Peninsula Health Annual Report 2019 20

Annual Report peninsulahealth.org.au 2020 Contents Chairperson’s & Chief Executive Officer’s Report �� 5 Report of Operations �� 9 Peninsula Health at a Glance �� 9 Our Clinical Services ��10 Our Governance and Organisational Structure ��13 Our Workforce ��19 General Information ��21 Additional Information Available on Request ��25 Key Financial and Service Performance Reporting ��26 Strategic Priorities ��26 Performance Priorities ��31 Financial Summary ��37 Attestations ��39 Disclosure Index �� 40 Annual Publications �� 41 Financial Statements ��42 Front cover image: In May 2020 Peninsula Health installed a new state-of-the-art MRI scanner, the first of its kind in a Victorian public hospital� Peninsula Health Annual Report 2020 | 2 2019/2020 Year in Review We will work together with our community and partners to become the leader for integrated health We will create care. We will harness the remarkable opportunities great ideas from our for the development and people to help us to wellbeing of our people learn, improve, who together contribute innovate and deliver to improving the health exceptional care. of our community. We will create an inspiring and Our Strategic Priorities We will design and supportive culture build contemporary 20,553 85,256 2,990 that fosters facilities, which children were cared prescription items babies were born at high-quality care integrate the use of for in our emergency were dispensed from Frankston Hospital which is safe, technology and data departments our pharmacy last year personal, eective to support the and connected, and provision of has a strong focus high-quality, on the consumer connected care. experience. OUR VISION OUR PURPOSE To provide We work exceptional health together to build and community a healthy care community 100,616 50,117 people attended clients were kept safe our emergency at home by our MePACS departments personal alarm service Our Values BE OPEN BE THE BEST BE A ROLE MODEL AND HONEST We strive for Together, our We are transparent, excellence in all behaviours build our accountable that we do culture and innovative 151,417 18,966 95,260 x-rays and scans surgeries performed people were treated performed by surgeons in our hospitals BE COMPASSIONATE AND RESPECTFUL BE COLLABORATIVE 14,966 42,702 We embrace diversity, Our impact is better and patients were treated people were admitted advocate and care for stronger when in our dental clinics to hospital from our our consumers, support we are inclusive and emergency departments our peers and grow our engaging of a broad teams in a safe, kind network of people and meaningful way 3 | Peninsula Health Annual Report 2020 Data may include some patients treated more than once� Peninsula Health Annual Report 2020 | 4 Chairperson’s and Chief Executive Report Introduction Services and Government to mitigate and reduce any Capital works and planning Major projects and strategic initiatives future impact on our financial performance both now To our community, staff and volunteers, partners and and in 2020-21� There has been significant progress over the last 12 After considerable consultation with staff, consumer the Government, we present the 2020 Annual Report� months in planning for the redevelopment of Frankston representatives and external partners, we launched This publication details Peninsula Health’s strategic, Our staff have been faced with many challenges over Hospital� Key staff, supported by our consumer our Strategic Plan 2019-2023 in October 2019� operational and financial performance for the year the months since the first COVID-19 cases appeared representatives, have been consulted to inform the The plan outlines our vision to provide exceptional ended 30 June 2020� in January, and the subsequent announcement of a functional brief, which outlines what will be included health and community care and our ambitious and pandemic by the World Health Organisation in March� in the new building� This will allow us to deliver our exciting direction for the organisation to achieve this The second half of the financial year has been Our multidisciplinary teams have worked together services through best practice and via contemporary aim� Clearly outlined in this plan are our five strategic challenging for Peninsula Health, as we have responded and shared ideas, knowledge and experience as we models of care� Construction is expected to start goals which illustrate our commitment to our staff, to the COVID-19 pandemic and adapted our operations, have shown great agility in responding to the tests in 2021 on the area adjacent to the Emergency our community and our volunteers� Our strategic models of care and ways of working to respond to posed by the pandemic� With no vaccine or effective Department on Yuille Street� priorities are: this health crisis� Despite the significant challenges treatment yet developed, many challenges still lie Preliminary works are underway in preparation for presented by the coronavirus pandemic, our people ahead, but we have the right people to lead us through + Our Care – we will create an inspiring and construction of the Academic and Research Centre have continued to strive to provide safe, personal, this public health crisis, both for our organisation and supportive culture that fosters high-quality care at Frankston Hospital� This state-of-the-art facility, effective and connected care for every person, every our community� which is safe, personal, effective and connected, to be operated in partnership with Monash University, time� We have also continued to work towards and has a strong focus on the customer experience� achieving the goals of our 2019-2023 Strategic Plan, The virus has expedited the implementation of will enable us to significantly expand our research capability and output� Monash University is also Our People – we will create remarkable opportunities which outlines our organisational vision over the many new technologies over the first half of 2020, + partnering with us to lead The National Centre for for the development and wellbeing of our people coming years� and Telehealth has been foremost in that� It has been remarkable how well we have adapted to these new Healthy Ageing, to create a centralised hub for who together contribute to improving the health We are pleased to share some of our accomplishments ways and how these changes have allowed us to innovation and transformation of care practices� of our community� Recruitment is underway for researchers to lead this with you, as well as our new ideas and our plans for extend our care into homes and into the community� Our Community – we will work together with our exciting initiative funded by the Federal Government, + the future, as we continue to expand and improve the community and partners to become the leader for There have been considerable difficulties for many which will create better integrated care models services we provide for our community� integrated healthcare� people, with home schooling, working from home, to promote health and wellbeing across the lifespan� social distancing and periods of loneliness becoming + Our Ideas – we will harness the great ideas from The planning for a potential redevelopment of COVID-19 response part of daily life for so many people� We recognise our people to help us to learn, improve, innovate Rosebud Hospital continues to be a major focus for that this COVID-19 time is not normal, and that as a and deliver exceptional care� Since the beginning of 2020, the Victorian bushfires the organisation� A Feasibility Study was completed community we need to support and look out for each and the COVID-19 pandemic have impacted our in 2019, which showed that it is possible to rebuild Our Workplace – we will design and build other and acknowledge the stress and anxiety this + operations as a health service� As the bushfire threat the hospital with contemporary facilities and capacity contemporary facilities which integrate the use time has placed on many� receded in January, we immediately revised our on its current site on Point Nepean Road� These findings of technology and data to support the provision pandemic plan and put in place our Incident were shared with our community at two information of high-quality, connected care� Management Team to lead the response to COVID-19� sessions, and we are now focused on completing This group of senior leaders continues to work together a business case for consideration of funding for this The plan introduced a new set of values for the with all our people to ensure our evolving response important project� organisation – Be the Best, Be Open and Honest, to the pandemic puts the utmost priority on the Be Compassionate and Respectful, Be a Role Model A former office space was transformed to house our health and wellbeing of our staff, volunteers

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