LITTLE COMPANY OF MARY HEALTH CARE LIMITED ANNUAL REVIEW 2013/2014 Continuing the Mission of the Sisters of the Little Company of Mary Mission Values Stewardship recognises that as individuals and as The Spirit of Calvary – we Our values are visible in how we Hospitality Healing Stewardship a Respectcommunity all we have act and treat others. As stewards strive to excel in the spirit of has been given to us of the rich heritage of care and ‘being for others’. Our mission as a gift. ​ identifies why we exist. compassion of the Sisters of the Little Company of Mary, ​It is our responsibility to To bring the healing ministry we are guided by our values of manage these precious of Jesus to those who are sick, hospitality, healing, stewardship resources effectively dying and in need through ‘being and respect. for the future. We are for others’: responsible for striving Hospitality demonstrates for excellence, developing • In the Spirit of Mary standing our response to the desire by her Son on Calvary personal talents, Hospitality toHealing be welcomed,Stewardship toRespect feel material possessions; wanted and to belong. • Through the provision of for our environment and It is our responsibility to quality, responsive and continuing the mission of extend this to all who compassionate health, the Sisters of the Little come into contact with community and aged care Company of Mary. services based on Gospel our services by promoting values, and connectedness, listening Respect recognises the and responding openly. value and dignity of every • In celebration of the rich Hospitality Healing Stewardship Respect person who is associated Healing demonstrates heritage, mission and story with our services. It is our desire to respond of the Sisters of the Little our responsibility to care Hospitality Healing toStew theardshi pwholeRespect person by Company of Mary. for all with whom we caring for their spiritual, come into contact, with psychological and Vision justice and compassion physical wellbeing. It Our vision identifies what we are no matter what the is our responsibility to striving to become. circumstances, and we value and consider the are prepared to stand up whole person, and to As a Catholic health, community for what we believe and promote healing through and aged care provider, to challenge behaviour that reconnecting, reconciling excel and be recognised, as a is contrary to our values. continuing source of healing, and building relationships. hope and nurturing to the people and communities we serve.

Acknowledgement of Land and Traditional Owners Holy Spirit, we invoke your blessing on our country. We acknowledge that our services are built on traditional Aboriginal and Torres Strait Islander lands. Those who once lived here and into whose sacred space our forbearers came, changing forever an older way of life.

Bless us all and help us to join our hands and hearts together. Help us to heal one another and the land, so that our lives may flow with harmony and that we may live with love and deep respect.

Cert no. L2/0037.2014

Calvary is pleased to be recognised as a leader in gender equality by the Workplace Gender and Equality Agency Print and Design: BHB Printing Pty Ltd Calvary Fast Facts

People: 9,338 Employees 3,639 L-R Pauline Elloy, Leisure & Lifestyle, Volunteers and Palliative Care Nursing, Medical and Coordinator; with Layne Wong, who is 105 years young and a resident at Allied Health Employees Calvary St Joseph’s retirement Community. 1,891 Community Care Workers About Calvary 1,100 Volunteers

Calvary is a charitable Catholic not-for-profit organisation with more than 10,000 staff and volunteers, 15 public and private hospitals, 14 Patient Care Retirement and Aged Care facilities, and 22 Community Care centres. We operate across six states and 143,177 territories within Australia. Established in Sydney in Private Hospital Admissions 1885, by the arrival of the Sisters of the Little Company of Mary in Australia, our mission is to provide health 59,521 care to the most vulnerable, including those reaching Public Hospital Admissions the end of their life. We provide aged and community care, acute and sub-acute health care, specialist palliative care and comprehensive care for people in Retirement the final year of their life. Communities Full details of our locations are on the back page of this Review. 981

W Beds About our cover Margot Webbe (30 Dec 1922 – 18 Aug 2014) 358 Independent living units Our cover features the late Margot

LITTLE COMPANY OF MARY Webbe, a former recipient of Home HEALTH CARE LIMITED ANNUAL REVIEW 2013/2014 Continuing the Mission of the Sisters of the Little Company of Mary and Community Care (HACC) Services Community Victoria, a program of Calvary Community Care. Margot, who has 25 Care direct descendants, visited Bali 34 times in the last 29 years. Her last trip was at 90 years of age. 20,000 Clients The scarf Margot is wearing was knitted by her daughter not long before this photo was taken in August 2014 and 1,275,000 Margot insisted on wearing it. Our Hours of care warmest thanks to Margot’s family for their permission to use this image.

[ 1 1] Contents

Calvary Ministries 2 Foreword from the Chair 2 Role of Trustees 3 Directors 3

Governance 6 Message from the Chair Foreword from the Chair Little Company of Mary Health Care Board 8 of Calvary Ministries Board Committees 9 Our Mission is to bring the and provide a source of Board Directors 10 healing ministry of Jesus to strength and reach out to A Year in Review 12 those who are sick, dying those who are sick and dying. Our Strategy 14 and in need through Being The Directors of Calvary Our National Leadership Team 16 for Others. Ministries are again delighted with the many successes Our Services 18 It is now over three years since Calvary Ministries achieved throughout all our services this year. These Our People, assumed responsibility for the achievements did not come Our Culture 22 stewardship of the ministries easily and I wish to thank Mission, Formation and commenced by the Sisters of each and every person for the Employee Engagement 24 the Little Company of Mary in contribution they have made Australia so many years ago. Our Volunteers 29 to the commitment of our Workplace Health & Safety 31 Calvary Ministries, through mission and compassionate the work of the Little care we have provided to all Learning & Development 33 Company of Mary Health those we serve. In particular, Excellence in Care 34 Care Board and Executives, I would like to acknowledge continue to work in the the support, expertise and Clinical Governance 35 tradition of the mission of contribution of the Little Alliances 39 the Sisters in health, aged Company of Mary Health Care and community care in the Directors, Executive, Clinical, Our Community 42 spirit of their founder, the Administrative, Support Staff Community Advisory Councils 43 Venerable Mary Potter. and our Volunteers, who all play an important part in Calvary Community Care 45 Calvary Ministries, through ensuring the success of our its services, seeks to create Community Initiatives 46 Catholic health, aged and organisations that are life community care system. Wise Stewardship 49 giving and are filled with hope for the future. In its daily We again welcome this Financial Results 52 work, the sacredness of the visionary challenge and know that in your work you have the Service Development gift of life and the value and dignity of all people must assurance of the prayers and & Innovation 53 be respected. As was the support from the Directors Innovations 55 case when the Sisters of the of Calvary Ministries in appreciation for the important Hospital Developments 59 Little Company of Mary were responsible for the services contribution you make in Research 60 carrying on the rich mission we now conduct, the care Bequests 61 and tradition of the Sisters of and compassion is always the Little Company of Mary. motivated by our concern for Contacts Back Cover others to inspire hope, nurture Bill d’Apice people who are vulnerable Chair, Calvary Ministries

[2 2 ] Role of Trustees

The Catholic Church takes However, as the need has by Little Company of Mary great care in overseeing arisen, the Catholic Church has Health Care Limited. created the canonical entity the works done in its Calvary Ministries is to exercise known as a Public Juridic name. Health care is one a canonical stewardship role Person (PJP) as another way of those works. Religious over the Catholic health, aged for this canonical stewardship communities and dioceses and community care programs to be accomplished. Although have traditionally been and services intended to it sounds as if it is one person, the vehicles for carrying improve the health and well- it is constituted by a number of out this privileged work of being of the communities people. They act as the trustees sponsoring the ministry of they serve. These activities of the work of the Catholic health care. will be conducted in a manner Church in these organisations. consistent with the teachings The PJP that has been and laws of the Catholic Church approved by the Vatican and guided where appropriate for Little Company of Mary by the charism, spirit and Health Care Limited is known mission of the Sisters of the as Calvary Ministries. Calvary Little Company of Mary set Ministries’ purpose is to sustain out in the canonical By-Laws and further the health care of Calvary Ministries and the ministries originally undertaken Code of Ethical Standards, as by the Little Company of Mary approved by the Australian – Province of the Holy Spirit, Catholic Bishops’ Conference. which are now undertaken

Directors

Mr Bill d’Apice (Chair) to his advice. He was a Chair of Southern Health, Director of Catholic Church Health Super Pty Ltd, Health Bill is a partner in Makinson Insurances Limited for 15 years Super Financial Services Ltd, & d’Apice, a well-known and it’s Chair for 9 years. Housing Guarantee Fund Ltd Sydney law practice, which and has also held Directorships has provided legal services to Bill, through his firm, has in Dental Health Services various agencies of the Catholic provided legal advice to the Victoria and the Australian Red Church for many years. Little Company of Mary for a number of years, and is Cross Society. Garry was also Bill’s principal areas of legal currently a member and Chair of Commissioner of the Private practice are property law, the Little Company of Mary Health Insurance Administration commercial law and the law Advisory Council. Council from 1998 to 2007 and relating to charities and not- Chair of the National Blood for-profits. Although he has Mr Garry Richardson Authority from 2007 to 2011. expertise in all aspects of Garry has extensive experience In addition to his current commercial law, his particular as a Chief Executive in the role as a director of Calvary emphasis is on corporate Australian health insurance Ministries, he is also a director structuring, governance industry, as well as holding of Defence Health Ltd. and directors’ duties. other senior positions in the Garry also held the position financial services industry. He also sits on a number of of Chair of Little Company of charities and not-for-profit Since retiring from a full-time Mary Health Care in 2007/2008. boards which allows him to chief executive role in 1998, He is a fellow of the Australian bring practical experience Garry has held positions as Institute of Company Directors.

[ 33 ] Ms Julie-Anne Schafer clinical (general & midwifery) recent position being Director and administrative levels in of Mission at Calvary Health Julie-Anne is an experienced various healthcare facilities Care Adelaide. Sister Anne non-executive director in the within the Little Company is a member of the Board of financial services, health and of Mary (Riverina, Tasmania, Management of The Mary Potter transport sectors. She is a ACT & Qld – Cairns) and other Foundation South Australia. former Telstra Queensland Catholic health settings. Business Women’s award Sister Anne is currently a winner, President of the Sister Kathleen has recently Province Councillor of the Queensland Law Society, been the Director of Inpatient Sisters of the Little Company Chair of the Solicitors Board Services at Hawkesbury of Mary Australia. and Deputy Chancellor of District Health Service, a the Queensland University of healthcare facility of Catholic Officers/Advisors Technology. She is the current Healthcare (CHL) and is Mr Patrick Bugden Chair of Church Resources presently working in the area and has previously chaired of clinical governance. (Executive Officer) RACQ and RACQ Insurance. She is currently a member of the Pat is a Chartered Accountant She was previously a lawyer Notre Dame (Sydney) School and was a partner in a Sydney whose career includes 25 of Nursing Advisory Board, firm for almost 30 years until he years in partnership in legal and a member of the Catholic retired from the partnership in professional services firms. Health Australia Directors 2003. He held the position as of Nursing Committee. Province Executive Officer for Very Rev. Ian B Waters Little Company of Mary Health Sister Kathleen was previously Father Ian Waters is the and Aged Care 2004-2010. Pat a member of the Calvary Parish Priest of two suburban also acts as Company Secretary Ministries Members’ Council. parishes in the Archdiocese for Calvary Ministries Limited. of Melbourne. He is renowned Sister Anne Sheridan LCM Mrs Michele Black within Australia for his (retired 28/11/2013) (Office Administrator/ knowledge and expertise in Personal Assistant) canon law and consults to Sister Anne Sheridan has Bishops and Catholic agencies. over 30 years’ experience in Michele is an experienced health and aged care at both office administrator with over Father Waters is a lecturer a clinical and administrative 20 years’ experience in various in canon law at the Catholic level. Sister Anne has held industries. Michele holds the Theological College, East positions as Director of Nursing responsibility of supporting the Melbourne. He has served in a number of services within Executive Officer, the Board on a number of boards and Little Company of Mary of Calvary Ministries and the associated bodies, including Health Care, and as Director Members’ Council, along with the Senate and Academic of Mission in the Riverina, the day to day conduct of the Board of Catholic Theological and Tasmania with her most company’s affairs. College, as President of the Canon Law Society of Australia & New Zealand and as Chairman of the Melbourne Diocesan Historical Commission.

He has been an advisor to the Little Company of Mary on canon law issues for a number of years.

Sister Kathleen Cotterill LCM (appointed 29/11/2013) Sister Kathleen Cotterill has been a member of the Little Company of Mary for over 30 years.

During this time Sister Kathleen has held positions at both

[4 4 ] More Fast Facts 4,864 babies delivered 396,780 assisted outpatients 112,972 emergency department presentations 111,231 surgical procedures

[ 55 ] Governance

[6 6 ] “As expected, we faced substantial challenges in the past year. First and always was the need to make a positive difference in the lives of our patients, especially those we have the privilege to treat and support through palliative and end of life care.”

The Hon. John Watkins Chair, Little Company of Mary Health Care Board

7 Message from the Chair Little Company of Mary Health Care Board

The Hon. John Watkins LLB, MA, DipEd, Hon DLitt (Macq)

We end 2014 with satisfaction have several major capital works clients. In particular, we thank and look forward to 2015 projects planned and expect to Sr Bernadette Fitzgerald for her with confidence, secure in the see continued improvements leadership of the Sisters and her knowledge that the vision of arising from the IT reform and unwavering support for our work. the Venerable Mary Potter still roll out that has really been a Another cause of our success inspires the life of Calvary Health most significant project over has been the guidance provided Care and makes a tangible recent years. We have to by Calvary Ministries Limited, difference in the work of our continue to deal with several our trustee Board, under the staff and the experience of our new Governments and Ministers guidance of Mr Bill d’Apice. patients, residents and clients. across Australia which is always Calvary Ministries undertakes a challenging. We have major As expected, we faced critical role in the governance internal training and leadership substantial challenges in the of Calvary Health Care. programs to implement and past year. First and always we have the continual demand Most significant has also been was the need to make a to provide a safe work place the work of our Board of positive difference in the lives that enables staff to develop Directors. They are hardworking, of our patients, especially and exercise their many skills professional, highly skilled, faith those we have the privilege with confidence in a secure filled and vastly experienced. to treat and support through and supportive environment. palliative and end of life care. Special mention also needs to Our recent experience gives be made of the work of our That challenge requires inspiring, us confidence in facing these National Leadership Team well trained and dedicated challenges whilst, continuing led superbly by the National staff, committed and inspired to deliver exceptional hospital, CEO, Mr Mark Doran. Mark is management, a deep and aged and community care across an exceptionally experienced practical understanding of the Australia. Our confidence in no and hardworking CEO and is mission of Mary Potter, improving way discounts the difficulties a capable and popular leader. facilities and strong governance faced in the modern health care He works smoothly with the frameworks. We are fortunate environment. Fortunately we senior management team and to be strong in all of those are blessed with mechanisms they all respond generously. areas. We have also negotiated and relationships that form successfully with our insurers, And, finally, to all of our Calvary the cultural infrastructure on continued our comprehensive staff from the newest trainee which we can build success. capital upgrades, dealt with nurse to our most experienced continuing Government reforms First and foremost is the clinician and to all our aged care, and uncertainties in multiple inspiration of the Venerable community care and support jurisdictions, introduced a new Mary Potter and the care, advice staff, thank you for all your and inspiring marketing strategy, and guidance still provided by efforts every single day. It is on improved clinical governance Sisters of the Little Company your efforts and compassion and continued to achieve of Mary who either work or that our success is really built. remarkable financial results. It live in Calvary facilities. They was a busy and successful year. encourage, guide and inspire our staff and in many places The year ahead will surely be still care tenderly for patients or as busy and challenging. We

[8 8 ] Board Committees

Audit and Risk Committee Performance and Strategy and Held five meetings Remuneration Development Mr Pat O’Sullivan, Chair, and Committee Committee Directors Ms Rebecca Davies, Held four meetings Held three meetings Mr Mick Roche and Mr John Mackay, Chair, and Mr Mick Roche, Chair, and Ms Brigid Tracey Directors Ms Rebecca Davies and Directors Professor Katherine Assists the Board in fulfilling Professor Katherine McGrath McGrath, Professor Peter Ravenscroft and Associate its oversight responsibilities Provides governance with Professor Richard Matthews by reviewing the integrity and respect to frameworks to quality of financial information, drive performance, including Provides advice to the Board the processes adopted by the annual performance on strategic and development management to identify and review of the National Chief issues, ensures strategic thinking manage key business, financial Executive Officer (NCEO) and is aligned to the mission of and regulatory risks, reviewing development of succession Little Company of Mary Health the systems of internal plans for the NCEO, National Care and addresses broader controls and risk tolerance that Leadership Team and Service emerging issues in the delivery management have established, CEOs and to assist with of health and aged care and monitoring the internal and the management of Little services. In performing its role, external audit processes. A key Company of Mary Health Care’s the Committee engages in an responsibility of the Committee remuneration philosophy and interactive strategic planning is the oversight of Work Health policy as it applies to Directors process with management, Safety & Environment (WHSE) and Little Company of Mary including identifying strategic matters across the organisation. Health Care executives. goals and expectations, ensuring alignment with Mission Mission and Ethics Clinical Governance and reviewing potential major Committee Committee investments, divestments and Held four meetings Held five meetings corporate alliances. The Hon Greg Crafter, Chair, and Professor Katherine McGrath, Directors The Hon John Watkins, Chair, and Directors Ms Professor Peter Ravenscroft and Brigid Tracey, Professor Peter Ms Brigid Tracey Ravenscroft and Associate Assists the Board in fulfilling Professor Richard Matthews its governance responsibilities Provides governance with by reviewing and reporting to respect to frameworks for the Board on issues related to clinical governance throughout mission integration, ethics issues the organisation and provides relating to health care research, assurance to the Board that clinical ethics, business practice Little Company of Mary Health and personnel management, Care has a robust framework for leadership development the management of key critical and formation of Board, clinical systems and processes. executive and staff. It also has It reviews the controls and responsibility for Little Company assurances against relevant of Mary heritage issues and clinical risks in order to assure Catholic Health Australia the Board that priority risks to initiatives relevant to mission the organisation are and ethics matters. being managed.

[ 99 ] Little Company of Mary Health Care Limited Board Directors

The Little Company of Mary Health Care The Hon. Greg Crafter Board is accountable to Calvary Ministries. AO, LLB Chaired by The Hon John Watkins, the Board Appointed to the Board on 16 November 2006 comprises nine Directors, Mr Michael Roche (Deputy Chair), The Hon Greg Crafter, Mr Greg was a Member of the South Australian John Mackay, Ms Rebecca Davies, Professor Parliament from 1979 to 1993 and a Minister of Katherine McGrath, Professor Peter Ravenscroft, the Crown from 1982 to 1993. He held several Ms Brigid Tracey, Associate Professor Richard portfolios including Education, Children’s Services, Matthews and Mr Patrick O’Sullivan. The Community Welfare and Aboriginal Affairs, Board met eight times during the year. Housing, Planning and Local Government. Greg was admitted to the Bar in 1978 and is a non- Two of the Board meetings were held at our executive Director of a number of government services, Calvary Mater Newcastle (October and private sector boards. In 2008, Greg was 2013), which also included site visits to Aged appointed a member of the National Catholic Care and Community Care Services in the Education Commission and in 2013 its Chair. He is Hunter-Manning region and Calvary Health Care a member of the Truth Justice and Healing Council Riverina (March 2014). These visits gave the and Chairs Catholic Health Australia’s Bioethics Directors the opportunity to meet staff, visit our Committee. In 2009 Greg was appointed Officer of facilities and be introduced to patients, clients the Order of Australia for service to the Parliament and residents who come through our services. of South Australia, to education policy in the areas of curriculum development and improved The Hon. John Watkins (Chair) opportunities for teachers, and to the community LLB, MA, DipEd, Hon DLitt Macq through social welfare and youth organisations. Appointed to the Board and its Mr John Mackay Chair on 25 November 2010 AM, BA (Admin/Economics), FAIM John has been the CEO of Alzheimer’s Australia Appointed to the Board on 15 November 2007 NSW since September 2008. John is a member of the Advisory Committee for the Centre for John was the Chancellor of the University of Emotional Health at Macquarie University and Canberra, Chair of the National Arboretum an Adjunct Professor of Law at the University Canberra and a Director of Canberra Investment of Western Sydney. John worked as a teacher Corp, Speedcast Pty Ltd, DataPod Pty Ltd and the for 16 years until his election to the NSW Canberra Raiders. In 2004 John was appointed Parliament in 1995 where he served for 13 as a Member in the Order of Australia for services years, spending 10 years as a Minister. He was to utilities and the community and in 2008 was Deputy Premier when he retired in 2008. named ACT Citizen of the Year. He is the former Chairman of ACTEW Corp, ActewAGL, TransACT Mr Michael Roche (Deputy Chair) Communications Pty Ltd, Canberra Glassworks BA (Accounting), FCPA, MACS and the Salvation Army Advisory Board. Appointed Deputy Chair on 10 June 2010 Ms Rebecca Davies and to the Board on 23 April 2008. BEc, LLB (Hons), FAICD Mick Roche is a consultant working with Appointed to the Board on 25 September 2008 government agencies and companies who deal with government on a range of strategic Rebecca is a director of a range of companies in management issues. He is a member of a number the financial services, health and music fields and is of public sector governance boards, a director a facilitator for the Australian Institute of Company of Maritime Australia Limited and chairs the Directors course. She retired from her position as a Pharmaceutical Benefits Pricing Authority. Mick partner at Freehills in 2009, where she specialised was the Undersecretary for Defence Material in the in litigation. Department of Defence, and has worked at senior levels in Customs, the Departments of Health, Prime Minister and Cabinet and Immigration and Finance.

10[ 10 ] Professor Peter Ravenscroft Associate Professor AM, MB, BS (Qld), MD (Qld), FRACP, Richard Matthews FFPMANZCA, FAChPM, GAICD AM, MBBS Appointed to the Board 26 November 2009 Appointed to the Board on 1 January 2012 Peter is a Palliative Care physician. He is Conjoint Richard is the former Deputy Director General of Professor of Palliative Care at the University of the Strategic Development Division of NSW Health. Newcastle and former Director of Palliative Care Until June 2007 he carried a dual role as Deputy at Calvary Mater Hospital Newcastle. Peter was Director General NSW Health and Chief Executive also Area Director of Palliative Care for the Hunter of Justice Health. Richard commenced his career in New England Area Health Service. He has been general practice and was in full time practice from President of the Australian Society of Clinical and 1979 until 1998. He developed a special interest Experimental Pharmacologists and Toxicologists, in drug and alcohol, and worked for many years Inaugural Chairman of the Australasian Chapter of at St Vincent’s Hospital Rankin Court Methadone Palliative Medicine of the Royal Australasian College Stabilisation Unit. He is Chair of General Practice of Physicians and Chairman of the International Christian Medical and Dental Association. Peter Education and Training (GPET), a director for has contributed to over 100 publications in medical NEuRA, GPNSW, Alzheimer’s Aust (NSW) and sits journals and to 14 medical books. In 2010 Peter on the advisory board CHeBA. In 2010 Richard was was awarded a Member of the Order of Australia awarded a Member of the Order of Australia for for service to the development of palliative service to the health sector through leadership roles care and medicine, particularly as an advocate in the areas of service development, primary health for improved education of doctors and health care, mental health and drug and alcohol policy. workers in the therapeutics of palliative care. Patrick O’Sullivan Professor Katherine McGrath CA MB, BS, FRCPA, FAICD Appointed to the Board on 27 March 2013 Appointed to the Board on 26 November 2009 Pat joined the Board as a non-executive director and Katherine is a widely respected health care brings over 30 years of international commercial executive with over 30 years experience in and business management experience. He was government, public health, private health, clinical the Chief Operating Officer / Finance Director of and academic posts. Her roles have included PBL Media and Nine Entertainment. During this Deputy Director General of NSW Health, CEO of appointment he was also the Chairman of NineMSN, Hunter Area Health Service, Professor of Pathology the joint venture between Nine and Microsoft. at the University of Newcastle and Group Manager Before joining PBL Pat was the Chief Financial of Strategy and Corporate Affairs at Medibank Officer at Optus Pty Ltd, with responsibility for the Private. She was a foundation commissioner on company’s financial affairs, including corporate the Australian Commission for Safety and Quality finance, taxation, treasury, risk management, in Healthcare. Katherine currently runs a private procurement and property. Pat has also held health consultancy and is a member of the Board positions at Goodman Fielder, Burns Philp & of Coronial Advisory Council in Victoria. Katherine Company, and PricewaterhouseCoopers. He is originally trained as a haematologist and is a fellow the Chairman of Healthengine.com and is a non- of the Royal College of Pathology of Australasia. executive director of iSentia, iinet and carsales. com Limited. Pat is a member of The Institute Ms Brigid Tracey of Chartered Accountants in Ireland and The AM, BN, Grad Dip Nursing Administration Institute of Chartered Accountants in Australia, Appointed to the Board on 26 November 2009 and is a graduate of the Harvard Business School’s Advanced Management Program. He is an active Brigid has had a 45 year career in nursing, most fundraiser for the charity, “Dreams2Live4.” recently including 11 years as Director of Nursing at St Vincent’s Private Hospital in Sydney. She has been a surveyor for the Australian Council on Healthcare Standards and a board member of the NSW College of Nursing and The Australian Council on Healthcare Standards, a Trustee of Catholic Healthcare Services and a member of the Executive of the Institute of Nursing Administrators, NSW and ACT. Brigid was appointed as a Member in the Order of Australia in 2001 for services to Nursing.

[ 1111 ] A year in review Little Company of Mary Health Care Limited

Mr Mark Doran National Chief Executive Officer

As Pope Francis encourages The 2014 Calvary Review helps to inform you of our charitable mission us in Evangelii Gaudium works, but also celebrates our major achievements over the last twelve (#238-258), We must be months. During this past year, Calvary has diligently pursued our outward looking and not strategic objectives, without losing sight of our purpose and identity. closed in on itself and be Our purpose continues to be the maintenance or enhancement of the a joyful announcer of the overall quality of life, dignity and well being of every individual Gospel and be an active needing care, particularly in the most vulnerable times of their life. player in the society and We have been heartened by Pope Francis’s view that, as a work of engaged in being an effective the Church, Calvary must be ‘outward looking and not closed in on presence in all aspects of itself and be a joyful announcer of the Gospel’ and he encourages society. To have dialogue us be an ‘active player in the society’ and to be ‘engaged in being with the world, with the an effective presence in all aspects of society. To have dialogue with State, with the sciences and the world, with the State, with the sciences and with people of other with people of other faiths. faiths.’ I trust you will see from this publication and our work we are attempting to engage in ways with health systems to improve care in our communities.

Our people, particularly our leaders, are the key to our success in delivery of our mission. To that end, the focus of Calvary’s formation is to help leaders tap into the power of ‘why’ as core to the identity and purpose of the organisation. This assists individuals, no matter what their beliefs, to articulate their calling to the care ministry. It’s therefore not about just our work, but helping them to be better people, understanding their own meaning and spirituality. That allows them to understand that with increasing numbers of older people with multiple chronic diseases we have an increasingly larger and arguably more vulnerable element in our society – people increasingly marginalised by illness, loneliness and/or social and religious stigma. When in their last year of life, the potential for this alienation is heightened.

However, Calvary recognises how difficult this will be to improve – known by sociologists as a ‘wicked problem’. In response, Calvary has fostered a culture that’s passionate about what we do. An organisation that is agile and responds to changed circumstance and need. We have attempted to empower our services to be very close to the communities they serve and have processes and solutions designed from the stakeholders’ perspective through a focus on solutions... centred on the patient, client or resident and their families.

The hallmark being simplicity and flexibility, seeking to ultimately achieve integration across health network segments or streams and where possible partnering to meet community need – hence

[12 12 ] the formal Alliances with Local Health Districts, platform called Calvary Connect, coupled with Medicare Locals, funders, other stakeholders to a further roll out of an organisational e-time and offer seamless services that improve ‘health’ in attendance system and e-dispensing system in communities we serve – even beyond the ‘sickness’ aged care amongst the some 200 projects. Board paradigm. Whilst still very much a work-in- support has been given for a more rapid and progress, the eventual outcome should have a extensive deployment, that has significant positive profound effect on how health care is delivered in implications going forward. the future, particularly the sharing of patient clinical It was a year not without its travails, frustrations and information across each area/stream and outside uncertainties. What overcomes this is the knowledge Calvary to provider partners. that Calvary has, through the expression of its To sustain our works into the future we require mission, a unique value proposition in caring for the a strong financial base and, in keeping with our communities it serves and is capable of playing a value of wise stewardship, we have improved our pivotal role in care industry transformation. financial performance markedly once again. Whilst In the coming year, Calvary will continue to seeking reasonable funding, we haven’t lost sight foster a distributed sense of responsibility and of the need to be efficient. Certainty of outcome accountability for safety across the organization and transparency in our performance metrics is in the quest to become what is referred to as central to delivering our mission. Over the last a High Reliability Organisation. Our efforts to twelve months we have advanced significantly on date have been very satisfying, however we will a number of technology and data management continue to produce checks and counter checks as enhancement platforms. More importantly, this a precaution against potential mistakes along with data is transformed into knowledge, providing engendering the sense of vulnerability across clarity on our progress, and most importantly, how the organisation. we can be more efficient and safer in delivering the compassionate care you can expect from Finally the direction, wise counsel and support Calvary services. from those who provide our governance, the Little Company of Mary Health Care Board and trustees, Highlights include pilots of an e-clinical record, Calvary Ministries, is very much appreciated but it’s e-medications management, e-admissions the ultimately the trust, dedication and exceptional portal, an e-business intelligence system and the caring of our staff and volunteers that deliver the construction of a health information exchange, mission to whom I extend the thanks of the entire along with an organisation wide communication leadership team.

Organisation Structure Little Company of Mary Health Care Limited

National Director of National Chief Finance Officer Private Hospitals David Bergman Arthur Yannakou Calvary Ministries - Trustees Chair - Mr Bill d’Apice National Director of Public Hospitals National Director of Mission Brenda Ainsworth Leo Tucker (resigned May 2014) Little Company of Mary Health Care Limited National Board Chair – Hon. John Watkins National Director National Director of Community Care Clinical Services Cheryl De Zilwa Sue Hanson National Chief Executive Officer National Director Mark Doran National Director of People & Retirement Communities Organisational Development Paul Bradley Sandra Clubb

National Director, Legal, Governance & Risk Philip Maloney

LCM Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Calvary Health Care Private Mater Health Care Health Care Health Care Health Care Health Care Retirement Cessnock Retirement Retirement Home Care Health Care ACT Ltd Health Care Newcastle Kogarah Adelaide Riverina Bethlehem Tasmania Community Retirement Communities Community Ltd Holdings Canberra Ltd -North Ltd Ltd Ltd Ryde Ltd Community Hunter- Canberra Bruce (public Adelaide Hobart Manning Ltd Ltd (28 Asset Holding John James hospitals) (public -Wakefield Wagga Melbourne - Lenah Valley locations) Company (private hospitals) -Central Wagga - St John’s (13 locations) and public (private Districts (public Launceston hospitals) hospitals) -Rehab - St Luke’s (private hospitals) -St Vincent’s (public hospitals) (private hospitals) hospitals)

CEO CEO CEO CEO CEOs CEO CEO CEO General General General General CEO Ray Dennis Shaune Greg Flint Karen Harold Kok Joanne Dr Jane Hobart: Manager Manager Manager Manager Cheryl Gillespie Edwards Jennifer Jelcic Williams Fisher Kathryn Mary Kristin Karen Best Deborah De Zilwa Berry

Launceston: Molyneux Smith Booth Grant Musgrave

[ 1313 ] A plan of action A look at our strategic aims and our future

Our Strategy Little Company of Mary Health Care Limited Hospitality Healing Stewardship Respect Continuing the Mission of the Sisters of the Little Company of Mary Mr Mark Doran National Chief Executive Officer

Health Care in Australia Over the past five years Calvary has been on a journey of recovery faces challenges and and foundation building. I am pleased to say we are now in a strong uncertainty due to our position and looking at a brighter future. That’s come about thanks to aging population and the great people, a lot of hard work and good leadership. It means we can introduction of recent invest in upgrading facilities and services to deliver on our mission of reforms. As an organisation, providing the best possible care for our patients, clients and residents. we need to be ready to take That said, health care in Australia faces challenges and uncertainty up opportunities by being due to our aging population and the introduction of recent reforms. aware, flexible, and willing to As an organisation, we need to be ready to take up opportunities by explore different paths. We being aware, flexible and willing to explore different paths. We need to need to be on the front foot, be on the front foot, as they say. as they say. That’s the spirit of the Sisters of the Little Company of Mary. They too That’s the spirit of the Sisters adapted to change and took on new challenges as they arose. of the Little Company of Calvary is in a unique position — with strong market position, core Mary. They too adapted to systems and capabilities, a clear Mission, Vision and Values and change and took on new strategic aims supported by a plan to continue to make a difference challenges as they arose. in the communities we serve.

Calvary believes that Australian society is best served by a single health care system where the public and private sectors play complementary roles in delivering high quality, responsive and compassionate hospital, community and aged care services.

End of life care, chronic disease management, access to health services and skills shortage are all issues increasingly impacting Australian communities and these all factor in our plans for the future. I wouldn’t say these are simple problems that will be easy to fix. They are complex issues that will require us to continue to stay focussed on delivering quality care whilst also looking into the future and working collaboratively within Calvary and the communities we serve.

For more information download “A Plan of Action – a look at our strategic aims and our future” at www.calvarycare.org.au

[14 14 ] Our Strategic Aims 1 2 3 4

Expand Sustain Improve Grow, and improve the ability of our current integrate and Palliative Care our hospitals, delivery system innovate within for those with aged care and promote our ‘circle of progressive facilities & effective, competence’ chronic illness community equitable, in the and those at services to quality care environments the end of provide quality, and safety in which we their life. compassionate for all. operate. care in the communities we currently serve.

Mark Doran presenting at the Calvary National Executive Conference.

[ 1515 ] Our National Leadership Team

Little Company of Mary Health Care Limited National Leadership Team is led by the National Chief Executive Officer Mark Doran who is supported by nine National Directors. The National Leadership Team represents each of the four Service streams, Mark Doran Brenda Ainsworth Public Hospitals, Private National Chief National Director Hospitals, Aged Care and Executive Officer Public Hospitals Retirement and Community Mark has extensive experience as a Over the past eight years Brenda Care (Silver Circle), and our senior executive in health and has has focused on health system support services of Mission, worked in both the public and private performance, clinical service redesign Finance, Human Resources, hospital sectors, starting his career as and the development of innovative an Administrative Trainee. Mark has models of care both in NSW and the Clinical Services and Legal, worked for Ramsay Health Care and ACT. Her previous positions have Governance and Risk. Mayne Health, where he participated included Director, Health Advisory at in the growth of this organisation Price Waterhouse Coopers, Executive Each Executive is responsible from six small facilities to over 50 Director, Health Performance hospitals. Mark commissioned the Improvement, Innovation & Redesign for delivering on our 300 bed John Flynn Hospital and for ACT Health and Director of Major strategic plan and financial Medical Centre on the New South Projects, Nepean Hospital. She results for the four streams. Wales Queensland border, which he was the winner of the 2010 Telstra managed for seven years. He was also Business Women’s Award in the the State Manager for Queensland ACT for Innovation. Brenda holds a where he was responsible for up to Bachelor in Health Science (Nursing) 15 facilities. and a Masters in Management.

David Bergman Arthur Yannakou National Chief National Director Financial Officer Private Hospitals David has 15 years experience in the Arthur is an experienced health care health and aged care sector as a senior general manager and chartered executive with demonstrated success in accountant, with substantial leadership growing organisations. He has a strong experience. He has over 20 years’ focus on business improvement, change experience in public and private management and the development of companies in Australia, the United finance, information technology, treasury Kingdom and South Africa. Arthur has and reporting functions. David has also held a range of positions in the private worked in a number of organisations health care sector in Australia including including chartered accounting firms, Mayne Health and Affinity Health as finance companies and Macquarie Bank. CEO, Director of Hospital and David is a Chartered Accountant and Regional Manager. holds a Bachelor of Commence and a Master of Economics.

16[ 16 ] Sandra Clubb Leo Tucker Sue Hanson National Director People & National Director National Director Organisational Development of Mission (to May 2014) Clinical Services Sandra has over 20 years’ experience Leo is an experienced executive Sue has a broad range of experience in line management and corporate working in the areas of Pastoral in management and health executive human resource roles in major Care, Mission and Welfare in Health roles, education, clinical governance manufacturing organisations. She Care, Community Care and Parish and academia in NSW, and in national has extensive experience working in settings. He was the Regional Manager positions. She has held nursing organisations going through rapid Pastoral and Chaplaincy Services at professorial roles, led the development change and growth. Prior to joining St Vincent’s and Mater Health Sydney, and national implementation of quality Calvary Sandra was part of the Carter has worked for the St Vincent de Paul standards assessment programs in Holt Harvey Wood products Australia Society as Regional Centres Manager Palliative Care, and held an inaugural Pty Ltd executive team and played within the Diocese of Wollongong and Area Director of Clinical Governance a significant role in that business later as the Program Manager within position in NSW. Sue has worked in establishing itself as the leader in its the Maryfields Day Recovery Centre. Palliative Care in various roles for the industry, transitioning employees and Leo holds a Bachelor of Theology, past two decades. She is currently the merging corporate cultures. Sandra is an Advanced Diploma of Business Chair of the Palliative Care National passionate about driving for positive Management and Graduate Certificate Standards Assessment Program and safe workplace culture and in Catholic Culture and Leadership (NSAP) Steering Committee and Co- leadership development. She holds from the Australian Catholic University, Chair of the NSW Agency for Clinical a Bachelor of Business in Strategic Catholic Health Australia. Innovation Palliative Care Network. Human Resource Management.

Philip Maloney Cheryl De Zilwa Paul Bradley National Director, Legal National Director National Director Aged Care Governance and Risk Community Care & Retirement Services Philip has been in legal practice for Cheryl joined Calvary Silver Circle in Paul has 25 years industry experience 25 years and has worked in several February 2013 after eight years as CEO across the public, not-for-profit and senior in-house legal roles including of Windermere, an influential Victorian private sectors. Since 2002 he has Regional General Counsel for Thorn community organisation and was worked in a broad range of executive Asia Pacific, General Counsel for also the CEO of Quality Management roles in aged care and retirement. Stamford Hotels and Resorts, Senior Services, a leading accreditation body Prior to joining Calvary Paul worked Counsel for McDonald’s Australia, within the health and community with Anglican Retirement Villages, Division Counsel for McDonald’s sectors. Cheryl has played a major role Sydney where he was instrumental in Asia Pacific Middle East and Africa in quality improvement and capacity their strong growth over the previous (APMEA), Vice President – General building of community services across decade. Paul is passionate about Counsel for McDonald’s Pacific and Australia. She has also worked with engaging with residents and staff alike Africa Division and Senior Counsel the National Heart Foundation in a and intertwining a strong commercial for APMEA. Philip brings a wealth of senior health promotion role, which and benevolent approach in the legal and management experience gave her a unique understanding Christian not-for-profit sector. He holds and has held several directorships and of the full spectrum of health and an honors undergraduate degree, a appointments as Company Secretary. community based services. Cheryl has Masters of Commerce in Valuation and Philip holds a Bachelor of Commerce a varied academic background which a Company Director’s Diploma. and a Bachelor of Laws as well as includes General Nursing, Bachelor of several post graduate qualifications. Education and Masters of Management.

[ 1717 ] Our Services Address and contact details are on the back page of this review.

Calvary Public Hospital, ACT Chief Executive Officer Ray Dennis 275 bed public hospital comprising two campuses, being the Bruce 256 bed Calvary Hospital acute and sub-acute services and the Acton 19 bed Clare Holland House public Hospice and specialist Palliative Care Service. Services: Actively participates in the Territory’s surgical services, emergency and critical care services, and mental health services network; and is recognised as the leader of Palliative Care services and research in the ACT. Calvary Public Hospital and the Australian Catholic University collaborate in education and research through the Calvary Clinical School and Calvary Centre for Palliative Care Research located at the Bruce and Acton campuses respectively. It is a teaching hospital with associations to the University of Sydney, Australian National University and University of Canberra; and assists the education and training of medical, nursing, midwifery and allied health professionals.

Calvary Private Hospital, ACT Chief Executive Officer Ray Dennis

73 bed private hospital, including the 15 bed Women’s Health Unit and three bed Calvary Private Sleep Study Service and Hyson Green Mental Health Unit.

Services: Orthopaedics, urology, general surgery, plastics, gastroenterology, ophthalmology, general medical. Hyson Green Mental Health Unit is the only private mental health unit in the ACT offering inpatient, day patient and holistic programs. The Women’s Health Unit is a 15 bed post natal and women’s health unit. The Day Surgery Unit includes a post operative recovery area and patient discharge lounge.

Calvary John James Hospital, ACT Chief Executive Officer Shaune Gillespie 155 bed private hospital in the ACT, including a 20 bed rehabilitation unit, seven theatres, one procedure room and a Bariatric Centre of Excellence. Services: Extensive range of general medical, general surgery, vascular, gynaecology, paediatrics, orthopaedics, urology, gastroenterology, thoracic, vascular, plastic, dental, ENT, intensive care unit, maternity unit with level 2 special care nursery. Rehabilitation unit with day programs servicing on average 35 to 40 patients a day including post joint surgery, medical reconditioning and falls prevention programs to reduce readmission to hospital. It is Is the only Private Hospital in the ACT with a hydrotherapy pool.

Calvary North Adelaide Hospital, South Australia Chief Executive Officer Sue Imgraben 153 bed private hospital including 16 bed Mary Potter Hospice. Services: Inpatient care, general medical and surgical, oncology, day chemotherapy, critical/intensive care, maternity and the Mary Potter Hospice.

Calvary Wakefield Hospital, Adelaide, South Australia Chief Executive Officer Harold Kok / Rob Wise 180 high technology acute private hospital beds, 24/7 emergency centre and Wakefield Surgicentre Day Surgery. Services: A major tertiary hospital with a strong focus on neurosurgery, cardiac services and orthopaedic surgery. Consulting suites, 24 hour private emergency centre, level 3 ICU, CCU, angiography suite, high dependency unit and the free standing Wakefield Surgicentre Day Surgery make up this comprehensive precinct.

18[ 18 ] Calvary Rehabilitation Hospital, Adelaide, South Australia Chief Executive Officer Kris Salisbury 65 bed private rehabilitation hospital with day and outpatient programs. Services: Inpatient and day patient rehabilitation services including cardiac, orthopaedic, neurological (including stroke), multi-trauma, falls prevention, geriatric assessment, pulmonary and reconditioning and is committed to restoring an individual’s quality of life to its optimal level.

Calvary Central Districts Hospital, South Australia Chief Executive Officer Sharon Kendall A modern 76 bed private hospital. Services: Medical and surgical services, including comprehensive cancer care services and specialist consulting suites on site. Located north of the city, the hospital provides valuable support to the Barossa Valley and Northern Yorke Peninsula regions.

Calvary Lenah Valley Hospital, Hobart, Tasmania Chief Executive Officer Kathryn Berry 181 beds including emergency services, critical care, obstetrics, orthopaedics & neurosurgery. Services: General medical and surgical services, critical care, maternity and neurosurgery.

Calvary St John’s Hospital, Hobart, Tasmania Chief Executive Officer Kathryn Berry 108 bed private hospital. Services: palliative care, general medical and surgical services, day surgery, oncology, ENT and paediatric surgery, inpatient rehabilitation and pain management services.

Calvary St Luke’s Hospital, Launceston, Tasmania Chief Executive Officer Grant Musgrave 73 bed private hospital. Services: palliative care, orthopaedics, ENT surgery, dental surgery, general medical services, chemotherapy and mental health care.

Calvary St Vincent’s Hospital, Launceston, Tasmania Chief Executive Officer Grant Musgrave 75 bed private hospital. Services: urology, general surgery, colorectal surgery, plastic surgery, gynaecology surgery, oral and maxillofacial surgery, high dependency, lithotripsy, gastroenterology, post natal care, general medical services and rehabilitation.

Calvary Riverina, Wagga Wagga, New South Wales Chief Executive Officer Joanne Williams 104 bed private hospital, stand alone Surgicentre for day procedures and a 32 bed Drug and Alcohol withdrawal management and rehabilitation unit. Services: palliative care, general medicine, cardiology, respiratory, sleep studies, orthopaedics, general and bariatric surgery, colorectal, breast surgery, ENT, paediatric surgery, urology, ophthalmology, obstetrics and gynaecology, oral and maxiofacial, plastics, intensive/coronary care, maternity and special care nursery, and day procedures. On site services include cardiovascular laboratory, medical imaging, pathology, cancer care centre and Breastscreen NSW.

[ 1919 ] Calvary Mater Newcastle, New South Wales Chief Executive Officer Greg Flint 195 bed public teaching hospital and major research centre. Services: Palliative care services, district and tertiary, emergency, clinical toxicology, coronary care, intensive care, drug and alcohol, general medicine, general surgery, haematology, radiation oncology and medical oncology. In excess of 340,000 outpatient treatments per year. Provides ambulatory care and inpatient services to the Hunter-Manning and New England areas. A major research facility with affiliations with universities and colleges, particularly the University of Newcastle.

Calvary Kogarah, Sydney, New South Wales Chief Executive Officer Karen Edwards 95 bed sub-acute public hospital. Services: Comprehensive range of multidisciplinary sub-acute inpatient, day-only, outpatient and community based Palliative Care, rehabilitation and aged care and Dementia services. Community services include multidisciplinary palliative care and rehabilitation teams, aged care assessment team, transitional aged care program, equipment loan pool and a range of Home and Community Care (HACC) funded programs. A teaching hospital with the University of NSW and partners with Notre Dame University as a member of the Cunningham Centre for Palliative Care Research as well as providing multi-disciplinary clinical placements in under-graduate and post- graduate programs for a number of NSW Universities.

Calvary Bethlehem, Melbourne, Victoria Chief Executive Officer Dr Jane Fischer 60 bed sub-acute public hospital. Services: A leading Victorian specialist palliative care service with a state wide role in caring for those with a progressive neurological disease such as Motor Neurone Disease, Multiple Sclerosis and Huntington’s Disease. The service is complemented by ambulatory services which are provided to patients in their home or residential facility or through centre based services such as clinics and day centre for those people who are more mobile. Supports over 4,000 patients and their families each year. We are currently working to develop a range of affiliations with universities that will support our specialist role in education, training and research.

Calvary Community Care National Director, Cheryl De Zilwa Assists 10,000 clients each month across 22 locations in NSW; Australian Capital Territory, South Australia, Tasmania; Victoria; Northern Territory and Tiwi Islands. Services: Formerly known as Calvary Silver Circle, the name change to Calvary Community Care better reflects the range of services provided to support people to live independently at home and in their communities. Calvary Community Care supports older people, carers, people with a disability and provides assistance after hospitalisation or illness. Services include personal care, social support, community access, transport, respite care, community nursing, return from hospital support, domestic assistance, emergency monitoring services, home repairs, maintenance and modifications.

Calvary Ryde Retirement Community, Sydney, New South Wales General Manager Mary Molyneux The manicured grounds at Calvary Retirement Community Ryde are home to a historic residential aged care facility with 115 beds and 122 independent living units. Calvary Ryde also offers respite accommodation and dementia-specific care to residents.

20[ 20 ] Calvary Haydon Retirement Community, ACT General Manager Deborah Booth Calvary Haydon Retirement Community features 100 state-of-the-art residential aged care beds and 78 independent living units. Calvary Haydon also provides quality care and support for general and dementia-specific residents within the home.

Calvary Cessnock Retirement Community, Hunter Valley, New South Wales General Manager Kristin Smith Set amongst the Hunter Valley wine country, Calvary Retirement Community Cessnock features 296 residential aged care beds and, like all Calvary Retirement Communities, promotes ageing in place. Calvary Cessnock also provides respite accommodation and secure dementia-specific care to residents.

Calvary Retirement Communities Hunter, New South Wales General Manager Karen Best Calvary St Joseph’s Calvary Cooinda Calvary Tanilba Shores Manager Helen Gayner Manager Alexandra Shine Manager Lindy Farrelly Calvary St Joseph’s at Sandgate is Located in the heart of the beautiful Calvary Tanilba Shores is home home to 135 residents and offers Upper Hunter and overlooking the to 41 residents and offers respite a dementia secure unit, respite Singleton Showground, Calvary accommodation and specialist accommodation services and Cooinda is home to 34 residents dementia services within Tanilba ageing in place. The site also and offers residential care, a day Bay. The site also includes 16 includes 18 independent living units. respite program and overnight independent living units. respite accommodation. Calvary Mt Carmel Calvary Ephesus Calvary St Francis Manager Maree Gibbs Independent Living Units Manager Susan Waters Located in the heart of Maitland Comprising of eight independent with stunning rural views, Calvary Situated in the beautiful Lake living units in Lambton. Mt Carmel provides quality care Macquarie, Calvary St Francis for 41 residents including respite in Eleebana is home to 52 Calvary St Luke’s accommodation and secure residents and offers respite dementia units. The village also accommodation and a dementia- Independent Living Units includes 14 independent living units specific unit. The site also includes Comprising of six independent offering privacy and lifestyle 30 independent living units living units in Cooks Hill. in a relaxed secure environment. offering privacy and lifestyle in a relaxed, secure environment. Calvary Tours Terrace Calvary Nazareth Calvary St Martin de Porres Independent Living Units Manager Beryl Dollin Manager Maureen Kiss Comprising of six independent Located in the coastal lakeside living units in Hamilton South. community of Belmont North, Calvary St Martin de Porres at Calvary Nazareth provides quality Waratah provides quality care to 41 care and support to 50 residents residents in a home-like environment including a dementia secure unit including respite accommodation and respite accommodation. and specialist dementia services. The site also includes 18 Calvary St Martin’s offers a diverse independent living units. range of lifestyle options.

Calvary Mt Providence Calvary St Paul’s Manager Suzette Connolley Manager Karen McDonald Calvary Mt Providence is located Calvary St Paul’s is located in in Muswellbrook and home a tranquil rural setting on the to 35 residents. The home banks of the Manning River at offers quality care and respite Cundletown and is home to accommodation. The site also 40 residents and offers respite Calvary Cessnock includes 14 independent living units. accommodation services. Retirement Community.

[ 2121 ] Our People Our Culture

22 We strive to be technically proficient and to deliver the best possible health care possible. And we strive for more. In the words of Pope Benedict XVI, “We are dealing with human beings, and human beings always need something more than technically proper care. They need humanity. They need heartfelt concern.”1

1) Benedict XVI Deus Caritas Est 2005, 31a, accessed 24 November 2012

23 Mission, Formation and Employee Engagement Our Mission is the programme of the Good Samaritan, the programme of Jesus - is “a heart which sees”. This heart sees where love is needed and acts accordingly.1

Love is at the heart of of this heartfelt concern: Christian Conscience in compassionate care, love for Support for Right to Life to “If our heart is touched with the vulnerable, love for those name a few. Our thanks to the love of others, we shall facing some of the most our guest presenters Father be continually moved to pray challenging moments of life, David Ranson, Senior Lecturer for them: our thoughts, our love that kindles hope. Catholic Institute of Sydney; actions will be prayers.” Father Brian Lucas, General Our mission grows out of the Our heartfelt concern is Secretary of the Australian strong and rich heritage of the expressed in our presence Catholic Bishops Conference Sisters of the Little Company and the depth of caring, and Church’s representative of Mary. Addressing those in our solidarity and in our for the Australian and Not for gathered at a missioning of respect for each individual Profit Charities Commission; and Calvary Ministries in 2014, we encounter, whatever their Sister Elizabeth Gilroy LCM. Sister Bernadette Fitzgerald, circumstances, no matter how Little Company of Mary (LCM), marginalised, vulnerable or ill Welcoming our reminded those present that they may perceive them to be. “In reality, Calvary Ministries New Executive and Little Company of Mary We come from multiple faith In 2013 Calvary introduced a Health Care were founded by and cultural backgrounds, but new ceremony into our National the women of the Province of we all embrace the human Executive Conference where the Holy Spirit, founded to lead values of hospitality, of we demonstrate our value of the Calvary services to wherever healing, of stewardship and hospitality and welcome in all the mission might demand. of respect, as we act and give our new executives. Calvary God’s mission is real and it still life to others. Compassionate pins are presented by members holds the women of the LCM in care is action. The most of the National Leadership its service. . . . [And] because it profound action of all is love. Team and pinned by a peer. Executives are also missioned is God’s mission which will not For Christians, Calvary has at their service, typically in be confined by human reality, come to represent, to symbolise, conjunction with the Mary the mission now has you. The to encapsulate and to impart Potter Celebrations in our mission holds you in its service, love: a love which is for us services in November each so that the spirit of Calvary, of and for all, a love that heals, year. It has been a great way the outpoured, unmeasured love gives life and brings joy – the for staff to meet and welcome of the Cross, can hold an aching bread and wine of a lavish, their peers from a range of roles heart, heal the sick, tend the hospitable and passionate God. dying and nurture the soul. And and locations across Calvary. the mission has chosen well.” This is the spirit that inspires Little Company of Mary We, these chosen ones, continue Health Care Limited. This this mission of being for others is the spirit of Calvary. with “a heart which sees”. Our mission is “the programme Board Formation of the Good Samaritan, the Each board meeting includes programme of Jesus - is “a a range of formation topics, heart which sees”. This heart which this year included sees where love is needed Catholic Bioethics; the role and and acts accordingly”. responsibility of our Directors of Gayle Alexander, Calvary Community Venerable Mary Potter, the Mission; Ethics and Corporate Care Adelaide, welcomes Leah founder of the Little Company Governance – Discernment Magliano, Calvary St John of Mary, understood the essence and Decision Making; and Hospital, Hobart. 1) Benedict XVI Deus Caritas Est 2005, 31b, accessed 24 November 2012

[24 24 ] “Health care depends on people. Good mission delivery depends on engagement.” The Hon. John Watkins, Chair, Little Company of Mary Health Care Board

Employee Engagement We continue to focus In the 2013 Calvary ‘Being for Others’ Employee Engagement on making Calvary a survey conducted by Best Practice Australia, Calvary scored highly truly great place to compared to our benchmark partners across the board, but of work. And whilst we particular mention is within the values and behaviour section with have made significant 83% of our staff saying that the Spirit of Calvary exists in their service. advancements in It’s a wonderful reflection on our staff who demonstrate the values in establishing a national action everyday. safety management system and improving Formation and Unlocking Talent injury management, “Formation is a transformational process. It refers to the forming or there is more to do. shaping of the whole person, not just the cognitive but the spiritual, to Improving employee take up and carry on the mission of Jesus Christ in the world.” 1 engagement and unlocking the talent To enhance our leaders formational development, in the spirit of across Calvary is stewardship we invited two directors and six Little Company of Mary a priority, as is Health Care senior leaders on a Heritage Pilgrimage to the United seeing ourselves as Kingdom. The Pilgrimage provided leadership formation in our one organisation. founding story and enable the continuing spirit of Venerable Mary Potter. Arthur Yannakou, National Director Private Hospitals; Jane Cleveland, National Learning & Development Manager; Greg Flint, CEO Calvary Mater Newcastle; Gayle Alexander, Area Manager – SA Calvary Employee Calvary Community Care; Shaune Gillespie, CEO Calvary John James Engagement Hospital and Marcus Di Martino, Director of Finance Hobart, attended Survey July 2013 this reflective and prayerful experience in May 2014. 9,417 surveys distributed

5,682 survey respondents 1) http://www.catholicmission.org.au/educationformation

63% of respondents think we are a “Truly Great Place to Work”

83% of respondents think the Spirit of Calvary Exists within my service: that is, we are always striving to excel in the spirit of ‘Being for Others”.

Culture of Consolidation with 47% engaged (industry average sits at 46%)

Above photo: (L-R) Sr Margaret Watson LCM, Sr Margaret Service LCM, Jane Cleveland, Rebecca Davies, Greg Flint, Pam Fontana [archivist], Arthur Yannakou, Gayle Alexander, Marcus Di Martino, Shaune Gillespie, John Mackay.

[ 2525 ] Workplace Calvary achieves ‘Employer of Choice’ citation from Gender Equality the Workplace Gender Equality Agency Calvary has long been recognized as an employer of choice for women. Our focus now expands and aligns with the government focus on Between April and June 2014 Calvary underwent an extensive audit workplace gender equality. The process to achieve a 2014 Employer of Choice for Gender Equality Workplace Gender Equality Act (EOCGE) citation. The citation is issued by the Workplace Agenda – effective from 1 April 2014 has Agency, established to administer the Workplace Gender Equality a new focus and new reporting Act 2012. The Act puts a focus on promoting and improving gender regime. We continue to strive equality outcomes for women and men in Australian workplaces. to gain national recognition for The current citation was introduced in April 2014 to replace the EOWA contribution in gender equality. Employer of Choice for Women. The replacement citation substantially But the focus and challenge raised the levels of qualifying criteria, with 76 organisations achieving for Calvary will come now in a citation this year (2014), compared to 125 organisations last addressing diversity. We have year (2013). a very diverse workforce with Some of our greatest achievements to date include: a range of backgrounds, belief • Mercer grading system - was recently implemented to achieve pay systems, ages, education and equity. All salaried roles are graded and linked to a salary range languages. This will be the grading the position, not the person, along with the establishment of focus for Calvary in coming a Remuneration Committee. years to address. • Best Practice Australia – Employee Engagement Survey allows us to More over, the new legislation track how we are performing with questions relating to flexible requires our organisation work arrangements. to record and analyse its recruitment processes to • Leadership Capability Framework – newly introduced, this will be ensure we are in line with our used from 2015 as the basis of future assessment and development workforce diversity policy. initiatives for each stage of the employee lifecycle, supporting Calvary is investing in the latest future recruitment and retention processes and the identification in e-recruitment in 2014/15 of current and future outstanding Leadership talent within Calvary. to assist the organisation in The Leadership Framework will enable us to benchmark our leaders meeting this obligation. across the health care industry and ensure our processes are fair and transparent. Key to gender equality is equity and fairness in remuneration and • Paid parental leave - for salaried and enterprise agreement employees benefits. Every year Calvary Our turnover reports and employee engagement surveys indicate benchmarks its salary and that as a result of our Gender Equality initiatives, we are more remuneration system externally likely to attract and retain high quality employees and increase and tri-annually conducts an in- employee engagement. depth review. In March 2014 this review was conducted with the support of Mercer who looked at Calvary’s remuneration structure, movements in remuneration by stream, and “Calvary wish to thank regional variances. By then Therese Cubis, National Human applying our remuneration Resources Advisor, for her structure in all appointments, we leadership of the Workplace assure ourselves that equity and Gender Equality Program and fairness is achieved. achieving these exemplary Other benefits, including paid outcomes for our people.” parental leave are available to all staff across Calvary.

26[ 26 ] Recognising the Importance of Diversity Communication and Whilst we are proud of our advancement and achievements in gender Calvary’s Mission equality Calvary recognise that leading organisations are diverse and Values organisations in all senses of the word. A truly diverse organisation is Communicating as one one which embraces diversity in gender, race, ethnicity and age. organisation all ‘on the same McKinsey recently published Diversity Matters, having examined page’ is a challenge in many large organisations and proprietary data sets for 366 public companies across a range of Calvary is no exception. With industries in Canada, Latin America, the United Kingdom, and the 66 locations and more than United States. The research finds that companies in the top quartile 10,000 staff and volunteers, for gender or racial and ethnic diversity are more likely to have and growing, our challenge financial returns above their national industry medians. Companies this past year was to align in the bottom quartile in these dimensions are statistically less our brand and ensure it is likely to achieve above-average returns. And diversity is probably consistent with our patient, a competitive differentiator that shifts market share toward more resident and client expectations, diverse companies over time. and our Mission and Values. Calvary knows that we are increasingly operating in diverse This financial year Calvary communities and have a diverse workforce. In keeping with our values undertook a brand audit and we need to respect this diversity, and demonstrate hospitality. We redesigned our branding have more work to do to collect the data and be able to profile our and collateral to provide services and to develop the corresponding strategies to embrace an Overarching Brand. diversity. Diversity features in our people systems development in The benefits of an Overarching coming months (and years). Brand are twofold: 1. Helping staff to better understand the extended services our organisation provides beyond their individual remit and to communicate that effectively 2. Delivering a more focused and contemporary distillation of our Mission, Values and services to create broader recognition and trust in the community.

The brand audit also discovered that our people are passionate about living the values of Compassion, Healing and Hope, demonstrated by a sample of their responses below: Compassion: “A special type of care, more than empathy. Putting yourself in others shoes and doing something about it.” Healing: “Part of the service of Calvary, but also involves making Care Recipients as comfortable as possible so they can be healed.” Care: “Care of the whole person = our integrated approach.” Hope: “An attribute of our heritage, is offering Luckman Hlambelo, Governance & Compliance Manager, Calvary Health Care, something more or better.” Kogarah, Sydney, NSW.

[ 2727 ] Calvary Leadership Development Framework Fast Facts about Leadership in the health • Target our limited system directly and indirectly training and development Calvary Workforce affects the quality of patient, investment to achieve resident and client care, and greatest business benefit. consequently the effectiveness 84.6% We have engaged DDI, a global of Calvary’s ability to attain female talent management consultancy, our strategic aims. to partner with us to develop and Calvary sees leadership and deliver a leadership capability 15.4% management capabilities as framework as an integrated part male a set of key skills, behaviours of the Calvary people system. and attributes that will drive DDI has substantial experience 47 organisational progress in developing leadership is the average age of and performance. The capability frameworks and has our employees capabilities will focus on worked with several healthcare leadership characteristics organisations in Australia. linked to business strategy. This project was initiated 75 is the average age of Calvary wants to compare and in 2013/14 by the Board of differentiate their leaders in the Little Company of Mary our volunteers health and other sectors. We Health Care to go through want to ensure we develop consultation and design in 40% leaders that reflect our 2014 with implementation of our workforce is values and to continue the anticipated in 2015. This permanent part time mission of the Sisters of the leadership initiative includes Little Company of Mary. development and formation. Current business issues this 27% initiative seeks to address: Calvary Hobart Nursing of our workforce is full time • Raising leadership capability Pledge comes alive on across Calvary to meet International Nurses Day 33% current and future needs; In 2014 teams of nurses across of our workforce embedding our Catholic Calvary Hobart came together philosophy, mission and values over a two month period to is casual • Differentiate our create a nursing pledge which Calvary leaders from outlined Calvary’s commitment other great leaders to our patients. Workshops were run across the two campuses Calvary staff receive • Provide pathways for career engaging all clinical areas. Order of Australia development and succession The result was fantastic – the planning solutions creation of a wonderful and Calvary is very proud of two of our outstanding staff • Tools to aid recruitment, empowering pledge displayed retention and identification throughout our work areas. members who are 2014 of outstanding talent recipients of the Order On International Nurses Day of Australia. • Provision of a professional members of the Executive team development pipeline dressed up in Calvary uniforms Bernadine Mulholland, from the archives and presented of Calvary John James • Implementation of an the pledge and a wonderful Hospital, ACT, was awarded effective assessment tool for Calvary cake to all areas. an OAM for service to our leaders and managers identifying levels of behaviour the community as a and capability expectations physiotherapist; and Liz aligned to their roles Mazzei of Calvary North Adelaide Hospital, South • Provision of a framework Australia, was awarded an that can be used as a AM for service to nursing centre piece for discussion and international charity around strengthening the work performance and community work. of individuals and to inform decisions around Calvary Hobart members of the determining and prioritising Executive team dressed up in Calvary appropriate professional uniforms from the archives for development and learning International Nurses Day.

[28 28 ] Our Volunteers The rewards for our volunteers are as rich as the care they give to our patients

Volunteer numbers and the efficiency gains re-directed to information is distributed to value add they bring differs develop a volunteer visiting volunteers through newsletters. from service to service, stream program. This program is aimed This year, volunteers helped to stream but there are some at simply connecting with to develop and roll out an things in common as was shown people who have no family or organisation-wide project, the by the Volunteer Engagement friends. Volunteers are trained Patient Feedback Loop and are Service 2013, conducted by Best to identify deterioration in involved in community events Practice Australia. Respondents physical and mental condition and volunteer celebrations. were engaged, proud of with a system for alerting key Calvary’s achievements and staff who can intervene. The Auxiliary Committees experienced a climate of trust volunteers come from a range and respect. of backgrounds, including those who are out of work, retired, Volunteer or who have experienced loneliness and isolation Engagement Survey themselves. This demonstrates being for others, hospitality, 1,123 respect, stewardship and is likely to motivate staff to go ‘the surveys were distributed L-R Calvary Mater Treasurer Kay extra mile’. Fordham and President Elaine Wellard.

659 Calvary Hobart wins a Calvary is blessed with a survey respondents Tasmanian Community number of fundraising volunteer Achievement Award for Auxiliary Committees at our 89% public hospitals. This year we Volunteer Management feature two NSW volunteer people are proud Auxiliary Committees: Calvary of the successes and Mater Newcastle and Calvary achievements of Calvary Kogarah. The funds raised go towards the purchase of 85% equipment and programs. there is a climate of trust and respect throughout Calvary Fast Facts Calvary Mater Newcastle Premier Lara Giddings (centre and Calvary Kogarah This level of engagement has backrow) with Award recipients. been evidenced in the special Auxiliary Committees things our volunteers (and staff) The wonderful efforts of • Combined funds do in our services and in turn Calvary Health Care Hobart’s raised: $420,445 in the communities we serve. volunteer program, managed by Volunteer Coordinator Sarah De • 2014 UHA NSW runner The stories below are examples up for the most money of the valued contribution our Jonge, was recognised in 2014 with a Tasmanian Community raised per member: volunteers make towards caring Calvary Mater $8,634 for others. Achievement Award . The Community Awards recognise • Average hours worked The Volunteers the valuable contribution of per volunteer: 800 individuals, organisations hours per annum Problem: Medium need, and groups who make a real • Fundraising Highlights: vulnerable clients who are on difference to the lives of $140,000 for the purchase their own, cannot drive and others. The 140 strong team of of a gastrovideoscope and receive basic personal care and volunteers provide premium three colonvideoscopes domestic assistance. These care to patients. Volunteers (Operating Theatres); people often do not qualify for undergo a comprehensive $120,000 for three any further government funded recruitment and induction ventilators (Intensive Care support and their greatest process and attend annual Unit); $1m from Club Central need is for social contact. mandatory training sessions. over eight years to fund Potential solution: Percentage Volunteer meetings are held an Overnight Dementia of funds made available through bi-monthly and a range of Respite Program.

[ 2929 ] A young volunteer finds reward in caring for patients at end of life

Cordelia Prowd has been a of respect for patients and are valued member of the volunteer committed to making sure that team at Calvary Health Care their dignity is maintained” Bethlehem since she arrived “I feel fortunate to be able to a year ago. In her early 20s, spend time with the patients. Cordelia is younger than most The time we spend together, volunteers at the health service particularly in the Day Centre, but loves the experience of allows them to forget about working with other volunteers being a patient and be helping to improve the quality of themselves for a little while”. life of palliative patients. Volunteers like Cordelia are “Staff here are friendly and integral to the delivery of holistic compassionate. They have a lot care at Calvary Bethlehem.

Calvary Mater Being for Others at Calvary Health Newcastle Volunteers Care Bethlehem (CHCB) “You have never really Earlier this year a young woman who had been a patient lived until you have done at CHCB passed away peacefully after a long illness. After something for someone who Veronique’s death her mother contacted the health service can never repay you.” wanting to donate her daughter’s equipment. When equipment From 12-18 May 2014, the coordinator Leanne Vella, visited Veronique’s Parkdale Mater celebrated National unit to pick up the equipment she saw in the middle of the Volunteer Week, taking room a sewing machine and an unfinished quilt. A keen time to celebrate volunteers quilter herself Leanne asked about the unfinished piece. who nurture and support Veronique’s mother explained that her daughter had been people in our community. making the quilt for her and had wanted to finish it before she The hospital is blessed to have died. Moved by the story, Leanne offered to finish the quilt over 95 volunteers who each and armed with Veronique’s design and fabric, set about give many hours of their time finishing Veronique’s final gift to her mother. In June the a week to help care for our quilt was completed and delivered to Veroniques’ very patients and visitors, as well as appreciative mother. being a tower of strength and support to our staff. Volunteers are both a valuable part of our community and a powerhouse of fundraising activities, this year contributing to provide equipment and research that otherwise would not be possible.

Leanne Vella (R) with Narcisse Lotter pose with the completed quilt and a photograph of Narcisse’s daughter Veronique. A sample of the endearing Calvary Mater volunteer handicrafts for sale.

[30 30 ] Workplace Health & Safety 24% reduction in Lost Time Injury Severity Rate

Workplace Health 30 30 and Safety (WHS) 30 25 Performance Measures 25 25 Following the implementation 20 20 of WHS initiatives (including 20 15 Riskman2, audits, procedures 15 and templates), Calvary’s 15 10 Lost Time Injury Severity Rate 10 10 decreased by a significant 24% 5 during the FY13/14. 5 05 Overall, Calvary achieved a 0 3 13 13 13 13 13 14 14 14 14 14 14 v- 3 b- y- range of WHS improvements 0 13 13 13 13 13 14 14 14 14 14 14 Jul- Sep- Oct- Nov- Dec-1 Jan- Feb- Mar- Apr- May- Jun- Aug- 3 Jul-13 13 13 13 13 14 14 14 14 14 14 including: Jan- Aug- Sep- Oct- No Dec-1 Fe Mar- Apr- Ma Jun- v- b- y- LostJul- Time Injury Frequency Rate = (Number of injuries Sep- Oct- Dec-1 Jan- Fe Mar- Apr- Jun- • Lost Time Injury Severity resultingAug- in time off Nowork per 1,000,000 hours worked)Ma 22% Rate = 24% reduction in the improvement on lost time injury frequency rate (LTIFR); number of shifts (days) lost including two of our services now having a LTIFR of zero. 45 due to work related injury 45 4045 • All Injury Frequency 40 3540 Rate = 15% reduction 35 3035 in the number of workers 30 compensation claims 2530 25 2025 • Lost Time Injury Frequency 20 Rate = 22% improvement. 1520 15 1015 10 105 5 05 0 3 13 13 13 13 13 14 14 14 14 14 14 v- 3 b- y- 0 13 13 13 13 13 14 14 14 14 14 14 Jul- Sep- Oct- Nov- Dec-1 Jan- Feb- Mar- Apr- May- Jun- Aug- 3 Jul-13 13 13 13 13 14 14 14 14 14 14 Jan- Aug- Sep- Oct- No Dec-1 Fe Mar- Apr- Ma Jun- v- b- y- Jul- Jan- Aug- Sep- Oct- No Dec-1 Fe Mar- Apr- Ma Jun- All Injury Frequency Rate = Total Work Injuries per 1,000,000 hours worked. 15% reduction in the number 450 of workers compensation claims. 450 400 450 400 350 400 350 300350 300 250 300 250 200250 200 150 200 150 100150 100 50 100 50 500 0 3 13 13 13 13 13 14 14 14 14 14 14 v- 3 b- y- 0 13 13 13 13 13 14 14 14 14 14 14 Jul- Sep- Oct- Nov- Dec-1 Jan- Feb- Mar- Apr- May- Jun- Aug- 3 Jul-13 13 13 13 13 14 14 14 14 14 14 Jan- Aug- Sep- Oct- No Dec-1 Fe Mar- Apr- Ma Jun- v- b- y- Jul- Jan- Aug- Sep- Oct- No Dec-1 Fe Mar- Apr- Ma Jun- Lost Time Injury Severity Rate = Number of days lost to injury, per 1,000,000 hours worked. 24% reduction in the number of shifts (days) lost due to work related injury.

[ 3131 ] Riskman2 Incident across Calvary covering focus significant contributions Reporting Database areas such as Contractor to a safer Calvary: Management, Training, and • Best solution to an identified Over the past year Calvary Safety System Verification. The Work Health and Safety issue undertook a major redesign audits provide benchmarks of our incident reporting towards the implementation • Best individual contribution database (Riskman2). The new of improvement action plans. to improving WHS modifications simplify incident • Team Award for entry and assist in guiding WHS Management best contribution to people through completing System Procedures improving WHS incident investigations. The and Templates updated Riskman2 gives • Safety Leadership the added ability to report A review and update of Award (individual) hazards, near misses, security, all of the Procedures that and property incidents. make up the Calvary WHS Management System was Training completed in FY13/14, along with the introduction of a As part of the Calvary People number of new tools and Forum held during May, all templates. The development Calvary Calvary WHS and Director of of Calvary’s WHS Management Workplace Clinical Services personnel Health & System is now complete with were invited to attend and Safety the content considered to participate in a two day Awards be in line with our legislative Program outline & structure training session, covering: Risk and audit requirements. Perception, Hierarchy of Control, Human Factors and Incident Calvary WHS Awards Investigation Master-class.

Hospitality In 2015 Calvary are introducing Healing Stewardship Respect Audits the following awardsHospitality toHealing Stewardship Respect Continuing the Mission of the Sisters of the Little Company of Mary encourage, recognise and In FY13/14 we conducted celebrate staff making a number of WHS audits

Calvary Workplace Health & Safety Awards Program outline & structure

Hospitality Healing Stewardship Respect

Hospitality Healing Stewardship Respect Continuing the Mission of the Sisters of the Little Company of Mary

[32 32 ] Learning & Development

about health care are based on the best available, current, valid Calvary Online and relevant evidence. Learning Highlights The practice of evidence FY2013/2014 based health care involves • Computer basic courses; integrating individual clinical expertise with the best available • HR Short courses external clinical evidence from • Customisation of Infection systematic research. As an Calvary’s National Control Prevention and organisation it is imperative that eLearning Portal Management course clinicians are provided with a Calvary’s national eLearning robust system to access that • Fire and Emergency portal provides staff with a up-to-date information so that it Procedures flexible alternative for access can inform policy and procedure • Palliative and End of to mandatory training and and importantly clinical practice. Life Care Modules professional development 11,131 sessions have been opportunities as well providing • Training in change recorded with 36,324 searches the organisation with management being conducted for the past compliance reporting capability. strategies including the 12 months. The subscription introduction of new This financial year, Calvary with Joanna Briggs Institute has HR and IT systems integrated the National Payroll assisted with the development and Calvary On-Line Learning and consistency of best practice • Integration of Calvary to achieve significant benefits: clinical practice guidelines Online Learning across our hospital sectors. and Payroll • Two-way data and • National Induction information flows between Professional the internal National Payroll Program completed system (CHRIS 21) and the Partnerships by over 8,000 existing externally hosted Calvary in Learning and and new staff with a On-Line learning system, Development modified version for aiding ready access of on Volunteers, Students Calvary scholarship partnership and Agency staff. line learning and preventing continues with the University delays in data transfer of Tasmania (UTAS) with 100 An evaluation survey indicates a 93% • Reduction in the staff completing post graduate satisfaction rate from administrative time that has studies in 2013 and 115 staff survey respondents. been required to manually enrolled in post graduate upload new employees studies, HECs free, for 2014. and archive terminated Calvary has been invited to be employees to the Calvary part of the UTAS Palliative and On-Line Learning End of Life Care course advisory • Accuracy of data committee in 2015. This will provide us with an opportunity • Increased accuracy in to develop post graduate compliance reporting. content in line with the Calvary Palliative and End of Life Care Online Strategic Plan. Reference Tools Calvary has invested in online “point of care” reference tools for clinical staff. Evidence-based practice requires that decisions

[ 3333 ] Excellence in Care

34 The Little Company of Mary • Incident Management Risk Register in order to assure Health Care Board has and Reporting the organisation that priority responsibility for all aspects risks are being managed. • Quality Improvement of internal control, supported In addition, a National Clinical by the work of the Board’s • Compliance with National Services Committee is Clinical Governance Committee. Safety and Quality authorised to investigate any The primary objective of Health Standards activity within its terms of the Clinical Governance • Clinical Indicators reference. It has decision making Committee is to provide powers with regard to the assurance to the board that • Patient Experience approval of clinical procedural Calvary’s Clinical Governance • Service Accreditation / documents and is established framework and key critical Certification to provide recommendations clinical systems and processes to the National Leadership are effective and robust. The National Clinical Services Committee reviews the controls Team on risk management, These key critical clinical and assurances against clinical governance and systems include, but relevant risks on the Clinical patient safety issues. are not limited to:

The framework and focus of our clinical governance systems is to ensure excellence across the continuum of care for our patients, residents and clients.

35 Clinical Governance (continued)

• Compliance with legislative develop new, better-integrated requirements, national policy approaches to service design and accreditation standards and delivery. Through our regional alliances we focused Putting our patients, on improving the care residents and clients provided to people living in at the centre our communities with Chronic Obstructive Pulmonary Disease, At the very centre of our Diabetes and those who may approach to care delivery is the be in the last year of their commitment to place the person life. Senior medical, nursing at the centre of their own care, and allied health professionals to deliver services that are across our health, aged and Calvary is committed to responsive to their needs and community based services continual improvement in order that involves them in setting have worked together with to provide the best care to the goals, planning care and making other regional partners to patients, residents and clients of decisions about care, treatment explore barriers to integration our services. Our goals are to and outcomes. All Calvary and design improvements in put patients first, to ensure high services routinely seek feedback patient, resident and client quality, safe care and to deliver from patients, residents or journeys and experience. innovative and integrated care. clients and use this information to improve their experience and Reliable, safe and Safety and quality in the care. Consumer participation delivery of health, aged and effective care occurs at many levels in community services across This year we have reconfigured the organisation through Calvary are underpinned by our clinical incident systems activities such as Community effective systems of clinical to provide more immediate, Advisory Committees, governance. Through these reliable reporting and data partnership on governance systems our Board, executives, on clinical risks across the and management committees managers and clinicians share organisation. This information and within improvement responsibility and accountability is fed back to front line clinical initiatives or clinical risk for continuously improving, staff to ensure that we learn management activities. monitoring risks and fostering from errors that may occur and an environment of excellence Feedback obtained from our that we work collaboratively in care. patient surveys in 2013-2014 and systematically to improve helped us to understand the safety and quality of care. The framework and focus things that mattered most to the of our clinical governance All services have a people we cared for in terms of systems ensure: common set of Quality Key the quality of their experience. Performance Indicators • A focus on patients, resident These were our willingness (KPIs) that have targets and client experience across to listen and respond to their set against the established the continuum of care needs, to go out of our way to industry benchmarks. The address those needs, to care • Strong clinical leadership KPIs include measurement about them, and the extent and ownership against each of the ten (10) to which we addressed their Australian Commission on • A high reliability culture that emotional and spiritual needs. Safety and Quality in Health supports patient safety and Care’s (ACSQHC) National quality improvement initiatives Strong clinical Safety and Quality Health • Rigorous measurement of leadership and Service Standards. performance, including ownership Based on our review reporting and review This year we have worked and analysis of reported with our clinical leaders to clinical incidents three

36[ 36 ] national targets have been with no outstanding non- working and communicating established for 2014/2015. conformances. All Calvary with people experiencing public and private hospitals grief and loss. Since March, These are: have now been accredited following a considerable effort • Reduction in patient/ against the ten National from staff across all services, resident falls Health Service Standards. approximately 8,000 staff and volunteers, or more than • Elimination of wrong Calvary Community Care two-thirds of all our staff, have site surgery and Calvary Retirement completed both modules. This Community are also accredited • Reduction in hospital is a fantastic achievement! against relevant standards. acquired infection. All services continue to work While we strive to provide A focus on mission towards achieving Calvary’s the safest care possible to Palliative and End of Life Care Calvary health, aged and the people we care for, on Strategic objectives as set out community services have a occasions errors do occur – we in our 2011-2015 Strategic Plan. particular mission to care for acknowledge that and we are Supported by Calvary’s ‘4R’ those who are approaching committed to learning and Model of Care for Palliative or reaching the end of life. improving. In the last year and End of Life Care, services we are pleased to say that In March we launched the are implementing strategies more than 99% of all clinical two Palliative and End of Life and tools to assist staff to: incidents that occurred resulted Care Foundation Modules – • Recognise people approaching in minimal or no harm. Less “Understanding Loss and Grief” the end of their life than 0.3% of clinical incidents and “Communicating with were serious adverse events. people experiencing grief and • Respond appropriately to loss” - on the Calvary eLearning their need Achieving accreditation platform. These modules • Renegotiate their goals of care were designed to provide all All Calvary services hold Calvary staff with a beginning • Reinforce their primary care full three year accreditation understanding of our Palliative supports and networks. with a nationally recognised and End of Life Care Strategy, accreditation program, with a particular focus on

[ 3737 ] Calvary Bethlehem meets and Calvary Mater Newcastle exceeds accreditation standards achieves accreditation merits The Calvary Bethlehem Hospital in Melbourne was During 2013 the Calvary Mater Hospital recently accredited by the Australian Council of in Newcastle participated in an external Health Care Standards for its performance against accreditation review against the National 10 new national standards and two new EQuIP Safety and Quality Health Service Standards. National standards. The emphasis with the new After an intense five days, the surveyors standards has been on the placing of the patient at advised that Calvary Mater Newcastle had the centre of the care process. satisfactorily met the 10 national standards and was awarded with four items of Merit status. The accreditation found that the hospital had exceeded requirements in 82 areas, met The items of Merit include: requirements in 267 and were acknowledged to be • A strong overarching Community Advisory at developmental stage in seven. Council, consumer engagement helping Surveyors were particularly impressed by the to drive innovative programs electronic medication system, ‘Medchart’, which • A strong commitment to best has seen a huge improvement in patient safety practice hand hygiene practices, with decreases in medication errors and a initiated ‘Clean Hands’ campaign reduction in the risks association with medication administration. • Development of a significant number of specially focussed tools They also found that the service had an excellent to ensure safe clinical handover environmental cleaning program as a result of Calvary Bethlehem’s internal audit system. • A highly committed pressure injury management team that has introduced Surveyors were particularly impressed with hand innovative education, audit and hygiene standards, falls prevention strategies and support systems. adoption of best practice methods to address and manage pressure injuries. Standard 1: Standard 2: Most commented upon the recently opened Governance for Partnering with Integrated Technology room where clinicians are Safety and Quality Consumers in Health Services able to dramatically improve patient quality of life Organisation. through the adaption of cutting edge technologies to suit the changing needs of patients as their conditions progress. Standard 3: Standard 4: The results of the accreditation demonstrate that Preventing Medication Safety and Controlling Calvary Bethlehem puts patients firmly in the Healthcare centre of care planning, putting processes in place Associated Infections. to monitor clinical risk and continuing to strive for quality outcomes for our patients. Standard 5: Standard 6: Patient Clinical Handover Identification and Procedure Matching

Standard 7: Standard 8: Blood and Blood Preventing Products and Managing Pressure Injuries

Standard 9: Standard 10: Recognising Preventing and Responding Falls and Harm to Clinical from Falls Deterioration A targeted team effort typified Calvary Bethlehem’s in Acute approach to meeting accreditation standards. Health Care

38[ 38 ] Alliances Pope Francis encourages us in Evangelii Gaudium (#238-258) to be an active player in society.

Launching the The Alliance works to share based information portal Hunter Alliance information across the health being developed for clinicians system and effectively manage in the Hunter New England On the 14th of January 2014, a patient’s care as they move Health region – with a primary in a first for health care in through different services focus on giving GPs rapid the Hunter New England from GP to public and private access to information about Region, Calvary joined with hospital admissions, allied specialist services as a key Hunter New England Local health services and aged care. tool to help them care more Health District and the Hunter The Riverina Connecting Care effectively for patients. Medicare Local to officially pilot, a system demonstrator There are 135 locally developed sign ‘The Hunter Alliance’. leveraging off the Personal Clinical Pathways, Calvary Mater Controlled Electronic Health ‘The Hunter Alliance’ is a brand has had 18 clinicians involved Care Record (PCEHC), is a good new partnership that enables in the direct development of example of how we can work the sharing of unique abilities, 28 pathways and 13 resource together and by using electronic knowledge and specialists skills pages. There is a wider records, share information and of the three major health care consultation process for Health deliver the best possible care providers to lead the way in pathways where clinicians are along a patient’s journey. improved health care for the asked to review and provide people of the region. The new comments and feedback. health care initiative will firstly A Collaborative focus attention on, ‘care in Approach to right the last year of life’, ‘care for care at the right time people with Diabetes’ and ‘care As part of the Hunter Alliance, for people living with chronic “HealthPathways” is a web- breathing difficulties (COPD).

The Wagga Wagga Palliative Care Alliance For some time it has been recognised that there was a lack of services to support people approaching and reaching the end of life in Wagga Wagga and the surrounding areas. Following on from a community meeting Calvary, the Murrumbidgee Local Health District, Murrumbidgee Medicare Local and the Forrest Centre signed an Memorandum of Understanding (MoU) to form an Alliance.

An alliance is a formal agreement between services to work collaboratively to MoU signed with MLHD, Murrumbidgee ML and Forrest Centre for a combined develop and implement effort in securing appropriate palliative and EoLC for residents of Wagga Wagga clinical initiatives that improve and surrounding district. service and outcomes for L – R Standing: Jill Ludford, Director of Operations MLHD, Jo Williams CEO CHCR, residents of Wagga Wagga Dr Max Graffen, Chair, MML, Neil Stubbs, CEO FC, Daryl Maguire, Member for Wagga and the surrounding district. Wagga. Seated, L –R: Peter Fitzpatrick, Chairman FC, Gayle Murphy, Chair, MLHD.

[ 3939 ] Calvary National Director of Clinical Services, Sue Hanson, has moved to ease concerns about the provision of palliative care services in Wagga.

Public palliative patients ‘wouldn’t be turned away’ The article below, published 18 June 2014, is reproduced courtesy of The Daily Advertiser, Wagga Wagga

Calvary’s national director of Those beds cater for both One of the biggest concerns clinical services Sue Hanson public and private patients raised in recent weeks is has moved to ease concerns under an agreement between whether private patients would about the provision of palliative the hospital and Murrumbidgee be given priority access to care services in Wagga. Local Health District (MLHD). palliative care, but Ms Hanson has insisted that is not the case. Public patients are at no Six hundred bed days per year disadvantage to their private are funded for public patients Referrals are based solely counterparts when it comes and on any particular day all on patient needs and health to palliative care treatment six beds could be filled by the insurance status is not taken into in Wagga, according to the public system, Ms Hanson said. consideration, Ms Hanson said. national director of clinical “If there was somebody “Public patients can get services at Calvary Health Care. in need, we wouldn’t turn access to those beds based Sue Hanson has weighed in them away,” she said. on need,” she said. to the ongoing debate about Ms Hanson also serves as co- “We have nothing in place that the provision of end-of- chair of the NSW Agency for gives priority to privately insured life care services in Wagga Clinical Innovation’s Palliative patients to any of those beds.” following sustained calls for Care Network and as an ex- the construction of a 10-bed Once Wagga’s new 10-bed officio member of the Wagga public hospice in the city. palliative care unit is built, the Palliative Care Alliance. number of bed days available Presently, the city’s palliative She admits palliative care to the public system will be care needs are serviced by is an “emotive” issue within reviewed, but Ms Hanson said it six beds in Calvary Hospital’s the community and that would be negotiated once every St Anne’s East Ward. there has been significant 12 months with MLHD to ensure community anxiety about demand can be adequately met. access to care in Wagga.

40[ 40 ] We are particularly fortunate to have local Tiwi people, featured in the images above End of Life and below, in key roles such as support workers, cleaners, recreational support, kitchen Care in the staff and gardeners. With their unique appreciation and understanding of local Tiwi Islands issues and the emotional, social and cultural support our residents need, they contribute enormously to our understanding of local cultural knowledge and provide a vital link between the multi- disciplinary health care team, the client and their family. The images are reproduced courtesy of Glenn Campbell.

Left: Valma Apuatimi

Mulakunya is a flexible and a multi-disciplinary practices and Christian aged care service for Tiwi team including doctors and beliefs. Therefore Calvary Islander people operated discharge planners from the offers a flexible approach by Calvary Community Royal Darwin Hospital, the to care that minimises Care on remote Bathurst Bathurst Island renal clinic regimentation, maximises Island, 100 kilometres north and visiting allied health people’s freedom and of Darwin. The local Tiwi and medical specialists. community involvement and Islands population numbers embraces the involvement Recognition of the approximately 3,000 of extended family and importance of kinship and people with 87% made ceremonial rituals to pay connection to country in up of Aboriginal people respect to the person Tiwi culture and providing approaching end of life. Calvary provides palliative a culturally, spiritually and care for Tiwi people who physically safe environment At Malakunya we feel are approaching the end is paramount in delivering privileged to be able to assist of life and wish to die in services to all Malakunya in the care of Tiwi people ‘country’, close to their residents. The time before, approaching end of life, home and community. of and following death provide person-centred and When approaching death, involves a number of cultural culturally sensitive care and returning to Tiwi and family is considerations, kinship to be the stewards of the profoundly important. Using responsibilities and traditional heritage of compassionate a collaborative model of care rituals. Many residents are care begun by the Sisters of Calvary works with residents also devout Catholics and the Little Company of Mary. together with their family combine their traditional

Above: Daisy Tipiloura Above: Emily Veamatahua

[ 4141 ] Our Community

42 Our Community Advisory Community • Calvary Kogarah Advisory Councils play an advocacy Advisory Councils Council comprises of Michael role to ensure a connection Tynan, Chair; Karen Edwards, between the community • Calvary Health Care ACT Chief Executive Officer/ Community Advisory Council and Calvary. Director of Nursing, Brenda comprises of Peter McPhillips, Ainsworth, National Director Chair; Gerald Garrity, Robert Public Hospitals, Barry Gunning, Mary Montgomery, Shepherd, John Mulcair, Claire Caroline Hughes and Tynan, Lee Jones and Susan Monsignor John Woods. Uhlmann, Director of Mission.

• Calvary Mater Newcastle • Calvary Bethlehem Community Community Advisory Council Advisory Council comprises comprises of Cathy Tate, of Ian Stoney, Chair; Brenda Chair; Richard Anicich, Ainsworth National Director Teresa Brierley, Cathy-Lyn Public Hospitals, John Coulson, Burnard, Kay Fordham, Sue Anne Murphy, Colleen D’Offay, Russell, Lee Shearer, Steve Dr Jane Fischer Chief Executive Tipper and Mark Lock. Officer/Medical Director, Sr Jennifer Barrow, LCM Director of Mission.

We would like to thank our Community Advisory Councils across our Services for their dedication and hard work.

43 Community Advisory Councils (Continued from page 43) Cathy Tate, Community Council Advisory Chair for Calvary Mater Newcastle Hospital

Located on a leafy street in New of community members and Catholic Diocese. Lambton Heights, laced with organisations who play an “Additionally, many of the beautiful Jacaranda trees, lives advocacy role to provide members are part of important an extraordinary lady who has a connection between the hospital committees allowing lived in the Heights area for over community and the hospital. a useful perspective from a 46 years. During this time she “I love the opportunity to community point of view. I find has consistently contributed connect with and feedback it a great way to contribute to the community – giving to the Calvary Mater from a to this wonderful hospital.” a voice to the less fortunate consumer’s point of view. The and vulnerable, fundraising, “I am also so very proud to Mater is a hospital that many teaching our future generations, be the Patron of the Mater people hold dear to their standing on ceremony as former Auxiliary, a group whose hearts, there is something Lady Mayoress of Newcastle, average age is 78 and who very spiritual and caring and very importantly being raise significant funds for about the hospital and I want the Chairperson of Calvary cancer care at the hospital. to ensure this remains well Mater Newcastle’s Community This fundraising powerhouse into the future,” Cathy said. Advisory Council. Cathy Tate is a raised over $300,000 last year dedicated woman of substance. Since 2013, Cathy has been and it is all is given back to the the Chairperson of this hospital to assist those who “I feel very privileged to committee, “There are currently are impacted upon, through have had the opportunity six members, incorporating their journey with cancer… to be involved in the local various key organisations if you ever see them at the community over the years. such as the Cancer Council hospital please support them!” Novocastrians are such caring, and the Maitland-Newcastle loving people, and I’m pleased I have had the chance to help local causes in my own way.

“In August 2003, Sister Berice Livermore, Congregation Leader of the Sisters of Mercy (Singleton), visited me at City Hall to ask if I would become a member of the Newcastle Mater Misericordiae Hospital Board. I suppose you can say that the rest is history – since then, I have been involved with this local iconic institution,” Cathy said.

As part of the Hospital Board, Cathy, along with other well known Novocastrians, helped guide the Mater through its redevelopment – a process not for the faint hearted and eventual transfer of the Newcastle Mater Misericordiae Hospital to Little Company of Mary Health Care, then to become Calvary Mater Newcastle.

Following the transfer, Cathy became involved in the hospital’s new Community Advisory Council, a committee Cathy Tate, Chairperson of Calvary Mater Newcastle’s Community Advisory Council.

44[ 44 ] Calvary Community Care

Right: Calvary Community Care Client Domenic Renye.

This year has been one of outcomes, we launched a new high activity, sustained integrated service package. About Calvary growth and accelerated The Settle Me In program Community Care development as we is designed to provide a continue to broaden our flexible model of care to suit We provide services to service delivery to clients moving from acute to community care as they return support people to live meet the diverse and independently at home changing needs of a home following a hospital visit. Demand for this short and actively participate growing client base. term program is steadily in community life. Activities in this reporting growing, in part because Our services are available to period have been underpinned it provides a customisable anyone in the community, by a consolidated and and dynamic solution that including, but not limited to, strategic focus on ensuring adapts to meet the individual those who that the organisational needs of a broader range are eligible for government structure, systems and of patients and clients. funded packages. processes are optimised for We were very pleased to service delivery under the Our services include receive a significant increase National Disability Insurance Home and Community in Home and Community Scheme (NDIS), Individual Care (HACC), Home Care Care (HACC) funding Support Packages (ISP) Packages, Veterans’ Home from the Commonwealth and the imminent launch Care (DVA), Respite Care Government, an input which of Consumer Directed Care and Community Housing. has allowed us to support a (CDC). Rapid changes We provide services 7 days greater number of people in government policy, a week, 24 hours a day to live independently in their consumer expectations and within the six states and own home and community. demographic considerations territories listed below, co- It was also exciting to open within our sector have ordinated by local offices. new facilities in Port Augusta provided a welcome (SA) and Riverina (NSW) ACT: Bruce; NSW: Surry impetus to refine and adapt under the National Respite Hills, Lambton, Taree, both the portfolio and Carers Program. These respite Wagga Wagga, Cooks Hill, delivery of our services. cottages offer short-term, Lakelands, Forster; Northern In line with our focus on specialised 24 hour care Territory: Alice Springs, continuity of care, innovation and social support in a safe Darwin, Bathurst Island; and improved client home-like environment. South Australia: Adelaide, Port Augusta, Goolwa, Victor Harbor; Tasmania: Hobart, Launceston; Victoria: Ringwood, Mount Waverley, Keilor East, Morewell, Shepparton.

Client Kate and Vidka Dean Cross (Calvary Community (Calvary Community Care). Care) and Client Peter Nicols.

[ 4545 ] Community Initiatives

Calvary Wakefield “I volunteered for Angel-for-a- The Rural Clinical School was Hospital (CWH) Day after attending last year. I established in 2011 on the Partnership with the found it to be a very inspiring grounds of Calvary Health and humbling experience. Care Riverina. The new $3.8 Hutt Street Centre It’s a great community based million development has been initiative and it’s nice to give funded by the Commonwealth back a small amount of our Government as part of the time. This year I also sent two ongoing strategy to train of my staff as a thank you for doctors in rural areas, increase all their dedicated work.” the rural medical workforce and improve the number Jenny Van de Veerdonk, of doctors in rural areas. Catering Manager CWH The new facilities at Wagga “I found the experience Wagga will increase the Rural CWH staff rugged up for participation humbling, and also felt Clinical School’s capacity in the Hutt St Centre “Walk a Mile in enlightened by their little from nine full time students to My Boots” fundraising walk. community of support for each 12, in addition to two to four other which was inspiring. I felt rotating students at any one that perhaps at meal times they time. Students will be either may only speak for the day to in their third or fourth year. the person they sit beside. I was Whilst at the Rural Clinical especially moved and found the School and in partnership with children’s plight confronting. Calvary Health Care Riverina, The work Hutt St centre does and Murrumbidgee Local on a daily basis is amazing.” Health Network, students Dot McLean, Environmental will complete placements in CWH Cake–it-for-Charity Services Manager, CWH general practice, cardiology, contributions. general medicine, surgery, Calvary Wakefield Hospital has a University of Notre orthopaedics, paediatrics, special relationship with the Hutt Dame Australia opens anaesthetics, intensive care, Street Centre for homeless and new Rural Clinical School women’s health, psychiatry, vulnerable people in Adelaide. at Calvary Riverina aboriginal health and aged care. In 2012 and 2013 all proceeds Hospital, Wagga Wagga Mrs Jill Dalton awarded from the CWH Mary Potter Birthday “Cake it For Charity” Papal honour of Dame Fundraiser were donated to of the Order of Pope the Hutt Street Centre. Saint Sylvester In addition, a large staff group got together for the Centre’s annual fundraising walk and a number of staff members have volunteered for the Centre’s “Angel for a Day” program, which gives The University of Notre Dame community members the Australia officially opened opportunity to cook and the new Wagga Wagga Rural serve breakfast for clients. Clinical School site on Monday Chancellor of the Archdiocese We are currently in negotiation 4 August 2014, paving the way Monsignor John Usher introducing all with the Hutt Street Centre for more students to experience the recipients of the Papal Honours. to scope the possibilities rural practice, access specialised In November 2013, Cardinal for assisting with some of medical training opportunities George Pell conferred the Papal their clients’ healthcare and support the health care honour of Dame of the Order of and surgical needs. needs of rural communities. Pope Saint Sylvester to

46[ 46 ] Mrs Jill Dalton, a resident at it’s the trainer who ends up RSM and the Mercy House Calvary Ryde. Mrs Dalton’s being the key driver and doing a of Welcome in Adelaide. award was given in recognition lot of the hands-on themselves, As particular family needs of her many years with the but here the participants are are drawn to the Sisters’ Regional Tribunal of the Catholic noticing what needs to be attention, a different ward or Archdiocese of Sydney and done and suggesting ideas department of the hospital voluntary services to the and really getting stuck in.” launches a collection to Church. A longstanding member He also said that because of provide the required items. of the Canon Law Society of their more active involvement Australia and New Zealand, and the challenging and St. Claire’s Ward kicked off Mrs Dalton also played a key varied nature of the project, the program by donating four role in the establishment of the the trainees were developing linen baskets of towels, linen, Catholic Education Office Parent better literacy and numeracy crockery, kitchen utensils, Participation in Schools Unit in skills, which was one of the glasses, mugs, tupperware, 1981, which grew out of her work key aims of the partnership. an electric frying pan and with other volunteer parents to some personal pamper He said participants were implement human development items to a Somalian family engaged and had a real sense and Christian values programs who have been recently of pride in what they were in Catholic Schools. Mrs released from detention. doing and he thought the Dalton’s many other faith- reason for their high level Sr. Meredith said that the family based activities were also of motivation was because couldn’t believe the kindness recognised at the ceremony, they saw their work as key to that had been shown to them. including her work at Calvary, providing support for critically ill This is a beautiful expression Ryde, as a Eucharistic Minister. patients and their families. They of our value of hospitality to also appreciate the pleasant a family in real need whose Calvary Central Districts atmosphere of the training room hearts were deeply touched Hospital (CCDH) that has been provided for them by a gesture of welcome that Hospital Partnership and the hospitality provided they didn’t expect to receive. with TAFE training by the hospital each day in the programs for the long form of morning tea and lunch. Calvary Central term unemployed The third group of graduates Hospital (CCDH) from this program received Writer in Residence their certificates at a combined TAFE/CCDH ceremony on 28th February 2014.

Calvary North Adelaide Hospital Refugee Family Support

TAFE Students at Calvary Central Districts Hospital. David Chapple, the CCDH Since early 2012, Indigenous Writer in Residence, has worked and Mature Age clients have extensively in hospitals, hospices been working as trainees with and aged care facilities in the TAFE LLNP (Language, Literacy UK and brings considerable and Numeracy Programs) expertise to his role. and Northern Futures to At CCDH David chatted develop various gardening and Clinical Manager, Leanne Ridsdale, informally with patients, landscaping projects at Calvary and her team from St. Claire’s Ward. volunteers and staff, having first Central Districts Hospital. explained that he was intending The Managers Group at Calvary to capture their experiences, The TAFE trainer leading this North Adelaide Hospital have thoughts and feelings in the project commented, “This is the elected to provide practical form of poetry. He was warmly support to newly arrived best project we’ve worked on welcomed by all participants, a because the participants are refugee families in conjunction fact that he commented on with actually doing the work. Often with Sr. Meredith Evans, gratitude and some measure

[ 4747 ] of surprise. “Dignity is a word reviewed the timing of his that I hear a lot around here,” medications with his neurologist Calvary Health he commented. “Everyone puts and developed a more positive Care Kogarah “in that at the centre of what they attitude. The outcome at the do and that is really impressive.” end of the program was that the swim” Improving Quality of David gave the gift of he was able to return to play these poems back to the competitive rugby league, Life for patients with patients whose experiences was more productive at work Motor Neurone Disease had shaped them. and his family noted he was through access to back to his old personality Aquatic Physiotherapy The poems David developed – a wonderful outcome! reflect the ‘dignity’ of each The Palliative Care person’s life and are a beautiful ‘Vic Street’ a model of Physiotherapists at tribute to the Calvary spirit community integration Calvary Health Care of honouring each and every Kogarah have successfully person by putting them at Calvary Community Care trialled a six week the centre of our care and manage the Victoria Street Aquatic Physiotherapy compassionate responsiveness. Supported Residential Facility, program for Motor a fourteen room residence Neurone Disease (MND) Calvary Health Care for people aged from 18-65 patients. The trial was Kogarah Parkinson’s who have been diagnosed commenced in response with a mental illness. Located to the Palliative Care Disease Wellbeing directly opposite the beach Gym program receiving Program in Victor Harbor, a seaside a significant increase When people have a better township on the Southern in referrals of MND understanding of this complex Fleurieu peninsula in South patients from 2012-13, and variable health condition, Australia, it provides hostel like with patients seeking they are better situated to do accommodation and support. opportunities to maintain physical activity, social the things we know will help With an emphasis on interaction and them live a productive, positive community participation and participation for quality life with Parkinson’s, not one integration, the affectionately of life. consumed and controlled by known “Vic Street” has it. We encourage exercise, a housing support team Patients and caregivers physically, mentally and socially. providing 24 hour support and overwhelmingly felt The need for more a Community Support Worker that the Aquatic comprehensive rehabilitation team who actively encourage Physiotherapy program services for Parkinson’s Disease and facilitate community access, was beneficial through clients in Southern Sydney participation and socialisation improvement in physical, has led to the development on both a group and individual psychological and of a unique private/public basis. The highly anticipated wellbeing outcomes. partnership. Southern “Big Day Out” excursions are Neurology, a private practice planned monthly and include neurology service located visits to local restaurants, in Kogarah and Miranda has beach barbecues and visits to amalgamated with Calvary other towns. The centre even Health Care Kogarah to holds its own regular pamper develop the first Parkinsons spa day every Tuesday where Disease specific wellbeing residents enjoy hair cuts, program in Southern Sydney. beard, moustache and nail trimmings and hand massages. Our youngest client, a 30 year old man, was struggling with the Vic Street is a proud and diagnosis and had given up on integral part of the local Victor a lot of things important to him Harbor community, providing a in life, one of which included his high quality of care for an often passion for rugby league. After marginalised population. So attending the program, being much so, that a couple staying educated on the what, how at a local Bed and Breakfast, and why of Parkinson’s disease knocked on the door of Vic management, he made lifestyle Street to see if they could stay and behavioural changes, as it looked so welcoming!

48[ 48 ] Wise Stewardship

49 There are 19 entities included in the consolidated group accounts, including 14 major trading entities.

50 Our Wise Stewardship Financial Results for the year ended 30 June 2014

The principal activities of generating activities, along increased during the reporting Calvary during the period with an increasing focus on period, with total staff of 6,724 were the provision of acute strict cost management. Where full time equivalents as at 30 health services by private necessary, ancillary services June 2014 (2013: 6,673). and public hospital facilities, have been outsourced and sub acute services, palliative non performing aspects of our Significant events care, residential aged care, services have been subject to after year end stringent review. The private independent living units, There is a substantial process community and home hospital sector continues to seek improved health fund of regulatory and policy change care services. rates, especially in South impacting on the health and related sectors. These changes Results Australia where they are below national averages. The aged arise from reviews undertaken A surplus of $55.8M was care and home care sectors by the Productivity Commission, achieved for the financial year are significantly funded by the potential revisions to legislation ended 30 June 2014 (2013: Commonwealth government, and health fund rebates surplus $56.5M). where rate increases are below eligibility. No provision has been included in the financial At balance date, total assets the rate of inflation. statements for the potential exceeded total liabilities impacts of these changes due by $597.1M, with current Revenues to the material uncertainty as to liabilities exceeding current Calvary’s revenue from their timing and impact. assets by $15.2M. However, operating activities totalled when entry contributions $1,066.0M (2013: $1,019.6M). (Continued next page) and accommodation bonds Grants and subsidies from for Retirement Communities Government for hospital and are excluded from current aged care operations totalled liabilities (notwithstanding the $444.4M (2013: $429.2M). fact they are in fact current Grants and subsidies represent liabilities pursuant to the 42% (2013: 42%) of revenue requirements of the Australian from operating activities. Accounting Standards) Revenue from operations for current assets exceed current the year ended 30 June 2014 liabilities by $173.7M. As the included $8.8M (2013: $8.7M) Calvary experience is that resources received free of only approximately 30% charge - revenue relating to the (approximately $57.2M) of Public Private Partnership (PPP) resident contributions and arrangements and recognition accommodation bonds are of state government funding of likely to be repaid in the coming superannuation contributions 12 months, the Directors for employees who are believe the resultant adjusted members of various defined working capital position, benefit contribution schemes. prima facie considered an industry “norm”, is such that it is manageable pursuant Expenses to the generally accepted Calvary’s expenses from going concern concepts. operating activities totalled $1,053.8M (2013: $1,000.5M). In overview, the continuing Expenses on personnel costs improved operating represent 61% (2013: 61%) of performance and cash position total operating expense. Staffing is a result of a focus across all levels for clinical services have services on the core revenue

[ 5151 ] Significant events Operating Revenue excluding Prostheses ($’ M) after year end 1,200

1,000 (Continued from page 51) 1,200 1,200800 In 2014 our One Calvary initiative 1,000 600 consolidated a diverse range 1,2001,800000 400 of businesses and business $ Millions 1,000600800 200 systems. Becoming One Calvary 800400600 $ Millions 1,200 has included a re-brand to unify 600400- $ Millions 200 our business, the introduction FY 08 FY 09 FY 10 FY1, 00011 FY 12 FY 13 FY 14 400200 $ Millions - 661698 743 825800 896949 992 of an organisation wide intranet, FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 200- and the appointment of a Non- 600 FY66 0816FY98 09 FY74 310 FY825 11 FY89 6912 FY49 13 FY99 214 Operating- Earnings Before Interest, Tax, Deprecia- Clinical Procurement Manager, 400 tion 70andFY Amortisation66 0816FY 9809 FY 74($’ 103 M)FY$ Millions 825 11 FY89 1269FY49 13 FY99 142 Peter Wong. 60 661698 743 825200 896949 992 5070 Non-Clinical Procurement is - 406070 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 looking beyond cost and rebates 305060 70 402050 661698 743 825 896949 992 to work with suppliers to deliver $ Millions 60 304010 greater efficiencies and deeper 50 2030- $ Millions supplier relationships. Two key 4010 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 20 70 $ Millions 30 elements underpin our Non- 10- 8283745566666 20 FY 08 FY 09 FY 10 FY 1160 FY 12 FY 13 FY 14 Clinical procurement strategy: $ Millions - 50 10 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 8283745540 66666 - 1. procurement policies and 1,200 FY 0882FY 0983FY 1074FY 115530 FY 1266FY 1366FY 146 20 guidelines to consolidate and Operating1,000 82 Revenue83 excluding74$ Millions 55Prostheses66 ($’66 M) 6 1,200 provide direction for a whole 10 1,200800 - of organisation approach 1,000 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 1,2001,600000 with the introduction 800 8283745566666

$ Millions 1,000400 of Policies, Processes, 600800 Procedures and 800200600

$ Millions 400 1,200 Preferred Suppliers 600 $ Millions 200400- FY 08 FY 09 FY 10 FY1,000 11 FY 12 FY 13 FY 14 2. a strong commitment to $ Millions 400200 - 661698 743 825800 896949 992 sourcing suppliers that share FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 200- 600 the same values and have FY66 0816FY98 09 FY74 310 FY825 11 FY89 6912 FY49 13 FY99 214 - 100 the capacity to partner FY66 0816FY 9809 FY74 103 FY$ Millions 825400 11 FY89 1269FY49 13 FY99 142 90 with a large and diverse 200 100 661698 743 825 896949 992 organisation such as Calvary. 80 Capital10090 Expenditure Routine and- Developemental ($’ M) 70 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 8090 Changing the way an 10060 70 661698 743 825 896949 992 organisation approaches our 9080 50 60 non-clinical procurement has $ Millions 8070 40 5060 provided some challenges and 7030 100 $ Millions 4050 the positive feedback from our 6020 90 $ Millions 3040 staff is acknowledgement of 5010 80

$ Millions 2030 the hard work of many of our 40- 70 2010 2007/08 2008/09 2009/102010/11 2011/1 2 2012/132013/14 suppliers to make these changes 30 60 - 15 15 23 29 21 35 2010 a success. 2007/08 2008/09 2009/102010/5011 2011/12 2012/132013/14 - 10 5 16 $ Millions 72 10 18 11 2007/08 2008/15 09 200915 /10201230/4011 2011/129 2 2012/121 32013/35 14 If you require a set of our - 32 2015 3115 952330 3929 3921 4635 2007/08 2008/5 09 200916/10201720/11 2011/110 2 2012/118 32013/11 14 financial statements for the year 20 155 1516 2372 2910 2118 3511 ended 30 June 2014, email 32 20 31 95 10 39 39 46 Routine Capital Expenditure 72 10 18 [email protected] 32 205 1631 95 - 39 39 4611 Developmental Capital Expenditure 2007/08 2008/09 2009/102010/11 2011/12 2012/132013/14 32 Routine20 Capital Expenditur31 95e 39 39 46 Total Capital Expenditure 15 15 23 29 21 35 DeRoutinevelopmental Capital Capital Expenditur Expenditure e Please note: Total Capital Expenditure 5 16 72 10 18 11 RoutineDevelopmental Capital ExpenditurCapital Expenditure e (a) Calvary MaterTotal Newcastle Capital Expenditur Private Publice Partnership.De Assetsvelopmental of $89M Capital have Expenditur been e 32 20 31 95 39 39 46 excluded asT theotal projectCapital Expendituris fully fundede by the government. Routine Capital Expenditure (b) The acquisition of CCA Aged Care and Developmental Capital Expenditure Home Care have not been excluded in FY10/11 as $80M cash was paid. Total Capital Expenditure

[52 52 ] Service Development and Innovation

53 We don’t operate to Any surplus we generate is Demonstrating wise stewardship guarantee our existence dedicated to pursuing our and contributing to social but rather to meet needs in mission. Calvary’s management stability in the communities we the community. We operate believes we should be striving serve requires a strong financial services in many areas that to achieve the best commercial base. We do this through wouldn’t attract commercial results to sustain our operations, strict cost management while investment because of fund better integration, grow pursuing improved health fund unacceptable returns and innovate in pursuit of our rates for our private hospitals. strategic aims.

Little Company of Mary Health Care Limited continued to reinvest into its Services through a number of major projects undertaken and initiated this year.

54 Innovations

Ensuring we keep Muswellbrook, including 35 to information is a major enabler doing what we do 40 independent living units, of good care. We’re working providing a Calvary hub for to improve Calvary’s network Our financial performance the broader community. effectiveness with improved is solid and keeps our story communication between alive through reinvestment Technology that hospitals, aged, community and in major projects such as cares and the primary care, particularly in the Calvary Lenah Valley Hospital’s capability to deliver complex area of chronic disease theatre development and management, so much a part of new endoscopy unit and We are investing heavily in palliative and end of life care. Calvary North Adelaide St. technology at Calvary with Global research suggests Helens Ward and maternity core systems that include that ‘coordinated care’, or the refurbishment, day surgery electronic Health Fund active management of the and additional theatre. claiming, an e-Admission relationships among multiple Patient Portal and electronic We’ve also invested in our care providers, can both ability to be a source of healing medication management. improve health outcomes with the completion of the We recently rolled out electronic and decrease costs. Calvary Central District Hospital medication dispensing to Strong leadership through Cancer Centre. Three other aged care and are also these changes and dynamic major projects are underway at looking to apply technology times is key to our success. Calvary Riverina: a rural Wagga in service delivery, through Wagga Clinical School, a new mobility, smart phones and We are investing in a leadership drug and alcohol rehabilitation tablet technology; application capability framework, designed centre, and specialist palliative integration, business intelligence to identify and develop our care and rehabilitation units. application and Human leaders of tomorrow and nurture those characteristics We’re also planning to build a Resource information systems. that are necessary to be $20 million, 60 bed retirement Electronic connectivity and a leader at Calvary. and aged care facility at its ability to exchange health

[ 5555 ] Releasing time to Care – The eClinical Record The digital or eClinical Record experience at Calvary Health Care Bethlehem was to have the same “look” as a paper record but with the added advantages of:

• inbuilt safety features

• the ability to be used on different electronic devices including computers on wheels; laptops and tablets

• mobile devices, meaning devices can be used closer to the patient and enabling the patient to check and sign documents at their bedside

• integrating with our established electronic medications management system and our patient administration system All leading to: Calvary Nurse Brad Orszaczki and patient Bernard Harty using eClincal records. • improved processes and The integration and sharing of to a digital format to create efficiencies that release time patient information over the care the eClinical Record. Calvary for clinicians to provide extra continuum (primary, inpatient partnered with Irish company patient care at the bedside = and ambulatory care settings) is Slainte to use their product, Releasing time to care increasingly reliant upon digital Vitro, to make this idea a reality. • incorporate and harness channels to store and share that Calvary Health Care Bethlehem the efficiencies that digital information. In addition to this, was selected as the preferred technology can deliver in clinicians in this modern health site for the implementation of terms of improving patient care age frequently comment on the new technology, following safety and outcomes = how their time is taken up with the successful deployment tasks that take them away from Increased Safety of the electronic medication the bedside. Chasing referrals, • the ability to differentiate management system, Medchart locating clinical records, the Calvary Health Care and the implementation of entering the same information service offering from other a new model of care. The on multiple paper charts or health care providers = decision was also influenced waiting for someone to “finish by the diversity of the care Recognising our difference with the notes” are all frequently Calvary Health Care Bethlehem • minimising the duplication expressed frustrations. provides, with patients of patient information = Calvary sought to solve this commonly accessing services Improved efficiency modern day dilemma with a across inpatient, community • the ability of the one record to modern day solution….convert and ambulatory care settings. be accessed by multiple staff our paper clinical records in multiple settings at the same time; and = Improved Access • developing the internal capability to scale the initiative to a national level = Increased capability The overall vision of the Organisation is to use the learning and experience from this implementation to roll out to other Calvary Health Clinical Record’s Dashboard. Care sites across Australia.

[56 56 ] Calvary Home-Like Model of Care

At Calvary, we believe that home = self. How have we achieved this so far? • Created ‘Assistants of Daily Living’ as opposed to clinical AIN At CalvaryThe experience Retirement of many ‘traditional Communities, nursing we believe– Qualified Carer that home = self. – Infection Control (Cleaning) – Food Safe Certified home’ residents can be alarmingly similar to the – Medication administration Certified – Skilled at cards/chess/games etc The experienceunderprivileged of many — involving ‘traditional lack ofnursing privacy, home’ loss residents– Food Safe can Certified be alarmingly similar of identity, and feelings of powerlessness and • Nurses function as Community Nurses, except they don’t have to the underprivileged — involving lack of privacy, loss ofto identity,travel far to see their and clients. feelings of dependency. But when we practice person-centred • Mini Careplan based on Maslow’s Hierarchy of Need: delivering powerlessness and dependency. When we practice person-centredcare that aims to support thecare, resident weto self-actualise are (achievecreating care, we are creating a space for ‘self’ to shine. their highest potential) a spaceThis for in ‘self’turn creates to shine. an Thisenvironment in turn creates where the an environment• HLMOC training where for all staff, the key to whichnursing is a transformative home is conversation centred around the question: ‘what makes you feel most at home?’ simplynursing ‘home’: home a place is simply to live, ‘home’: to enjoy a place freedom to live, andto to be– Physical yourself. environment experienced with all five senses – Emotions, activity/occupation, people and relationships enjoy freedom, and to be yourself. – Feeling safe, loved, and respected The staff at Calvary Haydon Retirement Community were• HLMOC trained training incorporated in the as a mandatoryHome-Like component of Model orientation/induction for employees, volunteers & students of CareResults (HLMOC). that speak Three for months themselves. later Within they reportedthree significant• Lively strengths-focussed changes. activities program/philosophy: – ‘I can’t find my mum/dad’: that’s because they’re enjoying life months of staff at Calvary Haydon Retirement in one of our many activities! – Families/visitors now look for a copy of the month’s activity Community (CHRC) being trained in Home-Like calendar, so that they can rearrange their visits to suit the resident’s life Model of Care (HLMOC), they had this to show: – Family/visitors are welcome to join in the activities, and staff bring their children to programs involving youth – The Activities Calendar is generated through discussion at the Residents Council, which is attended by an average of 25%Residents of all residents (excluding and those in Staff the Memory Support Staff say: 88% Households). The recognition of ‘Elders in the Driver’s Seat’ level of enjoyment felt by staff Staff said:Before, I wouldn’t want to live here. becomesSurvey a reality through Results this Council. Now, yes, I would! Carers as Assistants of Daily Living? What about: 82% Before, residents would take two of residents rating CHRC as a • Diversional Therapists vs Rehabilitative Therapists great placeBefore, to live residentsmonths would or more take to settle two in. Now it – Not about distraction therapy to reduce certain ‘behaviours’.. only takes around two weeks. – But88% emphasising activities that will maintain function (cognitive months or more to settle in. Now it or physical) but also bring joy and meaning to life Relationship is important. Because level of enjoyment felt by staff 86% • Task-Oriented Carers vs Occupational Supporters of residentsonly rating CHRCtakes as a aroundresidents two know weeks. the staff, they feel safe – Not about task completion (eg ‘they need to get fed’)... great place to receive care to verbalise their needs. – But emphasising resident experience (eg ‘I want to have lunch and enjoy it’) Residents actually don’t want to be 82% away from their ‘home’... if they have to • Clinical Interactions vs Therapeutic Engagement 91% Relationship is important. Because – Not just asking ‘Do you have any pain?’, ‘What can I get you?’... of residents who would go to hospital, once they are back, they – Butof rather: residents ‘How are your ratingkids? Grandkids?’, Calvary ‘I love to Haydon see the recommendresidents CHRC to others know thesay they staff, are very they happy feel to be home. flowersas ain springgreat — what’splace your favouriteto live flower?’ etc. safe to verbalise their needs. 86% Residents actually don’t want to be Hospitality of residents rating CalvaryHealing Haydon away from their ‘home’... if they have as a great place to receiveStewardship care to go to hospital, once they are Respect back, they say they are very 91% happy to be home. of residents who would recommend Calvary Haydon to others

[ 5757 ] Calvary Bethlehem’s Gift of Independence Calvary North Adelaide In late 2013, Calvary launched an important new integrated Hospital Opening technology room that enables a wide range of disciplines to interact Day Procedure Suite with patients and adapt new technologies to suit their needs. and Operating Theatre The room offers a large range of tablets and light-writers that enable text to communicate for those whose speech has been hampered. This is achieved through environment control units that offer patients greater autonomy, allowing them to control their immediate environment with controls to open and shut doors, blinds, answer the front door, change television channels and access the internet.

Assistive technologies like ‘Dasher’ and ‘Eyegaze’ enable severely restricted patients to compose sentences and speak with the use of their eyes alone, allowing better communication with their friends and family, as well as communicating their needs to health practitioners. L-R: Sarah Owen, Clinical Manager, Day Procedure Suite, Archbishop Philip Wilson, Sharron Kemp, Clinical Manager Operating Theatres, Lynda Wyles, CHCA Pastoral Care Manager.

On 3 June, 2014, Archbishop Philip Wilson officially opened and blessed the new Day Procedure Suite and Operating Theatre at Calvary North Adelaide Hospital. The reception, admission, recovery and discharge areas of the Day Procedure Suite have been completely rebuilt, ensuring continuous patient flow and a clean, refreshed aesthetic, with new and updated equipment. Patient comfort has been enhanced by new interview rooms with greater privacy, as well as extra toilet facilities and individual televisions for each patient in our discharge area. An increased number of beds enable us to service more patients on a daily basis. In addition, a brand new theatre with state-of-the-art equipment facilitates the provision of top level care by our doctors and nursing staff. There are new change areas for staff as well as a new reception area and a tea room that is used for dining as well as education and meeting purposes. A lounge area for patients and their families has also been incorporated into the overall design.

(Continued next page) L-R: Patient Theresa Taylor and Rachael Russell, Occupational Therapist.

[58 58 ] Hospital Developments

(Continued from page 58) Calvary is committed to enhancing its patient care facilities Hospital CEO, Ms. Sue Imgraben through a program of expansion and continual facilities’ said the redevelopment improvement. During the year the Board approved several was much needed and major redevelopment projects to meet existing and new demonstrated the Little demand for services within the group. Company of Mary Health Care’s commitment to reinvesting in Calvary Bruce Private Hospital our private hospitals. Father This project will see the construction of a stand-alone Private Hospital Ian Waters, Director of Calvary on Calvary’s Bruce Campus to replace the existing Private Hospital Ministries, said the legacy of located on Level 6 of the Xavier Building. A 10-bed extension to the Mary Potter, who founded the existing Hyson Green Mental Health Unit also forms part of this $65M Sisters of the Little Company project, which was Board approved in August 2013. of Mary, was integral to the care provided by the hospital. Detailed planning is currently underway for the new 124 bed hospital which is expected to open in 2017. The new hospital will enable The liturgy featured the lighting Calvary to significantly increase its inpatient and Day Only beds to of the Mary Potter candle and a service the growing northern suburbs of Canberra. Calvary continues delightful musical contribution to work closely with its supportive Visiting Medical Officers and ACT by the Kyrie choir from St planning and health authorities to ensure the new hospital will meet Gabriel’s School, Enfield. the needs of the community for many years to come.

Kyrie choir from St Gabriel’s School, Enfield. Artist’s Impression of the new Calvary Bruce Private Hospital. Calvary Lenah 30 April 2014. The Tasmanian Valley Hobart Spine Service clinic operates within Calvary Lenah Valley Theatre upgrade & Expansion Hospital under consultant Further to the Hobart Calvary neurosurgeon Mr Andrew Lenah Valley Endoscopy Hunn and his team, specialising refurbishment completed in coordinated care for all FY13, a 2015 development conditions affecting the spine. The new day procedure suite. application is in progress for the theatre upgrades for Lenah Valley and St Johns hospitals in Hobart, Tasmania.

Tasmanian Spine Service Opening The Hon Michael Ferguson MP, Tasmanian Minister for Health, officially opened the Artist’s Impression of Calvary Lenah Lenah Valley Spine Service on Valley Hobart Theater upgrade.

[ 5959 ] Calvary Mater Newcastle’s World Class Research Centre

The Calvary Mater Newcastle Research Team.

At Calvary Mater Newcastle (CMN), the pursuit Research Types of scientific excellence takes an interdisciplinary • Clinical Trials approach. Our researchers adopt a cooperative • Laboratory Research and collaborative spirit, allowing a stimulating and effective research culture to be embraced by all. • Survey / Observational Research • Dissemination / Implementation Research In addition to the vast number of clinical trials available to patients throughout the hospital, Research Areas there are also dedicated research laboratories • Diagnostics / Screening located in the departments of Medical Oncology, • Genetics Haematology and Toxicology, as well as a state-of- • Health Promotion the-art dosimetry and computing facility located in Radiation Oncology / Medical Physics. Types and • Health Services Research core areas of research conducted at Calvary Mater • Therapy and Treatment Newcastle include: • Population Health • Social needs

Our researchers are grateful for the support they receive from the public and groups like the Coalfields Cancer Support group, who once again raised an incredible $30,000 for research equipment this year.

Medical Research Week (June 2-6) was celebrated for the first time this year at CMN, with 30 researchers from 9 different departments The research website features the biographies of over showcased in the main foyer over an entire week. 40 researchers, regularly updated with research stories, Staff and visitors had the opportunity to ‘meet a grant outcomes, and highlights. Visit http://research. researcher’ and participate in a jelly bean guessing calvarymater.org.au/ to find out more. competition with all proceeds going towards research at the hospital.

[60 60 ] This year CMN signed an agreement with Jane Reid Harle Memorial Grant Fund Newcastle Innovation, who are now available Medical Oncology: New drug combination to provide a range of services to Mater strategies for the treatment of breast cancer researchers, including guidance on the direction of projects, patents and research with a view to James Lawrie Grant Fund commercialisation and industry collaboration. Consultation-Liaison Psychiatry: Improving CMN was proud to support the fourth HMRI Cancer Radiotherapy outcomes with smoking cessation: Conference (Oct 23-25, 2013) and the Translational Pilot trial in head and neck cancer patients Cancer Research Unit in their successful bid to Coalfields Cancer Support Group the NSW Cancer Institute to be recognised as a Equipment Grant Fund ‘Centre’. This comes with substantial funding and is part of a long term goal towards building a ‘Cancer Medical Oncology: Screening platform for the Institute’ at the Calvary Mater. identification and development of novel small molecules for the treatment of cancer The CMN Research Committee acts as a representative of all CMN researchers, providing a Haematology: Nanosight technology to visualise means of disseminating information and offering and evaluate circulating Microparticles support for research activities. The committee awarded the following Project and Equipment Grants in 2013-2014: Margaret Mitchell Grant Fund Radiation Oncology: Multi-parametic MRI as an outcome predictor for cervical cancer treated with radiotherapy

Bequests

Many of our supporters choose to leave a bequest to us in their will. Your bequest helps us continue our work to provide care for patients. Areas of benefit include: general medicine, oncology, research, alcohol and drug services, palliative care and to assist with the promotion of positive community attitudes towards the necessity and desire of quality health care. Your contribution will go on helping us through the 21st century. Your contribution can be a fixed amount or a percentage of your estate. You can nominate to assist in the general provision of our services or your bequest can be directed towards a specific unit, project or type of service.

How to make a bequest To assist in the preparation of a bequest may we advise the following wording: I (name), give ($amount) free of all duties and testamentary expense to Calvary (name of Calvary facility) for the purpose of patient care/service development, and I direct that the receipt of the Chief Executive Officer shall be sufficient discharge of my executors for this bequest.

If you would like more information about services and how best your intended bequest coud be used, please do not hesitate to contact Mark Green, National Director of Mission.

P: 02 9258 1733 | E: [email protected]

[ 6161 ] National Office Calvary St John’s Hospital Calvary St Joseph’s 30 Cascade Road, Retirement Community Little Company of South Hobart TAS 7004 240 Maitland Road, Mary Health Care Limited Ph: 03 6223 7444 Sandgate NSW 2304 Level 12, 135 King Street, www.calvarystjohns.org.au Ph: 02 4967 0600 Sydney NSW 2000 Ph: 02 9258 1700 Calvary St Luke’s Hospital Calvary Cooinda www.calvarycare.org.au 24 Lyttleton Street, Retirement Community East Launceston TAS 7250 42 Bathurst Street, Ph: 03 6335 3333 Singleton NSW 2330 Calvary Community Care www.calvarystlukes.org.au Ph: 02 6572 1537 Operates in Victoria, New South Calvary St Vincent’s Hospital Calvary Mt Carmel Wales, ACT, South Australia, Tasmania, 5 Frederick Street, Retirement Community Northern Territory and Tiwi Islands Launceston TAS 7250 9 Dwyer Street, Head Office: 551 Blackburn Road, Ph: 03 6332 4999 Maitland NSW 2320 Mt Waverley VIC 3149 www.calvarystvincents.org.au Ph: 02 4932 0350 Ph: 03 9577 3333 www.calvarycommunitycare.org.au New South Wales Calvary Mt Providence Retirement Community Calvary Riverina Hospital 59 Tindale Street, Hospitals Hardy Av, Muswellbrook NSW 2333 Wagga Wagga NSW 2650 Ph: 02 6543 2053 ACT (Australian Capital Territory) Ph: 02 6925 3055 www.calvary-wagga.com.au Calvary Nazareth Calvary Health Care Bruce Retirement Community Corner of Belconnen Way and Calvary Mater Newcastle Vincent Street, Haydon Drive, Bruce, ACT 2617 Edith Street, Belmont North NSW 2880 Ph: 02 6201 6111 Waratah NSW 2298 Ph: 02 4947 0047 www.calvary-act.com.au Ph: 02 4921 1211 www.calvarymater.org.au Calvary St Francis Calvary Bruce Private Hospital Retirement Community Corner of Belconnen Way Calvary Health Care Kogarah Gleeson Crescent, and Haydon Drive, Bruce ACT 2617 99-111 Rocky Point Road, Eleebana NSW 2282 Ph: 02 6201 6111 Kogarah, NSW 2217 Ph: 02 4942 7477 www.calvaryactprivate.org.au Ph: 02 9553 3111 www.calvary-sydney.org.au Calvary St Martin de Porres Calvary John James Hospital Retirement Community 173 Strickland Crescent, Victoria 26 Lorna Street, Deakin ACT 2600 Waratah, NSW 2298 Ph: 02 6281 8100 Calvary Health Care Bethlehem Ph: 02 4968 2244 www.calvaryjohnjames.com.au 476 Kooyong Road, South Caulfield VIC 3162 Calvary St Paul’s Ph: 03 9596 2853 South Australia Retirement Community www.bethlehem.org.au Calvary North Adelaide Hospital 54 River Street, 89 Strangways Terrace, Cundletown NSW 2430 Ph: 02 6553 9219 North Adelaide SA 5006 Calvary Retirement Ph: 08 8239 9100 www.calvarynorthadelaide.org.au Communities Calvary Tanilba Shores www.calvarycare.org.au Retirement Community Calvary Wakefield Hospital 74 Tanilba Avenue, 300 Wakefield Street, Calvary Ryde Tanilba Bay NSW 2319 Adelaide SA 5000 Retirement Community Ph: 02 4984 5922 Ph: 08 8405 3333 678 Victoria Road, www.calvarywakefield.org.au Ryde NSW 2112 Calvary Ephesus Ph: 02 8878 1400 Retirement Community Calvary Rehabilitation Hospital 88 Dickson Street, 18 North East Road, Calvary Haydon Lambton NSW 2299 Walkerville SA 5081 Retirement Community Ph: 1800 222 000 Ph: 08 8165 5700 2 Jaeger Circuit, www.calvaryrehabsa.org.au Bruce ACT 2617 Calvary St Luke’s Ph: 02 6264 7400 Retirement Community Calvary Central Districts Hospital 204-206 Darby Street, 25-37 Jarvis Road, Calvary Cessnock Cooks Hill NSW 2300 Elizabeth Vale SA 5112 Retirement Community Ph: 1800 222 000 Ph: 08 8250 4111 19 Wine Country Drive, www.calvarycentraldistricts.org.au Cessnock NSW 2325 Calvary Tours Terrace Ph: 02 4993 9000 Retirement Community Tasmania 242 Lawson Street, Hamilton South NSW 2303 Calvary Lenah Valley Hospital Calvary Retirement Ph: 1800 222 000 49 Augusta Road, Communities Hunter Lenah Valley TAS 7008 Calvary Retirement Hunter Regional Ofiice Communities Shared Services Ph: 03 6278 5333 240 Maitland Road, www.calvarylenahvalley.org.au Level 1, 342-344 Main Road Cardiff Sandgate NSW 2304 NSW 2285 Ph: 02 4967 0600 Ph: 02 4954 1800