ANNUAL REPORT 2019 Our Journey

WE CARE about creating a healthy community

Gold was discovered in Omeo, dramatically

1851 changing the isolated communities of Omeo, Swifts Creek, Ensay and Benambra bringing an influx of new residents and visitors.

The Omeo District Provision of care for Bushfires that

Hospital was the sick and injured devastated the

1891 incorporated in 1894 commenced in August 1939 surrounding towns and November to service a 1894 until the landscape also destroyed growing community. devastating 1939 the original building bushfires that

destroyed the original building.

A new 19 bed hospital The acute service was Following further was built on the Easton reduced to twelve reviews and funding

1940 1990 1993 Street site. beds. changes in September, the number of beds were reduced to 4 acute beds, 1 emergency room and 10 nursing home places.

In July, the On the 9th of The High Country Men’s

construction of a December the full Shed official opening 22nd July 2012. Project funded 1997 purpose built four-bed 2005 redevelopment of the 2012 hostel was completed. existing hospital by Victorian Department of buildings and service Planning and Community Development, Men’s Shed

areas was completed Program and in partnership and officially opened. with the CFA Victoria.

ODH Community Gym in The Aged Care Harvest Exchange Omeo opened March redevelopment is launched in February

2012 2012. Additional sites 2015 completed with all 2016 2016. An initiative of the include Swifts Creek residents having Omeo Region Healthy (May 2013) and ensuite single rooms. Food Futures ‘Grow, Benambra (April 2017). Share, Create’ Project.

Omeo District Health

Table of Contents

Our Journey...... Inside front cover Our Vision ...... 2 Our Mission ...... 2 Our Values – WE CARE ...... 3 Our Strategic Plan ...... 3 Our Services ...... 4 Our Board ...... 5 Our Year in Review ...... 8 Report of the Chair of the Board and Chief Executive ...... 9 Clinical Services Report ...... 12 Community Services Report ...... 13 Support Services Report ...... 15 Medical Centre Report ...... 17 Our People ...... 17 Our Executive Team ...... 19 Organisational Chart ...... 20 Attestations ...... 21 Statement of Priorities – Part A ...... 22 Statement of Priorities – Part B ...... 29 Statement of Priorities – Part C ...... 30 Summary of Financial Results ...... 31 Statutory Compliance ...... 32 Additional Information ...... 34 Disclosure Index ...... 35 Independent Auditor’s Report ...... 37 Financial Statements (incl explanatory notes & declaration) ...... 39

1 Omeo District Health is established under the Health Our Vision Services Act 1988. WE CARE about creating a healthy community

The responsible Ministers during the reporting period were: The Honorable Jill Hennessy MP, Our Mission Minster for Health and Minister for Ambulance Services 01/07/2018 – 29/11/2018 To promote and enhance the health and wellbeing of the people of the East Gippsland High Country Jenny Mikakos, Minister for

Health and Minister for Ambulance Victoria 29/11/2018 – 30/06/2019 Acknowledgement of Country The Honorable Martin Foley MP, Minister for Mental Health Omeo District Health acknowledges the traditional owners of the 01/07/2018 – 30/06/2019. lands on which we operate. We recognise and respect their cultural heritage, beliefs and relationship with the lands. We pay our respects to Elders both past and present and thank them for their contribution to our health service.

Cover image: Snow in Omeo- In this Diversity photograph you can see the sun Omeo District Health is committed to diversity in the workplace and rise from behind our Medical to culturally safe and LGBTQI-inclusive practice. Omeo District Centre and onto our gardens. Health fosters an inclusive environment that accepts each individual’s differences, embraces their strengths and provides opportunities for all staff to achieve their full potential. Our staff understand and respect the differences in religion, race, ethnicity, cultural values, gender and thinking styles and embrace this in all aspects of the care we provide.

Omeo District Health 12 Easton Street PO Box 42 OMEO VIC 3898

Telephone : 03 5159-0100 Facsimile: 03 5159-0194 Email: [email protected] ABN: 24 479 149 504

2 Our Values – WE CARE

Wellbeing Maintain a healthy balance of work, rest and play

Empathy Show compassion and understanding for the perspectives and experiences of others Creativity Encourage new ideas, explore ways to innovate

Accountability Act with integrity. Take responsibility for our decisions and actions

Resourcefulness Be responsive in overcoming challenges and changing circumstances

Excellence Expect, recognise and reward excellence

Our Strategic Plan

Every three – five years we develop a Strategic Plan that reflects our vision, defines our mission, encapsulates our values and details how we will deliver our objectives. Our Strategic Plan for 2018 to 2023 contains six pillars which each contain Key Objectives.

Healthy Community People & Culture Effective Governance

Reach out to our local rural Build a highly engaged and Create a comprehensive & community in the planning and skilled team of health care accessible governance delivery of our services. professionals and volunteers framework that ensures  Formal & simple structures with a commitment to creating a compliance with our legislative, are established to seek culture of achievement and ethical & statutory obligations. broader community service excellence.  Effective corporate & clinical consultation, engagement, governance frameworks are volunteering & participation;  Recruit, retain & develop key talent; in place;  Plan services around existing  A structured program for  Integrated systems & & emerging community frameworks are in place to needs & demands, the reward & recognition of participate in community excellence in achievement & support effective decision events & introduce regular behaviour is in place; making across all functions; periodic assessments of  Create a constructive culture  Formalised assessments in performance; reflective & demonstrative place to review performance  Targeted promotion of of our core values where of Board & its committees. available services through safety is paramount. the use of print & online Collaborative Partnerships platforms. Sustainable Services Invest in strategic partnerships

Develop a fully sustainable & alliances that allow us to Quality Care & Safety health care service model to achieve better outcomes for our Deliver first class care to our fund future growth & service. clients, community and key investment in new markets &  Seek & nurture alliances stakeholders. emerging technologies. where common objectives  Evidence based models of  A structured & considered exist; care are in place to ensure prioritisation processes in  Promote a reputation of excellent client outcomes; place to assist in the best collaboration with  A person centred approach utilisation of resources; organisations & individuals; underpins our models of  Adopt a diversified & agile including community care aligned with our rural funding approach; groups, who wish to assist context; us in achieving our strategic  Fund new & alternate goals;  Consistent and safe delivery models of care to meet the Review & ensure all formal of all services at a level that needs of our community.  meets government & agreements are relevant & community standards; in place.

3 Our Services

Omeo District Health provides broad-based health and support services to Omeo, Benambra, Swifts Creek, Ensay, Dinner Plain and surrounding districts.

Acute Care Medical Services Allied Health &  4 Acute beds for general  Omeo Medical Centre Community medical care Services  Urgent Care Centre Dental Services  Chronic Disease Residential Aged  Royal Flying Doctors Management, Service  Diabetes Education Care o Public Dental Services  Counselling / Social Work o  10 High Level Care Beds Private Dental Service  Dietetics

 4 Low Level Care Beds  Podiatry Use of the Facilities  Foot Care  Diversional Therapy  Health Promotion and  Respite Care  Community Group Meetings Education  Virtual Visiting program for  Information and Referral Residents  Swifts Creek Community Centre  Occupational Therapy  Gentle exercise program for Residents  Physiotherapy Ancillary Services  Speech Pathology  Youth Program District Nursing  Radiology  Allied Health Assistant  Pathology Services  Community Transport  Volunteer Program  Equipment Hire Sub-Acute Care  Home Visiting  Community Gym and Exercise Classes  Post-Acute Care Program  Rehabilitation  Pre-employment physical  Respite Care  Transitional Care Programme testing program service  Post Discharge Support  In-venue child day care  Transitional Care program program in the community Visiting Services

 Continence Service Supporting Home and  Wound Consultant Portfolios Community Care  Cardiologist  Gerontology Nurse  Administration  Domestic Assistance Practitioner  Food & Environmental  Home Maintenance Services  Home Respite  Infection Control  Meals on Wheels  Maintenance & Gardens  Personal Care  Occupational Health &  Social Support Group Safety  Pathology  Quality & Safety

4 Our Board

The goal of the Board is to ensure, through robust governance and a clear strategic direction, the provision of excellent care for our residents, patients and clients as well as ensuring a safe working

environment for our staff

President Role of the Board of

Management Simon Lawler Farmer, The Board of a public health service is responsible Omeo for its own governance. It is accountable to both Government and the community that it serves for Simon was appointed to ensuring the provision of agreed services within the Board in March 2017 the resources provided. and was elected President in November Board of Management directors are appointed by 2017. His appointment the Governor-in-Council, upon the expires on 30 June 2022. recommendations of the Minister for Health. Directors of the Board of Management act in a Committee Membership voluntary capacity and have not received fees in Finance, Quality & Safety & Credentialing the 2018-2019 financial year. To fulfil its role, the Board should have directors Vice President with a range of appropriate expertise and Kate Commins experience. The functions of the Board of Management as determined by the Health Director, Meringo Pastoral, Services Act 1988 are: Swifts Creek  To oversee the management of the hospital; Kate was appointed to the and Board in July 2012 and was  To ensure the services provided by the elected Vice President in Hospital comply with the requirements of the November 2017. Her Act and the aims of the organisation. appointment expires on 30 June 2021. The Board is assisted in delivering these goals by receiving regular reports on the organisations Committee Membership operations including Quality, Safety, Risk and Finance, Quality & Safety & Credentialing Financial activities at monthly Board meetings and through Board director representation on Treasurer various committees. Alastair McKenzie, CPA Board of Management Attendance Finance Manager, Murray Member # meetings attended Goulburn Co-operative, / 11 Omeo Simon Lawlor 11 Alastair was appointed to Graeme Dear 11 the Board in March 2017 Ann Ferguson 10 and was elected Treasurer Natalie O’Connell 10 in November 2017. His Kate Commins 9 appointment expires on 30 Alastair McKenzie 8 June 2022. Penny Barry 8 Committee Membership Sandra Crisp 5 Finance, Audit & Risk & Nomination & Remuneration

5 Directors

Sandra Crisp Natalie O’Connell-Mitchell

Pharmacy Assistant, Omeo Mayor- East Gippsland Shire Council

Sandra was appointed to the Natalie was appointed to the Board in July 2010. Board in July 2018. Her appointment expires on the Her appointment expires on the 30th of June 2019. 3rd of June 2021. Committee Membership Committee Membership Finance, Quality & Safety & Community Advisory Finance, Nomination & Remuneration

Graeme Dear Penny Barry

CEO, East Gippsland Catchment Director, Bindi Pty Ltd Management Authority, Swifts Creek Bairnsdale Penny was appointed to the Graeme was appointed to the Board in March 2017. Board in March 2017. Her appointment expires on the His appointment expires on the 30th of June 2020. 30th of June 2019. Committee Membership Committee Membership Finance, Audit & Community Advisory Finance, Nomination & Remuneration and Quality & Safety

Ann Ferguson

Commercial Manager, Sale Resignations and New

Ann was appointed in March Appointments 2017. There was one new appointment in the period; Her appointment expires on the Mrs. Natalie O’Connell, 2018 -2021. th 30 of June 2021. There are two expiring appointments in the 2019 Committee Membership period; Sandra Crisp and Graeme Dear. Finance and Nomination & Remuneration

6 Board Committees Audit & Risk Committee Quality & Safety Committee The Board endorses plans and strategies, and The Quality & Safety committee is responsible for monitors the performance of ODH through oversight of the clinical governance framework appropriate budgetary processes to ensure and the Quality Improvement Program, meeting compliance with Financial Framework on a monthly basis with three Board members and requirements. a range of staff from across the organisation attending. The Audit committee continued meeting quarterly and reporting directly to the Board of A quality improvement schedule informs the Management, led by Reece Newcomen as agenda and ensures the timely completion and independent Chairperson. evaluation of quality improvement activities.

Chair – Independent Member Community Advisory Reece Newcomen, CA Committee Farmer, Ensay Members of the community participate in an innovative and creative continuing Community Advisory Committee.

The Committee is an expansion on current Appointed 2013 initiatives in place at ODH that act as an advocate to the Board of Management on behalf of the

community, consumers and carers. Independent Members The Committee plays an essential role in Caroline Mildenhall conveying the community member’s perspective Ensay Community Health Service to the development of priority areas and strengthen effective consumer and community participation at all levels of service planning and delivery.

Appointed 2015 Credentialing Committee

Ensuring the medical and dental practitioners are Courtney Licciardo – Appointed 01/07/2019 appropriately qualified and experienced is an Internal Audit Manager - Melbourne important role for this committee. Dr. David McConachy, Director of Medical Services, supported by Ms. Kelly Greenland (Executive Nomination, Remuneration Assistant), reviewed all Medical Officer positions Committee again this year ensuring ODH is compliant with all credentialing requirements. This committee was established in 2017 to assist Reaccreditation of current staff was attended to in ensuring robust governance for ODH. and recommendations for appointments of new The primary focus is to ensure appropriate locums or visiting GP’s were made to the Board of diversity and skills mix is considered in board Directors for approval. director succession planning and ongoing training. Ensuring appropriate oversight and recommendation to the board regarding the ongoing professional development and strategic focus of the Executive Team and the recruitment, succession planning and performance review of Chief Executive Officer position.

7 Our Year in Review

The past year has brought new opportunities and new challenges. Some key achievements include:

 Purchase of a new defibrillator for the Urgent  Aboriginal, Torres Strait Islander and Diversity Care Centre (Rainbow) flags flown at entrance to the organisation  Installation of an Automated External Defibrillator (AED) on the outside wall to the  Development of a Disability Action Plan community gymnasium accessible by Reduced environmental footprint through the community members in the event of an  installation of solar panels to the hospital and emergency in the local community staff accommodation  Successful funding submissions for:  Signing of new 3-year Memorandums of o New defibrillator ($34k) Understanding with the Swifts Creek and o Air conditioner funding ($47k) Ensay Bush Nursing Centres o Primary Mental Health Nurse position  Invested in 20 staff and managers to ($156k) undertake Safer Care Victoria leadership o Drought Support Funding ($39k) development training o Aboriginal Artwork ($2k)  Restructure of internal Committee structure, o Workplace Trainor/Careers Advisor creating the Leadership Management Team to position ($18k) facilitate improved communication and change management processes  Bi-annual Community Needs Survey conducted to inform revision of the ODH  Achieved a 74% participation rate in the service plan People Matters Survey  Revitalization of the Community and  Achieved an immunization rate of 88% (100% Consumer Partnership Advisory Committee of staff offered vaccination with 12% declining for personal reasons)  Introduction of consumer participation and input into annual staff mandatory training  Volunteer program reviewed and revised  Two successful farmer drought support events  ODH Volunteer drivers recognised at the ODH conducted: The ‘Dust off the Drought’ music AGM and the drivers acknowledged at the festival and an evening BBQ with presenters Public Healthcare Awards as finalists  Full 3-year NSQHS Standards accreditation  Launch of the Strengthening Hospital Response to Family Violence initiative and  Completed self-assessment against the new training for staff in the program Single Aged Care Quality Framework Standards  Installation of a new integrated Nurse Call, Duress and portable phone system  New Corporate Governance Framework developed  Implementation of a new Community Care Duress system  New By-Laws developed  Installation of individually controlled air conditioning units to the Residential Aged Care resident rooms and staff offices

8 Report of the Chair of the Board and Chief Executive Welcome to our 2018-19 Annual Report

It is with pleasure we present organisation and we are diversity inclusive practice. the 127th Annual Report of proud that we have been able We have introduced gender operations for Omeo District to provide the level of care diverse public amenities and Health (ODH), in accordance required by our ageing have strategically placed with the Financial residents so that we can artwork throughout the Management Act 1994 for the support them locally. organisation. Staff receive year ending 30th June 2019. training in cultural awareness The past year has been and safety and our The past year has been a challenging for our recruitment processes have successful one for ODH with community as we move into been reviewed to ensure many notable achievements the third year of drought merit-based equal being realised. ODH achieved without any significant opportunity, inclusive of a full 3-year accreditation in rainfall and none forecast in diversity, are followed. the National Safety and the near future. ODH held Quality Health Care Standards two drought events to The Board has had a strong and the staff are to be support our local community, focus on governance and over commended for all their hard farmers and businesses; an the year developed a new set work in the lead up to the evening BBQ with a range of of By-Laws and a new assessment and the ongoing presentations and a family Corporate Governance quality of care they deliver. focused music festival, Dust Framework to guide the off the Drought. Both events organisation through its next The new community dental were well attended and phase. service in partnership with provided an opportunity for the Royal Flying Doctor participants to socialize and The Community Advisory Service commenced in support each other through Committee was very active earnest, with the service now the difficulties facing them. and provided invaluable input being free for both public and and feedback to management private clients and the Omeo District Health and the Board that assisted in eligibility catchment embraces diversity-inclusive the planning and direction of expanded to Hotham Heights practice and has developed a the services ODH provides for and Dinner Plain residents. comprehensive diversity the community. action plan. Part of the Our Volunteer Driver strategy to improve health One such program relates to program, and in particular outcomes for the LGBTIQ and supporting our community three long serving volunteers, indigenous community’s is through the challenges were recognised as finalists in ensuring the organisation related to mental health, the 2018 Premiers Volunteer presents a welcoming especially in the context of Champions Awards, for their environment encouraging the recent impacts of the years of service and access to our services. ODH drought. We have dedication to the community. now flies the Aboriginal and successfully secured funding Rainbow flags at the entrance for a full-time Primary Mental We achieved 100% occupancy to the organisation, our Health Nurse position that in our residential aged care organisation email tag will been established in the facility which greatly includes the flags and coming year. This is an improved the financial statements acknowledging exciting accomplishment as sustainability of the country and our dedication to

9 there is a recognised need for The Board has recognised this organisation meets and this service locally. as an emerging issue and exceeds to expectations. have been reviewing our Other key improvements over medical model to ensure we The other key set of the year include the are positioned to meet this expectations we need to replacement of our failing problem head-on before we deliver against is those of our nurse call system with a new hit crisis point. Attracting community. During the year integrated nurse call, duress, registered nurses and we undertook our bi-annual portable phone and fire enrolled nurses has been Community Needs safety system. We have also difficult and home care Assessment Survey and have implemented a duress system workers with the required used the results to develop a for community care staff that qualifications are also hard to Community Needs Action significantly enhances the come by. Plan that will guide service safety of our staff delivery over the next two undertaking their duties The focus for the coming year years. One key deliverable outside the facility. will be on preparing for the will be to ensure we improve new Single Aged Care Quality communication of the broad We secured funding for the Framework accreditation that range of services available to purchase of a new bus with we expect to undertake the community. The Health lift support that facilitates during the first half of the Matters newsletter has been excursions for our Residential new financial year. To assist reinstated and was recently Aged Care Service care with this, we have developed delivered to every mailbox recipients and our Social a new internal Quality and within our catchment and is Support Group participants. Safety structure and also available in electronic introduced a new operational format. Our Men’s Shed was Quality and Safety Committee successful with a funding to complement the Board We would like to thank our application to build another Clinical Governance key partners for their shed which will provide them Committee. assistance in delivering with more room and enable quality care to our them to broaden their Further areas of focus will be community. In particular, activities a review and enhancement of Swifts Creek and Ensay Bush our legislative compliance Nursing Centres, Bairnsdale Staffing remains Regional Health Service, one of the bigger Gippsland Lakes challenges for Omeo District Health WE CARE Values Community Health, Omeo District underpin all behaviours and decision Orbost Regional Health, Health. Being rural making processes to achieve the new Ambulance Victoria and remote poses ODH Vision that (especially all the ACO its own difficulties “WE CARE about creating a healthy volunteers), Benambra when trying to Neighbourhood House, attract suitably community”. RWAV and the East qualified staff to Gippsland Shire Council. adequately cover the care and risk management frameworks. The volume of No one person or service can needs of the community. In work in these areas has do it all but together we can particular, the doctor increased exponentially over deliver excellence. shortage in rural and regional recent years and in areas, and especially across recognition of this we have We would again like to Gippsland, has impacted our put extra resources into these acknowledge and thank our health service greatly with areas to ensure the wonderful staff, volunteers, gaps in coverage becoming our cleaners, our kitchen increasingly hard to cover. staff, maintenance staff, 10

residential area have ensured a homelier and at times an educational environment to not only the residents, but staff and visitors alike.

Education We have shown continued commitment to continuing education for all staff.

Achievements:

We are aiming to provide face to face education on site where possible supported by improved utilisation of online delivery systems which means more staff are accessing high quality education more easily.

Our Leadership team has been fortunate to be involved in the Better Care Victoria strengths based team coaching program which has been an Clinical Services Report excellent change driver for the organisation as a whole. Omeo District Health continues to provide a broad range of excellent clinical services to promote and We have improved mandatory training program enhance the wellbeing of the people of the East delivery with all presenters utilising adult learning Gippsland High Country. principles to increase participant engagement. Quality & Safety Coordinator Leanne Stedman should be applauded by successfully engaging Aged Care consumers in staff mandatory training sessions. Staff should be celebrated for their commitment Our Aged Care permanent occupancy has been a to the program with completion rates increasing prime focus this year with our occupancy significantly from last year. increasing in high level care from 53% to 69%.

Our low level care maintained a 100% occupancy Nursing staff are welcoming a greater number of to increase our average occupancy from 77% last students who are very satisfied with the quality of financial year to 85% this year. This has seen 8 their clinical supervision. Diversional Therapist admissions into permanent high level care and a Leanne Appleby is also drawing on our students further 16 admissions for respite. In comparison to diverse backgrounds to provide cultural last financial year with only two admissions into information sessions for Residents which have permanent high level care and 50 admissions for proved very successful. respite. While admitting eight new residents during the financial year we were saddened by the Special mention: Congratulations to Sandy loss of five of our permanent residents during the O’Keefe for gaining her Remote and Isolated same period. Practice Registered Nurse Endorsement. She is such an asset for our organisation. Despite our increased permanent numbers, we were fortunate to be able to offer Community members with respite regularly which saw us Nursing reaching 65% of our allocated respite days of 730 for our high level care. Nursing staff personnel numbers have been relatively stable this year with Roselyn Fletcher Our Diversional Therapist / activities coordinator resigning from her nursing role as an enrolled Leanne Appleby has provided wonderful nurse after 9 years nursing at Omeo. We wish opportunities to maintain our resident’s interest. Roselyn the best in her future adventures.

Kerry Leclerc has moved from a casual RN position The enthusiasm and diversity offered has been to a permanent part time role. extensive and the multiple decorations to the

12 Our casual bank has grown with the welcome additions of Gayle Lee and Bonnie Fitzpatrick, Community Services registered nurses and Chris Dawson and Shannon Report 2018-2019 Jensen joining our team as enrolled nurses. Gayle comes to us as another Rural & Isolated Practice The My Aged Care platform - an initiative Endorsed Registered Nurse (RIPERN) nurse and introduced Australia wide to provide streamlined with the recent completion of the RIPERN course services to older people through Home Support, by another of our registered nurses this brings our Home Care Packages and Residential Aged Care total number of RIPERN nurses to six of our 13 has established itself as the entry point to access Registered Nurses. information and aged care services. Services formerly provided through the State funded Home It has been a challenging year for many reasons in and Community Care (HACC) program have moved addition to achieving 85% permanent residential to the Commonwealth funded Commonwealth aged care bed occupancy. Our Transitional Care Home Support Program (CHSP). These changes Program hospital based bed numbers increased by continue to be embedded, with staff becoming 28 bed days, whilst our community bed days more proficient at navigating the My Aged Care on decreased by 39 days, resulting in an overall line platform which is used for client data occupancy reduction of 9% compared to last year management. due to decreased opportunities. Urgent Care Centre presentations increased again this year by Home and Community Care is still the program 32% (after a 60% increase last year) increasing our providing support services for younger people time in attendance by 4%, whilst the waiting time with disabilities; however, this will undertake to be assessed for all presentations was under two transition as the National Disability Insurance minutes. Transfers from UCC was a significant Scheme (NDIS) is introduced in the East Gippsland number at 62 compared to admissions (18) region. indicative of the acuity of the presentations and ensuring the appropriate care was available. Health Promotion programs including the Harvest Exchange and the Community Gymnasiums Much appreciation is extended to the all nursing located at Omeo, Swifts Creek, and Benambra staff for their support and especially to Anne continue to provide positive preventative health Walker (NUM) for providing direction consistency activities for the wider community. and continuity in aged and acute care, Penny Geyle (infection Control), Jackie Hughes Omeo District Health conducted a Community (Educator), Lisa Airs (OH&S) and Margaret Health Survey in September 2018 with overall Worcester (OH&S) for maintaining rostering. positive feedback from respondents. An Action Plan is in final draft. It would be remiss of me not to mention SHINE, our volunteer fundraising group as they have been Results from the Victorian Health Experience extremely supportive this year and contributed Survey (VHES) carried out in October 2018 showed greatly to the purchase of essential medical consistent support and appreciation by consumers equipment which has been most welcomed and of the range of community based services will be well utilised. available through Omeo District Health.

Funding Sources We celebrated a Successful Accreditation in May 2019, ACHS Accreditation Awarded Omeo District Health Community Health Services starts 2nd August 2019 – 1st August 2022 receives funding from three main sources:

I wish to extend my gratitude and sincere Commonwealth appreciation for the support, encouragement and commitment of all our staff, Board of Directors,  Gippsland Primary Health Network Place Volunteers and the Community. Based Flexible Funding program (Allied Health Services) Darren Fitzpatrick  Department of Health for the Commonwealth Director of Nursing Home Support Programme

13 State  Home Based Nursing  Department of Health and Human Services In order to support these services, Omeo District Home and Community Care Program for Health provides independent assessment for Younger People clients through the Regional Assessment Service. (RAS)  Department of Health and Human Services Flexible Care Packages program (Disability Other Services Support) has finished as of June 2019 now that the NDIS is operational  Chronic Disease Management / Practice Nurse  Community Transport Local  Transitional Housing  East Gippsland Shire Council supplements the  Omeo Kindy Gym Home and Community Care program  High Country Men’s Shed

 Community Gyms- Swifts Creek, Omeo and Services Provided Benambra

Allied Health Volunteers  Allied Health Assistant Omeo District Health has a small but dedicated  Dietetics pool of volunteers. The Commonwealth Home Support Program and the Home and Community  Health Promotion Care program provides coordination funding to  Occupational Therapy enable volunteer support and assistance in the  Physiotherapy following areas:

 Podiatry/ Foot Care  Volunteer driving as part of the Community  Social Work Transport program  Speech Pathology  Assistance to the resident’s Lifestyle and  Youth Services Leisure program  Volunteer Supervisors for the Men’s Shed Home Support Services program The Commonwealth Home Support Program  Delivery of meals in the Meals on Wheels provides a range of entry-level aged care services program. for older people who need assistance with daily tasks to continue keep living independently at  Volunteer exercise program facilitators. home and in their community. The contribution our volunteers make is greatly appreciated and significantly supports and The Home and Community Care program extends access to programs in the community. (Program for Younger People) is aimed at assisting people with disabilities to remain living Partnerships independently at home in a community setting. ODH Community Health Services has strong links Monitoring of clients’ health status and providing with the East Gippsland Primary Care Partnership a care coordination role form an important part of and East Gippsland Shire at a regional level, and at the service provision for both these services. a local level works in collaboration with such organisations as Swifts Creek Bush Nursing Centre,  Domestic Assistance Ensay Bush Nursing Centre, Community Centre  Personal care Swifts Creek, Benambra Neighbourhood House,  Respite care Ambulance Victoria, Victoria Police and local  Home Maintenance/Home Modification schools and early childhood centres.  Meals on Wheels and assistance with meal Outreach services are provided out of the Swifts preparation Creek Bush Nursing Centre on a regular basis.  Planned Activity Group Services operating from this location include: Social Work, Physiotherapy and Foot Care.  Social Support Group

14 Client care coordination is greatly improved through fortnightly case conferencing meetings Food & Environmental with input from Community Health direct care Services staff, ODH acute nursing staff and medical practitioners from Omeo Medical Centre. These Our external food audit was conducted in March meetings have led to improved referral processes 2019, achieved with high compliance, clearly and streamlined care coordination for community demonstrating the continued delivery of excellent based clients. catering services and compliance with regulations. It is a requirement to conduct two external audits Leonie Brammall per calendar year. 1st being on the 24th May 2018 Manager, Community Care with East Gippsland Shire Council & 2nd being with Paul Maggs on the 25th March 2019, an external food and Safety Auditor. A Further three internal Support Services Report audits were also conducted indicating full compliance with food safety requirements. Community Dental Services - Catering staff, under the supervision of the Food Royal Flying Doctors Service & Environmental Services Manager, Ms. Grace Elford, maintain a continuous quality Partnership improvement approach to all aspects of The pilot partnership between Omeo District operations, as evidenced by food quality and Health and the Royal Flying Doctor Service (RFDS) safety initiatives. With an Annual menu review to provide a sustainable community dental service with help from a Nutritionist, we encourage the for the East Gippsland High Country (Omeo & resident’s and Patients input into the menu District) proved very successful and the services to include them in their own choices of arrangement has now been made ongoing with health and well-being. the catchment extended to Dinner Plain and Hotham Heights. Not only has the service This year the Food Services staff provided food expanded it is now available to both public and from other cultures to resident meals providing private clients at no cost. Enjoyment and Participation in our meals service. Has shown a positive impact. The service was initially scheduled to be a monthly service but due to its success and the level of Department # of meals demand the RFDS has been providing a weekly provided service and intends to do so until the demand reduces and the waitlist becomes manageable. Meals on Wheels 842 The plan is then to reduce back to two weeks per Residents and patients 14,813 month.

It is a government requirement that external cleaning audits be conducted at least annually. The latest result of 90.2% organisational wide average in July 2018 and demonstrates a continued very high standard of cleanliness.

15 Facilities & Maintenance Services Administrative Services Our hospital continues to be well serviced in our The structure of the Administrative team has maintenance requirements through the skilled proven to be very successful. The three team efforts of Mr Stephen Disney and Facilities members, Kelly Greenland, Katie Van Heek and Manager Mr Darryl Shepherd. The maintenance Alyce Richards have pulled together to form a department has recently employed Josh Van Heek close-knit, competent and high performing team, two days a week as a casual. Josh will be taught along with casual staff member Sonya Lawlor, basic knowledge of our essential services and shut Krystal Greenland, Candice Sweet and Duncan down procedures. Fitzgerald. Merinda Sedgman will return from Maternity Leave January 2020. There continues to be significant improvements in the grounds and infrastructure upgrades and maintenance across the whole health service. 24 SHINE new air conditioner/split systems throughout the ODH again thanks the ongoing support enjoyed by facility including administration offices, treatment the organisation from the SHINE committee. rooms and one in each of the resident’s rooms. We have added a 40kw solar power system to the This committee meets regularly through the year main building and a 5kw system for both the and plans social and fundraising events that doctor’s residence and the nurse’s residence. The benefit the residents and patients of Omeo nurses Quarters at the end of the HACC building District Health. has undergone an upgrade with new carpet throughout and a new kitchen complete with The committee this year has purchased items dishwasher, oven, cooktop and range-hood. The identified by staff that make a positive impact on large flat screen TV from Lewington House was the care needs of our clientele. also added to the nurse’s quarters. The committee membership is open to all. The comprehensive preventative maintenance program for both general and essential services ODH thanks these committed volunteers for their continues, meeting fire safety requirements and knowledge, dedication and support. the ongoing repair needs of the organisation.

There have been four flag poles erected at the Donations main entrance. In addition to the Australian flag Omeo District Health gratefully acknowledges the ODH flies Aboriginal and Torres Strait Island flags kind donations made by the community towards along with the LGTBQI rainbow flag. Each of the the purchase of equipment and items for flags is individually lit with an LED spotlight. residents and patients.

ODH has an Environmental Management Plan that  Geoff Winkler  Roma Lumsden is monitored and implemented by the  Penny Barry  Mueller Family maintenance team.  Cate Spencer  Sievers Family  Omeo Fire Brigade  Dreverman Family During the year the team also developed a three-  S&S Lawlor  Gascoignes year rolling capital maintenance plan that will act  Tania Crisp  Bairnsdale Mazda & as the roadmap for ensuring the infrastructure is  Carol Crisp Hyundai maintained at an acceptable standard and the  G & M Dear  Gippsland Grain Store funds are available to meet the maintenance  Kathleen Connelly  Dwyers Toyota needs.  Tony Pendergast  Jodie Mills  Greenham ODH has taken delivery through securing a grant  Annie Greco of a new 10 seater Toyota Hi-ace transporter bus with a wheelchair lift.

Ward Steet Chief Executive Officer

16 understand, Murray had a great following of Medical Centre Report patients and we wish Murray all the best for his 2018-2019 The Medical Centre had 13 Doctors semi-retirement. provide medical services to our GP Clinics, Acute, Nursing Home and On call for the Hospital, some Again I would like to thanks our Doctors for their Doctors were here for a week or 2 or longer. commitments to the Medical Centre roster, I Although it may not be ideal to have so many appreciated it and I’m sure our patients do. Doctors over the 12-month period, at least we did not have any vacancies without a GP and we were

able to maintain fulltime Doctor cover with the Also, Thank you to my administration relievers exception of weekends during the changeover Duncan Fitzgerald, Alyce Richards & Sonya Lawlor. between Doctors. it is hard to come into the role and do the job

every now and then particularly as the practice We had three 3rd year Medical Students from has been busier. Melbourne University for their rural placement,

the students are warmly received by our

patients and we have received positive

feedback from the students, the students say

they were very fortunate to experience such a

variety in Primary Health & Emergency

Medicine. Thank you to our Doctors that

supervised these students, it is time

consuming and tiring.

Annie Kissane had 3.5 months of long service leave, Annie was relieved by Chris Dawson who was well received by our patients, Thank you Chris.

We say goodbye to Dr Murray Barson. Murray said it was becoming increasing difficult for him to come to Omeo and he was also looking at Tracey AhSam slowing down to enjoy semi-retirement. I Practice Manager completely

Our People

Omeo District Health recognises staff as its greatest asset and acknowledges the dedication and commitment of all staff to residents, patients and the community.

Staff Numbers

HOSPITALS JUNE JUNE Hospital Medical N/A N/A N/A N/A Labour Category Current YTD FTE Officers Month FTE Sessional Clinicians N/A N/A N/A N/A 2019 2018 2019 2018 Ancillary Staff (Allied 12.58 12.35 12.13 11.34 Nursing 15.81 15.79 15.61 16.25 Health) Admin & Clerical 5.31 4.37 4.21 3.48  FTE stands for Full Time Equivalent. All Medical Support 1.62 1.58 1.87 1.62 employees have been correctly classified in workforce data collections. Hotel & Allied Services 6.88 6.97 7.53 7.08 Medical Officers 1.0 1.0 1.0 1.0

Hospital Medical N/A N/A N/A N/A 17 Officers Sessional Clinicians N/A N/A N/A N/A Equal Employment Assessments and Measures Undertaken to improve Employee Opportunity (EEO) OH&S Omeo District Health is subject to the The ODH OH&S plan outlines the occupational requirements of the Equal Opportunity Act 1995 health framework within the organisation, and applies appropriate merit and equity reporting to the Board monthly. principles in its management of staff. The Health  Organisational wide work area OH&S Service expects all staff to take responsibility for inspections were conducted. fair, non-discriminatory behaviour.  Influenza vaccination – offered to all staff Application of Employment and residents with documented uptake. and Conduct Principles  Home Based Services – Home Based Services A pre-visit telephone call is made and the Pre- The Omeo District Health is an equal employment visit Safety Assessment completed prior to any opportunity employer and promotes and applies Home Support Workers and District Nurses the public sector principles, developed by the visiting. An Environmental Home Risk former Victorian State Services Authority (SSA), to Assessment is completed during the initial visit its employment practices. ODH supports the prior to commencement of service. Community Victorian Public Sector Commission’s (formerly Care staff follow the Home Visit/Off Site Policy SSA) Code of Conduct for public sector employees and contact the ODH office for the Completion and expects all employees to abide by this Code. of Shift Check. ODH vehicles have been fitted All new employees receive a copy of the Code of with Cel-fi go Mobile phone Range Boosters to Conduct on commencement of employment. improve mobile phone connectivity. Home Based Services workers have all been allocated Occupational Health & Safety Personal Locator Beacons and will carry SafeTCard – personal safety alarms (duress Occupational Health & Safety (OH&S) is alarm). There are 2 spare units of the PLB and monitored through the Quality, Safety & Risk the duress alarm located in reception of ODH program. Regular OH&S management meetings and the Community Care office. These are for are held with minutes of the meeting reported any staff member making a home visit to clients through the Quality & Safety committee to the in the community and must be signed for then Board. The also receive an OH&S report directly returned at completion of the shift. via the Leadership Management Team Report.  Organisation wide mandatory training days Review of incidents and identified risks from for all staff covering Manual Handling/No Lift, across the organisation result in changes, Infection Control, Fire Safety training and upgrades or education as appropriate. This Emergency Response scheduled on a regular process is assisted by the electronic ‘Riskman’ basis. incident reporting program.  ODH is a member of the Victorian Network of Each work discipline has the opportunity to Smokefree Health Services escalate any concerns to one of the elected Health and Safety Representatives (HSRs) representatives. This year ODH HSRs were Ms Lisa Airs, Ms Lisa Mitchell and Ms Margie Worcester who were available to provide representation for staff with OH&S concerns. The CEO, Mr Ward Steet, was the OH&S management representative and the teams have worked effectively together to initiate OH&S improvements and continue to monitor issues in the workplace.

18 internal controls to prevent, detect and report Occupational Violence fraud, corruption and other losses. Statistics

2018- Director of Nursing 2019 WorkCover Accepted claims with an 0 Darren Fitzpatrick occupational violence cause per 100FTE The Director of Nursing Services (DON) is an Number of accepted WorkCover claims administrative role directly responsible to the with lost time injury with an occupational Chief Executive Officer. 0 violence cause per 1,000,000 hours Responsible for the provision and delivery of worked leadership and quality clinical care services to Number of occupational violence 1 patients/consumers/clients within primary care, incidents reported acute care, aged care, urgent care and Number of occupational violence community care at ODH. 2.3 incidents reported per 100FTE

Percentage of occupational violence incidents resulting in a staff injury, illness 0 Community Care Manager or condition Leonie Brammall

Definitions The role of Community Care Manager encompasses the management of the community Occupational violence - any incident where an and Home Based Services across the multi- employee is abused, threatened or assaulted in disciplinary health team. circumstances arising out of, or in the course of their employment. The position is responsible for facilitating and coordinating a range of Allied Health and support Incident - An event or circumstance that could services including the co-ordination of specific have resulted in, or did result in, harm to an health education and Health Promotion employee. programs. Accepted WorkCover claims - Accepted Monitoring target populations, providing care Workcover claims that were lodged in 2018-19. advice and advocacy as appropriate and Lost time - is defined as greater than one day. coordinating referrals across the health care Injury, illness or condition – This includes all continuum are important aspects of the role. reported harm as a result of the incident, Additionally, this position actively carries out regardless of whether the employee required executive functions and incorporates a broader time off work or submitted a claim. organisational management responsibility.

Our Executive Team Chief Executive Officer Ward Steet The Chief Executive Officer (CEO) is responsible for the executive leadership, operational and clinical management of Omeo District Health in accordance with the health service’s Statement of Priorities and Board of Director instructions. Responsible for implementing the Strategic Plan including setting the culture of the organisation to achieve the Mission and Vision of ODH. Oversight of risk management, and quality and safety and is also accountable for implementing

19 Quality & Safety Coordinator Leanne Stedman includes monitoring, collating and presenting monthly quality data, maintaining audit and The Quality Coordinator oversees and co- improvement schedules, delivering staff ordinates the efforts of all staff toward meeting education, managing the Riskman incident and maintaining the five sets of accreditation reporting portal and the PROMPT document standards that apply to ODH activities. management portal and preparing the annual As well as collating all evidence required to Quality Account. support each accreditation review, the role

Organisational Chart

Statement of Priorities - Part A

Agreement between the Secretary Department of Health and Human Services and Omeo District Health The Victorian Government’s priorities and policy directions are outlined in the Victorian Health Priorities Framework 2012–2022. The 2018-19 financial year again saw Omeo District Health commit to a framework that captured key strategic priorities and again achieve considerable advances. The Statement of Priorities provides key actions and deliverables as the organisation travels through the year. The framework ensures key local and regional objectives are met while aligning the organisation with the direction of government policy. Strategic Priorities

Goals Strategies Health Service Outcome Deliverables

Better Health Better Health Continue to actively contribute ACHIEVED to the governance and The ODH CEO is an active A system geared Reduce statewide implementation of East participant on the to prevention as risks Gippsland's Municipal Public EGMPHWP steering committee. much as Health and Wellbeing Plan treatment Build healthy (EGMPHWP): The ODH Health Promotion Worker is neighbourhoods actively engaged in the working group Everyone ‘Well Placed for Wellbeing’. understands Help people to stay developing their own health healthy the ‘Well Placed for Wellbeing’ action and risks plan.

Target health gaps Illness is CEO and staff attended the East detected and Gippsland Primary Care Partnership managed early (EGPCP) Forum on 18 July 2018 focussed on collaborative Healthy partnerships to set the scene for neighbourhood s community engagement in the and development and implementation of communities the ‘Well Placed for Wellbeing’ plan encourage healthy lifestyles ODH conducted a ‘Safe Families & Communities Omeo Region Strategic Planning Session’ on 30 July 2018

ODH is Chair of the EGPCP and had input into ensuring the EGPCP Strategic Plan was aligned to the ‘Well Placed for Wellbeing’ plan

CEO and staff attended the EGPCP Partnership forum on 6 March 2019 which focussed on developing an action plan for the ‘Well

Placed for Wellbeing” strategy.

Goals Strategies Health Service Deliverables Outcome

Better Access Better Access ACHIEVED Survey questions developed in Care is always Plan and invest Conduct a local community needs partnership with the East Gippsland there when survey to inform service planning Shire Council (EGSC). people need it and develop an action plan to Unlock address identified service gaps. Survey sent out to community in innovation August 2018

More access to Survey results collated and care in the home Provide easier presented to the ODH and community access Board on 17 December 2018.

Action plan has been developed and Ensure fair presented to the Community People are access connected to the Advisory Committee and the Board full range of care for feedback and input. and support they need ACHIEVED

Implement new sustainable dental New dental model of care services model of care. established with the Royal Flying There is equal Doctors Service (RFDS) assuming access to care responsibility for public dental services in the Omeo region a fortnightly service to the Omeo and District region. The service has been extended to include the residents of Dinner Plain and Hotham Heights. The service commenced 31 Jan 2019 and has been consistently booked several months in advance since it commenced. Feedback from the community has been overwhelmingly positive. ODH, as a partner in the service, provides the use of the dental clinic, utilities and cleaning services free of charge to the RFDS.

Goals Strategies Health Service Deliverables Outcome

Better Care Better Care Ensure quality, safe care through ACHIEVED mapping of the new Aged Care and Mapping of the new NSQHS Standards Target zero Put quality first the new National Safety & Quality and the new avoidable Health Service (NSQHS) standards Single Aged Care Quality Framework harm against old standards and implement Join up care Standards was completed. Gap processes to ensure ODH is compliant analyses and action plans were or exceeds the new standards. developed to address identified gaps. Healthcare Partner with that focusses ODH successfully underwent the on outcomes patients NSQHS Standards survey 1-2 May 2019.

Strengthen the ODH is completing the Single Aged Patients and Care Quality Framework Standards carers are workforce self-assessment and expects an active announced survey during the first partners in quarter of FY20. care Embed evidence

Ensure equal Care fits care ACHIEVED together Nurture an incident reporting culture A robust incident reporting culture, around and embed a feedback loop back to including the reporting of “near people’s staff into the process. misses” has been embedded within needs the organisation.

An email feedback mechanism within the Riskman incident reporting software is being utilised by managers to feed back to incident reporters, other key staff and their Managers regarding what investigations have been undertaken, what the outcomes of the investigations were and any action plans stemming from the investigations.

Responsiveness KPI was introduced measuring response times for incident investigation and closure and for Complaint acknowledgement, investigation and closure.

KPI’s report to the Board via Quality & Safety Committee.

Goals Strategies Health Service Deliverables Outcome

ACHIEVED Specific 2018- Disability Action Submit a draft disability action 19 priorities Plans plan to the department by 30 ODH has a Disability Action Plan in (mandatory) June 2019. The draft plan needs place. The plan was reviewed Draft disability to outline the approach to full utilising Victorian Health Association action plans are implementation within three (VHA) resource toolkit to ensure it completed in years of publication. meets all requirements before being 2018-19. sent to DHHS.

ACHIEVED Volunteer All Operational Plans to include engagement volunteer engagement and The ODH Operational Plan includes reward and recognition Volunteer KPI’s regarding volunteer Ensure that the strategies and KPI’s. engagement, reward and health service recognition. executives have appropriate ACHIEVED measures to Volunteers recognised at the ODH engage and AGM held 12 November 2018. recognise volunteers. Position descriptions in place for ACHIEVED all volunteer programs. Volunteer position descriptions developed and in place.

ACHIEVED Volunteers to have an annual Volunteers have been included in the performance review. annual performance appraisal schedule.

ACHIEVED Survey volunteers to measure The People, Culture and Business level of satisfaction regarding Manager has developed and support, training, resourcing and implemented a Volunteer survey. recognition.

ACHIEVED Bullying and Develop and embed behaviour The ODH Code of Practice and Ethics harassment standards that support the new Policy has been revised to include the ODH WE CARE Values. Actively promote WE CARE Values and associated positive workplace behaviours and the Values have been embedded in position descriptions.

Goals Strategies Health Service Deliverables Outcome

behaviours and encourage Review and update all position ACHIEVED reporting. Utilise descriptions and ensure they The ODH position description staff surveys, are consistent with ODH’s WE template was revised to include the incident reporting CARE Values. WE CARE Values. As staff data, outcomes of performance reviews are completed, investigations and position descriptions are reviewed claims to regularly and updated for each staff member monitor and identify and they will receive the revised risks position description. related to bullying Ensure any incidents of bullying ACHIEVED and harassment, in and harassment are logged on There was no reported incidents of particular include as Riskman, fully investigated and bullying and harassment during FY19. a actioned as appropriate, with regular item in feedback provided to staff. Bullying and Harassment is a Board and Executive standing agenda item at the bi- meetings. monthly All Staff Forum. Appropriately investigate all reports of bullying A bullying and harassment ACHIEVED and harassment and report to be included as part of Bullying and harassment data is ensure there is a the OH&S report presented at included in the OH&S report feedback each Board meeting. provided to the Board monthly. mechanism to staff involved and the Sexual discrimination is also on the broader health Board OH&S report and there were service staff. nil instances reported during FY19.

Bullying and harassment ACHIEVED information and feedback to be Bullying and harassment People made available to staff through Matters Survey results were the All Staff Forums and via presented to the All Staff Forum and noticeboards. distributed to staff via the ODH All Staff email distribution list.

Goals Strategies Health Service Deliverables Outcome

ACHIEVED Occupational violence Occupational violence training, including the Occupational Violence and Ensure all staff who department’s occupational Aggression (OVA) training is included have contact with violence and aggression in annual mandatory staff training. patients and visitors training principles, to be have undertaken core included in annual mandatory occupational violence training for staff that have training, annually. contact with patients and Ensure the visitors. department’s occupational violence and aggression training principles are implemented.

Environmental Install solar panels to the ACHIEVED Sustainability health service main campus, The solar panel installation was the doctor’s residence and completed by Gippsland Solar on 12 Actively contribute to the nurse’s residence to January and contributed to savings of the development of reduce ODH’s environmental $7,130 for the six months to June the Victorian footprint. 2019 on just the main health service Government’s: campus (This represents 30% of energy spend for the period). Data is policy to be net zero not available for the savings carbon by 2050 and generated from the solar panel improve installation on the two staff environmental residences. Estimated annual savings from the installation of solar panels sustainability by is $20k per annum. identifying and implementing projects, including

Goals Strategies Health Service Deliverables Outcome

workforce Retrofit LED lighting to the ACHIEVED

education, to remaining lights that have not A small percentage of lighting is yet reduce material already been changed over, to be retrofit with LED globes, the environmental organisation-wide. majority of the organisation is now impacts with LED energy efficient. particular consideration of procurement and waste management, and

publicly reporting environmental performance data, including

measureable

targets related to reduction of clinical, sharps and landfill

waste, water and energy use and improved recycling.

LGBTI Develop and implement an ACHIEVED

LGBTI action plan to address Develop and A gap analysis of ODH against the gaps identified through the promulgate service Rainbow tick accreditation standards Rainbow eQuality self- level policies and was completed. assessment. protocols, in The Diversity Plan was reviewed and partnership with revised to include LGBTQI actions LGBTI communities, identified in the gap analysis. to avoid discrimination ‘Gender inclusive restroom’ against LGBTI amenities signage has been added to patients, ensure all ODH public amenities. appropriate data collection, and LGBTQI posters and information are actively promote visible at the entrance to the rights to free organisation.

expression of An LGBTQI acknowledgement along with the Welcome to Country acknowledgement was used to open the ODH AGM on 12 November 2108.

Goals Strategies Health Service Deliverables Outcome

gender and Include the rainbow flag and an ACHIEVED

sexuality in LGBTI-inclusive practice The diversity inclusive email tag has healthcare settings. statement within the been substantially rolled out across Where relevant, standardised ODH email tag. the organisation. services should offer leading practice approaches to trans and Commence flying the rainbow ACHIEVED intersex related flag outside the entrance to the Four new flag poles were erected at interventions. organisation. the entrance to the health service flying the Australian, Aboriginal, TSI and Rainbow flags.

An aboriginal and TSI Flag raising ceremony is planned for July 2019.

A Rainbow flag raising ceremony is also planned to be held for early next financial year.

Statement of Priorities - Part B Performance Priorities a) Safety and Quality Performance

2018/19 2018/19 Key Performance Indicator Target Actual

Accreditation Accreditation against the National Safety and Quality Health Service Standards. Full Compliance Achieved Compliance with the Commonwealth’s Aged Care Accreditation Standards Full Compliance Achieved Infection prevention and control Percentage of healthcare workers immunised for influenza 80% 88% Patient experience Victorian Healthcare Experience Survey – positive patient experience - 95% positive Quarter 1, Quarter 2 and Quarter 3 experience Full Compliance* Victorian Healthcare Experience Survey – positive discharge care – 75% very positive Quarter 1, Quarter 2 and Quarter 3 experience Full Compliance* Victorian Healthcare Experience Survey – patients perception of cleanliness – Quarter 1, Quarter2 and Quarter 3 70% Full Compliance*

Adverse events All RCA reports submitted within Sentinel events – root cause analysis (RCA) reporting 30 business days Nil events * Less than 42 responses were received for the period due to the relative size of the Health Service

b) Strong governance, leadership and culture

Key Performance Indicator Target Actual Actual

Organisational culture 2018/19 2018/19 2017/18 People Matter Survey - percentage of staff with an overall positive 80% 98% 97% response to safety and culture questions People matter survey – percentage of staff with a positive response to the question, “I am encouraged by my colleagues to report any 80% 100% 100% patient safety concerns I may have” People matter survey – percentage of staff with a positive response to the question, “Patient care errors are handled appropriately in my 80% 98% 97% work area” People matter survey – percentage of staff with a positive response to the question, “My suggestions about patient safety would be acted 80% 98% 95% upon if I expressed them to my manager” People matter survey – percentage of staff with a positive response to the question, “The culture in my work area makes it easy to learn 80% 98% 94% from the errors of others” People matter survey – percentage of staff with a positive response to the question, “Management is driving us to be a safety-centred 80% 98% 100% organisation” People matter survey – percentage of staff with a positive response to the question, “This health service does a good job of training new and 80% 95% 97% existing staff” People matter survey – percentage of staff with a positive response to 80% 100% 97% the question, “Trainees in my discipline are adequately supervised” People matter survey – percentage of staff with a positive response to the question, “I would recommend a friend or relative to be treated as 80% 98% 100% a patient here” c) Effective Financial Management

Key Performance Indicator Target Actual Funding Operating Result ($m) -0.093 -0.080 Average number of days to paying trade creditors 60 days 36 days Average number of days to receiving patient fee debtors 60 days 29 days Adjusted current asset ratio * or 3% improvement from health service base 0.7* 1.93 target Forecast number of days of available cash 14 days 142 days Actual number of days of available cash at end of each month 14 days Achieved Forecasting net result from transactions (NRFT) Variance Achieved < $250,000

Statement of Priorities - Part C Activity

Type Activity Small Rural Residential Care 5,062 Small Rural HACC 1,691 Health Workforce 1

30 Activity and funding

Small Rural 2018-2019 Activity Achievements Units Small Rural Residential Care Bed Days Small Rural HACC - Counselling 117 Hours - Occupational Therapy 55 Hours - Physiotherapy 36 Hours - Assessment 144 Hours - Delivered Meals 83 Individual meals - Domestic Assistance 77 Hours - Nursing 76 Hours - Personal Care 165 Hours - Planned Activity Group 133 Hours - Property Maintenance 5 Hours - Respite 87 Hours Health Workforce Number of Students

Summary of Financial Results

2019 2018 2017 2016 2015 $,000 $,000 $,000 $,000 $,000 Operating result -80 -97 28 52 100 Total Revenue 5,772 5,465 5,219 5,323 5,060 Total Expenses 6,372 5,832 5,710 5,619 5,409 Net Result from Transactions -600 -367 -491 -296 -349 Total other economic Flows 1 40 -1 1 3 Net Results 599 -327 -492 -295 -349 Total Assets 9,998 7,642 6,480 6,972 7,267 Total Liabilities 2,425 1,528 1,544 1,525 1,460 Net Assets / Total Equity 7,573 6,114 6,480 6,972 7,267

2019 $,000 Net Operating Result * -80 Capital and specific items Specific Purpose income 154 Specific income 0 Assets provided free of charge 0 Assets received free of charge 0 Expenditure for capital purpose 0 Depreciation and amortization (674) Impairment of non-financial assets 0 Finance costs (other) 0 Net Results from transactions (600)

*The Net operating result is the result which the health service is monitored against in its Statement of Priorities

31 Operational and Budgetary Objectives Aged Care Omeo District Health projected an operating deficit of ODH is bound by the Schedule of Resident Fees as set $93,345 for the year and an overall net result from down by the Commonwealth Department of Health & transaction deficit of $690,733. The Health Service is Ageing on a quarterly basis. Fees for clients include operating under tight monetary constraints but daily care fees, accommodation charges, income continues to provide a broad range of services to the tested fees and accommodation deposits or charges. community. Admitted & Non-Admitted Patients Audited Financial Results ODH is bound by the Victorian Department of Health The financial results for 2019 reflect a net result from and Human Services Fees Manual for admitted public, transactions deficit of $80,195 and a net result from private, DVA, WorkCover and TAC patients. The DHS transactions deficit of $599,166. The results are Fees Manual also provides information on charges for favorable against budget with the Health Service also non-admitted patients, referred to by ODH for remaining positive in key areas such as cash flow. Physiotherapy and Outpatient Facility Fees. Facilitated exercise programs attract a nominal fee. Summary of Major Changes or Factors Affecting Achievement of Operational Home and Community Care Objectives ODH refers to the ‘Schedule of Costs for Services Increased occupancy with Residential Aged Care has provided’ as set down by the Victorian Department of reflected favorably on overall financial results for Health and Human Services. Fees to other health Omeo District Health. The Medical Clinic produced a agencies include post-acute care, home care for DVA surplus of $61k for the year (projected surplus of clients, home care and respite for supported clients. $43k). Fees to clients include home care, home maintenance and District Nursing Service visits. Events Subsequent to Balance Day, which may have significant effect on Other Operations in Subsequent Years ODH may also charge a small fee to clients for items There have been no events subsequent to that are not directly funded, nor specified in the Fees balance day which may have a significant effect Manual, by the Victorian Department of Health and on operations in subsequent years. Human Services or the Commonwealth Department of Health & Ageing. Fees to clients include rental of Consultancies costing in excess of Health Service equipment, rental of Health Service buildings, and outpatient charges for procedures, $10,000 (ex GST) starter packs and interventions. ODH does not charge There were no consultancies costing in excess of fees for afterhours urgent care services to eligible $10,000 during the financial year. clients

Consultancies costing less than $10,000 (ex GST) Statutory There were no consultancies costing less than $10,000 during the financial year. Compliance

ICT Expenditure Building Act 1993 Business As In the year ended 30 June 2019, all buildings of Omeo Usual (BAU) Non-Business As Usual (non-BAU) ICT District Health were fully compliant with the Building ICT expenditure Act 1993. expenditure Total=Operatio Operational Capital Freedom of Information Act 1982 nal expenditure expenditure Omeo District Health is subject to the Freedom of Total expenditure (excluding (excluding Information Act (Victoria) 1982. All health service (excluding and Capital GST) (a) GST) (b) records are accessible to the limitations imposed by GST) Expenditure (excluding GST) (a) + (b)

$0.255 $0.305 million $0.305 $0 32 million million the Act. The public may seek access to such records Safe Patient Care Act 2015 by making a written request to the Chief Executive Omeo District Health has no matters to report in Officer. In the year ended 30 June 2019, five (5) relation to its obligations under the Safe Patient Care applications for access to documents under the Act 2015. Freedom of Information Act were received. Local Jobs First Act disclosures Implementation and Compliance with National Competition Policy In 2018-2019 there were no contracts requiring disclosure under the Local Jobs First Policy. In accordance with the national competition principles agreed by the Federal and State Office Based Environmental Statement Governments in April 1995, Omeo District Health has implemented policies and procedures to ensure ODH remains committed to environmental compliance with the National Competition Policy. sustainability and improving environmental These programs and policies include tendering for the performance through the implementation of organisation-wide strategies in environmental provision of goods and services as per obligations sustainability and climate change adaptation. within Health Purchasing Victoria Procurement policy. ODH underwent audit against Health Purchasing The organisation actively strives to integrate Victoria procurement policies and procedures and are environmental design into new and existing facilities implementing a range of minor improvements to our with the aim of saving energy and reduce greenhouse processes to ensure compliance with the policies. gas emissions. We achieve this through reducing Also refer to page 20. natural resource usage such as water, power and gas and minimising waste generation. Protecting Your Privacy Redevelopment of facilities focuses on engineered ODH complies with the provisions of the Health environmental solutions whereby energy saving Services Act 1988 (No.49/1988), the Health Records opportunities are sought through the installation of Act 2001 (No.2/2001) and the Information Privacy Act efficient insulation and double glazing in all 2000 (No.98/2000) relating to confidentiality and reconstruction works. ODH has successfully acquired privacy by ensuring that all employees do not disclose a 50kW system in total as part of the Gippsland any information or records concerning Omeo District Region Solar Program bulk procurement and has been Health’s patients, clients, staff and customers installed. acquired in the course of their employment, other 2018 2017 2016 2015 than for any authorised or lawful purpose. /19 /18 /17 /16 Protected Disclosure Act 2012 Total energy consumption by energy type (GJ)

Omeo District Health has in place appropriate Electricity 622 688 730 817 procedures for disclosure in accordance with the Natural gas & LPG 1,586 1,995 1,919 1,686 Protected Disclosure Act 2012. No protected Normalised water consumption disclosures were made under the Act in 2018-2019. Water per unit of floor 0.72 0.56 0.50 0.51 Carers Recognition Act 2012 Statement space (kL/m2) The Carers Recognition Act 2012 recognises, Normalised greenhouse gas emissions promotes and values the role of people in care Emissions per unit of 62 72 84 88 relationships. Omeo District Health understands the floor space different needs of persons in care relationships and (kgCO2e/m2) that care relationships bring benefits to the patients, Emissions per unit of 61 80 88 85 their carers and to the community. activity (kgCO2e/bed- day) Omeo District Health service takes all practicable measures to ensure that its employees, agents and carers have an awareness and understanding of the care relationship principles and this is reflected in our commitment to a model of patient and family centred care and to involving carers in the development and delivery of our services.

33 relevant Ministers, Members of Parliament and the External Reviews public on request (subject to the freedom of Undertaken in 2018/19 information requirements, if applicable):  Declarations of pecuniary interests have been Home Care Common Standards (Home duly completed by all relevant officers; Based Services, District Nursing, Allied Health):  Details of shares held by senior officers as nominee or held beneficially; 25 October 2017: The Australian Aged Care Quality Agency conducted an accreditation audit of Omeo  Details of publications produced by the entity District Health Home Based Services, District Nursing about itself, and how these can be obtained; and Allied Health. ODH received confirmation on 7 December 2017 that all Standards had been assessed  Details of changes in prices, fees, charges, rates as Met. The next Home Care Common accreditation is and levies charged by the Health Service; due during 2020 and will be accredited under the new  Details of any major external reviews carried out Standard that commenced 1 July 2019. on the Health Service;

Human Services Standards (Disability  Details of major research and development Services): Check Marijs & Leanne S activities undertaken by the Health Service that are not otherwise covered either in the report of November 2018: Omeo District Health is required to operations or in a document that contains the provide DHHS with a self-assessment under these financial statements and report of operations; Standards every 18 months. The last Self-Assessment was submitted in November 2018.  Details of overseas visits undertaken including a summary of the objectives and outcomes of each Royal Australian College of General visit; Practitioners (RACGP) Standards (Medical  Details of major promotional, public relations and Centre): marketing activities undertaken by the Health 12 February 2018: Australian General Practice Service to develop community awareness of the Accreditation Limited (AGPAL) conducted an Health Service and its services; accreditation audit of Omeo District Health’s Medical Details of assessments and measures undertaken Centre under the RACGP Standards. ODH  to improve the occupational health and safety of Accreditation Period 4th May 2019 – 4th May 2021. employees; National Standards (Hospital):  A general statement on industrial relations within 1 May 2019: Omeo District Health underwent a the Health Service and details of time lost NSQHS Standards Second Edition Organisation-Wide through industrial accidents and disputes, which Assessment from 1st May 2019 to 2nd May 2019. All is not otherwise detailed in the report of Standards have been met. ODH Accreditation Period operations; 2nd August 2019 – 1st August 2021.   A list of major committees sponsored by the Health Service, the purposes of each committee Aged Care Standards (Residential Aged and the extent to which those purposes have Care): been achieved; 29 May 2018: The Australian Aged Care Quality Agency conducted an unannounced Assessment  Details of all consultancies and contractors Contact visit to Omeo District Health. All Aged Care including consultants/contractors engaged, Standards under assessment were assessed as Met. services provided, and expenditure committed for Accreditation Period expires 4th December each engagement.  Details of all consultancies and contractors Additional Information including consultants/contractors engaged, services provided, and expenditure committed for Consistent with FRD 22H section 5.19 requires each engagement. agencies to provide the following statement: Details in respect of the items listed below have been retained by the health service and are available to the

34 Disclosure Index

The Annual report of the Omeo District Health Service is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of the Department’s compliance with statutory requirements.

Ministerial Directions

Legislation Requirement Page Charter and Purpose FRD 22H Manner of establishment and the relevant Ministers 2 FRD 22H Purpose, functions, powers and duties 3 FRD 22H Nature and range of services provided 4 FRD 22H Activities, programs and achievements for the reporting period 8 FRD 22H Significant changes in key initiatives and expectations for the future 8 Management and structure FRD 22H Organisational structure 20 FRD 22H Workforce data/ employment and conduct principles 35 FRD 22H Occupational Health and Safety 18 Financial Information FRD 22H Summary of the financial results for the year 31 FRD 22H Significant changes in financial position during the year 32 FRD 22H Operational and budgetary objectives and performance against objectives 32 FRD 22H Subsequent events 32 FRD 22H Details of consultancies under $10,000 32 FRD 22H Details of consultancies over $10,000 32 FRD 22H Disclosure of ICT expenditure 32 Legislation FRD 22H Application and operation of Freedom of Information Act 1982 32 FRD 22H Compliance with building and maintenance provisions of Building Act 1993 32 FRD 22H Application and operation of Protected Disclosure 2012 33 FRD 22H Statement on National Competition Policy 33 FRD 22H Application and operation of Carers Recognition Act 2012 33 FRD 22H Summary of the entity’s environmental performance 33 FRD 22H Additional information available on request 34 Other relevant reporting directives

FRD 25D Local Jobs First Act disclosures 33 SD 5.1.4 Financial Management Compliance attestation 21 SD 5.2.3 Declaration in report of operations 21

35 Report of Operations

Attestations Attestation on Data Integrity 21 Attestation on managing Conflicts of Interest 21 Attestation on Integrity, Fraud and Corruption 21 Other reporting requirements Reporting of outcomes from Statement of Priorities 2018–19 22 Occupational Violence reporting 19 Reporting of compliance Health Purchasing Victoria policy 21 Reporting obligations under the Safe Patient Care Act 2015 33 Reporting of compliance regarding Car Parking Fees (if applicable) N/A

FS = Financial Statements