Vision, Mission and Values 1 Chair and CEO Report 2 Board of Directors 4 Board of Directors and Board Committees 6 Executive Management 8 Organisational Chart 9 Donors and Supporters 10 Service Overview 12 Key Financial and Service Performance Reporting 16 Attestations 23 Disclosure index 24 Financial Statements 25 While every effort has been made to ensure the accuracy of this document, The Royal Victorian Eye and Ear Hospital makes no warranties in relation to the information contained herein. The Royal Victorian Eye and Ear Hospital, its employees and agents disclaim liability for any loss or damage which may arise as a consequence of any person inappropriately relying on the information contained in this document. Produced by Marketing and Communications, The Royal Victorian Eye and Ear Hospital Designed by Viola Design Printed on ecoStar, an environmentally responsible paper made carbon neutral (CN). ecoStar is manufactured from 100% post consumer recycled paper in a process chlorine free environment under the ISO 14001 environmental management system which guarantees continuous improvement.
Organisational Chart Board Board Secretary Clinical Director Ophthalmology Chief Executive Officer Marketing and Communications Clinical Director ENT Philanthrophy and Fundraising ED Surgical and Inpatient Services/ CNO ED Ambulatory and Medical Services/ CMO ED Corporate Services Planning and Redevelopment Clinical Quality and Infection Control Inpatient Services Peri Operative Services Anaesthetics Nurse Education Pharmacy Emergency Services Specialist Clinics and Ambulatory Services Diagnostic Eye Services Audiology and Speech Pathology Social Services Finance Human Resources ICT Knowledge and Information Contract Management and Procurement Strategic and Service Planning Redevelopment and Business Redesign Project Management Facilities Management Cochlear Junior and Senior Medical Workforce Research Medical Training and Education
Mr Harold and Mrs Margaret Jarvis Mrs Marjory Jones Ms Nonette Jones Mr Con Kalfadellis Mrs Catherine King Mrs Margaret King Ms Norma Klausmeier Mr Brian Krahnert Mr Darren Krongold Mrs Deirdre Lazarus Mr Johannes and Mrs Brigitte Lempe Mr Chrisanthus Lobo Thao Nguyen Pharmacy Ms Doreen Macdonald Dr Shirley Macintyre Mrs Patricia Marks Mr Alan McKay Mrs Judy McKenzie Mr Douglas S McLean Mr John Mealy Mr Pasquale Micelotta Mr Phillip Moloney Mr Greg Shalit and Ms Miriam Faine Mr Salih Mustafa Mr Troy Nicholson Mr Herbert Palmer Mr Frank Penhalluriack Mr Newton Poole Mr Hugh Portbury Mrs Gian Quach Mrs Sheila Randell Ms Anna Rossel Mrs Irene Rossiter Ms Elizabeth Russell Mr John Schotkamp Ms Christine Schutheiss Mr James Smith Mr Harry Soultanidis Mr David Southwick MLA Mr Kalman Tertelyi Mrs Marjorie Todd Ms Maria Traianon Mr Arthur Tsilibakis Mr Geoffrey Turner Mr David and Mrs Fiona Walker Mr Ian Wallis Mr Stephen Wargula Mrs Patricia Webb Miss M Wilson Ms Cathy Wilson Mr Marko Zitterschlarg Mrs Suzanne Wright Bequests Estate of Brenda Tynan Donald Estate of Alan Patrick Dwyer Estate of Doris Ellis Estate of Cynthia Reichelt Estate of John Pask Rosevear Estate of Enos Stonehouse Estate of Mary Louise Torbet Estate of Frances Townsend Estate of Theo Williams Corporate Supporters CAF Community Fund Complete Mailing Pty Ltd Executive Edge Travel and Events Marriner Group Patersons Securities Perfect Events Ritchies Stores Rocket Catering TCS Group Australia Scent of a Flower Zouki Catering Community Supporters Ballarat Combined Charities Card Shop Banh Mi Boys Banyule Support and Information Centre Ms Tamar Black Blind Cricket Association of Victoria Boroondara Volunteer Resource Centre Camcare Charity Gift Shop Melbourne Chinese Masonic Society The Doctettes Divine Divas Federation Square Frankston Friends Lions Club of Richmond Lions Club of Speed Malta Star of the Sea Manningham Senior Choir Melbourne Chinese Choir Mitcham Uniting Church Centre Monash Waverley Community Information and Support Centre Mojo and Alan Fletcher Nunawading Friends Taralye: The Oral Language Centre for Deaf Children TCS Group Australia The King David School Toby Hocking Memorial Dinner supported by RACV Club Uniting Church of Australia, Melbourne Volunteers The hospital is fortunate to have a very dedicated group of volunteers who play various roles within the hospital. This year they provided over 4,290 hours of
Key Financial and Service Performance Reporting Part A: Strategic Priorities Priority Action Deliverables Outcomes Developing a system that is responsive to people’s needs In partnership with other local providers apply existing service capability frameworks to maximise the use of available resources across the catchment. Develop opportunities for greater private sector collaboration, coordination and integration. Eye and Ear and Australian College of Optometry (ACO) joint clinic operationalised. Cochlear outreach service model developed and pilot clinic established. ACO monthly clinic operating from November 2012. Cochlear review undertaken and strategic directions document endorsed. First off-site partnership clinic established by October 2013. Improving every Victorian’s health status and experiences Identify service users who are vulnerable to poor health, and develop interventions that improve their outcomes relative to other groups, for example, Aboriginal people and people affected by mental illness. Use existing service capability frameworks, patient pathways and clinical guidelines to support better health outcomes. Aboriginal Ear Health Community Outreach Project completed. Clinical thresholds for referral and discharge from eye outpatient services agreed, defined and implemented. All project initiatives implemented. Clinical thresholds for all new referrals implemented. Discharge thresholds in development and implementation in 2013-14. Expanding service, workforce and system capacity Build workforce capability and flexibility to meet service requirements, and be accountable for supporting the professional education process. Nursing Professional Development Plan implemented. Nursing Plan developed to include competencies for all nurses. Identify opportunities to address workforce gaps by optimising workforce capability and capacity, and exploring alternative workforce models. Mandatory training procedures documented and linked to roles and competencies. Online learning system launched in March 2013. Staff can complete, track and monitor training courses required for their roles. Increasing the system’s financial sustainability and productivity Identify opportunities for efficiency and better value service delivery. CMBS Billing system implemented to accommodate increased number of CMBS clinics. Developed MBS Manual and appointed MBS Coordinator to implement MBS clinics. Examine and reduce variation in administrative overheads. Redevelopment Business Case revised and submitted to Treasury. Financial indicators established to enable benchmarking with other health services to inform efficiency strategies in regard to administrative overheads. Updated Redevelopment Business Case submitted. Confirmation that redevelopment project can proceed to next stage. An industry working group has been formed and a draft set of financial indicators developed to enable benchmarking with other health services.
Implementing continuous improvements and innovation Develop and implement improvement strategies that better support patient flow and the quality and safety of hospital services. Performance metrics further developed and reported regularly to drive improvement. Business Intelligence Tool implemented and provides a daily snapshot of all activity and a monthly Balanced Scorecard showing performance against all KPIs. Increasing accountability and transparency Develop and implement strategies that support service innovation and redesign. Implement systems that support streamlined approaches to clinical governance at all levels of the organisation. Increase transparency and accountability in reporting of accurate and relevant information about the organisation’s performance. Eye and Ear change map created and implemented which focusses on clinical and business pathways supporting new models of care. RiskmanQ software utilised to centralise reporting of quality activities and improvements. Data warehouse and Business Intelligence tool established for automated organisational reporting and decision support. The change map is in place, focussing on four major areas of change and improvement, including; Acute Ophthalmology Service implementation, Otology, the Digital Health Record and theatre utilisation. Central repository for Riskman Q developed and implemented. Key stakeholders engaged to capture and track major projects and quality improvement initiatives. Data warehouse and Business Intelligence Tool implemented, providing access to activity and performance reporting. Improving utilisation of and communications technology. Maximise the use of health ICT infrastructure. MEDPIC image management system implemented. MEDPIC image management system implemented and images now captured electronically. Trial, implement and evaluate strategies that use e-health as an enabler of better patient care. Tele-health pilot identified and implemented. Tele-health prototype devices developed and trials underway. Video appointments initiated. line
Elective surgery Percentage of Urgency Category 1 elective patients treated within 30 days 100 100 NEST – Percentage of Urgency Category 2 elective surgery patients treated within 90 days (July – December 2012) NEST – Percentage of Urgency Category 2 elective surgery patients treated within 90 days (January – June 2013) NEST – Percentage of Urgency Category 3 elective surgery patients treated within 365 days (July – December 2012) NEST – Percentage of Urgency Category 3 elective surgery patients treated within 365 days (January – June 2013) Number of patients on the elective 75 95 80 92 93 98 94.5 96 surgery waiting list 2324 2252 Number of Hospital Initiated Postponements per 100 scheduled admissions 8.0 3.6 SERVICE PERFORMANCE Elective Surgery Number of patients admitted from the Target 2012–13 actuals elective surgery waiting list – Quarter 1 2983 3099 Number of patients admitted from the elective surgery waiting list – Quarter 2 2775 2705 Number of patients admitted from the elective surgery waiting list – Quarter 3 2381 2465 Number of patients admitted from the elective surgery waiting list – Quarter 4 2601 2559 Total 10740 10828 Quality and Safety Health service accreditation Full compliance Achieved Cleaning standards Full compliance Achieved Submission of data to VICNISS Full compliance Achieved Hospital acquired infection surveillance No outliers Achieved Hand Hygiene (rate) 70% Achieved SAB rate per occupied bed days 2/10,000 Nil cases Victorian Patient Satisfaction Monitor (VPSM) Overall Care Index 73 Achieved VPSM Consumer Participation Indicator 75 Achieved People Matter Survey 30% Achieved
Note 2a: Analysis of Revenue by Source (based on the consolidated view of note 2) Revenue from Services Supported by Hospital and Community Initiatives Indirect contributions by Department of Health: Department of Health makes certain payments on behalf of the Hospital. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.