2014 - 2015 - Mildura Base Hospital

Transcription

Mildura Base Hospital
ANNUAL REPORT > 2014-2015
Working with the community to achieve the best health outcomes.
Annual Report 2014/2015
1
What’s inside
2
CEO’s Report
4
The Year in Summary
6
Mildura Base Hospital – At a
Glance
7
Our Management Team
8
Our Organisational Structure
9
Committee Structure
Mildura Base
Hospital:
working with
the community to
achieve the best
health outcomes.
10 Community Advisory Board
13 Statement of Priorities
19 Reportable Information
22 Attestation
23 Financial Report
Mission Statement
Improving the health and wellbeing of our community by
providing quality health services, with care, compassion and skill.
Our Vision
Your Hospital – we care.
Our Values
Mildura Base Hospital embraces the following values in its
day-to-day operations:
OUR PEOPLE
s 7
EWILLBEANEMPLOYEROFCHOICEANDACTIVELYENCOURAGE
co-operation, accountability, teamwork and respect
– Continuously improve communication throughout the
organisation
– Attract and maintain appropriately skilled staff
– Ensure a culture of respect, individual responsibility,
tolerance and teamwork.
OUR COMMUNITY
s 7EWILLPURSUEIMPROVEDCOMMUNITYENGAGEMENT
OUR PATIENTS
– Enhance communication with the general community and
promote the work of the hospital
s 7
EWILLPROVIDERESPONSIVEEASILYACCESSIBLEINTEGRATED
quality health care services
– Undertake effective health promotion and enhance
linkages with other health services.
– Continuously improve the quality and safety of care, to
enhance the patient experience
OUR BUSINESS
– Encourage patient and carer ownership for health
s 7
EWILLOPERATEOURBUSINESSINAMANNERTHATENSURESOUR
viability, and sustainability
– Meet the requirements of the National Health Reform
– Address specific cultural diversity needs of patients and
carers and respond effectively
– Proactively develop services and linkages which will benefit
patient care.
– Ensure adequate data collection, integrity and analysis to
maximize financial and clinical outcomes
– Manage appropriate infrastructure development to meet
evolving needs
– Provide an efficient governance framework that ensures
compliance with all requirements
– Evaluate and implement improved business processes.
2
CEO’s Report
2014-2015
I am delighted to outline the many achievements and developments that have occurred at Mildura Base
Hospital over the last year.
We have seen a much anticipated completion of the Hospital’s major building project. This is the biggest
expansion project ever undertaken by the Hospital and its completion allows the delivery of all the
advantages and progress it brings.
The $16 million development project upgraded the Mental Health, Obstetrics and Emergency Departments
and involved major works in three of the most critical service delivery areas within the Hospital.
The complexity and challenge of undertaking three large infrastructure development projects concurrently
is significant not only in financial terms, but logistically. It is notable that the complex infrastructure and
construction works were undertaken to completion without significant disruption to services and with
minimal inconvenience to the public.
That we were able to achieve such substantial infrastructure work with little impact on the public and
services is a credit to all staff involved, both at the planning and service delivery level, as well as the
constructive working partnership with our developers. It is a significant credit to the Hospital’s project
management team, that the work was achieved and delivered within budget and on time.
The result of the upgrading work has been a significant improvement to the capacity of the Hospital and also
the quality of experience for both patients and their families in these key areas of services.
Also this year, construction began on a new accommodation building comprising of 35 units to replace the
ageing Lanyon Flats. The building provides high standard accommodation for interns and medical officers on
rotation and will significantly improve the experience for doctors while staying in Mildura. We are confident
that in supporting a positive initial experience in the Mildura area, this high-quality accommodation may
encourage medical staff to make a longer term commitment to the area.
Work has also commenced this year on the new Aboriginal Health Unit which is due for completion in
November. This is an important initiative aimed at improving our engagement with members of the
Indigenous community and their families and assisting the Hospital to provide appropriate health care to
meet the needs of the Indigenous population.
We were pleased this year to receive funding for the installation of a new world-standard patient
administration system. The current system was introduced in the 1980s, and is largely paper-based. The new
electronic system will make great progress in terms of speed and ease of access to patient medical records
and we look forward to the installation of the new system.
The Hospital continues to perform extremely well on a range of regular audits and service reports. Despite
our isolation, I am happy to report that we compare favorably with peer hospitals and outperform in a
number of areas.
Recruitment and retention of medical staff continues to be a major challenge for all rural and remote
hospitals and Mildura Base Hospital has been extremely active in this space. The establishment of the
Ramsay Specialist Clinic has assisted in the recruitment of new specialists including an orthopaedic surgeon,
as well as an additional paediatrician and oncologist and, for the first time, a geriatrician.
We are extremely grateful for the ongoing support of the community we serve. There have been a number
of donations kindly given to the Hospital and we are very grateful for this support. Many thousands of
people in the area contribute financially to the 97.9 Sun FM Give Me Five for Kids Appeal, which raised a
record $44,575 in the last year. We are extremely appreciative of the ongoing support of this important
initiative. All funds raised and donated are used to purchase much needed equipment at the Hospital.
The Community Advisory Board continues to provide a conduit for members of the community to use and
provide advocacy and support to the Hospital. I take this opportunity to thank the Board, for its input and
support to ensure that the Hospital continues to deliver a high level of health care in the region.
Finally, I would like to express my sincere appreciation to our staff and management team, for their ongoing
support and commitment to providing high quality services to our community, through what has been an
extremely busy and at times challenging year.
Dane Huxley
Chief Executive Officer
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4
2014-15 - A Year of Progress
2014-15 has been an exciting year of development and
expansion at Mildura Base Hospital. MBH is working constantly
to improve its effectiveness as the region’s acute care health
service provider. In the past year, our efforts to improve
facilities and provide additional services and staff have
included:
s
AUGUST 2014
s
JULY 2014
s
s
The spectacular sight of competitive hot air ballooning
returned to Mildura for the first time in a decade. A night
time “balloon glow” at Irymple was a fundraiser for the
-"(#HILDRENS7ARDANDWASAHUGESUCCESSRAISING
$21,000.
s
s
s
s
s
s
More than 100 people took part in the first community
walkathon run by Mildura Base Hospital and the MBH
Community Advisory Board. It was part of 97.9 Sun FM’s
‘Give Me Five For Kids’ appeal, with the walk beginning
and ending in the Langtree Mall.
Mildura Base Hospital Mental Health clinician Larni
Baird was appointed to lead Mildura’s new headspace
centre. headspace is the National Youth Mental Health
Foundation initiative, helping young people who are going
through a tough time.
Crews started construction of new $9 million
accommodation complex for clinicians and students in
Thirteenth Street.
Students from Irymple South Primary School did fundraising
during a unit about “thinking of others”. They chose to run a
pizza, cupcake and cordial day to raise funds for the Children’s
7ARDAT-"(nANDWEREABLETODONATEAPPROXIMATELY
to purchase a small television set for patients.
During a visit by the former Health Minister David Davis,
the Victorian Government pledged $829,000 to maternity
and Aboriginal health care services at MBH.
A Residential In-Reach Program was launched, providing
a health-care interface between MBH and the region’s
Residential Aged Care facilities. It aims to assist aged care
residents to avoid trips to the Emergency Department
where possible.
The first stage of the $16 million three-stage hospital
upgrade was finished, with the completion of the
expansion of Mental Health Department.
Several senior MBH staffmembers completed the Qualitas
Productive Leader program. It focused on delivering
greater efficiency, both personal and organisational,
giving leaders more time to lead. At the completion of
the course, the MBH participants won the award for best
presentation ahead of metropolitan and regional hospitals
from throughout Victoria.
MBH welcomed a nine percent increase in its capacity to
provide Palliative Care services for the region. The number
of funded Palliative Care bed days was increased from 1020
days in 2013-14 to 1113 in 2014-15.
SEPTEMBER 2014
s
s
The first birth was recorded in
the new MBH birthing suites.
Lola Mary Droffelaar arrived
only a few hours after the new
suites were officially opened.
The birthing suites were a key
element of a seven million
dollar redevelopment.
There were pink ladies, pink
pom-poms and the obligatory
pink cupcakes at the annual “pink day” morning tea in
the MBH midwifery courtyard. A call to women and girls
to be “breast familiar” from a young age and a reminder
to older women to commit to breast screening every two
years were the key messages.
APRIL 2015
OCTOBER 2014
s
An iconic Mildura landmark was chosen as the ideal
location for headspace Mildura. The Cottee’s Building
in Pine Avenue provides a unique combination of
professional service-delivery space in a current and
comfortable vibe for the youth focused centre. The
selection of the location was ahead of the opening of
headspace Mildura in February 2015.
s
New state-wide smoking bans around hospitals were aimed
at supporting and encouraging more people to quit or cut
back their smoking. Changes under the Tobacco Amendment
Act 2014 included new bans on smoking in the hospital
grounds and within four metres of a hospital entrance.
s
Students and medical staff began settling into the
comfortable surrounds of Mildura Base Hospital’s new $9
million accommodation complex in Thirteenth Street. The
Federal Government funded the self-contained two-storey
apartment complex next to the old Mildura Base Hospital
to provide accommodation for students, practitioners and
medical officers employed or training at the hospital. The
complex replaced Lanyon House, which served the hospital
well, but was well past its use-by date.
s
A large new artwork was unveiled in the MBH Foyer.
Artists Gayle Stone and Susie Tinker collaborated with
!BORIGINALARTISTS*UDITH9OUNG7IRADJURIANDHER
DAUGHTER,YN!L9OUNG'UNNAI7IRADJURIJOINEDTOCREATE
h4HE-ESSENGER7IRRIGIRRI4REEvWORK
NOVEMBER 2014
s
The annual 97.9 Sun FM Give me Five for Kids appeal raised
an amazing $44,575. It was the highest figure ever raised
during the history of the appeal.
FEBRUARY 2015
MAY 2015
s
s
A brief ceremony, the unveiling of a plaque and
enthusiastic applause – and the $16 million redevelopment
of Mildura Base Hospital was declared complete 15 months
after work began. Victoria’s new Health Minister Jill
Hennessy was guest of honor at the opening on February
26 in her first visit to the region as Minister.
MARCH 2015
s
s
Mildura Base Hospital implemented a project aimed at
reducing incidents of violence and aggression against staff.
The Hospital Safety and Security Project was part of stateWIDE7ORKSAFEAND$EPARTMENTOF(EALTHINITIATIVES
MBH was pleased to receive $285,000 from the Victorian
Government for the replacement of two ageing operating
theatre sterilisers.
s
ORKBEGANONTHEUPGRADEOFTHE3PECIAL#ARE.URSERY
7
About 900 babies are born each year at MBH, with up to
150 of those requiring Special Care or Intensive Care. The
work provided a dedicated resuscitation space within the
Special Care Nursery.
Mildura Base Hospital secured the services of a staff
consultant geriatrician for the first time. Dr Barnabas Mavo
is a physician specialising in the care of elderly people and
was appointed to meet growing demand from the Mallee’s
ageing population.
JUNE 2015
s
New parking time limits were introduced around MBH in
an effort to improve parking availability in the hospital
precinct. The new two-hour time limits apply to carparks
immediately surrounding the hospital to encourage staff
and longer-term visitors to use the all-day carparks across
Ontario Avenue.
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6
Mildura Base Hospital – At a Glance
Mildura Base Hospital is a 161 bed fully integrated regional
public hospital serving the Sunraysia area. The hospital
services an area population of approximately 80,000 and is the
major public referral centre for the Northern Mallee region
OF6ICTORIATHEFARWESTREGIONOF.EW3OUTH7ALESANDTHE
Riverland area of South Australia and is a referral centre
FORSMALLERREGIONALHOSPITALSSUCHAS/UYEN7ENTWORTH
Robinvale, Balranald and Manangatang.
MBH provides a range of Acute Services, including
Emergency, Maternity, Intensive Care, General Medicine and
Surgery, Dialysis, Mental Health (Inpatient and community
SERVICESANDARANGEOFAMBULATORYSERVICES
s
Ambulatory Care
– Physiotherapy
– Occupational Therapy
– Speech Therapy
– Dietary
– Audiology
– Social work
– Fracture clinic
n7OUND#ARECLINIC
– Rehabilitation
s #HEMOTHERAPYEIGHTBEDS
s Operating Suite
n$AY3URGERYBEDSANDRECOVERY4HEATRE
%NDOSCOPY3UITE
s -EDICAL)MAGING#ONTRACTED
s Dialysis (9 Chairs -satellite unit of Royal Melbourne
(OSPITAL
s %MERGENCY$EPARTMENTBEDSAND2ESUSCITATION
s Hospital Admission Risk Program
s Hospital In The Home
s )NTEGRATED#ANCER3ERVICECONTRACTUAL
s Infection Control
s )NTENSIVE#ARE5NITBEDS
s -ATERNITYBEDS"IRTH3UITE3PECIAL#ARE.URSERY
s -EDICALBEDS
s -ENTAL(EALTHPLUSALLOCATEDFOR!GEDPERSONS
s Paediatric
s 0ALLIATIVE#AREBEDS
s Post-Acute Care
s Rehabilitation
s 3URGICALBEDS
s 4RANSITIONAL#ARE0ROGRAM4#0
Our Executive Management Committee
DANE HUXLEY – CHIEF EXECUTIVE OFFICER
Dane was educated at Monash University where he obtained a Bachelor
of Arts and a Masters in Business Administration. Dane has been
actively involved in a number of organisations in Mildura including the
FORMERPOSITIONSOF#HAIRMANOFTHE-ILDURA7ENTWORTH!RTS&ESTIVAL
Chairman of the Northern Mallee Primary Care Partnership, Deputy
Chairman of the Sunraysia Mallee Economic Development Board and
Chairman of the Mildura Rural City Council Audit Committee and Chair
of the Mildura Development Corporation. Dane is currently Chairman
of the Sunraysia Modernisation Project.
JULIA MORGAN – DIRECTOR OF CORPORATE SERVICES
Julia Morgan commenced as Director, Corporate Services at Mildura
Base Hospital in January 2010. Prior to this appointment, Julia held
senior management positions at Flinders University, The Avenue Private
Hospital and Mildura Base Hospital. Currently completing an MBA
at La Trobe University to compliment her accounting qualifications,
Julia is passionate about professional development and encourages
a continuous improvement philosophy in her team. She is a member
of the Institute of Public Accounts and Australian College of Health
Service Management and is Secretary to the Mildura Blue Ribbon
Foundation Committee.
DR ALISON WALKER – DIRECTOR OF ANAESTHETICS & ICU,
A/DIRECTOR OF MEDICAL SERVICES
$R7ALKERSTARTEDAT-ILDURA"ASE(OSPITALASA3TAFF#ONSULTANT
Anaesthetist in August 2010. Less than 12 months later she was
appointed to the role of Director of Anaesthetics and ICU – overseeing
the provision of anaesthetic services and the running of the hospital’s
BED)NTENSIVE#ARE5NIT$R7ALKERWASPROMOTEDINTOTHEROLEOF
Acting Director of Medical Services in January 2013 and has fulfilled this
role ever since.
SIMONE HEALD – DIRECTOR OF NURSING
Simone Heald joined Mildura Base in 1999 as a Registered Nurse and
Midwife. Simone has also complete studies in the area of Childbirth
%DUCATION!DOLESCENT(EALTHAND7ELFARE3HERECENTLYCOMPLETED
her Diploma of Management and is now completing an MBA. Since
commencing with Mildura Base Hospital, Simone has held the Associate
Director of Nursing Role before taking on the Directors role in March
2010. Simone’s professional interests include developing a collegial
and supportive nursing department in which staff are valued and
respected.
BELINDA PAVILACH – ACTING DIRECTOR OF MENTAL
HEALTH SERVICES
Belinda Pavilach began her career as a Registered Nurse in 2000 as
part of the Graduate Nursing Program at the Mildura Base Hospital.
Belinda chose a career path in Mental Health and worked as part of the
Inpatient Unit as well as in the Community. She has taken on leadership
roles such as Nurse Unit Manager and Community Services Manager
before becoming the Acting Director last year. Belinda has a double
degree in Nursing and Mental Health and is committed to a safe,
quality, consumer-focused service within a recovery framework.
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Our Organisational Structure
Ramsay Health
Care Board
Chief Executive
Officer
Personal Assistant
CEO
Director of
Medical
Sevices
Director of
Nursing
Director of
Mental Health
Director of
Corporate
Sevices
Medical Admin.
Manager
Principal Nurse
Educator,
Cancer Care Coordinators
Clinical Director
– Metal Health
Services
Finance Manager
General Manager
Resources &
Facilities
Visiting Medical
Officer
ADON
(Clinical
/PERATIONS
Associate
Director of
Mental Health
Payroll Accounts
Supply Services
Environmental
Services
Quality
Salaried Medical
Officer
Hospital Coordinators/Access
-ANAGER7ARDS
1, 2, 3, 4, ICU,
Dialysis/Chemo
Health
Information
Services
Food Services
Policy
Resident Medical
Officers
ADON
(Community
/PERATIONS
Information
Technology
Maintenance
Department
General Manager
– Performance
Improvement
Risk
Infection Control
Pharmacy
Redesign
HMO Manager
Ambulatory
Care, Emergency
Department,
Dialysis/Chemo,
HITH, HARP,
7OUND4#0
Breast Care
Nurse
Peri Operative
Services Manager
Improvement
Projects
Library
Consulting Suites
Theatre, Day
Surgery,
Recovery, CSSD,
Pre Admission,
Organ
Donation,
Stomal Therapy
Psychiatric Nurse
Consultant,
In-patient Unit
manager, Dual
Diagnosis,
Clinical Nurse
Educator/ECT,
Consumer
& Carer
Consultants
Manager of
Community
Services
OH & S
CYMMS, APMHS,
CCT, Perinatal,
CATT, Triage,
Service Access
Recruitment
Aboriginal
Health Unit
Our Committee Structure
Ramsay Health
Care
Chief Executive
Officer
Human Research
and Ethics
Medical Advisory
Committee and
Clinical Review
Committee
Community Advisory
Board
Medical Staff Group
-EDICAL#OUNCIL
Executive
Management
Committee
Quality Assurance
Sub-Committee
0ATIENT#ARE2EVIEW
People, Culture and
Business Committee
Occupational Health
& Safety
Infection Control
Committee
Credentialling
Committee
Clinical Practice
Committee
Drugs & Theraputics
Committee
Specialty Groups
#RAFT
Operating Theatre
Users Group
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Community Advisory Board
FROM THE CHAIRMAN
Attempting to canvass the work of one of the region’s biggest, and arguably most important employers, in a few words is
hardly, is hardly possible.
3EVENDAYSAWEEKHOURSADAYANDNOPUBLICHOLIDAYSISAWORKPLACEWITHOUTRIVAL'LADLYITISSUPPORTEDBYATALENTED
and dedicated team who know that theirs is much more than a job. Those of us who meet monthly to review their
performance have their utmost admiration.
But the work of the Community Advisory Board needs to look beyond the now and ensure that we are well equipped to
meet the challenges of the future.
To that end, a key focus of the past year has been an analysis of the health and hospital needs of 2040, the generation
hence. At the very least, we must ensure that our children and our grandchildren are certain to receive the care and
support that we now seek and expect.
As we all know . . . ‘a failure to plan is a plan to fail’.
In collaboration with Monash School of Rural Health, that forecasting for the future health needs of our region has
commenced.
Coming weeks will see a start to a series of community consultations and a sharing of the work that awaits.
I am proud to be a part of a board that has seen fit to accept that challenge.
Our initiative could hardly have received a higher endorsement when the Minister recently announced her own plan for a
Health 2040 projection.
7ELOOKFORWARDTOWORKINGWITHTHE-INISTERANDTHE6ICTORIAN'OVERNMENTINTHISVITALWORK
To your health,
Adjunct Professor Vernon Knight AM JP
Chair, Mildura Base Hospital Community Advisory Board
CHAIRMAN: VERNON ANDREW KNIGHT AM JP
Vernon previously served as the Chair of the new Mildura Base Hospital from 2000 to
(EHOLDS$EGREESAND$IPLOMASIN3OCIAL7ORKAND9OUTH7ORKANDAN!DJUNCT
Professorship of La Trobe University.
Vernon is currently the CEO of Mallee Family Care, a community based agency which
employs close to 300 staff in a wide range of health and human services. Those services
INCLUDE#OMMUNITY-ENTAL(EALTH$ISABILITY4RAINING%MPLOYMENTAND2ESPITE#ARE
and Early Intervention Services for Pre-school Children with Multiple Disabilities. Awards
include Membership of the Order of Australia, the Australian Centenary Medal, Equity
Trustees CEO Long Term Achiever and a Paul Harris Fellow. He is married with six children.
MRS ADA PETERSON
Ada Peterson is employed at Mallee District Aboriginal Services in the role of Manager of
Community and Housing.
Ada attended the Red Cliffs High School and later completed a Diploma in Community
Education at RMIT Melbourne. Her qualifications include a Certificate in Business
Administration, Critical Incident Stress Debriefing and Management Training Course, Basic
Koori Counselling and DHS Child Protection and Youth Justice Professional Development
5NIT"EGINNING0RACTICEIN#HILD0ROTECTION
Ada has been actively involved in a number of organisations in Mildura including the
Director Mildura Aboriginal Corporation- Secretary, Convener Mildura Aboriginal
Network, Chairperson Mildura Rural City Council Aboriginal Action Committee, LMML
Advisory Committee, LMARG, Interdepartmental Committee Mildura.
SR. MARION MCDONALD
Sister Marion McDonald is a member of the Institute of Sisters of Mercy of Australia &
Papua New Guinea and is currently the Parish Leader of the Catholic Parish of Our Lady’s
in Merbein. Sr. Marion has years of experience in educational leadership and pastoral
ministry.
Sr. Marion has completed TPTC at Mercy College, Certificate in Education Administration,
$IPLOMAIN4EACHINGPRIMARY"ACHELORIN4HEOLOGYAND'RADUATE$IPLOMAOF3OCIAL
Science.
Sr. Marion is currently a member of the Chances for Children Selection Committee and a
member of the Mildura Base Hospital Ethics Committee
MR JOHN TESORIERO
*OHN4ESORIEROISCURRENTLY#HAIROFTHE"OARDOF$IRECTORSOF,OWER-URRAY7ATERAND
until recently, Project managed the development of a business case for the Sunraysia
Irrigation Modernisation Project for the Mildura Development Corporation.
*OHNHASEXTENSIVEEXPERIENCEINTHEWATERINDUSTRYINCLUDING'ENERAL-ANAGER7ATER
3UPPLYFOR3OUTHERN2URAL7ATER#HIEF%XECUTIVE/FlCEROFTHE&IRST-ILDURA)RRIGATION
4RUSTAND'ENERAL-ANAGER7ESTERN-URRAY)RRIGATION
John is a former Chairperson of the Murray Valley Citrus Board and was previously the
Chief Executive Officer of that organisation.
John previously served on the Mildura Base Hospital Board between 1991 and 1993. He
HASA'RADUATE$IPLOMAOF"USINESS!DMINISTRATIONANDISAMEMBEROFTHE!USTRALIAN
Institute of Company Directors
11
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MR GARY NALDER
Gary is the Director of Corporate and Compliance at Mallee Family Care and has extensive
experience in Business Management.
Gary has completed an Advanced Certificate in Accounting, Certificate in Financial Services
and Company Director Course - Australian Institute of Company Directors.
Gary is a Board member of Sun Assist Volunteers Helpers Inc and member of the Chances
for Children Management Committee.
ASSOC. PROF FIONA WRIGHT
Fiona is Director of the Monash University School of Rural Health in Mildura. Prior to this,
Fiona was a GP registrar in Mildura, as well as Medical Director at Mildura Base Hospital.
Fiona has completed MBBS and BHSc and is a member of the Australian Institute of
Company Directors. She also serves on the Board of the Lower Murray Medicare Local.
MR GERALD PURCHASE
Gerald Purchase was born, raised and educated in South Africa. He holds a Master’s
$EGREEIN#LINICAL0SYCHOLOGY2HODES!FTERLECTURINGAT5NIVERSITYHEEMIGRATED
to Australia, settling in Mildura. After ten years with the Victorian Department of Health
working with young children, he went into private practice. His current research interest in
Neurofeedback.
MRS GAYLE DANSON
Gayle Danson is the Service Development Officer at Sunassist Volunteer Helpers Inc. and
has lengthy experience within the Disability and Aged Care Sectors.
She has been elected onto the Executive of the Northern Mallee Primary Care Partnership
for the last nine years
Gayle completed the Company Directors Diploma from the Australian Institute of
#OMPANY$IRECTORS#OLLABORATIVE#ASE-ANAGEMENTCOURSEAT5NIVERSITYOF7OLLONGONG
and has undertaken a range of short course within the disability sector. Gayle also has
both teaching and librarian qualifications.
Gayle has been elected Director of MADEC Australia for the last five years, a member of
the MADEC Audit and Risk Committee, Convenor of the MADEC Building and Facilities
Committee and Convenor of the MADEC Nominations Committee.
MR DANE HUXLEY
Dane Huxley is Chief Executive Officer of Mildura Base Hospital which is a privately
operated public Hospital. He has extensive public and private Hospital experience.
Dane was born in Melbourne and was educated at Monash University where he obtained
a Bachelor of Arts and a Masters in Business Administration.
Dane has been actively involved in a number of organisations in Mildura and has held
positions as Chairman of the Northern Mallee Primary Care Partnership, Chairman of
the Mildura Rural City Council Audit Committee, Chairman at the Mildura Development
#ORPORATION#HAIRMANOFTHE-ILDURA7ENTWORTH!RTS&ESTIVALANDISCURRENTLY#HAIRMAN
of the Project Control Group for the Sunraysia Modernisation Project.
Statement of Priorities
The Victorian Government’s priorities and policy directions are outlined in the Victorian Health Priorities
Framework 2012–2022.
In 2014–15 Mildura Base Hospital will contribute to the achievement of these priorities by:
Priority
Developing a system that is
responsive to people’s needs
Action
Hospital Deliverable
Achievements
s)$EVELOPANORGANISATIONAL s$EVELOPANDIMPLEMENTAN s)#5%NDOF,IFE#ARE0OLICY
policy for the provision
organisational wide End
and pathway introduced
of safe, high quality end
of Life Care policy by June
2014. Organisational wide
of life care in acute and
2015.
policy delayed and awaiting
subacute settings, with
release of the Victorian
clear guidance about the
End-Of-Life-Care Plan
role of, and access to,
AND0ATHWAYANTICIPATED
specialist palliative care.
December 2015 release.
s)MPLEMENTAN
organisation-wide policy
for responding to clinical
and non-clinical violence
and aggression by
patients, staff and visitors
INCLUDINGCODEGREYTHAT
aligns with department
GUIDANCE
s(OSPITAL3AFETYAND
Security Committee
developed June 2014
s)MPLEMENTORGANISATION
wide policy (including
#ODEGREYBY*UNE
s)MPLEMENTFORMALADVANCE s$EVELOPLOCAL3TEERING
Group including local
care planning structures
community, aged care
and processes, including
and GP representatives by
putting into place a
October 2014.
system for preparing
and/or receiving, and
s)MPLEMENTORGANISATIONAL
documenting advance
wide policies supporting
care plans in partnership
Advanced Care Planning
with patients, carers and
by June 2015 as per the
substitute decision makers.
Department of Health
Advance care planning:
have the conversation
strategy 2014-2018
s%NGAGEWITHLOCALSERVICE
systems to support
integrated client care
and service continuity for
people affected by mental
illness.
s/RGANISATIONWIDE#ODE
Grey policy implemented
July 1, 2015.
Maintain engagement with
local services identified
through the:
s3TEERING'ROUP
commenced 2014.
s/RGANISATIONAL!DVACED
Care Planning Policy
implemented February
2015.
s0ROJECT/FlCERAPPOINTED
September 2015 to lead
implementation.
s!CHIEVEDANDMAINTAINED
s.ORTHERN-ALLEE-ENTAL
Health Alliance Network
s)NTERDEPARTMENTAL
Committee Meeting
s0ARTNERS)N2ECOVERY
Initiative
s(EADSPACE#ONSORTIUM
s0!2#/PERATIONAL'ROUP
s6ICTORIAS6ULNERABLE
Children’s Partnership.
Improving every Victorian’s
health status and
experiences
s/PTIMISETIMELYACCESSTO
specialist care through the
implementation of the
Access Policy for Specialist
Clinics in Victorian Public
Hospitals.
s$EVELOPANDIMPLEMENTAN s)MPLEMENTED.OVEMBER
2014
Access Policy for Specialist
Clinics by June 2015.
s5SECONSUMERFEEDBACK
to improve person and
family centred care,
health service practice and
patient experience.
s-ENTAL(EALTH#ONSUMER
and Carer representatives
are included on
governance committees by
December 2014.
s!CHIEVED
13
14
Priority
Expanding service, workforce
and system capacity
Increasing the system’s
financial sustainability and
productivity
Action
cont.
Deliverable
Achievements
s)MPROVECONSUMER
participation through the
implementation of MBH
Community Engagement
Plan by Oct 2014.
s#OMMUNITY%NGAGEMENT
Plan developed and
endorsed by CAB August
2014.
s)DENTIFYSERVICEUSERS
who are marginalised
or vulnerable to poor
health, and develop
interventions that
improve their outcomes
relative to other groups,
for example, Aboriginal
people, people affected by
mental illness, people at
risk of elder abuse, people
with disability, homeless
people, refugees and
asylum seekers.
s2EVIEW)#!0PLANBY
December 2014
s!CHIEVED
s$EVELOPANDIMPLEMENTA
workforce immunisation
plan that includes preemployment screening and
immunisation assessment
for existing staff that work
in high risk areas in order
to align with Australian
infection control and
immunisation guidelines.
s2EVIEWANDSTRENGTHEN
Pre-Employment Health
Screening and Immunity
Requirements Policy to
ensure compliance by
December 2014.
s0LANTOIMPLEMENT
MultiPrac employee
database, delayed
implementation
due to software
configuration, anticipated
implementation 2016.
s3UPPORTEXCELLENCEIN
clinical training through
productive engagement in
clinical training networks
and developing health
education partnerships
across the continuum of
learning.
s-AINTAINESTABLISHED
links with the Clinical
Training Network, Monash
University and LaTrobe
University to support
clinical training in priority
areas including nursing,
medical and allied health.
s!CHIEVED
s)NCREASEEMPLOYMENT
of Aboriginal people in
mainstream health services
in line with the strategic
objectives of Koolin Balit:
Victorian Government
strategic directions
for Aboriginal Health
2012–2022 and Karreeta
Yirramboi workforce
participation targets.
s&ACILITATE!BORIGINAL
Employment participation
target of 1% met by June
2015.
s!CHIEVED.OVEMBER
s)DENTIFYAND)MPLEMENT
practice change
to enhance asset
management.
s2EVIEWCURRENTASSET
management practices
and implement an asset
management register by
June 2015.
s!CHIEVED
s-ILDURAHEADSPACE#ENTRE
opened by late 2014
s&UNCTIONALBRIEF
development and site
selection for PARC unit by
late 2014
s!BORIGINAL(EALING#ENTRE
development completed
by March 2015.
s/PENED-ARCH
s!CHIEVED&EBRUARY
s$ELAYEDCONSTRUCTION
completed November
2015.
Priority
Implementing continuous
improvements and
innovation
Action
s$RIVEIMPROVEDHEALTH
outcomes through a
strong focus on patientcentred care in the
planning, delivery and
evaluation of services,
and the development of
new models for putting
patients first.
cont.
Deliverable
s2EVIEWCURRENT0ATIENT
Flow/Discharge Planning
processes to develop and
implement patient-centred
strategies for improvement
by June 2015.
s0ATIENT&LOW3TEERING
Committee established
including consumer
representation from
August 2014.
Achievements
s0ATIENT&LOW3TEERING
Committee established
and implemented:
– Transit Lounge
– Revised Access and
Demand Policy
– Monthy demand
reporting
– Fracture Clinic redesign
– Patient Journey Boards
– Medical ward rounds
review
– Multidisciplinary
discharge planning
meetings
Increasing accountability &
transparency
Improving utilisation
of e-health and
communications technology.
s5NDERTAKEANANNUAL
Community Advisory
Board assessment to
identify and develop
board capability to
ensure all board members
are well equipped to
effectively discharge their
responsibilities.
s!LIGNROLESOF#OMMUNITY
Advisory Board members
to priorities identified
in the Community
Engagement Plan by
October 2014.
s9ETTOBEACHIEVED
s2EVIEWMEMBERSHIPOF
to ensure gender and age
equity and representation
of key health service user
groups by June 2015.
s!CHIEVEDNEW
appointments to
endorsed September 2015.
s%NSURETHATGENDER
sensitivity and women’s
safety are key principles
in the delivery of mental
health and alcohol and
drug services.
s#OMPLETESECURITYWORKS
in the MH inpatient unit
by June 2015 to comply
WITHTHE3AFETYOF7OMEN
in Mental Health Care
Initiative
s!CHIEVED-ARCH
s4RAINTHETRAINER'ENDER
Sensitivity course
completed June 2014 –
hospital wide education to
be implemented by June
2015.
s'ENDER3ENSITIVITY4RAIN
the Trainer course achieved
June 2014. Hospital wide
education delayed due to
extended leave of trainer,
to be implemented 2016.
s4RIALIMPLEMENTAND
evaluate strategies that
use e-health as an enabler
of better patient care.
s%VALUATEANDIDENTIFYNEW
PAS system and commence
implementation by June
2015.
s!CHIEVEDCONTRACT
completed and
implementation project
commenced August 2015.
s5TILISETELEHEALTHTO
better connect service
providers and consumers
to appropriate and timely
services.
s(!204ELEHEALTH0ROJECT
completed by June 2015.
s!CHIEVED
15
16
Victorian Services Performance Report
The Department of Health works with Victorian health services to achieve healthcare that is highly reliable, delivered in
partnership with consumers and is based on the best information and evidence, in order to deliver safe, efficient and effective
healthcare to the community.
These reports are generated from the standard statistical information collected by all Victorian Victoria’s public hospitals and
health services.
Detailed reporting data is available at:
http://performance.health.vic.gov.au
Total number of patients admitted to hospital
Jul - Sep 2014
Oct - Dec 2014
Jan - Mar 2014
Apr- Jun 2015
4761
4698
4561
5231
Patients admitted for same day treatments
Jul – Sep 2014
Oct - Dec 2014
Jan - Mar 2015
Apr- Jun 2015
2778
2784
2772
3178
Total number of patients attending emergency department
Jul - Sep 2014
Oct - Dec 2014
Jan - Mar 2015
Apr- Jun 2015
6961
7258
6780
7040
Total number of emergency patients admitted
Jul - Sep 2014
Oct - Dec 2014
Jan - Mar 2015
Apr- Jun 2015
1265
1197
1084
1489
Emergency department patients treated within time
All patients attending emergency departments are “triaged” or assessed for urgency. Five triage categories have been
established by the Australasian College of Emergency Medicine. These categories indicate the desirable time with which
patients should be treated. This report shows the total number of emergency department patients who were treated within
national triage category desirable treatment times.
01 July 2014 - 30 June 2015
Jul - Sep 2014
Oct - Dec 2014
Jan - Mar 2015
Apr - Jun 2015
Jul - Sep 2015
Total emergency department Category 1
patients treated immediately
29
33
26
31
21
patients treated within 10 mins
481
505
529
522
492
patients treated within 30 mins
2,301
2,292
2,078
2,320
2,513
patients treated within one hour
3,126
3,327
3,104
3,042
3,238
patients treated within two hours
1,024
1,101
1,043
1,125
1,077
Total
6,961
7,258
6,780
7,040
7,341
Mental Health Services
Service hours provided to consumers of community mental health services
01 July 2014 - 30 June 2015
Jul- Sep 2014
Oct - Dec 2014
Jan - Mar 2015
Apr - Jun 2015
4026
4071
3807
3679
17
18
Managing Risk
Mildura Base Hospital has continued to utilise the
6ICTORIAN(EALTH)NCIDENT-ANAGEMENT3YSTEM6()-3IN
collaboration with Ramsay Health Care and the Victorian
Department of Health.
VHIMS provides the hospital with a standard electronic
METHODWHICHISUSEDWITHINALL6ICTORIANPUBLICHOSPITALSOF
reporting, recording and tracking incidents that occur within
THEHEALTHSETTING2ISK-AN4HISENSURESTHATIFTHINGSGO
wrong, the hospital has a procedure in place for reporting
and managing clinical incidents.
All clinical incidents and near misses are reported into
the RiskMan database which promotes timely and effective
communication and subsequent review of incidents/events.
Your feedback can help us understand and address issues
we otherwise might not know about. Feedback is utilised
as an opportunity to improve service and performance, and
ultimately our consumers experience.
All feedback is reported to the highest level of governance in
the organisation, including the Community Advisory Board. Your
feedback is also provided to our staff to ensure the ongoing
service we provide will meet the expectations of the hospital
management and our patients, their families and carers.
Compliments and complaints received
(July 2014 - June 2015)
VHIMS not only encourages the collection of relevant
details about clinical incidents, but also ensures that
pertinent strategies/initiatives are undertaken to ensure
patient safety is maintained and that any identified issues
are addressed to prevent and/or minimise the likelihood of a
similar incident occurring again.
Managing Risk
Mildura Base Hospital continues to utilise the Victorian
(EALTH)NCIDENT-ANAGEMENT3YSTEM6()-3IN
collaboration with Ramsay Health Care and the Victorian
Department of Health.
VHIMS supports a standardised, electronic collection and
analysis of incident data. It allows the hospital to not only
gain an understanding of the type, frequency and severity of
incidences, and equally important recognize any contributing
factors.
As with incident notification, the hospital also utilises the
6ICTORIAN(EALTH)NCIDENT-ANAGEMENT3YSTEM6()-3TO
record and monitor reported patient/consumer feedback
COMPLIMENTSANDCOMPLAINTS4HE2ISK-ANDATABASE
&EEDBACKMODULEOF6()-3ENABLESELECTRONICRECORDING
of feedback details, the seriousness/severity of the feedback
and the outcome for the patient/consumer. This provides a
streamlined approach to ensure that feedback is recorded,
investigated and followed up in a timely manner and provides
an appropriate resolution to the patient/consumer. It also
allows the hospital to effectively report and track feedback
received. The hospital’s reporting processes also ensures that
monthly reports are provided to the hospital’s Executive Team
and Community Advisory Board.
Anyone with concerns or unhappy with their healthcare,
can speak with a staff member who is directly involved with
the provision of care as soon as possible. Speaking up about
concerns will not impact on care or treatment, and allows staff
to respond and resolve concerns as soon as possible.
The information obtained from VHIMS is utilised to identify
improvement strategies and share any lessons learned, with
the aim to ensure patient safety at all times.
During 2014/2015, clinical related incidences accounted
FOROFALLREPORTEDINCIDENCESWHILETHENONCLINICAL
RELATEDINCIDENTS/(3AND(AZARDSREPRESENTEDOFALL
reported incidents.
5SINGTHESTANDARDISED6()-3INCIDENTSEVERITYRATING)32
score to categorise incidents, the hospital had the following
incidents reported:
s
s
s
s
Severe = 1% clinical incidents
Moderate = 4% clinical incidents
Mild = 64% clinical incidents
No harm/Near miss = 24% clinical incidents.
Feedback (Complaints and Compliments):
Our Aim:s4OPROVIDEAQUALITYSERVICEs4OPROVIDETHEBEST
CAREFORYOUs4OKEEPIMPROVING
7EAPPRECIATEALLFEEDBACKABOUTTHESERVICESTHATWE
provide and the manner in which they were delivered.
All clinical areas and departments within the hospital have
designated staff who form part of the health care team. Each of
these areas has the following staff:
7ARD.URSEANURSEWILLBEALLOCATEDTOAPATIENTSCAREEACHDAY
!SSOCIATE.URSE5NIT-ANAGEROR4EAM,EADER.URSE5NIT-ANAGER
OR-ANAGER!CCESS-ANAGEROR!FTER(OURS(OSPITAL#OORDINATOR
*UNIORMEDICALSTAFF)NTERNSAND2EGISTRARS#ONSULTANTMEDICALSTAFF
If they cannot resolve your concerns, or if you are unhappy with
the information or response provided, you can formalise your
concerns by providing formal feedback.
Patients at MBH have the opportunity to complete a brochure
titled “Tell us about your experience – Patient/Consumer
Feedback”. The brochure provides some basic information
about who our patients and /or families may talk to if they
have any concerns or are unhappy about any aspect of their
healthcare. The brochure also provides some more specific
details about how to provide formal feedback to the hospital,
which may be either a compliment, suggestion or complaint.
Reportable Information
Compliments & Donations
7ERECEIVEDCOMPLIMENTSIN4HE(OSPITALWELCOMESOPENCOMMUNICATIONANDSEEKS
FEEDBACKFROMOURCLIENTSTOASSISTINTHEIMPLEMENTATIONOFQUALITYIMPROVEMENTPROCESSES7EALSO
received 26 financial donations from various community members and organisations. In 2014/15 MBH
also received 21 Monetary Donations totalling $55,426.01 and no donation/s in kind.
Occupational Health & Safety
A strong safety culture exists within all areas of Mildura Base Hospital. The hospital complies with the
Occupational Health and Safety Act 2004.
Mildura Base Hospital monitors safety through management systems to ensure the safety and wellbeing
of consumers, patients, staff, visitors and contractors.
All safety matters are reported to the Occupational Health and Safety Committee, which reports to the
Executive team.
The OH&S department generates accurate and comprehensive reports to enable monitoring of the
Hospital performance at an organisational level.
Fire Audit Compliance
Fire Audits were completed at Mildura Base Hospital and met all relevant standards.
Whistleblowers Protection Act
Mildura Base Hospital received no disclosures for 2013/2014.
The purpose of the Act is to encourage and facilitate the making of disclosures of improper conduct by
public officers and public bodies.
Freedom of Information Requests
In the financial year period 2014-2015, we received 253 requests for information under Freedom of
Information and I am pleased to report that all information was provided within the 45 day period
specified under the FOI Act.
Sub Contracts
7ECONlRMTHATUNDERCOFTHE!MENDEDAND2ESTATED-ANAGEMENT!GREEMENTTHATNOMATERIAL
sub-contracts have been entered into since the Hospital opened. The following list constitutes the
major sub-contracts:
s
Chemtronics Biomedical Engineering – Biomedical Engineering
s
Country Fire Authority – Fire Equipment Maintenance
s 3UNRAYSIA7ASTEn(OSPITAL7ASTE
s
Spotless Linen – Hospital Linen Services
s
BOC Gases – Medical Gasses
s
VIOP and Tekace - PABX System
s
St John of God Health Care Inc – Pathology Services
s
Mildura Medical Imaging Services – Radiology Services
s
AE Atherton – Steriliser Maintenance
s
Health Technologies – Vital Patient Management System
s
Schneider – Building Management Systems.
19
20
Visiting Medical Officers
DENTISTRY
MEDICINE
Dr Paul Danenberg
Dr Jayant Kapoor
Dr Paul Nakhla
Dr Michael Robinson
Dr Daniel Tankard
Dr Terry Cook
Dr Alan Soward
ORAL /
MAXILLOFACIAL
SURGERY
OBSTETRICS /
GYNAECOLOGY
Dr Kevin Spencer
Dr Timothy Probert
Dr Stephen Gibbons
RADIOLOGY
Dr Lloyd Hale
Assoc Prof Ian Pettigrew
Dr Kimberley Sleeman
Dr Christopher Barry
GENERAL PRACTICE
ORTHOPEDIC SURGERY
Dr John Buckley
Dr Aqeel Chalabi
Dr John Dyson-Berry
Dr Gerald Murphy
Dr Brian Murphy
$R!NTHONY7ELLER
Mr Douglas Gardiner
SURGERY
PATHOLOGY
Mr Kevin Chambers
Dr Irene Kaiboni
Mr Salim Chaloob
DEMATOLOGY
Dr Owen Harris
UROLOGY
Dr Peter Liodakis
Dr Peter Milne
Dr Alex Cato
VASCULAR SURGERY
Mr Peter Milne
Dr Michael Shepherd
Dr Michael Petrucco
Staff Consultants
ANAETHESIA
$R!LISON7ALKER Dr Thara Ramkumar
Dr Antony Parakkal
Dr Tushar Indulkar
Dr Kumari Santhi
MEDICINE
EMERGENCY MEDICINE
Dr Dan Turner
$R-ARK7ADSWORTH
Dr Arvind Byka
Dr John Russell
Dr Vasant Mani
Dr Divy Dua
Dr Alok Gupta
MEDICAL ONCOLOGY
Dr Divy Dua
OBSTETRICS /
GYNAECOLOGY
Dr Shabana Kapadia
Dr Raj Kumarasamy
ORTHOPAEDIC
SURGERY
SURGERY
$R7ILLARD"EPETE
Mr Ali Estakhri
Mr Rotimi Afolabi
PAEDIATRICS
ENT SURGERY
Dr Lakshman Doddamani
Dr Chellam Kirubakaran
Dr Paul Tembo
Dr Peter Van Vuuren
PSYCHIATRY
Dr Jenny Majoor
Dr Hieu Pham
Hospital Medical Officers
Registrars
Dr Tendayi Kombora
Dr Lavanya Duggirala
Dr Lucy Haymes
Dr Daniel Edge
Dr Mina Nessim
Dr Dharminder Singh
Dr Mahima Indulkar
Dr Nicole Edge
Dr Aseel Marioud
Dr Mohammad Jawad
Dr Christine Lunney
Dr Sima Rezazadeh
Dr Marne Estacio
Dr Saika Sabrin
Dr Amin Rashid
Dr Ashwini Enigo
Dr Sowmiyaa
Purushothaman
Dr Raeed Mustafa
Dr Deepa Venugopal
Dr Mou Rashid Bose
Dr Pradeep Sekar
Dr Omar AbdelRahman
Dr Erin Kelly
Dr Ceu Cung
Dr Anirban Rashid
Dr Zoran Radovic
Dr Sadia Uzair
MBH Interns
Dr Travis Taggert
Dr Malini Bose
Dr Hsieh Ghan
Dr Graham Lai
Mildura Base
Hospital Staff
MENTAL HEALTH SERVICES
Chief Executive Officer – Mr Dane Huxley
-ANAGEROF#OMMUNITY3ERVICESn3TEVEN#ARR!CTING
MEDICAL SERVICES
Nurse Unit Manager, Mental Health Inpatient Unit – Ed Tracey
$IRECTOROF-EDICAL3ERVICESn$R!LISON7ALKER
Team Leader: CATT Team – Tom Sutcliffe
Director of Emergency Department – Dr Dan Turner
4EAM,EADER#ONTINUING#AREn-ELISSA+ENNELLY!CTING
$IRECTOROF!NAESTHESIAn$R!LISON7ALKER
Manager Child and Youth Mental Health Services
– Kathy Crouch
CLINICAL SERVICES
Director of Nursing – Simone Heald
!SSOCIATE$IRECTOROF.URSING#LINICALn#LAIRE%ATON
!SSOCIATE$IRECTOROF.URSING#OMMUNITY3ERVICES
n!NGELA)MMSUNTIL*UNE
Perioperative Services Manager – Katrina Allen
General Manager: Performance Improvement – Janet Hicks
Clinical Consultant Infection Control – Liz Hume (until March
$IRECTOROF-ENTAL(EALTHn"ELINDA0AVILACH!CTING
Clinical Director of Mental Health Services
– Dr Jennifer Majoor
Associate Director of Nursing – Chris Hermans
Manager Aged Persons Mental Health Services
– Leesa Bradshaw
NURSE UNIT MANAGERS (NUM)
Emergency Department – Mrs Leanne Dellar
Intensive Care Unit – Mrs Sue Hale
-ATERNITY3ERVICES7ARDn2ACHEL-C$OWALL#HEREE*UKES
0AEDIATRICS-EDICAL7ARDn2OS2OBERTS
-EDICAL3URGICAL7ARDn+RISTJAN(OBBS
Clinical Consultant Infection Control – Kaye Gathercole (from
-ARCH
2EHAB!GED#ARE7ARDn$EANNE-ATOTEK
CORPORATE SERVICES
#HEMOTHERAPYn.ARELLE7ADSWORTH
Director of Corporate Services – Julia Morgan
Finance Manager – Adam Stevenson
Network and Systems Administrator – Greg Orr
Health Information Services Manager – Sharon Smith
Supply Services Officer – Rod Moore
Renal Dialysis – Lynn Pike
HOSPITAL COORDINATORS
!CCESS-ANAGERn!NNETTE7ILSON
Hospital Coordinator – Annie Lynch
Hospital Coordinator – Jill Nihill
Hospital Coordinator – Sianne Nicholds
SUPPORT SERVICES
Hospital Coordinator – Julie Holland
General Manager: Resources & Facilities – Mr Don Palazzo
Hospital Coordinator – Kris Hopkins
Hotel Services Manager – Mr David Grenfell
(OSPITAL#OORDINATORn2ICHARD7ILKE
Maintenance Officer – Mr Barry Jemmeson
We ta ke p
rid
in our work e
a nd
actively se
ek
wa ys of do
ing
thing s bett
er.
21
22
Attestation of Data Integrity
I, Dane Huxley certify that Mildura Base Hospital has put in place appropriate internal controls
and processes to ensure that reported data reasonably reflects actual performance. Mildura Base
Hospital has critically reviewed these controls and processes during the year.
Dane Huxley
Attestation of compliance with Australian/
New Zealand Risk Management Standard
I, Dane Huxley certify that Mildura Base Hospital 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 Executive Management Committee verifies this assurance and that the risk profile
of Mildura Base Hospital has been critically reviewed within the last 12 months.
Dane Huxley
23
24
MILDURA BASE HOSPITAL (OPERATOR)
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 30 JUNE 2014
2014
$
2013
$
Receipts
Operating grants from government
Patient fees
GST recovered from ATO
Other
100,694,681
4,076,422
2,520,860
1,837,184
90,121,043
3,517,367
2,756,804
845,022
Payments
Employee benefits paid
Fees for service - Medical Officers
Payments for supplies and consumables
GST paid to ATO
Other
NET CASH FLOWS FROM OPERATING ACTIVITIES
(52,351,920)
(12,354,377)
(14,077,894)
(9,113,279)
(14,099,185)
7,132,492
(50,279,273)
(12,962,196)
(13,896,715)
(7,817,314)
(12,156,366)
128,372
-
-
(7,135,838)
(7,135,838)
(128,472)
(128,472)
NET DECREASE IN CASH HELD
(3,346)
(100)
CASH AT BEGINNING OF YEAR
2,475
2,575
CASH AT END OF YEAR
(871)
2,475
CASH FLOWS FROM OPERATING ACTIVITIES
CASH FLOWS FROM INVESTING ACTIVITIES
CASH FLOWS FROM FINANCING ACTIVITIES
Advance of funds to related parties
NET CASH FLOWS USED IN FINANCING ACTIVITIES
3
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
Working with the community
to achieve the best health outcomes
MILDURA BASE HOSPITAL
Ontario Avenue,
Mildura Vic 3500
Telephone (03) 5022 3333
Facsimile (03) 5022 3228
www.ramsayhealth.com.au
A MEMBER OF THE RAMSAY HEALTH CARE GROUP

2014 - 2015 - Mildura Base Hospital

Transcription

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