. The
best feedback is timely, honest, and provides useful
comments and suggestions that contribute to a positive
outcome, a better process or improved behaviours.
Constructive feedback provides encouragement,
support, and direction. Otway Health values feedback
as crucial to its ongoing development and growth and
encourages consumers, carers and the community
to use a number of feedback
mechanisms to improve our
service and program delivery:
Client Feedback Forms
The simplest way to capture
information is via a feedback
form. Our newly designed forms
are more colourful, easier to
read and easier to understand.
Our Neighbourhood House
community groups tested them
and confirmed they take little
time to complete. Since their
inception in January 2009,
Otway Health has had over 100
responses resulting in changes
such as:
• Increased childcare places
in the Childcare Centre and
increased staffing hours to
support them
• Improved access to lactation consultancy for
women who participate in the Family Support
Program
• Increased hours of care for Community Care
clients, keeping them in their home longer.

The basis of good infection control is
to assume that everyone is potentially
infectious. Practice of good personal
hygiene is central to Otway health’s
infection control.
Feedback Register
Every person has the right and is encouraged to give
feedback to Otway Health. Whether in a formal setting
or in a conversation over a cup of coffee, feedback
can be documented by staff in Otway Health’s
compliments and complaints electronic register
(Riskman). To ensure follow-up the management
team is alerted to new entries, and the information is
regularly reviewed and acted upon if necessary. (See
section on Risk Management for more detail.)
The volunteer Gardening Group at Otway Health
traditionally assisted with the maintenance of the
gardens surrounding the Residential Aged Care Unit.
Recently, in a chance conversation, a staff member
discovered that many of the group hold Certificates
in Horticulture. The role of the Gardening Group
has transformed from maintenance and assistance to
landscape planning
Formal Needs Analysis
Needs assessment is the process of identifying and
analysing as much relevant information as possible to
guide the development of best practice programs and
activities with the community and all its members (as
detailed earlier in the Lavers Hill Needs Analysis.)
Networks and community groups
There is a power and magic in this intimate face to
face connection and sharing of ideas and experiences
in a safe space. This is where programs, projects and
services are born and in fact, where ultimate feedback
occurs - that is, ongoing feedback from the community
is used to shape programs and services to ensure they
are targeted and perform well. (As illustrated earlier in
Early Years Network.)
Quality & Safety
“It’s no use putting accidents down to Acts of God. Why does God
always pick on badly managed places with sloppy practices He
does not seem to pick on well managed places.”
Director General of British Safety Council, 1995
Key Measures of Quality and Safety
Safety is a high priority in the design of programs and services at
Otway Health and maintaining them is of the utmost importance.
Our systems and processes are planned to work in conjunction with
each other to create and uphold these standards.
We achieve quality and safety at Otway Health through the
constant application of the Plan, Do, Check, Act system detailed at
the beginning of this Report.
Risk Management
Otway Health’s risk management system identifies and addresses
potential risk, reports incidents, monitors effectiveness of
interventions and minimises future risk. It achieves this through:
Knowledge of legislation and standards:
The Board Assurance Compliance e-System is an electronic alert
system for compliance with reporting requirements and standards in
accordance with relevant standards and legislation.
Policy and Procedure:
All policies and procedures are recorded on an internal document
control database and a web-based database. All policies and
procedures are reviewed every year to three years.
Performance Monitoring:
Audits are a common occurrence at Otway Health. In the reporting
year, Otway Health has completed and passed:
Food Safety Practices Audit
Cleaning Audit
Childcare Centre Audit and Accreditation
Financial Audit
QICSA Audit and Accreditation
Pharmacy Audit
Visiting Medical Officers Fee For Service Payment Audit
Prudential Compliance Audit

48
Quality
of Care
Report
continued
Guideline and policy development and maintenance
PROMPT is a system designed to give smaller hospitals access to a
range of guidelines, particularly those required to guide emergency
management.
Using the PROMPT system, Otway Health ensures up to date
guidelines and policies are available to all staff. PROMPT also gives
Otway Health access to the policies of other hospitals throughout
Victoria. This ensures Otway Health’s documents are consistent
with best practice. For example, Otway Health’s guideline for
the management of myocardial infarction (acute heart attack) is
consistent with that of the Regional Cardiology Centre at Barwon
Health.
“Otway Health is using PROMPT effectively to improve guidelines
and to ensure greater consistency with other agencies.”
Dr Charlie Corke, Senior Intensive Care Specialist, The Geelong
Hospital, and designer of the PROMPT system.
particular time of the day, for each day of the week.
This system is inherently safe because the pharmacist
dispenses the medication directly into the blister pack,
ready for the nurses to push the contents through the
foil at the correct time of the day. However, an incident
occurred when medication had been dispensed from
the wrong blister pack. On investigation it was found
that as new packs were brought in prior to use they
were stored too close to those already in use. This
increased the likelihood for mistakes.
As the incident was reported on Riskman, the risk was
identified, and the packs were then stored separately,
some distance apart, according to date.
Riskman and the Risk Register
Riskman is the system that Otway Health uses to identify and address
potential risk, report incidents, monitor effectiveness of interventions
and minimise future risk. The Risk Register is a data base that
documents identified risks and specifies further action needed to
ensure minimal risk of harm to clients, staff, the community and
Otway Health’s assets.
The notification process is quick and simple, enabling staff members
to report events via a single and concise database. Examples of risk
notifications may include:
• Staff injuries
• Workplace Hazards
• Clinical events
• Public Liability events involving community members
• Equipment and other facility-related failures
Risk management is an all-organisational activity and requires
continuous support and vigilance. All staff are trained in the use of
the Riskman system at induction and at regular intervals throughout
the year.
Example: Residents’ medications were supplied to Otway Health by
the Pharmacy in ‘Webster-paks’ – safe and simple medication packs
that set out all the tablets and capsules that need to be taken at each
Training, Education and Credentialing
Otway Health ensures that all staff are trained and
appropriately qualified for their work:
• Staff attend a range of professional development
opportunities including conferences, forums,
networks, seminars and workshops. Last year
Otway Health staff attended 73 development
opportunities.
• A number of staff members completed Accredited
Training in Allied Health; Commercial Catering;
Child Care; Human Resources.
• Nursing staff are required to verify annually that
they are registered with the Victorian Nurses
Board.
• All staff participated in Fire Training. All nurses
participated in training such as Advanced Life
Support, Medication Management and Intubation
and Cannulation.

Protocols and procedures are under
constant review to ensure best practice
principles are applied throughout the
organisation.
• The majority of Personal Care Attendants have
completed Dementia Training (through Alzheimer’s
Australia) and the rest will attend training sessions
as they occur.
• Ongoing training in manual handling ensures
competence in mechanical lifting devices,
enabling safe lifting of residents, preventing harm
to both residents and staff. All clinicians require
registration to a professional body.
• General Practitioners undergo a strict credentialing
process before they can be privileged to work at
Otway Health.
• The recently appointed permanent paramedics
provide education sessions on a variety of topics.
• Accreditation occurs through QICSA (external
auditors) for Community Care and Aged Care
residents.
• Ongoing education is delivered in a number of
ways – for instance an Accredited Pharmacist
also provides education to staff and input to the
Clinical Advisory meeting.
Clinical Governance
Clinical Governance is the system by which the Otway
Health Board, Divisional Managers, the local General
Practitioner and nursing staff share responsibility and
accountability for the quality of care. Through their
position on the Clinical Advisory Committee they work
to continuously improve standards, minimise risks
and foster an environment of excellence in care for
clients and residents. Last year the Clinical Advisory
Committee met 9 times.
Clinical Risk Management
Clinical Risk Management examines how Otway
Health manages risks relating to patients and patient
care. We identify, analyse and manage risks to optimise
patient safety. Examples can be found in four key
areas:
1. Infection control and cleaning
The basis of good infection control is to assume that
everyone is potentially infectious. Proper procedures
have to be followed at all times. Practice of good
personal hygiene is central to Otway Health’s infection control.
It may sound simple, but involves multiple strategies such as
placement of alcohol hand rubs in appropriate places including all
reception areas for visitors and in all Otway Health vehicles, and
training staff in personal hygiene practices and compliance. Internal
audits are undertaken three times each year and these are showing
an increase in knowledge and compliance. The most recent audit
shows 98% compliance (against 88% last year).
The table below shows the increasingly good practice of good
personal hygiene at Otway Health.
#!!&,!-"
#!!+,!&"
()*"
!" #!" $!" %!" &!" '!!" '#!"
Change to single use instruments
In this reporting period, following Departmental recommendations,
Otway Health changed its practice from cleaning and sterilizing
instruments to single use only disposable instruments.
Infection Control Monitoring
!"#$%!&'()#)%*+,-.("#/)%
Monitoring is conducted each month and the results are reported to
the Victorian Infection Control Nosocomial Infection Surveillance
Service (VICNISS) who monitor all hospital acquired infections.
While Otway Health has had no hospital acquired infections within
our acute patients during the 2008-9 reporting period, the frail and
elderly residential aged care clients are at greater risk of picking up
infections. The following table lists the number and type of infections
Otway Health Aged Care Residents experienced throughout the year.
An increase in infections among Residents has been identified this
year.
Type of infection 06/07 07/08 08/09
Urinary tract infection 6 11 7
Respiratory infections 1 1 8
Eye infections 0 0 6
Wound infections 1 0 9
Total 8 12 30

50
Quality
of Care
Report
continued
2. Medication Safety
At commencement of employment, all nurses are given an
orientation to Medication Management at Otway Health.
Medication Management and Administration at Otway Health was
changed in March 2009 to be the responsibility of Registered Nurses
Division 1. This improvement has reduced errors from an average
per month of 6.75 to 2. Most incidents result in no harm or are ‘near
misses’.
On average, 29.5% of clients in Residential Aged Care use over 9
medications.
• 80% of all medication incidents reported related to forgotten
doses, delayed doses, incorrect documentation and near misses.
• Webster-pak weekly audits conducted by nursing night staff
prior to these medications being distributed has meant that all
these incidents are picked up before they reach the client.
To date, Webster-pak errors remain at a very low rate and, as with
most things, relies on good communications between the nurse,
medical officer and local pharmacist.
“We recognise that these near misses have the potential to cause
harm and therefore continue to put our data under the microscope
and look at all the fine details involved in any incidents, to improve
all our processes in this important safety area.”
(Jenny Turnbull, After Hours Co-ordinator – Risk Management.)
Example: Warfarin, a high risk medication, subject to frequent
changes and involving many professionals in the process, was being
reported as involved in incident reports. It was important to reduce
the opportunities for communication failure to occur therefore
changes were made to the system we use for managing Warfarin
which now allows us to track all the processes on one document.
:@/-"-*./."
/+6")/436/-"

During a rare quiet moment in Laura
Pengilley, Aged Care Residents are
entertained by Michelle Fillmore singing
‘Danny Boy’ - a special favourite.
Rates per 1000
bed days
OHCS
Falls
Rate
Jul-Sep 2008 11.45 8.76
Oct-Dec 2008 5.06 9.04
Jan-Mar 2009 8.09 8.75
Statewide
High/Low Mixed
Falls Rates
Apr-Jun 2009 10.46 N/Available
OHCS
Fallrelated
Fractures
Jul-Sep 2008 0 0.13
Oct-Dec 2008 0 0.13
Jan-Mar 2009 0 0.14
Statewide
High/Low Mixed
Fall-related
Fractures
Apr-Jun 2009 0 N/Available
Comparison of falls and falls related fractures occurring
at Otway Health and other Residential Aged Care
facilities across the state. (Calculated according to
occupied bed days in a three month quarter.)
2007/08 2008/09
Falls 120 95
Fractures 1 0
Moderate 3 1
Minor injury 37 34
Falls rates have been reduced with no fractures
sustained.
Otway Health is continuing to have a decreased falls
rate since September 2008 and no client falls have
resulted in a fracture.
Practice, and a change in oral care practice, has seen weight loss
stabilize throughout the service.
Good nutrition is also important to reduce the incidence of pressure
ulcers. That is, if good nutrition means good health and great energy,
clients are likely to be more mobile and less likely to acquire
pressure ulcers. In this year, there were three incidents of pressure
ulcers at Otway Health, all of which were treated effectively without
having a major negative impact on health.
Accreditation Standards
Otway Health endeavours to provide a high level of service and
ensures quality is upheld through a range of external accreditations
including:
Food Safety: Certificate of Audit obtained in January 09
(demonstrating compliance with food standards).
Cleaning: External cleaning audit produced 100% compliance in
moderate risk areas and 97.6% compliance in high risk areas.
Childcare: National Childcare Accreditation Council accreditation
achieved in 2009.
Quality Improvement and Community Services Agency (QICSA):
Otway Health audited by QICSA in August 2008.
“Otway Health is a strong organisation, well regarded by its partner
organisations, volunteers and the community. It was evident to the
review team, through examining Otway Health’s self assessment and
the well documented journals, that they are an organisation which
places a real value on continuous quality improvement, continual
systems development and review of their work practices.”
QICSA Accreditors
4. Good Nutrition
Good food means good nutrition means good health.
This year, kitchen staff worked collaboratively with
the Health Promotion Officer to develop a new food
menu that is interesting and nutritious for both Aged
Care and Childcare clients. This initiative, coupled
with individual dietetics review for all Residential Aged
Care clients funded by the Otway Division of General

52
Corporate
Responsibility
& Statutory
Compliance
Responsible Ministers
Otway Health has a joint agreement with both the Commonwealth
and Victorian Governments. The responsible Ministers are the Hon
Nicola Roxon (Commonwealth Minister for Health and Ageing) and
the Hon Daniel Andrews MP (Victorian Minister for Health).
Minimising Environmental Impact:
The environment is important, and Otway Health reduces the
environmental impact whenever possible. Initiatives include:
•
The use of four cylinder cars to reduce fuel consumption.
•
Otway Health is working towards being a paperless
organisation. The documentation for our meetings is electronic
where possible. This included setting up a secure internet
site for our Board, so they could view agendas, minutes and
reports without the need for a hard copy. Meeting agendas are
projected during the meeting so participants do not need a
hard copy.
•
The use of video and phone conferencing technologies to
reduce the need to
travel.
•
Residential Aged
Care notes and
documentation are
held on an electronic
data base – Lee Total
Care (LTC)
•
Employment details are
uploaded to the Otway
Health website and
available electronically
•
Mulching gardens
to decrease water
consumption.
•
Widespread recycling
of paper and plastics.
•
Printers set to double-
sided printing in order
to reduce the amount
of paper consumed.
•
Publications such as this report are printed on paper made
from sustainable sources.
•
Communications both internal and external by email.
Reducing the need for hard copy.
•
Marrar Woorn Neighbourhood House now belongs to a cluster
of Community Houses across Surfcoast and Colac
Otway Shires that are collaborating to become
‘Eco Living Centre’ and embed sustainability into
daily operations.
Stakeholder Accountability
Otway Health’s commitment to clients, suppliers,
staff, donors and partners requires both accountability
and transparency and has included:
•
The ongoing evaluation and review of services.
•
Measuring and reporting outcomes.
•
Community participation in program
development and service delivery.
•
Ensuring transparency in all reporting.
•
The production of an annual quality report.
Consultancies
In 2008/2009 there were no consultancies
in excess of $100,000. There have been two
consultancies for less than $100,000 totalling
$18,909
Building Act 1993
In accordance with good building principles
and practices agencies are required to
regularly carry out assessments and reports
on the condition of built assets. Otway
Health has complied with all government
requirements to ensure that all built assets
are maintained and protected.
Freedom of Information
The Freedom of Information Act 1982 provides the
right to obtain information held by Otway Health.
Requests under the Act are made in writing to the
Principle Officer who is the Director Corporate
Services. The Director Corporate Services is also the
Authorised Officer. Six requests have been processed
under the Act during 2008/2009.

At the end of the day, as darkness falls,
Otway Health is still ever ready and able to
offer a constant, reliable and professional
service.
National Competition Policy
During 2008/2009 Otway Health has called for
tenders for the new Nurse Call system and complied
to the degree applicable with National Competition
Policy including the Competitive Neutrality
Policy Victoria and subsequent reforms. Payroll,
accountancy, and cleaning services have been
externally contracted. These contracts have continued
in the 2008/2009 financial year.
Victorian Industry Participation Policy
In accordance with the Victorian Industry
Participation Policy Act 2003 Otway Health is
required to report on the implementation of the
Victorian Industry Participation Policy (VIPP).
During 2008/2009 there have been no tenders let or
completed with a value greater than $1 million.
Prudential Compliance
Some Aged Care Residents have paid either an entry
contribution or an accommodation bond when
they commenced residency at Otway Health. As
such Otway Health has an obligation to complete
an audited Annual Prudential Compliance return.
Otway Health was found to be fully compliant and
held an average of $ 2,128,107.00 in combined entry
contributions and accommodation bonds during
2008/2009.
Wills and Bequests
We can use our Wills to make sure that our partner, children,
dependents or other people for whom we care are properly
provided for and our assets are distributed in the way we have
chosen. It is also a good time to provide for a charitable trust,
giving us the opportunity to leave our special mark on the world in
the form of a bequest.
When you help a community, you give a gift that lasts longer than a
lifetime, a gift that will always be remembered. Should you choose
to do this through Otway Health and Community Services, you can
be confident that your gift will help to enhance the lives of many
people living in the Otways – the place we all value so much – by
ensuring better provision of all the services that are needed to
ensure a healthy life, from birth right through the last years. Your
bequest can also be a special way to honour a life well lived.
This year we have developed a brochure which sets out how a
bequest can be made. Please contact CEO Linda West if you would
like to receive a copy or discuss bequests.
Attestation on Data Accuracy
I, Linda West, certify that Otway Health and Community Services
has put in place appropriate internal controls and processes to
ensure that the Department of Human Services is provided with
data that reflects actual performance. The Board of Otway Health
and Community Services has critically reviewed these controls and
processes during the year.
Financial Management Compliance Framework
Otway Health maintained a 100% compliance against
all Standing Directions of the Financial Management
Compliance Framework during 2008/2009.
Australian/New Zealand Risk Management Standard
Chief Executive Officer
Otway Health and Community Services
14 th September 2009
I, Linda West certify that Otway Health 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 executives to understand, manage
and satisfactorily control risk exposures. The Audit
Committee verifies this assurance and that the risk
profile of Otway Health has been critically reviewed
within the last 12 months.

54
Our
Staff
‘Alone we can do so little ~ together we can do so much.’
Helen Keller.
“In 2008/2009 the following people made up the
organisation that is Otway Health and Community Services.
Their commitment, their co-operation, their knowledge and
their individual qualities were and continue to be our most
valuable asset, and we treasure them.” Linda West, CEO.
Corporate Services
Kim Bazell
Nadia Chambers
Nadia Cook
Alison Corke
Gail Darling
Darryl Diffey
Mark Edwards
Jessica Elliott
Helen Healy
Sarah Lane
John McBride
Joanna Redmond
Leanne Rochford
Andrea Thomas
Community Services
Josie Ahearn
Josie Barr
Anna Beamish
Shivon Beckwith
Karen Bulbeck
Cheryl Biddle
Marni Briffa
Tanja Brunner
Karen Bulbeck
Johanna Camm
Diana Carter
Linda Christian
Marlie Coutts
Michelle Cox
Katherine Cust
Jocelyn Dexter
Jessica Dorney
Diane Earl
Barbara Gear
Doris Hansen
Helen Harrington
Chani Hawksworth
Nettie Hulme
Billee Irving-Trew
Helen Kurzman
Charmaine Leorke
Janice Livesey
Fiona Macaulay
Katrina McKellar
Christine McKenzie
Leeanne Marriner
Shirley Mason
Ann Missen
Amber Noseda
Melitta Pinney
Leanne Prestipino
Marie Sinclair
Liz Smith
Phillipa Spielman
Maria Szybiak
Phil Townsend
Karen Washfold
Jenny Watt
Lyndi Whalen
Clinical Care
Lindsey Bennett
Lorraine Biddle
Michele Brew
Hannah Briffa
Robyn Bryant
Bebs Buchanan
Corrie Carson
Ros Coleman
Jacinta Coutts
Arie de Leeuw
Liz Eyers
Will Eyers
Ella Forbes
Bill Fraser
Michelle Fillmore
Doris Hamilton
Lyn Harrison
Helen Garner
Rebecca Gault
Tania Gaylard
Neika Geekie
Megan Grey
Anna Heisar
Angela Hergstrom
Evan Hill
Lynette Horton
Emma Howard
Sharyn Hughes
Steven Hughes
Nicole Johnson
Gabrielle Kelly
Marita Kennedy
Judith Lawler
Colleen McGee
Susan Mackay
Monique Melis-Cooper
Marie Murnane
Rebecca Murnane
Sally Neaves
Hayley Newman
Gail Palmer
Helen Pini
Faye Rampal
Judy Ryan
Mark Spisbah
Rosemarie Stoeckli
Dion Thomas
Debbie Tovey
Jenny Turnbull
Julie Wright
Murray Wright

FINANCIAL
REPORT
Fire sculpture from Forrest Fire Festival created
by John Frizon and Gillian Brew.

58
OTWAY HEALTH AND COMMUNITY SERVICES
Board Member's, accountable officer's and chief finance & accounting officer's declaration
We certify that the attached financial report for Otway Health and Community Services has been prepared in accordance with Standing
Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian
Accounting Interpretations and other mandatory professional reporting requirements.
We further state that, in our opinion the information set out in the Operating Statement, Balance Sheet, Statement of Changes in Equity,
Cash Flow Statement and notes forming part of the financial report, presents fairly the financial transactions during the year ended 30 June
and the financial position of Otway Health and Community Services at 30 June 2009.
We are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or
inaccurate.
We authorise the attached financial report for issue on this day.
DENISE HOOKE
Chairperson (on behalf of the Board)
LINDA WEST
Chief Executive Officer
HELEN HEALY
Chief Finance and Accounting Officer
Dated the day of September, 2009
Page 1

OTWAY HEALTH AND COMMUNITY SERVICES
OPERATING STATEMENT FOR THE YEAR ENDING 30 JUNE 2009
Notes 2009 2008
$ $
Revenue from Operating Activities 2 4,980,601 4,830,445
Revenue from Non-operating Activities 2 312,362 350,480
Employee Benefits 3 (3,684,522) (3,667,956)
Non Salary Labour Costs 3 (150,000) (150,000)
Supplies & Consumables 3 (169,751) (147,971)
Other Expenses From Continuing Operations 3 (969,098) (922,265)
Share of net result of Joint Ventures Accounted for
using the Equity Method 8 57,371 11,569
Net Result Before Capital & Specific Items 376,963 304,302
Capital Purpose Income 2 326,897 169,211
Specific Income 2d 559,156 -
Depreciation and Amortisation 4 (257,843) (240,819)
NET RESULT FOR THE PERIOD 1,005,173 232,694
This statement should be read in conjunction with the accompanying notes Page 2

60
OTWAY HEALTH AND COMMUNITY SERVICES
BALANCE SHEET AS AT 30 JUNE 2009
Note 2009 2008
$ $
ASSETS
Current Assets
Cash and Cash Equivalents 5 217,163 94,986
Receivables 6 296,702 313,250
Other Financial Assets 7 3,976,111 3,128,455
Prepayments 12,500 12,500
Total Current Assets 4,502,476 3,549,191
Non-Current Assets
Receivables 6 25,712 49,246
Investments Accounted for using the Equity Method 8 74,643 17,272
Property, Plant & Equipment 9 10,003,326 10,347,947
Total Non-Current Assets 10,103,681 10,414,465
TOTAL ASSETS 14,606,157 13,963,656
LIABILITIES
Current Liabilities
Payables 10 134,932 154,884
Employee Benefits 11 676,076 580,757
Other Liabilities 12 2,344,892 1,941,415
Total Current Liabilities 3,155,900 2,677,056
Non-Current Liabilities
Employee Benefits 11 114,063 209,171
Total Non-Current Liabilities 114,063 209,171
TOTAL LIABILITIES 3,269,963 2,886,227
NET ASSETS 11,336,194 11,077,429
EQUITY
Property, Plant & Equipment Asset Revaluation Reserve 13 2,618,828 3,365,236
Asset Replacement Reserve 13 187,283 203,227
Restricted Specific Purpose Reserve 13 504,427 383,427
Contributed Capital 13 3,787,544 3,787,544
Accumulated Surpluses 13 4,238,112 3,337,995
TOTAL EQUITY 13 11,336,194 11,077,429
This statement should be read in conjuction with the accompanying notes Page 3

OTWAY HEALTH AND COMMUNITY SERVICES
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2009
Note 2009 2008
$ $
Total Equity at Beginning of Financial Year 11,077,429 9,295,764
Gain on Asset Revaluation 13a (746,408) 1,487,641
Net Income Recognised Directly in Equity (746,408) 1,487,641
Net Result for the Year 1,005,173 232,694
Total Recognised Income and Expense for the Year 258,765 1,720,335
Transactions with the State in its capacity as owner 13d - 61,330
Total Equity at the End of Year 11,336,194 11,077,429
This Statement should be read in conjunction with the accompanying notes
OTWAY HEALTH AND COMMUNITY SERVICES
CASHFLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2009
Note 2009 2008
$ $
CASH FLOWS FROM OPERATING ACTIVITIES
Operating Grants from Government 4,068,345 3,944,143
Patient and Resident Fees Received 434,088 453,036
Donations & Bequests Received 6,002 16,767
Interest Received 292,776 272,870
Other Receipts 539,963 454,548
GST received from/(paid to) ATO 56,490 28,343
Employee Benefits Paid (3,684,311) (3,552,167)
Non Salary Labour Costs (150,000) (150,000)
Payments for Supplies & Consumables (169,751) (147,971)
Other Payments (1,015,311) (1,020,752)
Cash Generated from Operations 378,291 298,817
Capital Grants from Government 130,728 12,553
Capital Donations and Bequests Received 116,858 94,658
NET CASH INFLOW FROM OPERATING ACTIVITIES 14 625,877 406,028
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of Property, Plant & Equipment (138,172) (676,118)
Proceeds from Sale of Property, Plant & Equipment 48,345 52,044
Payments for Purchase of Investments (413,873) -
Proceeds from Sale of Investments - 77,438
NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES (503,700) (546,636)
CASH FLOWS FROM FINANCING ACTIVITIES
Contributed Capital from Government - 61,330
NET CASH INFLOW FROM FINANCING ACTIVITIES - 61,330
NET INCREASE/(DECREASE) IN CASH HELD 122,177 (79,278)
CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD 94,986 174,264
CASH AND CASH EQUIVALENTS AT END OF PERIOD 5 217,163 94,986
This Statement should be read in conjunction with the accompanying notes Page 4

62
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
Contents
Note
Page
1 Statement of Significant Accounting Policies 63
2 Revenue 70
2a Patient and Resident Fees 70
2b Net Gain/(Loss) on Disposal of Non-Current Assets 70
2c Assets Received Free of Charge 70
2d Specific Income 70
3 Analysis of Expense 71
4 Depreciation 72
5 Cash and Cash Equivalents 72
6 Receivables 72
7 Other Financial Assets 72
8 Investments Accounted for using the Equity Method 73
9 Property, Plant & Equipment 73
10 Payables 74
11 Employee Benefits 74
12 Other Liabilities 74
13 Equity 75
14 Reconciliation of Net Result for the Year to Net
Cash Inflow from Operating Activities 75
15 Commitments 76
16 Contingent Assets & Contingent Liabilities 76
17 Financial Instruments 76
18a Responsible Persons Disclosures 79
18b Executive Officer Disclosures 79
19 Events Occurring after the Balance Sheet Date 79
Page 5

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES
(a) Statement of compliance
The financial report is a general purpose financial report which has been prepared on an accrual basis in accordance with theFinancial
Management Act 1994, applicable Australian Accounting Standards (AASs) and Australian Accounting Interpretation. AASs includes Australian
equivalents to International Financial Reporting Standards.
The Health Service is a not-for-profit entity and therefore applies the additional Aus paragraphs applicable to "not-for-profit" entities under the
AAS's.
(b) Basis of preparation
The financial report is prepared in accordance with the historical cost convention, except for the revaluation of certain non-current
assets and financial instruments, as noted. Cost is based on the fair values of the consideration given in exchange for assets.
In the application of AASs management is required to make judgments, estimates and assumptions about carrying values of assets
and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical
experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis
of making the judgments. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed
on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the
revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of
relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.
The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2009, and the
comparative information presented in these financial statements for the year ended 30 June 2008.
(c) Reporting Entity
The financial statements include all the controlled activities of the Otway Health and Community Services.
(d) Rounding Of Amounts
All amounts shown in the Financial Statements are expressed to the nearest dollar.
(e) Cash and Cash Equivalents
Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity
of 3 months or less, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes in value.
For the cash flow statement presentation purposes, cash and cash equivalents includes bank overdrafts, which are included as current
borrowings in the balance sheet.
(f) Receivables
Trade debtors are carried at nominal amounts due and are due for settlement within 30 days from the date of recognition.
Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectible are written off. A provision
for doubtful debts is raised where doubt as to collection exists. Bad debts are written off when identified.
Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interest rate method,
less any accumulated impairment.
(g) Inventories
The value of supplies held at balance date is not considered to be material. The cost of supplies is charged to operating expenses when incurre
(h) Other Financial Assets
Other financial assets are recognised and derecognised on trade date where purchase or sale of an investment is under a contract
whose terms require delivery of the investment within the timeframe established by the market concerned, and are initially
measured at fair value, net of transaction costs.
The Health Service classifies its other financial assets between current and non-current assets based on the purpose for which the
assets were acquired. Management determines the classification of its other financial assets at initial recognition.
The Health Service assesses at each balance sheet date whether a financial asset or group of financial assets is impaired.
Financial assets at fair value through profit or loss
Financial assets held for trading purposes are classified as current assets and are stated at fair value, with any resultant gain or loss
recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any dividend or interest earned on the financial
asset. Fair value is determined in the manner described in Note 17.
Loans and receivables
Trade receivables, loans and other receivables are recorded at amortised cost, using the effective interest method, less impairment.
The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over
the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the
expected life of the financial asset, or, where appropriate, a shorter period.
Page 6

64
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(h) Other Financial Assets (continued)
Held-to-maturity investments
Where the Health Service has the positive intent and ability to hold investments to maturity, they are stated at amortised cost less
impairment losses.
Available-for-sale financial assets
Other financial assets held by the Health Service are classified as being available-for-sale and are stated at fair value. Gains and losses
arising from changes in fair value are recognised directly in equity until the investment is disposed of or is determined to be impaired, at
which time the cumulative gain or loss previously recognised in equity is included in profit or loss for the period. Fair value is determined
in the manner described in Note 17.
(i) Property, Plant and Equipment
Crown Land is measured at fair value with regard to the property’s highest and best use after due consideration is made for any lega
or constructive restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of the
asset. Theoretical opportunities that may be available in relation to the asset(s) are not taken into account until it is virtually certain that
any restrictions will no longer apply.
Land and Buildings are recognised initially at cost and subsequently measured at fair value less accumulated depreciation
Plant, equipment and vehicles are recognised initially at cost and subsequently measured at fair value less accumulated depreciation
(j) Revaluations of Non-current Physical Assets
Non-current physical assets measured at fair value are revalued in accordance with FRD103D. This revaluation process normally
occurs every five years, based upon the asset's Government Purpose Classification, but may occur more frequently if fair value
assessments indicate material changes in values. Revaluation increments or decrements arise from differences between an asset's
carrying value and fair value.
Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a
revaluation decrement in respect of that class of asset previously recognised as an expense in net result, the increment is recognised
as income in net result.
Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists
in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve.
Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one another
within that class but are not offset in respect of assets in different classes. Revaluation reserves are not transferred to accumulated funds
on derecognition of the relevant asset.
In accordance with FRD 103D the Health Service's non-current physical assets were subjected to a detailed valuation in the current Financial
(k) Non Current Assets Classified as Held for Sale
Non-current assets (and disposal groups) classified as held for sale are measured at the lower of carrying amount and fair value less
costs to sell, and are not subject to depreciation.
Non-current assets and disposal groups are classified as held for sale if their carrying amount will be recovered through a sa
transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the
asset's sale (or disposal group) is expected to be completed within one year from the date of classification.
(l) Depreciation
Assets with a cost in excess of $1,000 (2007-8 and 2008-9) are capitalised and depreciation has been provided on depreciable assets
so as to allocate their cost or valuation over their estimated useful lives using the straight-line method. Estimates of the remaining useful
lives and depreciation method for all assets are reviewed at least annually. This depreciation charge is not funded by the Department of
Human Services.
The following table indicates the useful lives of non current assets on which the depreciation charges are based.
2009 2008
Buildings Up to 50 years Up to 50 years
Plant & Equipment Up to 15 years Up to 15 years
Medical Equipment Up to 15 years Up to 15 years
Leased Assets 2 to 4 years 2 to 4 years
(m) Net Gain/(Loss) on Non-Financial Assets
Net gain/(loss) on non-financial assets includes realised and unrealised gains and losses from revaluations, impairments and disposals of all
physical assets and intangible assets.
Disposal of Non-Financial Assets
Any gain or loss on the sale of non-financial assets is recognised at the date that control of the asset is passed to the buyer and is determined
after deducting from the proceeds the carrying value of the asset at that time.
Page 7

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(m) Net Gain/(Loss) on Non-Financial Assets (Continued)
Impairment of Non-Financial Assets
Intangible assets with indefinite useful lives (and intangible assets not yet available for use) are tested annually for impairment (i.e. as to
whether their carrying value exceeds their recoverable amount, and so require write-downs) and whenever there is an indication that the asset
may be impaired. All other assets are assessed annually for indications of impairment, except for :
- inventories;
- financial assets;
- non-current physical assets held for sale;
If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their possible recoverable
amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written-off as an expense except to the extent that
the write-down can be debited to an asset revaluation reserve amount applicable to that class of asset.
It is deemed that, in the event of the loss of an asset, the future economic benefits arising from the use of the asset will be replaced unless a
specific decision to the contrary has been made. The recoverable amount for most assets is measured at the higher of depreciated replacemen
cost and fair value less costs to sell. Recoverable amount for assets held primarily to generate net cash inflows is measured at the higher of the
present value of future cash flows expected to be obtained from the asset and fair value less costs to sell.
(n) Net Gain/(Loss) on Financial Instruments
Net gain/(loss) on financial instruments includes realised and unrealised gains and losses from revaluations of financial instruments that are
designated at fair value through profit or loss or held-for-trading, impairment and reversal of impairment for financial instruments at amortised
cost, and disposals of financial assets.
Revaluations of Financial Instruments at Fair Value
The revaluation gain/(loss) on financial instruments at fair value excludes dividends or interest earned on financial assets, which is reported as
part of income from transactions.
Impairment of Financial Assets
Bad and doubtful debts are assessed on a regular basis. Those bad debts considered as written off are classified as an expense.
Financial Assets have been assessed for impairment in accordance with Australian Accounting Standards. Where a financial asset’s fair value
at balance date has reduced by 20 per cent or more than its cost price; or where its fair value has been less than its cost price for a period of 12
or more months, the financial instrument is treated as impaired.
(o) Payables
These amounts consist predominantly of liabilities for goods and services.
Payables are initially recognised at fair value, then subsequently carried at amortised cost and represent liabilities for goods and
services provided to the health service prior to the end of the financial year that are unpaid, and arise when the health service becomes
obliged to make future payments in respect of the purchase of these goods and services.
The normal credit terms are usually Net 30 days.
(p) Functional and Presentation Currency
The presentation currency of the Health Service is the Australian dollar, which has also been identified as the functional currency of the
entity.
(q) Goods and Services Tax
Income, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the
taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or
payable to, the taxation authority is included with other receivables or payables in the balance sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are
recoverable from, or payable to the taxation authority, are presented as operating cash flow.
Commitments and contingent assets and liabilities are presented on a gross basis.
Page 8

66
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(r) Employee Benefits
Wages and Salaries, Annual Leave, Sick Leave and Accrued Days Off
Liabilities for wages and salaries, including non-monetary benefits, annual leave accumulating sick leave and accrued days off expected
to be settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee's
services up to the reporting date, classified as current liabilities and measured at nominal values.
Those liabilities that the Health Service are not expected to settle within 12 months are recognised in the provision for employee benefits
as current liabilities, measured at present value of the amounts expected to be paid when the liabilities are settled using the
remuneration rate expected to apply at the time of settlement.
Long Service Leave
Current Liability - unconditional LSL (representing 10 or more years of continuous service) is disclosed as a current liability even
where the Health Service does not expect to settle the liability within 12 months because it will not have the unconditional right to defer
the settlement of the entitlement should an employee take leave within 12 months.
The components of this current LSL liability are measured at
present value - component that the Health Service does not expect to settle within 12 months; and
nominal value - component that the Health Service expects to settle within 12 months.
Non-Current Liability - conditional LSL (representing less than 10 years of continuous service) is disclosed as a non-current liability.
There is an unconditional right to defer the settlement of the entitlement until 10 years of service has been completed by an employee.
Conditional LSL is required to be measured at present value.
Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected
future payments are discounted using interest rates of Commonwealth Government guaranteed securities in Australia.
Superannuation
Defined contribution plans
Contributions to defined contribution superannuation plans are expenses when incurred.
Defined benefit plans
The amount charged to the Operating Statement in respect of defined benefit superannuation plans represents the contributions made
by the Health Service to the superannuation plan in respect of the services of current Health Service staff. Superannuation contributions
are made to the plans based on the relevant rules of each plan.
Employees of the Health Service are entitled to receive superannuation benefits and the Health Service contributes to both the defined
benefit and defined contribution plans. The defined benefit plan(s) provide benefits based on years of service and final average salary.
The name and details of the major employee superannuation funds and contributions made by the Health Service are as follows:
Contributions Paid
2009 2008
Defined benefit plans: Health Super 13,780 15,435
Defined contribution plans: Hesta 59,870 45,549
Health Super 231,968 235,926
Total 305,618 296,910
The Health Service does not recognise any defined benefit liability in respect of the superannuation plans because the Health Service
has no legal or constructive obligation to pay future benefits relating to its employees; its only obligation is to pay superannuation
contributions as they fall due. The Department of Treasury and Finance administers and discloses the State's defined benefit liabilities
in its financial report.
Termination Benefits
Liabilities for termination benefits are recognised when a detailed plan for the termination has been developed and a valid expectation
has been raised with those employees affected that the terminations will be carried out. The liabilities for termination benefits are
recognised in other creditors unless the amount or timing of the payments is uncertain, in which case they are recognised as a provision
Employee Benefits On-Costs
Employee benefits on-costs (workers compensation, superannuation, annual leave and LSL accrued while on LSL taken in service) are
recognised separately from provisions for employee benefits.
(s) Intersegment Transactions
Transactions between segments within the Health Service have been eliminated to reflect the extent of the Health Service's operation's
as a group.
Page 9

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(t) Income Recognition
Income is recognised in accordance with AAS118 Revenue and is recognised as to the extent it is earned. Unearned income at
reporting date is reported as income received in advance. Amounts disclosed as revenue are, where applicable, net of return
allowances and duties and taxes.
Government Grants
Grants are recognised as income when the entity gains control of the underlying assets in accordance with AASB 1004 Contributions.
For reciprocal grants, the Health Service is deemed to have assumed control when the performance has occurred under the grant.
For non-reciprocal grants, the Health Service is deemed to have assumed control when the grant is received or receivable. Conditional
grants may be reciprocal or non-reciprocal depending on the terms of the grant.
Indirect Contributions
- Insurance is recognised as revenue following advice from the Department of Human Services.
- Long Service Leave (LSL)- Revenue is recognised upon finalisation of movements in LSL liability in line with the arrangements set
out in the Metropolitan Health and Aged Care Services Division Hospital Circular 34/2008.
Patient and Resident Fees
Patient fees are recognised as revenue at the time invoices are raised.
Donations and Other Bequests
Donations and bequests are recognised as revenue when received. If donations are for a special purpose, they may be appropriated
to a reserve, such as specific restricted purpose reserve.
Interest Revenue
Interest revenue is recognised on a time proportionate basis that takes into account the effective yield of the financial asset.
(u) Leases
Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer substantially all the
risks and rewards of ownership to the lessee. All other leases are classified as operating leases. The Health Service does not enter int
finance leases.
Operating lease payments, including any contingent rentals, are recognised as an expense in the operating statement on a straight line
basis over the lease of the term, except where another systematic basis is more representative of the time pattern of the benefits derive
from the use of the leased asset.
(v) Fund Accounting
The Health Service operates on a fund accounting basis and maintains three funds, namely Operating, Capital and Specific
Purpose Funds. The Health Service's Capital and Specific Purpose Funds include unspent capital donations and receipts from
fund-raising activities conducted solely in respect of these funds.
(w) Services Supported by Health Services Agreement and Services Supported by Hospital and Community Initiatives
Activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the Department of Human
Services and includes Residential Aged Care Services (RACS) and are also funded from other sources such as the Commonwealth,
patients and residents, which Services Supported by Hospital and Community Initiatives (Non HSA) are funded by the Health Service's
own activities or local initiatives and/or the Commonwealth.
(x) Joint Ventures
Interests in jointly controlled assets are accounted for by recognising in the Health Service's financial statements, its share of assets, liabilities
and any revenue and expenses of such joint ventures. Details of the joint venture are set out in Note 8.
(y) Change in Accounting Policies
In accordance with Victorian Government Financial Reporting Direction 103D ‘Non-Current Physical Assets’, the Health Service measures
plant and equipment, and medical equipment assets at fair value from 1 July 2008. Previously these assets were measured at cost.
This change in accounting policy is required to ensure that Victoria’s Whole of Government financial report, to which the Health Service is
consolidated into, complies with the requirements of AASB 1049 Whole of Government and General Government Sector Financial Reporting.
As this change is the initial application of a policy to revalue assets in accordance with AASB 116 Property, Plant and Equipment the change is
treated as a revaluation in the current year.
(z) Comparative Information
Where necessary the previous year's figures have been reclassified to facilitate comparisons.
(aa) Property, Plant & Equipment Asset Revaluation Reserve
The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets.
(ab) Specific Restricted Purpose Reserve
A specific restricted purpose reserve is established where the Health Service has possession or title to the funds but has no discretion
to amend or vary the restriction and/or condition underlying the funds received.
Page 10

68
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(ac) Contributed Capital
Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and FRD
119 Contributions by Owners , appropriations for additions to the net asset base have been designated as contributed capital. Other transfers
that are in the nature of contributions or distributions that have been designated as contributed capital are also treated as contributed capital.
(ad) Net Result Before Capital & Specific Items
The subtotal entitled 'Net Result Before Capital & Specific Items' is included in the Operating Statement to enhance the understanding of
the financial performance of the Health Service. This subtotal reports the result excluding such items as capital grants, assets received or
provided free of charge, depreciation, and items of unusual nature and amount such as specific revenues and expenses. The exclusion of
these items are made to enhance matching of income and expenses so as to facilitate the comparability and consistency of results
between years and Victorian Public Health Services. The Net result before Capital & Specific Items is used by the management of the
Health Service, the Department of Human Services and the Victorian Government to measure the ongoing result of Health Services in
operating hospital services.
Capital and specific items, which are excluded from this sub-total, comprise:
~ Capital purpose income, which comprises all tied grants, donations and bequests received for the purpose of acquiring non-current
assets, such as capital works, plant and equipment or intangible assets. It also includes donations of plant and equipment.
Consequently the recognition of revenue as capital purpose income is based on the intention of the provider of the revenue at the
time the revenue is provided.
~ Specific income/expense, comprises the following items, where material:
> Voluntary departure packages
> Write-down of inventories
> Non-current asset revaluation increments/decrements
> Diminuation in investments
> Restructuring of operations (disaggregation/aggregation of Health Services)
> Litigation Settlements
> Non-current assets lost or found
> Forgiveness of loans
> Reversals of provisions
> Voluntary changes in accounting policies (which are not required by an accounting standard or other authoritative
pronouncement of the Australian Accounting Standards Board)
~ Impairment of non-current assets, includes all impairment losses (and reversal of previous impairment losses), related to
non-current assets only which have been recognised in accordance with note 1 (m).
~ Depreciation and amortisation, as described in note 1(i) and note 1(l).
~ Assets provided or received free of charge, as described in note 1 (ae).
~ Expenditure using capital purpose income, comprises expenditure which either falls below the asset capitalisation threshold
(note 1 (l)) or doesn't meet asset recognition criteria and therefore does not result in the recognition of an asset in the balance
sheet, where funding for that expenditure is from capital purpose income.
(ae) Resources Provided and Received Free of Charge or for Nominal Value
Resources provided or received free of charge or for nominal consideration are recognised at their fair value when the transferee obtains
control over them, irrespective of whether restrictions or conditions are imposed over the use of the contributions, unless received from
another entity or agency as a consequence of a restructuring of administrative arrangements. In the latter case, such transfer will be
recognised at carrying value. Contributions in the form of services are only recognised when a fair value can be reliably determined and
the services would have been purchased if not donated.
Page 11

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 1: STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
(af) New Accounting Standards and Interpretations
Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2009 reporting period. As at 30
June 2009, the following standards and interpretations had been issued but were not mandatory for financial years ending 30 June 2009.
Otway Health and Community Services has not and does not intend to adopt these standards early.
Standard / Interpretation
Summary
Applicable for reporting Impact on Entities Annual
periods beginning on or
Statements
ending on
AASB 8 Operating Segments.
Supersedes AASB 114 Segment Reporting. Beginning 1 January 2009 Not applicable
AASB 2007-3 Amendments to
Australian Accounting Standards
arising from AASB 8 [AASB 5,
AASB 6, AASB 102, AASB 107,
AASB 119, AASB 127, AASB 134,
AASB 136, AASB 1023 and AASB
AASB 2007-6 Amendments to
Australian Accounting Standards
arising from AASB 123 [AASB 1,
AASB 101, AASB 107, AASB 111,
AASB 116 & AASB 138 and
Interpretations 1 & 12]
AASB 2008-3 Amendments to AAS
arising from AASB 3 & AASB 127
[AASB 1, 2, 4, 5, 7, 101, 107, 112,
114, 116, 121, 128, 131, 132, 133,
134, 136, 137, 138 & 139 and
Interpretation 9 & 107]
AASB 2008-5 Amendments to
AASs arising from the Annual
Improvements Project [AASBs 5, 7,
101, 102, 107, 108, 110, 116, 118,
119, 120, 123, 127, 128, 129, 131,
132, 134, 136, 138, 140, 141, 1023
& 1308]
AASB 2008-6 Further Amendments
to Australian Accounting Standards
arising from the Annual
Improvements project [AASB 1 &
AASB 5]
An accompanying amending standard, also
introduced consequential amendments into
other Standards.
An accompanying amending standard, also
introduced consequential amendments into
other Standards.
This Standard gives effect to consequential
changes arising from revised AASB 3 and
amended AASB 127. The Prefaces to those
Standards summarise the main
requirements of those Standards.
A suite of amendments to existing standards
following issuance of IASB Standard
Improvements to IFRSs in May 2008. Some
amendments result in accounting changes
for presentation, recognition and
measurement purposes.
The amendments require all the assets and
liabilities of a for-sale subsidiary’s to be
classified as held for sale and clarify the
disclosures required when the subsidiary is
part of a disposal group that meets the
definition of a discontinued operation.
AASB 2008-7 Amendments to AAS Changes mainly relate to treatment of
Cost of an Investment in a dividends from subsidiaries or controlled
Subsidiary, Jointly Controlled Entity entities
or Associate [AASB 1, AASB 118,
AASB 121, AASB 127 & AASB 136]
AASB 2008-8 Amendments to
Australian Accounting Standards –
Eligible Hedged Items [AASB 139]
AASB 2008-9 Amendments to
AASB 1049 for Consistency with
AASB 100
AASB 2009-1 Amendments to
Australian Accounting Standards –
Borrowing Costs of Not-for-Profit
Public Sector Entities [AASB 1,
AASB 111 & AASB 123]
The amendments to AASB 139 clarify how
the principles that determine whether a
hedged risk or portion of cash flows is
eligible for designation as a hedged item,
should be applied in particular situations.
Amendments to AASB 1049 for consistency
with AASB 101 (September 2007) version.
Amendments to Australian Accounting
Standards to allow borrowing costs of Notfor
Profit Public Sector Entities to be
expensed
AASB 2009-2 Amendments to Amendments to AASB 7 to enhance
Australian Accounting Standards – disclosures about fair value measurements
Improving Disclosures about and liquidity risk. Editorial amendments to
Financial Instruments [AASB 4, AASB 4, AASB 1023 and AASB 1038
AASB 7, AASB 1023 & AASB 1038] resulting from the amendments to AASB 7
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Beginning 1 January 2009
Impact expected to be not
significant.
All Australian government
jurisdictions are currently still
actively pursuing an exemption
for government from capitalising
borrowing costs.
Impact expected to be
insignificant.
Impact is being evaluated.
Impact expected to be
insignificant.
Impact expected to be
insignificant.
Impact is being evaluated.
Impact expected to be
insignificant
Impact expected to be
insignificant
Impact expected to be
insignificant
Page 12

70
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 2: REVENUE
H S A
Non H S A
Total
2009 2008 2009 2008 2009 2008
$ $ $ $ $ $
Revenue from Operating Activities
Government Grants
- Department of Human Services 2,881,812 2,724,835 17,881 14,939 2,899,693 2,739,774
- Commonwealth Government 698,512 753,510 304,854 270,839 1,003,366 1,024,349
- State Government - Other 85,519 68,691 56,654 22,035 142,173 90,726
Total Government Grants 3,665,843 3,547,036 379,389 307,813 4,045,232 3,854,849
Indirect Contribution by Human Services - -
- Insurance 91,689 92,253 - - 91,689 92,253
- Long Service Leave (421) 33,967 - - (421) 33,967
Total Indirect Contribution by Human Services 91,268 126,220 - - 91,268 126,220
Patient and Resident Fees
- Patient and Resident Fees (refer note 2a) 98,556 132,762 - - 98,556 132,762
- Residential Aged Care (refer note 2a) 330,814 319,883 - - 330,814 319,883
Total Patient and Resident Fees 429,370 452,645 - - 429,370 452,645
Donations & Bequests 6,002 16,767 - - 6,002 16,767
Other Operating Revenue - -
- Contributions from Local Government 34,305 34,305 - - 34,305 34,305
- Miscellaneous 141,385 151,548 233,039 194,111 374,424 345,659
Sub-Total Revenue from Operating Activities 4,368,173 4,328,521 612,428 501,924 4,980,601 4,830,445
Revenue from Non-Operating Activities
Interest 250,265 296,126 - - 250,265 296,126
Property Income 62,097 54,354 - - 62,097 54,354
Sub-Total Revenue from Non-Operating Activities 312,362 350,480 - - 312,362 350,480
Revenue from Capital Purpose Income
State Government Capital Grants
- Targeted Capital Works and Equipment 130,728 - - - 130,728 -
Commonwealth Government Capital Grants - 11,412 - - - 11,412
Donations & Bequests 155,216 128,003 - - 155,216 128,003
Residential Accommodation payments (refer 2a) 30,306 27,915 - - 30,306 27,915
Assets Received Free of Charge (refer note 2c) - 11,000 - - - 11,000
Net Gain/(Loss) on Disposal of Non-Current Assets
(refer note 2b) 10,647 (9,119) - - 10,647 (9,119)
Sub-Total Revenue from Capital Purpose Income 326,897 169,211 - - 326,897 169,211
Specific Income (refer note 2d) 559,156 - - - 559,156 -
Share of net result of Joint Ventures Accounted for
using the Equity Model (refer note 8) 57,371 11,569 - - 57,371 11,569
Total Revenue 5,623,959 4,859,781 612,428 501,924 6,236,387 5,361,705
Indirect contributions by Human Services;
The Department of Human Services makes certain payments on behalf of the health service. These amounts have been brought to account in
determining the operating result for the year by recording them as revenue and expenses.
Analysis of Revenue by Source
Otway Health & Community Services provides services supported by a Multi Purpose Service (MPS) agreement. Accordingly it is not possible
to analyse revenue by source as it is at the discretion of the Board of Management as to how to allocate grant income received. As a MPS
Otway Health & Community Services is not required to provide segment information in relation to its Residential Aged Care Service (RACS).
Note 2a: Patient and Resident Fees 2009 2008
Recurrent: $ $
Acute
- Inpatients 9,504 36,439
Residential Aged Care
- Generic 330,814 319,883
Other 89,052 96,323
Total Recurrent 429,370 452,645
Capital Purpose:
Residential Accommodation Payments 30,306 27,915
Total Capital 30,306 27,915
Page 13

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
Note 2b: Net Gain/(Loss) on Disposal of Non Current Assets 2009 2008
$ $
Proceeds from Disposals of Assets
Motor Vehicles 48,345 52,044
Total Proceeds from Disposals of Assets 48,345 52,044
Less: Written-Down Value of Assets Sold
Motor Vehicles 37,698 61,163
Total Written-Down Value of Assets Sold 37,698 61,163
Net gains/(losses) on disposal 10,647 (9,119)
Note 2c: Assets Received Free of Charge
During the period, the fair value of assets received free of charge, was as follows:
Motor Vehicles - 11,000
The asset received was a donated motor vehicle
Note 2d: Specific Income
Revaluation Increment on Non Current Assets:
Buildings 559,156 -
Total Specific Purpose Income 559,156 -
Note 3: Analysis of Expenses
H S A Non H S A Total
2009 2008 2009 2008 2009 2008
$ $ $ $ $ $
Employee Benefits
Salaries and Wages 3,024,779 3,067,759 315,421 274,625 3,340,200 3,342,384
Work cover 16,428 20,632 6,660 1,854 23,088 22,486
Superannuation 276,740 272,097 28,878 24,813 305,618 296,910
Long Service Leave 12,992 8,689 2,624 (2,513) 15,616 6,176
Total Employee Benefits 3,330,939 3,369,177 353,583 298,779 3,684,522 3,667,956
Non-Salary Labour Costs
Fee for Service Medical Officers 150,000 150,000 - - 150,000 150,000
Total Non-Salary Labour Costs 150,000 150,000 - - 150,000 150,000
Supplies & Consumables
Drug Supplies 25,323 18,514 - - 25,323 18,514
Medical, Surgical Supplies and Prosthesis 38,001 26,895 - - 38,001 26,895
Pathology Supplies 662 343 - - 662 343
Food Supplies 105,765 102,219 - - 105,765 102,219
Total Supplies & Consumables 169,751 147,971 - - 169,751 147,971
Other Expenses from Continuing Operations
Domestic Services & Supplies 118,032 114,137 - - 118,032 114,137
Fuel, Light, Power & Water 76,769 81,362 - - 76,769 81,362
Insurance costs funded by DHS 92,020 92,253 - - 92,020 92,253
Motor Vehicle Expenses 54,469 63,376 - - 54,469 63,376
Repairs & Maintenance 85,900 50,160 - - 85,900 50,160
Maintenance Contracts 29,793 31,612 - - 29,793 31,612
Patient Transport 3,782 550 - - 3,782 550
Other Administrative Expenses 300,659 277,882 190,876 189,905 491,535 467,787
Bad & Doubtful Debts 948 2,617 - 703 948 3,320
Audit Fee
- VAGO - Audit of Annual Financial Statements 14,825 17,358 - - 14,825 17,358
- Other 1,025 - - 350 1,025 350
Total Other Expenses from Continuing Operations 777,197 731,307 190,876 190,958 969,098 922,265
Depreciation and Amortisation (refer note 4) 257,843 240,819 - - 257,843 240,819
Total Expenses 4,685,730 4,639,274 544,459 489,737 5,231,214 5,129,011
Analysis of Expenses by Source
Otway Health & Community Services provides services supported by a Multi Purpose Service (MPS) agreement. Accordingly it is not
meaningful to analyse expenses by source.
Page 14

72
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 4: DEPRECIATION 2009 2008
$ $
Buildings 127,872 115,452
Plant & Equipment 107,309 94,011
Medical Equipment 22,662 31,356
257,843 240,819
NOTE 5: CASH AND CASH EQUIVALENTS
For the purposes of the Cash Flow Statement, cash includes cash on hand and in banks, and short-term
deposits which are readily convertible to cash on hand, and are subject to insignificant risk of change
in value, net of outstanding overdrafts.
Cash on Hand 651 651
Cash at Bank 216,512 94,335
217,163 94,986
Represented by:
Cash for Health Service Operations (as per Cash Flow Statement) 217,163 94,986
NOTE 6: RECEIVABLES
CURRENT
Contractual
Trade Debtors 35,975 37,295
Patient Fees 53,356 55,270
Accrued Investment Income 33,005 75,516
Accrued Revenue 157,285 118,927
Less Allowance for Doubtful Debts - Patient Fees - (2,804)
279,621 284,204
Statutory
GST Receivable 17,081 29,046
17,081 29,046
TOTAL CURRENT RECEIVABLES 296,702 313,250
NON-CURRENT
Statutory
Accrued Revenue - Department of Human Services 25,712 49,246
TOTAL NON-CURRENT RECEIVABLES 25,712 49,246
TOTAL RECEIVABLES 322,414 362,496
(a) Movement in the Allowance for Doubtful Debts
Balance at beginning of year 2,804 1,124
Amounts written off during the year (939) -
Increase in Allowance recognised in profit or loss (1,865) 1,680
Balance at end of year - 2,804
(b) Ageing of Receivables
Please refer to note 17 (c) for the ageing analysis of receivables
(c) Nature and extent of risk arising from Receivables
Please refer to note 17 (c) for the nature and extent of credit risk arising from receivables
NOTE 7: OTHER FINANCIAL ASSETS
CURRENT
24 Hour At Call Account 1,942,497 218,316
Aust. Dollar Term Deposits 2,032,682 2,908,586
Hi-Yield Investment Account 932 1,553
TOTAL 3,976,111 3,128,455
Represented by:
Multi-Purpose Service Investments 1,631,219 1,187,040
Accommodation Bonds (Refundable Entrance Fees) 2,344,892 1,941,415
3,976,111 3,128,455
(a) Ageing of Other Financial Assets
Please refer to note 17 (c) for the ageing analysis of Other Financial Assets
(b) Nature and extent of risk arising from other financial assets
Please refer to note 17 (c) for the nature and extent of credit risk arising from Other Financial Assets
Page 15

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 8: INVESTMENTS ACCOUNTED FOR USING THE EQUITY METHOD
Principal Country Ownership Interest Published Fair Value
Interest in Jointly Controlled Entities Activity of 2009 2008 2009 2008
Incorporation % % $ $
South West Alliance of Rural Health Information Australia 2.81% 2.81% 74,643 17,272
(SWARH) Technology
The Otway Health and Community Services has a joint venture interest in the South Western Alliance of Rural Health whose principal activity
is the implementing and processing of an information technology system and an associated telecommunication service suitable for use by
each member.
The Services' share of assets, liabilities and operating result is: 2009 2008
$ $
Current Assets 76,693 23,162
Non-Current Assets 7,334 19,807
Share of Total Assets 84,027 42,969
Current Liabilities 9,087 25,463
Non-Current Liabilities 297 234
Share of Total Liabilities 9,384 25,697
Net Share of Joint Venture Assets 74,643 17,272
Share of Current Year Profit/(Loss) 57,371 11,569
Operating Contract Commitments 171,386 57,619
Operating Lease Commitments 187,029 1,795
Capital Commitments 14,727 -
No dividend has been received from the joint venture
NOTE 9: PROPERTY, PLANT & EQUIPMENT
Land
Land at Fair Value 4,015,000 5,149,899
4,015,000 5,149,899
Buildings
Buildings at Fair Value 5,323,000 4,844,737
Less Accumulated Depreciation - 341,512
Total Buildings 5,323,000 4,503,225
Plant & Equipment
Plant and Equipment at Fair Value 1,023,100 962,874
Less Accumulated Depreciation 406,220 334,608
Total Plant & Equipment 616,880 628,266
Medical Equipment
Medical Equipment at Fair Value 250,110 245,559
Less Accumulated Depreciation 201,664 179,002
Total Medical Equipment 48,446 66,557
Total Property, Plant & Equipment 10,003,326 10,347,947
Land and buildings carried at valuation
An Independent valuation of the Health Service's land and buildings was performed by the Valuer-General Victoria to determine the
fair value of the land and buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to
the amounts for which assets could be exchanged between knowledgeable willing parties in an arm's length transaction. The
valuation was based on independent assessments. The effective date of the valuation is 30 June 2009.
Page 16

74
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 9: PROPERTY, PLANT & EQUIPMENT (Continued)
Reconciliations of the carrying amounts of each class of land, buildings, plant & equipment and communication at the beginning
and end of the previous and current financial year are set out below.
Plant & Medical Total
Land Buildings Equipment Equipment
$ $ $ $ $
Balance at 1 July 2007 3,475,758 4,337,440 576,827 66,557 8,455,855
Additions 186,500 271,000 186,535 32,083 676,118
Assets transferred as Capital Contributions - 10,237 20,078 - 30,315
Disposals - - (61,163) - (61,163)
Revaluation Increments 1,487,641 - - - 1,487,641
Depreciation expense (note 4) - (115,452) (94,011) (31,356) (240,819)
Balance at 1 July 2008 5,149,899 4,503,225 628,266 66,557 10,347,947
Additions - - 133,621 4,551 138,172
Disposals - - (37,698) - (37,698)
Revaluation Increments/(Decrements) (1,134,899) 947,647 - - (187,252)
Depreciation expense (note 4) - (127,872) (107,309) (22,662) (257,843)
Balance at 30 June 2009 4,015,000 5,323,000 616,880 48,446 10,003,326
NOTE 10: PAYABLES 2009 2008
$ $
CURRENT
Trade Creditors 121,940 150,184
Accrued Expenses 12,992 4,700
TOTAL 134,932 154,884
(a) Maturity analysis of payables
Please refer to note 17d for the ageing analysis of payables
(b) Nature and extent of risk arising from payables
Please refer to note 17d for the nature and extent of risks arising from payables
NOTE 11: EMPLOYEE BENEFITS
CURRENT
Unconditional Long Service Leave Entitlements 302,853 192,128
Accrued Wages and Salaries 161,310 200,282
Annual Leave 204,733 179,870
Accrued Days Off 7,180 8,477
TOTAL* 676,076 580,757
*Current Employee Benefits that:
Expected to be utilised within 12 months (nominal value) 577,320 535,264
Expected to be utilised after 12 months (present value) 98,756 45,493
676,076 580,757
NON-CURRENT
Conditional Long Service Leave Entitlements (present value) 114,063 209,171
TOTAL EMPLOYEE ENTITLEMENTS 790,139 789,928
Movement in Long Service Leave:
Balance July 1 401,299 395,120
Provision made during the year 56,933 75,461
Settlement made during the year (41,316) (69,282)
Balance June 30 416,916 401,299
NOTE 12: OTHER LIABILITIES
CURRENT
Accommodation Bonds (Refundable Entrance Fees) 2,344,892 1,941,415
2,344,892 1,941,415
Represented by the following assets
Other Financial Assets (refer Note 7) 2,344,892 1,941,415
Page 17

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 13: EQUITY 2009 2008
(a) Reserves $ $
Property, Plant & Equipment Revaluation Reserve
Balance at the beginning of the reporting period 3,365,236 1,877,595
Revaluation Increments/(Decrements)
- Land (1,134,899) 1,487,641
- Buildings 388,491 -
Balance at the end of the reporting period 2,618,828 3,365,236
Represented by:
- Land 2,230,337 3,365,236
- Buildings 388,491 -
2,618,828 3,365,236
Asset Replacement Reserve
Asset Replacement Reserve at the beginning of the reporting period 203,227 166,739
Transfers (to)/from retained earnings (15,944) 36,488
Balance at the end of the reporting period 187,283 203,227
The asset replacement reserve arises from a Board decision to re-invest the surpluses from Sea Mist Villas into capital expenditure
Restricted Specific Purpose Reserve
Balance at Beginning of Reporting Period 383,427 359,955
Transfers (to)/from retained earnings 121,000 23,472
Balance at the end of the reporting period 504,427 383,427
(b) Contributed Capital
Balance at Beginning of Reporting Period 3,787,544 3,726,214
Capital Contribution received from the Victorian Government - 61,330
Balance at the end of the reporting period 3,787,544 3,787,544
(c) Retained Earnings
Balance at Beginning of Reporting Period 3,337,995 3,165,261
Transfers to and from Reserves (105,056) (59,960)
Net Surplus/(Deficit) for the year 1,005,173 232,694
Balance at the end of the reporting period 4,238,112 3,337,995
(d) Total Equity at end of financial year 11,336,194 11,077,429
NOTE 14: RECONCILIATION OF NET RESULT FOR THE YEAR TO NET CASH INFLOW FROM OPERATING ACTIVITIES
2009 2008
$ $
Net Result for the Year 1,005,173 232,694
Non-Cash Movements
Depreciation 257,843 240,819
Joint Venture Equity Result (57,371) (11,569)
Assets Provided Free of Charge - (11,000)
Net Gain/(Loss) from Sale of Plant and Equipment (10,647) 9,119
Specific Income - Revaluation Increment on Buildings (559,156) -
Change in Operating Assets & Liabilities
Increase/(Decrease) in Employee Entitlements 211 115,789
Increase/(Decrease) in Payables (19,952) (85,744)
Increase/(Decrease) in Monies Held in Trust (30,306) (27,915)
Decrease/(Increase) in Prepayments - (1,569)
Decrease/(Increase) in Receivables 40,082 (54,596)
Net Cash Inflow From Operating Activities 625,877 406,028
Page 18

76
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 15: COMMITMENTS 2009 2008
$ $
Non-cancellable Operating Leases
Operating lease commitments in respect of computers, photocopiers and property payable as follows:
Not Later than 1 year 20,350 52,711
Later than 1 year and not later than 5 years 14,377 81,625
Later than 5 years - 32,500
34,727 166,836
Other commitments
Medical Services:
Not Later than 1 year 30,000 120,000
Later than 1 year and not later than 5 years - 30,000
30,000 150,000
NOTE 16: CONTINGENT LIABILITIES & CONTINGENT ASSETS
The service has received funding in relation to a social housing innovation project. Under the agreement entered into with the
Department of Human Services the service is required to continue to manage the project for a period of 40 years expiring in 2043.
Should the project cease within this time the service is required to repay monies to the Department of Human Services under an
agreed formula specified in the agreement. It is the intention of Otway Health & Community Services to comply with the
conditions of the agreement and no amount is considered to be refundable, contingent or otherwise.
NOTE 17: FINANCIAL INSTRUMENTS
(a) Financial Risk Manangement Objectives and Policies
The Health Service's principal financial instruments comprise of:
- Cash Assets
- Term Deposits
- Receivables (excluding statutory receivables
- Payables (excluding statutory payables)
- Accommodation Bonds
Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the
basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument
are disclosed in note 1 to the financial statements.
The main purpose in holding financial instruments is to prudentially manage the Health Service's financial risks within the government policy
parameters.
(b) Categorisation of Financial Instruments
Carrying Amount
2009 2008
Note Category
$ $
Financial Assets
Cash and Cash Equivalents 5 N/A 217,163 94,986
Receivables 6 Loans and Receivables 279,621 284,204
Other Financial Assets 7 Available for sale of Financial Assets (at fair value) 3,976,111 3,128,455
Financial Liabilities
Payables 10 Financial Liabilities measured at Amortised Cost 134,932 154,884
Accommodation Bonds 12 Financial Liabilities measured at Amortised Cost 2,344,892 1,941,415
Page 19

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
Note 17: Financial Instruments (continued)
(c) Credit Risk
The maximum exposure to credit risk, excluding the value of any collateral or other security, at balance date to recognised financial assets, is th
carrying amount, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements.
The Health Service does not have any material credit risk exposure to any single receivable or group of receivables under financial instruments
entered into by the entity.
The Health Service’s exposure to credit risk and effective weighted average interest rate by ageing periods is set out in the following table. For
interest rates applicable to each class of asset refer to individual notes to the financial statements.
Ageing analysis of financial assets as at 30 June 2009
Not
Past Due But Not Impaired
Past Due Less than 1-3 3 Months - 1-5 Impaired
Carrying And Not 1 Month Months 1 Year Years Financial
Amount Impaired Assets
2009 $ $ $ $ $ $ $
Financial Assets
Cash and Cash Equivalents 217,163 217,163 - - - - -
Receivables
- Trade Debtors 35,975 35,975 - - - - -
- Other Receivables 243,646 213,795 - 4,905 24,485 461 -
Other Financial Assets
- Term Deposit 3,976,111 3,976,111 - - - - -
Total Financial Assets 4,472,895 4,443,044 - 4,905 24,485 461 -
2008
Financial Assets
Cash and Cash Equivalents 94,986 94,986 - - - - -
Receivables
- Trade Debtors 37,295 37,295 - - - - -
- Other Receivables 246,909 236,698 1,865 1,528 2,492 4,326 -
Other Financial Assets
- Term Deposit 3,128,455 3,128,455 - - - - -
Total Financial Assets 3,507,645 3,497,434 1,865 1,528 2,492 4,326 -
(c) Liquidity Risk
The Health Service manages liquidity risk by monitoring forecast cash flows and ensuring that liquid assets are available.
The following table discloses the contractual maturity analysis for the Health Service's financial liabilities. For interest rates applicable to each
class of liability refer to individual notes to the financial statements.
Maturity Dates
Less than 1-3 3 Months - 1-5 Over 5
Carrying Contractual 1 Month Months 1 Year Years Years
Amount Cash Flows
2009 $ $ $ $ $ $ $
Payables 134,932 134,932 134,932 - - - -
Other Financial Liabilities
- Accommodation Bonds 2,344,892 2,344,892 - 2,344,892 - - -
Total Financial Liabilities 2,479,824 2,479,824 134,932 2,344,892 - - -
2008
Payables 154,884 154,884 154,884 - - - -
Other Financial Liabilities
- Accommodation Bonds 1,941,415 1,941,415 - 1,941,415 - - -
Total Financial Liabilities 2,096,299 2,096,299 154,884 1,941,415 - - -
(d) Market Risk
The Health Service's exposures to market risk are primarily through interest rate risk with only insignificant exposure to foreign currency and oth
price risks. Objectives, policies and processes used to manage each of these risks are disclosed below.
Currency Risk
The Health Service has no exposure to foreign currency risk.
Interest Rate Risk
Exposure to interest rate risk might arise primarily through the Health Service's interest bearing assets and liabilities. The Health Service
currently has no interest bearing liabilities and is unlikely to have any into the future as interest bearing liabilities can only be entered into with
the approval of the Department of Treasury and Finance.
Page 20

78
OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
Note 17: Financial Instruments (continued)
(d) Market Risk (Continued)
Other Price Risk
The Health Service is exposed to insignificant other price risk
Weighted
Interest Rate Exposure
Average Fixed Variable Non
Interest Carrying Interest Interest Interest
Rates Amount Rate Rate Bearing
2009 % $ $ $ $
Financial Assets
Cash and Cash Equivalents 3.00 217,163 - 217,163 -
Receivables
- Trade Debtors 0.00 35,975 - - 35,975
- Other Receivables 0.00 243,646 - - 243,646
Other Financial Assets - Term Deposit 4.23 3,976,111 3,976,111 - -
4,472,895 3,976,111 217,163 279,621
Financial Liabilities
Payables 0.00 134,932 - - 134,932
Other Financial Liabilities - Accommodation Bonds 0.00 2,344,892 - - 2,344,892
2,479,824 - - 2,479,824
2008
Financial Assets
Cash and Cash Equivalents 3.50 94,986 - 94,986 -
Receivables
- Trade Debtors 0.00 37,295 - - 37,295
- Other Receivables 0.00 246,909 - - 246,909
Other Financial Assets - Term Deposit 7.52 3,128,455 3,128,455 - -
3,507,645 3,128,455 94,986 284,204
Financial Liabilities
Payables 0.00 154,884 - - 154,884
Other Financial Liabilities - Accommodation Bonds 0.00 1,941,415 - - 1,941,415
2,096,299 - - 2,096,299
Sensitivity Disclosure Analysis
Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial
markets, the Health Service believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from
the Reserve Bank of Australia)
- A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of 5%;
- A parallel shift of +1% and -1% in inflation rate from year-end rates of 2% (the impact of this has not been modelled).
The following table discloses the impact on net operating result and equity for each category of variable rate financial instruments held by the
Health Service at year end as presented to key management personnel, if changes in the relevant interest rate risk occur
Interest Rate Risk
Carrying
-1% +1%
Amount Profit Equity Profit Equity
2009 $ $ $ $ $
Financial Assets
Cash and Cash Equivalents 217,163 (2,172) (2,172) 2,172 2,172
Receivables
- Trade Debtors 35,975 - - - -
- Other Receivables 243,646 - - - -
Other Financial Assets - Term Deposit 3,976,111 (39,761) (39,761) 39,761 39,761
Financial Liabilities
Payables 134,932 - - - -
Other Financial Liabilities - Accommodation Bonds 2,344,892 - - - -
2008
Financial Assets
Cash and Cash Equivalents 94,986 (950) (950) 950 950
Receivables
- Trade Debtors 37,295 - - - -
- Other Receivables 246,909 - - - -
Other Financial Assets - Term Deposit 3,128,455 (31,285) (31,285) 31,285 31,285
Financial Liabilities
Payables 154,884 - - - -
Other Financial Liabilities - Accommodation Bonds 1,941,415 - - - -
Page 21

OTWAY HEALTH AND COMMUNITY SERVICES
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2009
NOTE 18a: RESPONSIBLE PERSONS DISCLOSURES
a) Responsible Persons
Period
From
To
Responsible Minister
The Honourable Daniel Andrews, MLA. Minister for Health 1/07/2008 30/06/2009
Governing Board
A Jephcott 1/07/2008 30/06/2009
E. Rennick 1/07/2008 31/10/2008
T. Redmond 1/07/2008 28/02/2009
D. Cohen 1/07/2008 30/06/2009
D. Hooke 1/07/2008 30/06/2009
F. Verwoert 1/07/2008 30/06/2009
P. Hagan 1/07/2008 30/06/2009
P. Britton 1/07/2008 30/06/2009
J. Bentley 1/11/2008 30/06/2009
Accountable Officers
L. West 1/07/2008 30/06/2009
b) Remuneration of Responsible Persons
The number of Responsible persons are shown in their relevant income bands;
2009 2008
$ $
$0 - $9,999 9 10
$40,000 -$49,999 - -
$60,000 -$69,999 1
$70,000 -$79,999 1
$110,000 - $119,999 1 -
10 12
Total Remuneration received or due and receivable by Responsible Persons from the reporting entity
amounted to: 110,042 142,920
c) Other Transactions of Responsible Persons and their Related Entities
There were no transactions entered into with responsible persons or their related entities.
NOTE 18b: EXECUTIVE OFFICER DISCLOSURES
No executive remuneration exceeded $100,000 during the year.
NOTE 19: EVENTS OCCURRING AFTER THE BALANCE SHEET DATE
There are no events occurring since the balance date to the date of this report that would have a material effect on the operations
of the Health Service.
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80
Disclosure Index
The Annual Report of Otway Health and Community 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.
Legislation Requirement
Page Reference
Ministerial Directions
Report of Operations
Charter and purpose
FRD 22B Manner of establishment and the relevant Ministers 1, 7, 52
FRD 22B Objectives, functions, powers and duties 8, 9
FRD 22B Nature and range of services provided
33
Management and structure
FRD 22B Organisational structure 12
Financial and other information
FRD 10 Disclosure index
FRD 11 Disclosure of ex-gratia payments
FRD 21A Responsible person and executive officer disclosures 52
FRD 22B Application and operation of Freedom of Information Act 1982 52
FRD 22B Application and operation of Whistleblowers Protection Act 2001 15
FRD 22B Compliance with building and maintenance provisions of Building Act 1993 52
FRD 22B Details of consultancies over $100,000 52
FRD 22B Details of consultancies under $100,000 52
FRD 22B Major changes or factors affecting performance 10, 11
FRD 22B Occupational health and safety 14
FRD 22B Operational and budgetary objectives and performance against objectives 38
FRD 22B Significant changes in financial position during the year 38
FRD 22B Statement of availability of other information
FRD 22B Statement of merit and equity 75
FRD 22B Statement on National Competition Policy 53
FRD 22B Subsequent events 79
FRD 22B Summary of the financial results for the year 38
FRD 22B Workforce Data Disclosures 34, 37
FRD 25 Victorian Industry Participation Policy disclosures 53
SD 4.2(j) Report of Operations, Responsible Body Declaration 52
SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk
Management Standard 53
Financial Statements
Financial statements required under Part 7 of the FMA
SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 63
SD 4.2(b) Operating Statement 59
SD 4.2(b) Balance Sheet 60
SD 4.2(b) Statement of Changes in Equity 61
SD 4.2(b) Cash Flow Statement 61
SD 4.2(c) Accountable officer’s declaration 58
SD 4.2(c) Compliance with Ministerial Directions 52
SD 4.2(d) Rounding of amounts 63
Legislation
Freedom of Information Act 1982 52
Whistleblowers Protection Act 2001 15
Victorian Industry Participation Policy Act 2003 53
Building Act 1993 52
Financial Management Act 1994 53

otway health & community services
po box 84 apollo bay, victoria
t: (03) 5237 8500
f: (03) 5237 6172
otwayhealth@swarh.vic.gov.au
www.otwayhealth.com.au