Cabrini annual health service and community benefit report 2015 16

ANN UAL HE ALTH S ERVIC E AND COM MUNIT Y B ENEFIT R EP ORT 2 01 5 -16 B ENEFITING THE COM MUNIT Y THRO UG H C AR E , O UTR E AC H AND INVE STM ENT IN THE COM MUNITIE S WE S ERVE

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BIRTHS

HONOUR S

2120 5 A record number of babies were born this year at Cabrini

Five doctors were recognised in the Australia Day Honours

FUNDS R AISED

5.3m

$

This financial year, the Cabrini Foundation raised a record $5.3 million

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C ABRINI LINEN SERVICE

C ABRINI STAFF

C ABRINI TECHNOLO GY

Cabrini employs 4394 staff plus volunteers

Cabrini Technology serves 700 clients in Australia and New Zealand

TONNES

200 4394 700 Cabrini Linen Service processes 200 tonnes of linen per week

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OUR MISSION

O U R VA LU E S

A C AT H O LI C O RG A N I S AT I O N

Who we are: We are a Catholic healthcare service

Our values form the base of our mission, are built around

Cabrini shares the healing mission of the Missionary

inspired by the spirit and vision of Saint Frances Xavier

what we believe and drive how we act. They are drawn

Sisters of the Sacred Heart of Jesus and operates

Cabrini and the Missionary Sisters of the Sacred Heart

from Saint Frances Xavier Cabrini’s life and reflect her

according to Catholic Health Australia’s Code of Ethical

of Jesus (the Cabrini Sisters).

heart, her spirit, her conviction and her approach.

Standards for Catholic Health and Aged Care in Australia.

What we believe: We are a community of care,

Compassion: Our drive to care is not just a professional

reaching out with compassion, integrity, courage and

duty to provide excellent quality care but is born of a

respect to all we serve.

heartfelt compassion for those in need, motivated by

What we do: We provide excellence in all of our

God’s love for all people.

services and work to identify and meet unmet needs.

Integrity: We believe in the power of hope to transform people’s lives and remain faithful to the bold healing mission and legacy of Saint Frances Xavier Cabrini.

Courage: We have the strength, determination, vision and conviction to continue the work of Saint Frances Xavier Cabrini and the Cabrini Sisters.

Respect: We believe that every person is worthy of the utmost respect and the best possible healthcare. We know that our resources are entrusted to us to use for the benefit of others.

CONTENTS 8 Chairman’s message 10 Chief Executive’s message 14 Your gifts of support 18 Your care and experience 26 Our services 34 Our people 40 Our stewardship 50 Our performance 52 Our board 58 Our executives 61 Our organisation chart 62 Cabrini supporters 66 Our heritage story

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C H A I R M A N ’ S M E S S AG E

A productive year

By Richard Rogers, Chairman, Board of Directors Cabrini Health Limited

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It is my pleasure to present the annual report for Cabrini Health Limited (Cabrini) for 2015-16.

It has been an extremely busy and productive year with the consolidation of plans for the future of Cabrini taking shape.

When the Cabrini team is working intensely on a day-to-day basis, it is sometimes difficult to judge the impact we have on people’s lives. Every day we provide care for people during their most joyous times and for those who may be going through the most difficult period they will face in their lives. It is through the dedication and commitment of our accredited medical practitioners, nurses, allied health practitioners and staff that we are able to be there for our patients and their families when the need is there. I thank all 4394 staff who work for Cabrini and our doctors for their care, dedication and compassion.

Our Board works extremely hard and is dedicated to ensuring appropriate governance of the organisation and maximising patient care and safety. Our Board members contribute a great deal of thought and many hours to the organisation and I thank them most sincerely for their commitment.

We have been fortunate during the year to have received visits from our Provincial Superior Sister Pietrina Raccuglia MSC, Provincial Councillors Sister Arlene Van Dusen MSC and Sister Catherine Garry MSC, as well as Sister Barbara Staley MSC who is General Superior of the Missionary Sisters of the Sacred Heart of Jesus.

We benefit greatly from the wise counsel and the support of the Cabrini Sisters. Also during the year, we were visited by Sister Joan McGlinchey MSC, Vicar for Religious, Archdiocese of Chicago, who undertook formation and education service work with the Board and executive directors of Cabrini.

Strategy During the year, the Cabrini Board approved a new corporate strategy for the period 2016-2020. This is the overall corporate positioning strategy. Each division is now completing its own strategy in line with the corporate vision. There is an extensive amount of work in this process but I believe the benefit of having all divisions aligned through individual strategies based on our corporate strategy is significant.

In April 2016, we were pleased to open the Cabrini Asylum Seeker and Refugee Health Hub in the Melbourne suburb of Brunswick. This service provides free medical and psychiatric services to people who are ineligible for Medicare. This is a wonderful initiative and the involvement of voluntary medical staff and the community has been excellent.

Governance Governance is a matter that our Board takes seriously.

We regularly review enterprise risk-management and are responsible for annually reviewing and updating the terms of reference for all committees. During the year, we contracted an independent firm to undertake a Board evaluation survey, which has been beneficial. We were pleased this year to invite community representative Judy Hacker to join the Board as an invitee. Judy has served on the Patient, Resident and Family Experience Advisory Committee since its inception in 2013. We are focused on ensuring community representation on the committees where it is appropriate.

Our people We have many committees that report to the Board, which all have extensive agendas and responsibilities.

We are especially fortunate to have committed and

capable Chairs of these committees including Sister Sharon Casey MSC, Peter Black, Syliva Falzon, Professor Peter Fuller, Dr Paul Niselle AM and Dr Margaret Staples.

We thank them and the committee members for all the work that goes into fulfilling their roles.

It was very pleasing to see a number of Cabrini associates receive Australia Day Honours in 2016. We congratulate Professor Finley Macrae AO, Professor David Copolov AO, Mr Ian Carlisle AM and Professor Mark Frydenberg AM. I especially congratulate my Board colleague Professor Robyn O’Hehir AO who was awarded Officer in the General Division for “distinguished service to clinical immunology and respiratory medicine as an academic and clinician, to tertiary education, and to specialist health and medical organisations”. This is an excellent achievement in recognition of her life’s work.

I would also like to congratulate Professor Max Schwarz who was honoured with an AM (Member in the General Division of the Order of Australia) for “significant service to medicine in the field of oncology as a clinician, mentor and researcher” in the Queen’s Birthday Honours 2016. A valued benefactor of Cabrini, Mrs Kay Johnston was similarly recognised. The wife of the late Harold Dawson Johnston OAM, Mrs Johnston received an AM for “significant service to the community through philanthropic support for medical research, aged care, social welfare and charitable groups”. During the past 15 years, Mr and Mrs Johnston, through the H & K Johnston Family Foundation, have been generous benefactors to Cabrini. Mrs Johnston co-founded the H & K Johnston Family Foundation in 2005.

I would personally like to thank our extremely capable CEO Dr Michael Walsh, our company secretary Alison Moran and the executive committee for their outstanding work and care.

Highlights During the year, I was fortunate to travel to Codogno in Italy with ten staff from Cabrini for the Cabrini Pilgrimage.

This was a meaningful journey where we came to understand Mother Cabrini’s history and motivation.

It reinforced the mission and values of our organisation for all participants. It was also a very rewarding experience on a personal level.

We are very pleased to have close working relationships with the Most Reverend Archbishop Denis J Hart DD, the Reverend Monsignor Tony Ireland STD EV PP, Episcopal Vicar for Health, Aged and Disability Care, and Francis Moore, Executive Director of the Catholic Archdiocese of Melbourne. We appreciate their support and availability to our organisation.

We are close to commencing construction of our new clinical building, which is the largest and most significant development in Cabrini’s history. This building will have state-of-the-art facilities, rooms that provide the best in patient comfort and a range of services including a radiotherapy centre and contemporary day oncology unit, expanded maternity facilities including an upgraded special care nursery, an improved cardiac services unit to urgently treat issues of cardiac failure and cardiac rhythm, medical wards for the treatment of neurology, stroke and infectious diseases, an acute geriatric medical ward for cognitively impaired patients and an improved emergency department. We are excited about this development and believe it will take us to an even higher level in the care we provide for our patients.

I would like to thank the Cabrini Sisters, the Board and all Cabrini staff, volunteers, accredited medical specialists, donors, consumer representatives and suppliers for your support. You have all enabled us continue the excellent work that we do.

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C H I E F E X EC U T I V E ’ S M E S S AG E

Partnership and collaboration

By Dr Michael Walsh Chief Executive, Cabrini Health Limited

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In reviewing Cabrini’s operations over the past year, I am struck by the recurring themes of partnership and collaboration in the way we provide our services and operate our health service. Certainly we have a preference and propensity for working in partnership with others. This perhaps originated with our owners and sponsors, the Missionary Sisters of the Sacred Heart of Jesus, who have sought to work with laity to carry out their charitable works.

Partnership and collaboration This partnership approach at Cabrini is evident in:

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• How we provide patient care – reflected through initiatives such as the Cabrini Asylum Seeker and Refugee Health Hub and our collaboration with Villa Maria Catholic Homes to provide community and residential support for patients • The way we conduct our education and research – working with four major university partners, as well as TAFE colleges and as a member of the Monash Partners Academic Health Science Centre, which is recognised as one of just four advanced health research and translation centres in Australia • The manner in which we provide our diagnostic services – partnering with MIA and Melbourne Pathology for Cabrini Medical Imaging and Cabrini Pathology respectively • How we deliver our social outreach and community engagement program – partnering with wellestablished charities and community services such as Sacred Heart Mission, Family Life and Lighthouse Foundation, as well as our partners in the Catholic social services sector such as CatholicCare • How we purchase goods and services – whereby we take a social procurement approach, investing in the communities where our hospitals and healthcare facilities are located

Towards the future Although we are perhaps best known as a private healthcare service, the way we have grown and developed over the past two decades has brought about a range of complementary services thereby creating strengths in the provision of healthcare services, technology, research and education. In looking forward, we believe we will create greatest value for the people we serve, and our stakeholders, by working collaboratively within and across each of our services to find new solutions to problems. Certainly in healthcare, there is no shortage of challenges; rising costs, an ageing population, declining revenue and our fragmented health system are just a few. In the decade to come, we will transform how and where we deliver healthcare, expand the products and services we are able to offer, and underpin our financial sustainability. Naturally, as a mission-driven and charitable institution, financial sustainability is not an end in itself. Our strategy embeds our commitment to serve people who are disadvantaged both locally and within the global Cabrini community. Increasingly, we are collaborating with the Cabrini Sisters on their health missions in Ethiopia and Swaziland. It is my hope that we will have ever closer ties with Cabrini’s health missions in Africa and the Americas, which I toured during my sabbatical over three months in 2016.

our commitments, we need to maintain a strong operating position. It is pleasing that our 2015-16 financial data reflects a solid operating surplus, as well as strong cash flow and liquidity.

Accreditation success The business of healthcare is closely regulated, and rightly so. Cabrini’s acute hospitals (located in Brighton, Malvern and Prahran) achieved accreditation against the National Safety and Quality Health Service Standards (NSQHS) based on a survey conducted by the Australian Council on Healthcare Standards in August and September 2015. Accreditation is extremely important in healthcare organisations in Australia, with the national standards designed to improve the quality of healthcare. Other services within Cabrini are accredited as follows: • Cabrini Rehabilitation’s two campuses in Elsternwick are accredited under the NSQHS standards • Cabrini Residential Aged Care in Ashwood is accredited by the Australian Aged Care Quality Agency • Both Cabrini Pathology and Cabrini Medical Imaging are accredited by National Association of Testing Authorities Australia • Cabrini Technology is accredited to ISO 9001 standard

Delivering benefits to our communities

• Cabrini Linen Service is accredited to ISO 9001 standard

As a provider of healthcare and healthcare related services, all of our services and activities are intended to deliver benefits to the community hence we present our annual report as a Health Service and Community Benefit Report. We work to demonstrate transparency and accountability with respect to the concessions we receive as a charitable institution by annually assessing the value of our activity against our community benefit framework. To make the investments we do and meet

It has been rewarding to see new services open or become established during the year. Two mark our entry into primary healthcare: the Cabrini Asylum Seeker and Refugee Health Hub in Brunswick and our general practice in Caulfield South. Each of these services were established with the collaboration and cooperation of a great many people, some who were employed and others who provided their input pro bono. I thank all of them for their valued contributions.

Gratitude and special mentions I would like to thank the Cabrini Sisters, our Board of Directors especially our Chairman Richard Rogers, our executive team and senior management for their support throughout the year. My special thanks to our valued donors who give their money and time to help us become an even better healthcare service. I would also like to thank our many volunteers and consumer representatives for their roles in the care and services we provide.

There are many people involved in the experience we provide to our patients, residents and their families at Cabrini. Some of those people – our doctors, nurses, allied health staff and hotel services staff – are more visible than others. We know from the feedback we receive that it is often the little things that count for people – the meal served with courtesy and friendliness, the volunteer’s assistance to find their way to an appointment, the reassuring manner of the radiographer conducting the scan or the nurse performing the blood test, the patient account query attended to promptly. To all those staff and volunteers who work behind the scenes, my special thanks for your unseen but nonetheless vital contributions. I would also like to acknowledge and thank our accredited medical staff for choosing to practise at Cabrini and for their ongoing commitment to providing high quality clinical care.

In May 2016, we celebrated a significant milestone with the 20-year anniversary of the Cabrini Institute. My congratulations to all staff and doctors, past and present, who have been part of the evolution of the Cabrini Institute and its predecessor, the Clinical Education and Research Foundation. I especially acknowledge Associate Professor Doug Lording for his vision and foresight in establishing an education and research institute in a private health organisation, which was most uncommon at the time. I look forward to Cabrini continuing to explore new opportunities and break new ground in the years to come.

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O UR HE ALTH S ERVIC E S AND B ENEFIT S TO THE COM MUNIT Y

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YO U R G I F T S O F S U P P O R T

The Cabrini Foundation helps us to build on our organisation’s solid base and pursue new horizons, in order to deliver on Cabrini’s mission of providing excellence in all our services. When you donate to the Foundation, your generosity is used to directly benefit our patients and it makes a genuine difference.

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Betty Robinson, who has served as treasurer of Heartbeat Cabrini for almost 12 years, recently retired from this role.

A DAY I N T H E LI FE O F C A B R I N I This series of photographs illustrates a slice of life at Cabrini. A diverse range of people, roles and departments are involved in providing the experience that patients, residents and their families have with us.

7:00 am Preparation of breakfast is underway at Cabrini Malvern.

Chefs Mukesh Gutam and Errol De Silva are pictured.

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Established in 2011, the Cabrini Foundation provides an important link between Cabrini, its donors, supporters and the wider community. Our donors provide financial support through the Cabrini Foundation to invest in new technologies, conduct research throughout Cabrini and to develop new patient services.

Donations to support Cabrini’s work come from a range of valued sources – from members of the local community, groups, corporate partners, trusts, foundations and people who leave a legacy or gift in their Will. Cabrini is a charitable institution and does not rely on government or church funding.

Governance and leadership Sylvia Falzon continues to provide leadership and vision for the Cabrini Foundation. All members of the Cabrini Foundation Board Sub-committee provide expertise and leadership to the Cabrini Foundation and actively assist in raising funds to support the work of Cabrini. Led by Sue Parkes (Director of the Cabrini Foundation), the team has been consolidated with the appointment of staff who have expertise in database management, events and corporate partnerships, community engagement and preparation of submissions for grants and trusts. They complement the team’s expertise related to fundraising and bequests.

In 2015-16, the Cabrini Foundation raised a record $5.3 million.

Let’s Beat Bowel Cancer Fundraising Committee

S O U RC E S O F IN COM E 2 0 1 5-16

Since its inception in 2001, Let’s Beat Bowel Cancer (LBBC) has grown to better meet the needs of our donors and sponsors, as well as supporting and managing our expanding community education and research programs.

Donations Capital Bequests Trusts

Sponsorship Events Scholarships Outreach

In June 2016, Geoff Stansen, a long-term LBBC Fundraising Committee member, formally assumed the role of Chair following the conclusion of Richard Morgan AM’s term as Chair. Cabrini pays tribute to Mr Morgan, who took up the position of Chair in 2013, and played a pivotal role in the growth and strategic direction of the committee.

He remains on this committee to provide his continued support and advice. Mr Morgan brought invaluable experience to LBBC, which enabled us to ensure donations supported the work of the LBBC campaign for colorectal research and associated health promotion activities. He maintained the committee’s focus on governance and compliance in an ever-changing world.

His leadership ensured the success of various events led

by the committee and set LBBC up for the future. This good work continues under the leadership of Mr Stansen.

Other committee members include Andrew Facey, Associate Professor Paul McMurrick and Sue Parkes. Des Jackson remains Chair of the LBBC Golf Day Committee and a member of the LBBC Fundraising Committee.

Heartbeat Cabrini Heartbeat Cabrini provides moral support, encouragement and reassurance to cardiac patients and their families, as well as essential fundraising that benefits Cabrini’s cardiac patients. Since 1987, the group has raised more than $2.5m for Cabrini’s cardiac services. In 2015-16, Heartbeat Cabrini members raised more than $140,000. A core group, the Heartbeat Committee led by Bruce Hocking, spent many hours organising dedicated fundraising events including an annual golf day, two raffles and a theatre night.

Further support provided by Heartbeat Cabrini includes: • an annual cardiac scholarship: a $5000 grant that is provided to a cardiac staff member to further their skills and qualifications • printing of the cardiac passport: a card system of keeping records of each patient’s heart-related details • sponsorship of the Healthy Heart Seminar during Heart Week in May 2016, attended by more than 100 people Events The Cabrini Foundation regularly receives requests for assistance in funding particular programs. One example was a request for funding for an art-therapy program for

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Baby Tom May (weight 3915 grams, length 52 cm) arrives at Cabrini Malvern to the joy of his parents and extended family.

The concierge service commences at Cabrini Malvern.

John Mustac is pictured.

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YO U R G I F T S O F S U P P O R T

the Dendy Cinema in Brighton in November 2015 to raise funds for the same initiative.

Fundraising campaigns We conducted a range of fundraising appeals to support the need for specific equipment in our health service.

For example: • A campaign to support works and acquisition of a new magnetic resonance imaging (MRI) machine at Cabrini Brighton, which will benefit Melbourne’s bayside community from Mentone to Port Melbourne The Cabrini Gift Shop offers a broad range of gifts including floral posies. Florist Lou Harris (from supplier Say It With Flowers) is pictured.

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• A campaign to support the purchase of a new heartlung machine for Cabrini Malvern, which takes over the heart’s function during life-saving, open-heart surgery

residents of Cabrini Residential Aged Care in Ashwood.

In April 2016, we held a film event to raise funds and awareness, during which the newly released film A Month of Sundays was screened at the Brighton Bay Cinema.

A highlight was a special appearance and question-andanswer session with Julia Blake who stars in the film.

Grants and scholarships for education and research

In October 2015, the City of Stonnington and Cabrini Foundation hosted a mayoral trivia night to raise funds which enabled Cabrini Malvern to invest in scalp cooling machines which reduce the likelihood of hair loss in cancer patients undergoing chemotherapy.

The event, held at Malvern Town Hall, was jointly hosted by then-Mayor Cr Melina Sehr JP and celebrity Brian Nankervis (of SBS TV’s RocKwiz fame). It was well supported by the Cabrini community, raising $50,000.

A charity screening of the Dressmaker film was held at

The Brian H Gillies Travel Scholarship for Palliative Care Nurses is awarded annually: a gift that recognises and acknowledges the care given to Brian Gillies by the staff of Cabrini Palliative Care in Prahran. He died in September 2012 aged 83 years. His wife Prue Gillies believes that the opportunities and benefits to professional development provided by international experiences are infinite.

The Cabrini Foundation is a strong supporter of the Cabrini Institute, which in 2015-16 administered more than $430,000 in grant funding. This supported staff in professional development and education, as well as clinical research and quality improvement projects.

Introduced in 2015, the annual Cabrini Foundation grant round provides a program for Cabrini staff and accredited medical practitioners to apply for funding for research

8:30 am Chemotherapy medicine is prepared in Cabrini’s compounding pharmacy.

or quality-improvement activities. The 2016 round was boosted by $146,000 in special project funding in addition to $150,000 in research grants and qualityimprovement grants offered annually. The special project funding included a $30,000 grant to celebrate the twentieth anniversary of the Cabrini Institute. It was awarded to Clara Officer (Nurse Manager) and Kelly Sherman (Associate Nurse Manager) for their research project ‘Informing an autism-friendly Children’s Centre at Cabrini’.

The $100,000 John Sutherland Hamling Breast Cancer Research Grant was awarded to Associate Professor Gary Richardson for his project on energy restriction for weight loss in women receiving chemotherapy. The $16,000 Grace Saunders Rheumatology Research Grant was awarded to Dr Susan Slade for her knee-arthroscopy decision tool project. Further, $30,000 clinical research grants were awarded to Associate Professor Michele Levinson, Dr Ryan Hodges, Dr Clare O’Callaghan and Associate Professor Tony Goldschlager. A $15,000 quality improvement grant was awarded to Mr Troy Keith.

Cabrini Gift Shop The Cabrini Gift Shop continues to be a centre of activity at Cabrini Malvern fuelled by empathy and passion. It provides retail therapy for shoppers and essential fundraising income. Staff Penny Steele (Manager) and Barbara Summerbell, and the team of volunteers, keep the stock turning over and provide a wide range of giftware and fashion accessories. In 2015-16, the Cabrini Gift Shop raised $95,627, which supports Cabrini’s social outreach program.

Flame of giving burns strongly for Anne and Neil ‘A candle loses nothing by lighting another candle’.

This quotation by Father James Keller (1900-1977) is one in which Anne Roussac-Hoyne firmly believes.

Anne and her husband Neil Roussac are donors to the Cabrini Foundation, having made a bequest to Cabrini in their Wills in recognition of the palliative care that Anne’s father received.

The couple operates a large beef farm at Yanakie near Wilsons Promontory and are active members in their local community. Anne, now retired, taught French for 30 years including Kilbreda College in Mentone and Mary MacKillop Catholic Regional College in Leongatha. Further, she organised student exchange programs to France.

“I get so much joy from sharing with people and encouraging giving by others,” says Anne. “Small communities like ours are vibrant when we help each other. I find people are generous not only in times of disaster but every time.” Anne says the things in which the couple invest their time, money and energy are those that matter to them most. “My life’s journey has always been linked to helping other people,” she says. “Our souls’ desire is to lead fulfilling lives that have meaning.”

The opt-in nature of charitable giving is what inspires Anne to speak out and encourage others to be philanthropic. “No one can make you give,” she says.

“Each of us chooses whether and how to participate.”

Anne says she gives because she can. “Giving is a way to express myself, to signal what I care about and what I stand for, to inspire others. Giving and sharing definitely helps my own wellbeing.”

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Anne says her family has been helped by many organisations during their lives. “I give a donation and let them do their work,” she says. “We participate in events the organisations hold and gain great enjoyment through meeting other like-minded people.”

Gifts of her time and expertise are another way that Anne contributes. “I donate my time and skills by encouraging others in the local arts community and by taking on volunteer roles,” she says.

Anne says that the gifts she and Neil make are rewarding.

“All of these kinds of donations make me feel good and are (usually) fun,” she says. “Informing various charities that we have left something in our Will as a bequest has opened many opportunities to some amazing experiences.

Often, it feels like I have got more than I gave.”

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Cabrini emergency department nurses Betty Ryan (left) and Jacquie Nicholson make follow-up phone calls to patients who have been discharged.

Receptionist Maria Campagna fields telephone calls and enquiries at the main reception desk at Cabrini Brighton.

YO U R C A R E A N D E X P E R I E N C E

Under our strategic plan, we promise to provide high quality care for our patients, residents and their families.

This is the first pillar of our strategic plan.

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Expectant mother Rachel Guerra maintains her fitness ahead of the birth of her baby. She is pictured in the Cabrini Allied Health Centre.

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New mother Louise Munro and baby Rose (centre) are discharged home from Cabrini Maternity. Pictured with them are Pam Pearse (grandmother) and Jamie Jakubowicz (midwife).

Nurse Niamh Dormer puts Michael Weiner through his paces during a cardiac rehabilitation class in the Cabrini Allied Health Centre.

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Our mission impels us to provide excellence in all our services, to display compassion in the provision of those services and towards one another, and to reach out to fulfil unmet needs. We aspire to provide an exceptional patient and family experience and believe all staff at Cabrini have a role in creating a patient- and family-centred environment.

Cabrini is committed to partnering with our patients and residents, as well as their families, in order to improve our care and services. Patient- and family-centred care is care that is organised around the patient. In providing such care, we must work in partnership with patients, residents and their families to identify and satisfy the full range of patient needs and preferences. Patient-centred care does not replace excellent medicine but complements clinical excellence and contributes to it through effective partnerships and communication.

Partnering with consumers Cabrini has a strong record of partnering with our patients, residents and their families. Some examples of how we partner with our consumers include: • Seeking patient and family feedback about our care and services • Developing patient information in conjunction with our consumers • Involving patients and families in staff education activities • Providing staff with training on the principles and importance of patient- and family-centred care, patient experience and management of feedback

PEAC is chaired by Natalie Sullivan, who is Executive Director of Brighton and Continuing Care and holds executive responsibility for patient experience. In line with the committee’s terms of reference, its performance is evaluated annually with the last evaluation having taken place in October 2015. It demonstrated that committee members understood the committee’s purpose and their roles, that they wanted more time for discussion at meetings, that they wanted to increase engagement with the Chief Executive and Board of Directors and wished to develop an ongoing work plan for the committee.

Maddy Cosgrave, Manager Palliative Care Homecare and Consult Services, has been involved in an initiative to subsidise vital equipment for palliative homecare patients so they may remain supported in their own homes.

• Appointing consumer representatives to Cabrini committees such as our Patient Experience and Clinical Governance Board Sub-committee, our Patient, Resident and Family Experience Advisory Committee and our campus-based patient experience committees • Sharing Cabrini’s data with consumers on committees and encouraging them to participate in the analysis of the data, as well as developing plans for improvement

Judy Hacker (a founding member of the PEAC) was invited to be part of the Cabrini Board of Directors as an invitee and attended her first meeting in March 2016.

She is the first consumer representative to have been invited to the Board.

Achievements of this committee in 2015-16 include: • Development of a patient, resident and family priorities report for the Cabrini executive committee • Informing the development of Cabrini’s first patient experience information, communications and technology strategy • Informing Cabrini’s communication strategy for the new call-and-respond early patient care program

Patient, Resident and Family Experience Advisory Committee Cabrini’s Patient, Resident and Family Experience Advisory Committee (established in 2013), known as PEAC, met seven times in 2015-16. This committee, comprising Cabrini staff and consumer members, works to identify and advise the Chief Executive Dr Michael Walsh on priority areas and issues where consumer participation is required.

Patient and Family Register Established in 2011, our Patient and Family Register continues to be a major avenue for obtaining formal feedback about our plans and services. It comprises appropriately 30 past patients, carers or family members who support us in ensuring our care, services and

10:20 am Chief Speech Pathologist Doug McCaskie (left) and speech pathologist Jess Hayward prepare a patient for a videofluoroscopy, an x-ray test used to investigate any problems with swallowing.

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YO U R C A R E A N D E X P E R I E N C E

processes reflect consumer preferences and needs.

Activities in which members were involved over 2015-16 included: • Review of patient information for orthopaedics, our pet therapy program, dietetics, cardiac services and stomal therapy • Attendance at Cabrini events such as our Q&A series, Chief Executive Forum, Cabrini Research Day, a trivia night and premiere movie nights • Appointment to new committees and working groups such as our Reducing Harm Committee Understanding patient experience 20

Cabrini values patient, resident and family feedback as it provides us with an opportunity to consider our care and services from different perspectives and helps us to identify areas for improvement. We collect feedback from our consumers in various ways including: • Formal compliments, complaints and suggestions • Appointing consumers to committees • Post-discharge follow-up phone calls to patients who have received care at our emergency department, cardiac catheterisation laboratory or day procedure centres • Seeking feedback from patients and families through surveys • Holding focus group discussions and workshops • Patient and family interviews

A bereavement program for patients and their families was piloted at Cabrini Brighton and will be implemented at Cabrini Malvern. Pastoral practitioner Catherine Carr is pictured.

• Stories of patients’ experiences posted on the Patient Opinion website

of connecting with our community and helps us to better understand our patients and families’ needs, preferences and priorities.

Patients’ opinions matter In early 2016, we launched a trial of the patient opinion website www.patientopinion.org.au at Cabrini Brighton and Cabrini Rehabilitation hospitals. This is an online platform that allows patients, families and visitors to share stories about their healthcare experiences anonymously.

We use it to understand our patients’ experiences with us, identifying opportunities for improvement and sharing positive feedback with our staff. It is yet another way

10:35 am New mother Lorena Smith and baby Max arrive at the Como, South Yarra, to complete the rest of their maternity inpatient stay.

Caring the Cabrini way Catholic healthcare is not confined to the treatment of disease or bodily ailment. It embraces all dimensions of the human person: physical, psychological, social, emotional and spiritual. We expect that all of our staff will treat our patients, residents and their families with compassion and respect. Illness often provokes deep questions about the meaning of life, and an impending

death may raise unresolved issues for the person and/or their family. Our pastoral care team strives to accompany those in need of spiritual and emotional care. We provide three distinct but related services: • Faith-based support including a sacramental service for patients and residents who have a religious affiliation. We work collaboratively with ministry teams from various faith groups to provide this care.

• Spiritual and emotional counselling available to patients on a referral basis. This service is provided by our specialist pastoral practitioners.

• Bereavement support for patients and residents facing the end of their life and for families after the death of their loved one. This has been part of our palliative care service for many years. In 2016, we piloted a bereavement program in one of our hospitals, as the first step to providing a comprehensive bereavement program throughout our health service.

Continuing care A major focus throughout the year was to expand our community-based clinical programs through partnerships and collaborations designed to offer more services to more people who need them. Overall the services encompassed by our continuing care division experienced 40 per cent more activity than 2014-15, with most growth taking place in our out-of-hospital services.

Highlights of 2015-16 include the following: • Our neuro-oncology service exceed budgeted community visits by 47 per cent

• We developed a private rehabilitation therapy-in-the home service with a threefold increase in the number of visits • As the largest private provider of acute services, by patient numbers, for both breast, colorectal and genito-urinal cancers in the southern Melbourne area, Cabrini‘s outpatient breast rehabilitation service treated 35 women • We developed a transitional care program in partnership with Villa Maria Catholic Homes to enable patients from our acute and rehabilitation campuses to return to their homes safely and avert premature entry into residential aged-care • There was 56 per cent growth in activity in our chronic disease services (excluding case-management) with heart failure and respiratory patient visits increasing fourfold on 2014-15 • Our outpatient pulmonary rehabilitation service provided at Cabrini Rehabilitation’s Glenhuntly Road campus doubled in activity

Extending and deepening community partnerships

• A new hotline for GPs (ph 1800 BRAINS) was launched in December 2015 to support quick access to acute care for patients diagnosed with a brain tumour • We provided 6200 palliative homecare visits this year, which was 200 more than 2014-15 • Activity in the Cabrini Allied Health Centre (opened in May 2015) grew 9 per cent month-on-month, delivering its highest number in June 2016 (271 contacts)

21 Cabrini offers a comprehensive neuro-oncology program for patients diagnosed with a brain tumour. Pictured is neurologist Dr Ronnie Freilich and neurosurgeon Professor Gavin Davis.

We have been working to identify community partnerships and increase engagement with our catchment partners, in order to expand community care options for our patients, many of whom have complex health conditions. We have enhanced our ambulatory services through relationships with Villa Mara Catholic Homes (VMCH), the South East Melbourne Primary Health Network, the Southern Melbourne Primary Care Partnership and Mecwacare. Our collaborations have resulted in transitional care and restorative programs, provision of fee-for-service allied health services and

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Volunteer Peter Clarke fetches a wheelchair for a patient visiting Cabrini Malvern.

Pet therapy visits are underway at Cabrini Malvern.

Patient Mary Flanigan receives a visit by pet therapy dog Elvis and his owner Judy Timoshanko.

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greater access to palliative care in residential care settings. Recently we began providing new dementia and cognition services to VMCH’s homecare package clients.

Villa Maria Catholic Homes Through our restorative programs, participants have been able to be discharged from hospital in a timely way and almost all have been able to remain living independently and in their own homes. In 2015-16, 25 patients and their families have accessed this program and feedback has been positive.

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Southern Melbourne Primary Care Partnership During 2015-16, we have been actively involved in the new Southern Melbourne Primary Care Partnership (PCP). This organisation serves five local government areas (Bayside, Glen Eira, Kingston, Port Phillip and Stonnington). Cabrini remains the only private health service on the PCP. South East Melbourne Primary Health Network The South East Melbourne Primary Health Network’s (SEMPHN) aims include better access to primary healthcare and better coordination with hospitals.

In 2015-16, together with the SEPHN, we hosted two forums for GPs: one focused on our dementia services and the other on our neuro-oncology service.

Mecwacare In January 2016, we completed a palliative care partnerships project with Mecwacare. It was funded through the Queensland University of Technology, supported by the Australian Government, and designed to improve the quality of palliative care in residential aged-care facilities through better linkages

between specialist palliative care and aged-care services and through provision of specialist palliative care and advance-care planning advice to GPs and aged-care services.

The project was conducted across five Mecwacare residential facilities comprising 391 beds. A key outcome was the improved communication between residents, families and staff to enable discussion and informed choices about advance-care planning and end-of-life care.

Developments in rehabilitation care Cabrini Rehabilitation is an integrated service provided from two hospitals in Elsternwick, located in Hopetoun Street and Glenhuntly Road respectively.

In 2015-16, we invested in upgrading the amenity at the Glenhuntly Road campus.

Sally Howe, Director Business and Service Development in Cabrini’s continuing care and Brighton directorate, chairs the executive governance group of the Southern Melbourne Primary Care Partnership.

We experienced a 16 per cent increase in the number of patients requiring neurological care for conditions such as stroke or Parkinson’s disease, many of them already affected by one or more pre-existing disabilities, for example dementia and memory impairment. Due to the age of these patients and the changing mix of patients admitted for rehabilitation care, they have needed longer hospital stays. Further, these patients have needed higher levels of care and specialist equipment.

communication with patients’ families about the care needs of their loved ones.

We implemented the Dementia Care in Hospitals Program, originally devised by Ballarat Health Services, at our Glenhuntly Road campus, where our patients commonly have cognitive impairment. This program helps to ensure early identification of patients who have cognitive impairment and that we provide appropriate care for these patients, as well as prompt

Patients who receive early rehabilitation have better outcomes and, when benchmarked against peer services, it is evident that patients are admitted to Cabrini’s inpatient rehabilitation hospitals more swiftly (source: Australasian Rehabilitation Outcomes Centre 2015 Calendar Year Report). Further, the proportion of patients who achieve the same or a higher level of independence

In 2015-16, we observed growth in the number of chronically ill patients needing inpatient rehabilitation to recover their function and independence following hospitalisation. We introduced a new chronic lung rehabilitation program. Thirty patients have been seen under this program with positive results and feedback.

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Patient Annette Moloney has chemotherapy under the care of nurse Mandy Watts in Cabrini Brighton’s day oncology unit.

Suzie Endersbee, Hotel Services Assistant, gets started on dinner preparations in the kitchen at Cabrini Malvern.

(following discharge from inpatient rehabilitation) is greater at Cabrini Rehabilitation than at peer services. We have been able to offer the alternative of home-based rehabilitation to patients following an inpatient stay in an acute hospital. In 2015-16, there was a 77 per cent increase in the number of visits on 2014-15.

Developments in allied health and ambulatory care Chronic disease programs New fee-for-service chronic disease maintenance programs, which follow on from completion of the heart failure and respiratory clinic and individual community visits, are conducted in the Cabrini Allied Health Centre, located on level 1 at Cabrini Malvern. Under this program, 165 episodes of care are being provided each month.

In 2015-16, our outpatient pulmonary rehabilitation program held at Cabrini Rehabilitation’s Glenhuntly Road campus doubled in activity compared with 201415. An inpatient pulmonary rehabilitation program was introduced at Cabrini Rehabilitation’s Hopetoun Street campus in January 2016, which has provided direct referrals into the outpatient service.

Outpatient rehabilitation In 2015-16, our outpatient service continued to provide group and individual outpatient programs to patients following an admission to hospital or directly from the community, delivering 28,331 sessions.

Throughout the year, our rehabilitation ambulatory services worked with stakeholders to provide more choice and access for patients who need rehabilitation after receiving oncology treatment for cancer.

23 Alysha Waye undergoes outpatient rehabilitation at Cabrini Rehabilitation (Glenhuntly Road campus) with physiotherapist Julius Ting.

Our breast cancer rehabilitation program provided outpatient multidisciplinary education and exercise classes to more than 35 women over 2015-16. This program supports patients in returning to work, as well as to their social and physical pursuits within their communities.

In May 2016, we introduced the intensive Lee Silverman Voice Therapy (LSVT LOUD) outpatient program, which provides care and support for people who live with Parkinson’s disease. At the end of June 2016, 20 patients had completed the program and all reported positive results. That is, all achieved their functional goals, gained increased confidence in their ability to communicate,

increased their communication activities and general activities of daily life, and increased the volume of their voice measured in decibels.

Cabrini Allied Health Centre The Cabrini Allied Health Centre continued to add new allied health programs to meet community demand.

Located at Cabrini Malvern with a satellite service at Cabrini Brighton, this centre provides centre- and home-based therapies for staff, Cabrini patients and the broader community. It now provides 13 distinct programs from six disciplines, with more services to be introduced.

11:55 am Nancy McAdam, a resident of Cabrini Residential Aged Care in Ashwood, participates in a circuit class with support from Lifestyle Coordinator Liz Osekowski.

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Meeting needs for palliative care Cabrini Palliative Care continues to grow with an increase in the number and complexity of patients and referrals across sites. In 2015-16, more patients returned home than in 2014-15 (49 more patients were discharged home) and there was 8 per cent fewer deaths in our inpatient palliative care unit. More than 200 patients are currently receiving palliative homecare with us.

In 2015-16, allied health professionals played a greater role in mobility support, home set-up and provision of equipment, enabling patients to remain at home. More patients have attended our supportive care clinic for early integration and introduction to palliative services.

An active living program now provides holistic, personcentred activities that add quality of life experiences to complement clinical care.

Resident Mae Burrows (left) and her daughter Jill meet a friendly cockatoo during a family fun day held at Cabrini Residential Aged Care in Ashwood.

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In 2015-16, we provided 349 home visits for patients unable to attend the centre. Future developments will focus on areas including maternity services, oncology, orthopaedics, sports medicine and disease prevention.

Inpatient allied health Our inpatient allied health service continued to meet demand at our acute hospitals in Brighton, Elsternwick, Malvern and Prahran, as well as our residential aged-care home in Ashwood. In 2015-16, we worked to redesign our model of care for inpatients, with the intention of enhancing multidisciplinary teamwork. In 2015-16, we reached capacity with physiotherapy student numbers.

There were almost 2000 physiotherapy student placement days over the year funded via our partnership with Holmesglen Institute of TAFE.

Our multidisciplinary team provided more allied health services in the inpatient palliative care and community settings. Two hundred more palliative community visits were provided in 2015-16 than last year, totalling 6200 visits.

A review of rosters and shift times has been conducted to ensure we are able to meet patient preferences and needs. Recruitment is underway to build capacity for a more flexible and responsive service.

Weekly clinical reflection sessions have been introduced in homecare for nursing and administration staff, supported by a pastoral care practitioner.

Physical improvements were made to the inpatient unit located in High Street, Prahran. New outdoor furniture and plants have been established in the terrace

1:15 pm Patient Ian Moyle undergoes dialysis treatment with Clinical Team Leader Kerry Jones.

courtyard garden. The family room was refurbished to create a homely and comfortable space for patients and families to spend time together. This has created the extra benefit of overnight accommodation space for families who wish to stay overnight. We conduct regular celebrations of living to bring a sense of community into the hospital with festive food to mark special occasions such as Australia Day, Chinese New Year, Valentine’s Day and St Patricks Day. Developments in our residential aged-care services Our dementia care lifestyle program has been in place for more than a year with benefits for residents realised.

The results include fewer falls, no incidents of agitated or aggressive behaviours and an increase in resident engagement and social participation. The program has provided opportunities for staff to work within the lifestyle team, improving their skills and understanding of specialised and individualised care needs for residents with dementia.

Our Resident Family Advisory Committee helped to develop the Strawberry Patch CafĂŠ, which opened in December 2015. It provides a social meeting point for residents and families. The cafe has become a feature in the lifestyle program with volunteers meeting residents there for conversation groups and games over beverages and snacks.

A new pedestrian pathway entrance has been built at the front of the home to improve safe entry and exit from facility.

John is on song helping others John Pierce is dedicating his life to helping people find their voice. Known for his specialist skills in speech rehabilitation, he started at Cabrini in May 2016 in the role of Senior Subacute Speech Pathologist. John works closely with people affected by Parkinson’s disease and those recovering from a stroke.

While John has a breadth of experience, his particular interests are in movement disorders and aphasia rehabilitation. Aphasia is a language impairment due to a brain injury. It involves the inability to comprehend and formulate language due to dysfunction in specific regions of the brain. Most often caused by strokes, aphasia can cause impairments in speech and language. Sufferers experience difficulties ranging from occasional trouble finding words to losing their abilities in speaking, reading or writing however their intelligence is unaffected.

John works at Cabrini Rehabilitation four days per week he spends the fifth day studying for his PhD in aphasia treatments and is a candidate at La Trobe University’s aphasia laboratory.

Prior to joining the team at Cabrini, John worked in outpatient speech rehabilitation in the public health

sector. It was here he found his passion for Parkinson’s disease, stroke and neurology rehabilitation. “It’s a special interest,” says John. Further, John was involved in developing and coordinating a medical, allied health and nursing movement disorders clinic. When he found the advertisement for the role he obtained at Cabrini, John says it was “something I would have written for myself”.

John says his role focuses on rehabilitation, Parkinson’s disease and neurology, in particular strokes. Treating people with aphasia is also a large part of his job.

“Studies show aphasia can cause worse quality of life than most other illnesses,” he says. “Inside they are capable but the rules of grammar and English are no longer there for them anymore. It’s an interesting and rewarding group to work with.”

Recently Cabrini introduced the Lee Silverman Voice Therapy (LSVT LOUD) program, which provides care and support for people who live with Parkinson’s disease. This treatment works with impairments to voice and speech and improves patients’ communication skills. Patients undertake an intensive 16 sessions during a four-week period where they are encouraged to use a loud voice repeatedly, and the results have been extremely positive.

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A hydrotherapy session is underway at Cabrini Rehabilitation. Patient Harry Pose does his exercises in the purpose-built pool.

Afternoon tea is served at the Strawberry Patch Café at Cabrini Residential Aged Care Ashwood. Tracy Bayly, Hospitality Services Manager, offers toasted sandwiches.

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We strive to meet the needs of our community and stakeholders as a modern, responsive health service.

This is the second pillar of our strategic plan.

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Baqir Yazdani and Razma Maqadasa, refugees from Afghanistan, found employment with Cabrini Linen Service.

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Patient Pamela Hasek wears a scalp cooling cap, in order to preserve her hair during her chemotherapy treatment at the day oncology unit, Cabrini Malvern.

Nurse Bianca Di Sciascio entertains three-year-old Emmanuel Gioutlou prior to his surgery.

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In 2015-16, we continued to work towards our strategic goals of upgrading our healthcare facilities and equipment so that we can provide the best possible care, exploring new service opportunities and continuing to expand and enhance our community benefit program.

Community benefit Cabrini Health Limited is a Catholic, charitable institution owned by the Missionary Sisters of the Sacred Heart of Jesus (Cabrini Sisters). Although we are the only organisation operated by the Cabrini Sisters in Australia, we are part of an international network of health, education, social service and pastoral agencies spanning 17 countries that mainly serve some of poorest people in the world. As well as providing high quality healthcare, we seek to create broad community benefit, beyond the predictable employment of many local residents and furnishing customers for the local traders. Through our community benefit program and associated work, we work to make our commitment to good corporate citizenship visible both internally and externally. This ongoing program comprises activities we undertake in direct response to an identified community need and where the primary goal is not to bring a direct economic benefit to the organisation. The nine domains of the program are mission-driven services, clinical education and research, advocacy, health outreach, health promotion, social outreach, community engagement, environmental stewardship and staff support. For more information about our community benefit activities, please refer to the chapter entitled: Our stewardship.

DEVELOPMENTS IN OUR CLINICAL CARE Improvements to medical facilities In 2015-16, we made comprehensive improvements to our medical facilities. At Cabrini Malvern, we have embarked on a major upgrade to existing plant and equipment to prevent risk and to continue to provide essential healthcare to the local community. Under controlled conditions to ensure patient safety and reliable day-today operation, we have constructed a new plant facility.

It houses a new chiller plant, heating hot water equipment, mechanical services, medical vacuum plant, electrical/mechanical switchboards and emergency power generation equipment. This program valued at $8.5m is essential to the continued operation of the hospital and will provide a more efficient and resilient system for the future.

Further upgrades undertaken by Cabrini’s engineering services department throughout the year at Cabrini Malvern include: • Renovations to our day procedure centre • Construction of a dialysis facility • Upgrades to our south block lifts • Replacement of the theatre block uninterruptible power supply • Installation of new fire control panel • Upgrades to patient power protection systems • Replacement program for nurse call systems • Installation of height safety equipment

Rory Heane works as an orderly in Cabrini Brighton’s surgical theatres.

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We invested more than $66,000 on the installation of 70 kilowatts of solar panels at Cabrini Malvern and Cabrini’s Patricia Peck Education and Research Precinct in Malvern, in order to reduce power consumption.

They are capable of generating electricity equivalent to ten per cent of the annual consumption at Cabrini Malvern and six per cent of the annual consumption at the precinct. A further 90 kilowatts of solar panels will be installed at Cabrini before the end of 2016.

We invested $64,000 in acquisition and installation of a food waste dehydrator, in order to reduce waste sent to landfill by 5500 kg per month. We invested a further $16,000 in recycling education and waste separation bins across the organisation to reduce the amount of waste we send to landfill.

3:00 pm Afternoon mail sorting underway. From left: Shavonne De Zilwa, Wasantha Bandara and Kobi Rischin.

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impulses followed by localised destruction of the troublesome area with heat-generated radiofrequency technology. These minimally invasive procedures are performed through tiny puncture wounds and may allow patients to stop taking long-term blood thinning therapy.

The engineering service, based at Cabrini Malvern and working across our health service, maintained accreditation to ISO 9001 accredited qualitymanagement systems and ISO 14001 environmentalmanagement systems.

A restructuring of our cardiac services has resulted in the closure of our coronary care unit. Care for acute cardiac patients is now provided in an expanded ward on the first floor of Cabrini Malvern.

Growth in services at Cabrini Brighton

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At Cabrini Brighton, we provided care for 91 more patients compared to 2014-15. Our surgical, endoscopy and oncology services grew in 2015-16 with day oncology growing most strongly providing 721 more episodes of care. A targeted strategy has been implemented to reach and educate local GPs about our services. We monitor the top ten postcodes in relation to GP referrals to Cabrini Brighton. The suburbs of Beaumaris and Bentleigh were new to this list and we have experienced a 60 per cent increase in the number of GP referrals from these two areas. We have conducted many face-to-face visits with local GP practices, as well as working together with the South East Melbourne Primary Health Network to enhance awareness of our facilities and services.

Plans are underway for a new community cognition and dementia service based at Cabrini Brighton due to begin in 2016. The service will provide comprehensive medical and psychological assessment. A multidisciplinary team of healthcare professionals will provide accurate assessment, early diagnosis and management of treatment for dementia and cognition related conditions.

Improvements in heart care at Cabrini Since the new cardiac catheterisation laboratories opened at Cabrini Malvern in early 2015, utilisation has grown. Our

Expansion of dialysis treatment Cabrini’s busy emergency department receives more than 23,000 patients every year on average. Almost half of these patients are admitted to hospital.

pacing clinic is now operating from this facility, which has streamlined the follow-up appointments for patients who have devices implanted, and for people who need their pacemaker or other cardiac devices interrogated while they are inpatients.

Some of the newer advances in interventional cardiology are now performed in our cardiac catheterisation laboratories, for example trans-aortic valve implantation and Mitraclip procedures. Cabrini is one of a few private health services offering these procedures, which mean a shorter hospital stay for patients and restoration of quality of life to elderly patients who have valvular disease.

Another growth area is management of rhythm disorders.

New therapies are available to treat rhythm problems in those patients who experience an excessively rapid or irregular heart rate. For example, high-tech mapping of the heart to determine the site of abnormal electrical

3:10 pm Handover meeting underway in Cabrini Children’s Centre.

Nurse Manager Clara Officer (centre) with nurses (from left) Bindu Kunjooty, Nikki Della Grazia and Xi Hua Wang.

Over the past three years, the number of inpatients who need dialysis has increased significantly. Our in-house dialysis capability housed within the intensive care unit was unable able to provide sufficient capacity to meet patient needs. An enhanced service was established within the day oncology unit at Cabrini Malvern and opened in May 2016. This service has exceeded forecasts, providing more than 100 treatments monthly.

Expansion of emergency care In February 2015, Cabrini Malvern’s emergency department (ED) began offering pupils from schools within a 10-km radius a 50 per cent discount to help families in local school communities receive the best possible emergency healthcare for their children. The discount applies only to the attendance fee at our ED and does not include any further out-of-pocket expenses such as x-rays or blood tests. As a charitable institution that that does not rely on government or church funding, Cabrini must charge fees for emergency medical care.

Our ED operates 24 hours and is staffed by experienced emergency doctors trained in paediatric medicine. A

end-of-life practices in the ICU context. Local research on ICU team training using simulation in advanced life support has also been completed. Cabrini ICU is now part of the Adult Patient Database (APD) for the Australian and New Zealand Intensive Care Society (ANZICS), which allows contribution to national research and benchmarking. An increase in ICU admissions has led to new nursing appointments within the unit.

Improvements in day oncology care Cabrini operates busy day oncology services at our Brighton and Malvern hospitals, having performed a record 27,367 treatments in 2015-16.

Following its successful adoption at Cabrini Brighton’s day oncology unit, scalp cooling technology has been introduced at Cabrini Malvern reduce the likelihood of chemotherapy induced hair loss. The equipment came into use at Cabrini Malvern in February 2016 with the generous support of donors. Since its introduction, 47 patients have received 235 treatments.

From left: Nurse Manager Kirsten Seletto and nurse Yvette Gomez at work in Cabrini’s busy day oncology unit.

large group of local paediatricians are on-call every day of the year and they have access to a large network of paediatricians for appointments. The ED is supported by on-call paediatric surgeons and technologically advanced surgical theatres at our hospitals.

Improvements in intensive care Cabrini’s intensive care unit (ICU) has undergone significant expansion over the past 12 months. New leadership appointments have been made with intensive care specialists Dr Vineet Sarode joining in the role

of Director and Dr David Brewster appointed Deputy Director. The unit has been expanded from 12 to 16 beds, which will enable annual admissions to increase from some 1500 to 1900 providing greater access to intensive care services for Cabrini’s patients. Further senior appointments made in the unit include Associate Professor Warwick Butt, Dr Deirdre Murphy, Dr Steve Philpot and Dr Ben Turner.

Expansion of maternity care

We continued our commitment to research and national data collection, participating in several large international multi-centre trials focusing on blood transfusions and

In 2015-16, Cabrini formed a partnership with the Como Hotel in South Yarra to provide new mothers with the option of spending part of their recovery at the hotel where Cabrini provides 24-hour midwifery care. Once transferred to the hotel, patients can be joined by their partners and other children to ease the transition from the hospital to the home environment. The partnership has increased capacity within Cabrini Maternity.

Approximately 250 new mothers and their families have adopted the Como option for their care.

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Dr Danielle Wilkins, obstetrician and Director of Maternity, conducts a patient consultation in the Cabrini Mother and Baby Centre.

Service engineer Lisa Karpinski of Chemtronics Biomedical Engineering tests a Philips MRX defibrillator/patient monitor for Ambulance Victoria.

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New four-legged friends warmly welcomed

Clinical and support services

Pet therapy was introduced at Cabrini Malvern following detailed assessment by a number of hospital departments including our infection control service. In conjunction with the Delta Society, a three-month trial was held from January to April 2016 on our fourth floor ward at the northern end. It proved so successful that pet therapy was extended to a further three wards and three more dogs were added to the program.

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Long-term patients and those with mobility problems can feel isolated from normal everyday life during their hospital stay and pet therapy has been shown to improve patients’ emotional wellbeing, especially if patients are used to having pets. While the benefits of pet therapy have been recognised in aged care and paediatrics, it is less common in the acute care setting.

Expansion of our patient transport service The generous support of donors has provided sufficient funds to purchase a second patient transport vehicle. Our new vehicle is lower to the ground for easier access by elderly people and less mobile patients. These vehicles service all campuses and prevent the unnecessary use of stretcher transport. For patients who require medical monitoring, Cabrini has partnered with the private contractor Industrial Medic Services (IMS).

Hospital-in-the-home unit During 2015-16, our hospital-in-the-home service provided 8371 days of care to more than 1057 patients.

This is fewer than in previous years due to advances in the treatment modalities available for the treatment of blood

Cabrini Medical Imaging During 2015-16, we provided a total of 57,828 inpatient episodes of medical imaging treatment and treatment and a total of 90,720 outpatient episodes across the modalities at our services located at Cabrini Brighton and Malvern hospitals.

Retired radiographer Ursula Shirley (centre) was the first patient to undergo a scan at the new MRI facility at Cabrini Brighton.

She is pictured with Michael Brookes (left) and Kris Ockwell (right) who performed the treatment.

disorders, a number of which can be safely administered by patients themselves. Most care provided under this program has been for patients who need antibiotics, which we deliver using computerised ambulatory infusion pumps. The service also offers a post-acute home care service providing over 2000 wound care treatments to patients, enabling them to go home from hospital sooner.

Improving wound care We developed a wound liaison education program designed to bridge and consolidate wound knowledge and wound care in nursing. The aims of the program are to raise the importance of maintaining patients’ skin integrity, reduce the incidence and progression of pressure injuries and skin tears, as well as better management of chronic wounds among elderly patients.

The range of services includes the provision of general x-ray, ultrasound, CT scan, mammography and magnetic resonance imaging (MRI), as well as a range of interventional services. To enhance our services, we have recently upgraded another nuclear medicine gamma camera, installing a Siemens Symbia Intevo at Malvern and a Siemens Aera 1.5T MRI at Cabrini Brighton.

In December 2015, we achieved accreditation with NATA for our Brighton and Malvern services. Cabrini Medical Imaging continues to support multiple research programs and is heavily involved in outreach fundraising activities.

Cabrini Pathology In 2015-16, Cabrini Pathology performed 154,300 inpatient episodes of care and 50,153 outpatient episodes.

Cabrini Pathology offers a comprehensive range of services including microbiology, haematology, biochemistry, histology, cytology, bloodbank serology, immunology and pathology collection services. In March 2016, we achieved accreditation with NATA. Cabrini Pathology provides outreach cytology services in support of Modilon Hospital in Madang, Papua New Guinea.

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Rafx Hamilton, Engineering Services Manager, checks on plant operations.

Cabrini Heartbeat volunteer Peter Fisher visits cardiac patient John Gray to offer support and information.

Cabrini Pharmacy Electronic medication management (EMM) was introduced at Cabrini Malvern in November 2015 and rolled out over five months. It enables doctors, pharmacists and nurses to access the medication chart via a computer and prescribe, dispense and administer from that order, which can be written off-site. The system informs nurses of when medications need to be administered. Introduction of the new system known as medchart has enabled a redesign of Cabrini’s pharmacy services, so that clinical pharmacists are deployed at entry points to our health service such as our emergency department and day-of-surgery admission centre. These clinical pharmacists focus on taking a best possible medication history at admission, which improves medication safety and patient flow. Cabrini Pharmacy continues to prepare chemotherapy and sterile preparations at our onsite compounding suites.

Cabrini Technology In 2015-16, Cabrini Technology continued to grow and to operate more efficiently. It is now a multi-faceted service business incorporating biomedical, information and communication technology services for health, education, government, enterprise and systems integrators. Cabrini Technology employs 400 staff across several locations. We install, repair, maintain, calibrate and advise more than 700 organisations throughout Australia and New Zealand. We have joined forces with the Cabrini Institute to develop a new Centre for Innovation, which will include linkages with academic institutions and industry partners. It will focus on the application of new and emerging technologies to clinical practice.

Our Hospitech Facilities and Asset Management service successfully concluded a number of equipment planning and procurement projects including Albury Wodonga Regional Cancer Centre, the new Bega Hospital, Northern Beaches Community Health Service and Emmy Monash Aged Care. Recently we gained distribution rights for a new American product that provides sterilisation of hospital rooms using UVC light technology. Naturally, control of infection is critical for health and aged-care services and the new technology reduces out-of-service time from hours to minutes.

We provide a re-issue service for assistive technologies for the Victorian State Wide Equipment Program, which has been of interest to the National Disability Insurance Authority. Our model is preferred for the National Disability Insurance Scheme and accordingly, we have begun providing re-issue services. We have worked closely with Enable NSW, the NSW State Government provider of disability technology, in developing an expanded range of services to assist it in improving capability and client access to equipment. We have opened a new office in Albury to support Enable NSW clients in the Murrumbidgee region, NSW. With the restructure of the Cabrini information services department (now called business technology services), it was agreed to transfer the organisation’s help desk function and onsite desktop support to Cabrini Technology. The help desk team was relocated to our Mount Waverley site, so that we can utilise existing technology for call management and job tracking. The site-based desktop support team has been merged with the Chemtronics biomedical team to provide a single

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Robert Power from Chemtronics Biomedical Engineering is pictured testing the physiological parameter on an anaesthetic machine.

4:00 pm Professor Suresh Sundram arrives at the Cabrini Asylum Seeker and Refugee Health Hub to conduct psychiatry appointments.

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from hospitals. We have checked and repaired this equipment to ensure it is appropriate and safe to use in its new location.

Cabrini Linen Cabrini Linen Service (CLS) located in Dandenong South continued to provide employment opportunities for people in the local community, a known area of disadvantage in Melbourne. In 2015-16, this business continued to take on more work from clients other than Cabrini. It secured work from Ambulance Victoria, covering almost 400 sites across Victoria.

CLS processes as much as 200 tonnes of linen in the space of a week. In 2015-16, CLS achieved an 18 per cent improvement in plant efficiency while continuing to reduce usage of natural resources such as water and gas.

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Tamami Agematsu-Keil (health information services) prepares to file some of the hundreds of thousands of patient records maintained at Cabrini.

clinical engineering information-technology (IT) support team, thereby strengthening the capabilities of both the biomedical engineering and IT support staff.

We continue to provide services to neighbouring countries such as Papua New Guinea and Nauru and have contracts to provide support of medical technology in asylum seeker detention centres. In response to a special request, we sourced a specific and detailed list of medical equipment ranging from dental equipment and plant through to medical imaging and diagnostic equipment destined for the Cambodian Children’s Fund. The equipment was acquired via donation or purchase

We have a long record of working with social services organisation CatholicCare to provide work at CLS for people who may struggle to obtain it otherwise. Similarly, CLS provides opportunities for clients of Lighthouse Foundation, Project Respect, Wise Employment and Max Employment. Through our Pathways to Employment process, for which we use an intermediary company Hoban Recruitment, we are able to assess the suitability of people seeking work at CLS and to provide a fair go for as many people as possible, particularly asylum seekers and refugees. During 2015-16, CLS engaged with the local community in the following ways: • Donation of laundered, pre-used textiles to Australian Red Cross and Salvation Army • Donation of laundered, pre-used gowns to local schools for use as art smocks

4:15 pm A transaction underway at the Cabrini Gift Shop.

Manager Penny Steele is pictured.

• Donation of laundered, pre-used blankets to the charity Melbourne’s Unforgotten to assist homeless people CLS provides training for staff in the Certificate III Laundry Operations Training. An information station was installed in the staff lunchroom to provide ready access to Cabrini’s online resources, as well as a screen that provides scrolling news and safety information.

Health information services Cabrini’s health information services team is often unseen but contributes daily to the functioning of our health service. This department creates, stores and manages hundreds of thousands of medical records that are required for Cabrini’s patients. These medical records contain important information vital for the ongoing care of our patients. Although this information is becoming commonly created electronically, there are still significant amounts of information available only in paper format.

This material is provided to Cabrini clinicians as needed, with the team routinely retrieving hundreds of medical records per day for patient care. Where appropriate, patients’ medical records are made available for research and quality improvement requirements. This information can also be sent to other healthcare providers to ensure Cabrini patients receive appropriate care after they have left our health service. Patients can obtain copies of their own medical record from the department.

The team oversees Cabrini’s privacy awareness and we conduct ongoing education for staff on this important aspect of Cabrini’s service provision.

The rose in health information services As time passes, places and people change. Department names change, new roles are added or modified and people come and go, but not Josepha Larose.

The team leader, clerical services, in Cabrini’s health information services department has racked up an astounding 27 years at Cabrini, describing herself “like part of the furniture”.

Jo began with Cabrini in 1988 on a casual basis in the medical records department, which has since become the health information services department. The following year, she became full-time and since then hasn’t looked back. “I’ve always enjoyed the company of the staff, it’s a family-like environment,” Jo said.

“It just feels homely.”

Jo says her role as team leader, which she has held for ten years, involves organising the roster to ensure the department runs smoothly and overseeing patient records throughout Cabrini – be it for patients being admitted, delivering records to various departments, or preparing discharged medical records for coding. “I enjoy coming to work each day, I’m blessed to be working with supportive and cooperative people,” she said.

Jo says she loves the interaction with people around the hospital. She is responsible for resolving clerical issues if and when they arise. Training staff is another aspect of her job. “It’s so good when you see a person excel in what you’ve shown them. I don’t hold back on anything. I just give and be as good as I can be.”

The 55-year-old, who is known for her positive attitude and smiles, says she had seen many changes over the years but ultimately loves the role and relationships she has formed over her time at Cabrini. “Just all the opportunities I have been given and that come my way, education and working with a diversity of staff, so many people have different backgrounds,” Jo said. “You are always busy, the time really does fly. I’ve never had the urge to move anywhere else. I’m always involved in everything. It’s all about ensuring quality records are available for patient care and promoting a positive image of the department.”

Originally from the Seychelles, Jo lived in South Africa for five years before migrating to Australia in 1986. As for what the future holds, Jo, who’s married with “two beautiful daughters” said her next goal was to one day become a grandmother.

4:20 pm

4:35 pm

Cabrini’s patient transport service is underway.

Donor Maureen Coomber, who supported investment in this van, is pictured with driver Royden Cochrane.

Kiki Aravopoulos, computer clerk in Cabrini’s finance department, processes patient accounts.

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O U R P EO P LE

We are working to foster a positive, vibrant and high performing workforce and a positive work culture, and to ensure we have the right staff profile and capability for the present and the future.

This is the third pillar of our strategic plan.

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The Click Clack knitters from Cabrini Brighton have created 40 hand-knitted garments for Family Life, a partner under Cabrini’s social outreach program.

From left: Shareen Callaghan, Lynsey McGhan, Georgie Hall and Suzanne Wills

4:50 pm

5:10 pm

Dinner service begins. Dietitian Jo White with dinner trolleys at Cabrini Malvern.

Dr Merlina Sulisito conducts a patient consultation at Cabrini Palliative Care in Prahran.

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The people of Cabrini comprise 4394 staff, 1300 accredited medical practitioners and 223 volunteers, as well as community members who contribute in a range of ways. Leadership of the organisation is provided by an executive team led by Chief Executive Dr Michael Walsh and governance is provided by a Board of Directors led

by Richard Rogers.

At Cabrini, we seek to create a working environment that brings out the best in our people. This is the foundation for high levels of engagement and productivity necessary to deliver against our mission and vision. The future calls for an integrated set of people and culture initiatives to attract, develop, engage and retain a broadly distributed age range and skill mix of people to deliver service excellence. Flexible and dynamic models of people management are required to respond to trends of pervasive technology, reduced labour supply and intergenerational difference.

Our new people strategy at Cabrini is the first of its kind.

It incorporates the broader remit of strategy, context and an operational plan. The latter identifies clear actions and success measures with a three-pronged plan aimed at the following: • employment and retention of the right people with the right skills • a high performance culture where people learn and grow • enabling systems processes and practices that contribute positively to the workplace environment

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Chef Michael Edwardes at work in the main kitchen at Cabrini Malvern.

Achievements

implemented across all campuses – more than 1400 external users were registered at the end of June 2016.

Our overarching goal of a high performance, valuesdriven workforce and culture at Cabrini can only be realised through effective partnering of key stakeholders – that is, leaders, managers, staff, and people and culture specialists strongly aligned and working together to achieve Cabrini’s strategic goals. This partnership approach has delivered the following outcomes in 2015-16:

2 Our strategic workforce planning process has been designed, governance established and roll-out commenced across our entire nursing workforce.

A workforce planning process has been designed to enable the introduction of a team-based model of nursing care, workforce reform and development.

1 Our recruitment process was simplified and streamlined with an e-recruit system now fully

3 A people metrics dashboard has been designed and implemented for all managers on five key people

5:15 pm Elise Harrison (13), who is pictured with her father Andrew, recovers after her procedure in the Cabrini Children’s Centre.

OUR PEOPLE

metrics: headcount; full-time equivalent staff; hours worked; employee absence rate and excess annual leave. All managers have access to up-to-date people data daily.

4 MindTools, an online learning suite, has been made available to all staff. MindTools is a comprehensive leadership, team-management, decision-making, project-management, personal productivity and communication-skills toolkit, with more than 1000 skills, techniques and tools explained in detail via practical learning opportunities. Six hundred staff have benefited from this resource.

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5 Staff forums were initiated in 2015. Three rounds of staff forums have been completed with the Chief Executive and the Executive Director, People and Culture, where each Melbourne business is visited and open conversational opportunities are afforded to gain direct staff feedback.

6 The second year of our performance acceleration leadership development program was completed with 47 leaders developed to improve capability in project-management, change-management, teamwork, financial decision-making skills and communication skills. More than 100 participants have now completed the program.

7 More than 300 hours of staff development were delivered with 1790 staff completing development programs across occupational health and safety, general staff development and specific development in computer skills.

Nurses Helena Hayes and Deb Ruddy at work on the ground south ward at Cabrini Brighton.

8 Five enterprise agreements were successfully negotiated detailing staff terms and conditions to ensure fairness and equity for our staff. A Nurses’ Consultative Committee has been established to support early resolution of workplace matters and sharing of ideas.

9 The staff benefits we offer through Maxxia salary packaging were well utilised as follows: overall participation 76 per cent (components include meals 41 per cent, venue hire 16 per cent, novated leasing 9 per cent and salary packaging and mealentertainment cards 61 per cent).

5:35 pm Medical scribe Will Dunlop enters data on patient records in the emergency department.

10 Our occupational health and safety (OHS) area was restructured in 2016 to create a strategic focus on the top risks to our staff which are: manual handling; slip, trips and falls; and persons hit by moving objects.

11 Management of our employee-assistance program was transferred to a national provider, Access Programs, providing 24-hour telephone availability and international coverage. During 2015-16, 57 staff accessed this service and 54 per cent referred themselves, which is positive, and stronger promotion of this service is planned.

12 All activities related to staff recruitment, departure or termination were carried out in partnership with leaders and managers together with People and Culture specialists, enabling the development of a workforce and culture that values people at Cabrini.

Our doctors More than 1300 accredited medical practitioners work with us across the range of medical specialties. Most of our doctors are visiting medical officers, and all are an essential part of our Cabrini clinical services. As well as their contributions to excellent patient care and experience, many volunteer to be involved in hospital management and quality committees, and in medical student and postgraduate teaching. We are fortunate to have doctors of such quality who are prepared to contribute to all facets of our organisation.

During 2015-16, there have been a number of changes in medical leadership positions. Dr John Reeves was appointed to the new position of Medical Director, Cabrini Malvern. This position was created to support the medical staff and departments of our largest and most complex hospital campus. Dr Ben Brady took over from Professor Hatem Salem as the Director of Medical Oncology and Haematology, and Dr Kwong Teo replaced Dr Brian Anthonisz as Director of Medical Rehabilitation. Professor Salem and Dr Anthonisz provided excellent service and leadership in the development of their services. In 2015, Dr Antonio Grossi was elected as Chair of Medical Staff, which represents all of our doctors.

FOR M ATION Ensuring new staff understand our history, heritage, mission and values is an integral part of induction into our organisation. Employees located in Melbourne are invited to attend a face-to-face program. Those in other parts of the country and in New Zealand are oriented by their local manager supported by the National General Manager, Cabrini Technology. Similarly, volunteers who are engaged to provide value-added services to patients and residents start their engagement with Cabrini’s story through face-to-face orientation.

An e-book entitled St Frances Cabrini: a passionate life by Mark Davis was made available on the Cabrini website www.cabrini.com.au in 2014-15. In 2015-16, we produced this book in printed form. This book presents a contemporary insight into Saint Frances Xavier Cabrini’s life, helping to make her story more accessible.

Our values are at the heart of our organisation’s culture.

We hold ourselves and each other accountable to expressing our values in everyday interactions through our code of conduct known as the ‘behaviours that matter’ published in the booklet Our promise.

Exemplary behaviour is recognised, communicated and celebrated annually through our staff recognition program. In November 2015, 21 individual employees and four teams were selected by their peers to receive a ‘Partners in Mission Award for Service Excellence’. The awards were conferred during the 2015 Cabrini Week celebrations held on each campus.

Ethical integrity is an expression of our identity. Our staff are drawn from a wide range of cultures and religious

traditions. In the past, we addressed the ethical basis of service through our management development program, however in the past two years we have taken advantage of an online ethics program developed by Catholic Health Australia. This course provides a framework and experience in applying these standards in everyday situations. In 2015-16, five senior staff were sponsored to undertake the course.

Since 2011, we have been engaged in exploring the charism evident in Saint Frances Xavier Cabrini’s life, in order to develop a contemporary lay expression.

We have established a program of six conversations for middle and senior managers, which is offered up to four times per year. To date, 93 managers have participated.

They report that it is an enriching experience and a valuable investment of their time. More than one-third took up the opportunity to continue their formation through an ‘occasional’ conversation series, which is offered twice a year.

Participation in the charism conversation series is now a pre-requisite for attending a Cabrini pilgrimage, where participants are invited into a deeper exploration of our responsibility as partners in mission. The pilgrimage is structured as a one-week immersion program, on location in the province of Lodi, in Lombardy, Italy, as this is where our story began in 1880. Although the pilgrimage represents a significant investment of both time and money, it is this experience that makes our own vocation call most clear.

5:50 pm

6:00 pm

Pastoral care practitioner Margaret Allen visits inpatient Anne Smith and her husband Malcolm.

Patient consultations finish for the day at the Cabrini General Practice in Caulfield South. Pictured is Practice Manager Mary Josephides who keeps operations running smoothly.

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OUR PEOPLE

The services we are able to provide are dependent on doctors learning and adopting new techniques. For example, our transcatheter aortic valve implantation (TAVI) program allows replacement of the aortic valve via catheters from an artery in the groin rather than the usual open or minimally invasive surgical methods. It is a promising technique that allows frail and elderly patients, who would not normally be able to tolerate the previous open, surgical techniques, to have the surgery they need. This program is a truly interdisciplinary model of care, with involvement of a team of nurses, cardiologists, surgeons and anaesthetists. Our TAVI program has been established within a strict governance framework, to ensure appropriate and expert care and that monitoring of outcomes is in place.

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In 2015-16, the Cabrini medical staff began a program to support allied health and nursing staff and students through education travel grants. Further, they began a program of funding short research programs with our medical students from Monash University and the University of Notre Dame working with our medical researchers. The purpose of these grants is to show the medical staff’s support for our colleagues and students, and to encourage them to learn new skills for their future careers.

Our volunteers Our highly valued volunteer workforce enables us to deliver a range of extra services to our patients and residents. More than 200 volunteers provided valueadded services in the wards or departments at all of our campuses, in the community, and/or by assisting in our

Cabrini Malvern Gift Shop. We estimate they contributed more than 36,000 hours of service during the year. Many have made a long-term commitment to Cabrini. In May 2016, we acknowledged 49 of these volunteers who had achieved service milestones: two volunteers had achieved 15 years of service, seven volunteers had ten years of service, 17 had five years of service and 23 had two years of service. We are grateful for their valued contributions.

Spiritual and emotional care is one of the hallmarks of Catholic healthcare. We recognise that in times of illness, faith practices can be a significant source of strength.

Our ministry volunteers work alongside our pastoral care practitioners, providing a sacramental service to Catholic patients and residents at our acute hospitals and residential aged-care home, helping to nourish their souls and sustain their faith. On average, they support more than 100 patients each day. We estimate that our pastoral services volunteers provided 5096 hours of service during 2015-16.

Professor Max Schwarz AM was honoured with a Member in the General Division of the Order of Australia for his service to oncology as a clinician, mentor and researcher in the Queen’s Birthday Honours 2016.

We are grateful to have past patients and family members of patients who have joined our Patient and Family Register. In the past 12 months, they have contributed to the production of our patient information, supported us to design new facilities, name new initiatives and review existing services. They have informed our Q&A staff education sessions and helped us improve the experience of future patients seeking our care. Their willingness to share their personal experiences with us helps us to continually improve our care.

We are justifiably proud of the fact that one in four employees contribute in some way to our social outreach and community engagement program each

year. At the International Volunteers Day celebration in December 2015, we acknowledged 73 employees who provided voluntary service through one of our social outreach and community engagement programs during the calendar year. They represent us on the frontline of service delivery. Their willingness to reach out – to meet, to befriend and to serve those who have much less opportunity than many of us – reflects the missionary endeavours of our founder, Saint Frances Xavier Cabrini and the early Cabrini Sisters who came to Melbourne in 1948 to serve the Italian immigrants, who were on the margins of Australian society in their time.

6:10 pm

6:20 pm

Emergency physician Dr Katie Walker performs patient rounds in the emergency department.

A Cabrini Linen Service delivery truck is loaded with fresh linen for the night shift.

Kicking goals at Chemtronics Direct Chemtronics Direct, a spin-off of Chemtronics Biomedical Engineering, has kicked many goals since it began in 2010.

Headquartered in Thomastown, with smaller facilities in Sydney and Albury, the staff of almost 50 supports some 20,000 clients in their homes. Jason Mallia, Director of Operations, began as a bench technician at Chemtronics Biomedical Engineering in 1998. Since then, he has progressed through increasingly senior roles and completed Master of Business Administration.

Together with National General Manager Tim Staker, Jason established the fledgling Chemtronics Direct enterprise. In 2011, the business landed a significant contract funded by the Victorian Government to provide a lifecycle management and repair service to a large fleet of mobility and assistive devices provided for Victorians who rely on them for their independence. There are more than 20,000 items in circulation and approximately 1500 stored in the warehouse at any one time, which are refurbished and re-allocated to people who need them. The team responds to more than 200 repair calls each week and of them, up to 30 per cent require an emergency response.

Jason has a sharper insight than most to the challenges faced by the clients and families served by Chemtronics Direct. His 12 year-old-son has an intellectual learning disability and autism. “Raising our son has given me an understanding of the difficulties clients and their families encounter every day.”

In 2015, the father of two received the annual Sister Irma Jubilee Grant, presented to a staff member who has made a significant contribution to furthering Cabrini’s mission and values and has a strong record of operational performance.

The grant was introduced in 2000 to mark the golden jubilee of religious life of the late Sister Irma Lunghi MSC. While humbled by the award – and the opportunity to attend a pilgrimage to Codogno, Italy, birthplace of the Missionary Sisters of the Sacred Heart of Jesus – Jason says the honour reflects on the whole Chemtronics Direct team. Jason likens his award to the Brownlow Medal, awarded annually to the “fairest and best” player in the Australian Football League. “Ask any footballer whether he would prefer to win the Brownlow or a premiership, he would choose the premiership.” What does winning a premiership look like for Chemtronics Direct? “I want to see us continue to grow, to take new opportunities and be recognised nationally as a leader in our industry.”

6:30 pm Surgeon Mr Andrew Hays and team prepare a patient for surgery at Cabrini Malvern.

39

O U R S T E WA R D S H I P

We commit to using our resources wisely to sustain our future and honour our legacy.

This is the fourth pillar of our strategic plan.

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From left: Gary Eden, Cabrini’s Head of Supply and Czeslaw Wiatr of the Fruit Nest, Malvern.

6:40 pm

7:15 pm

Staff member Steve Haylock (who works in the Cabrini Foundation) exercises in Cabrini’s onsite gym operated by EFM.

Madeline Tasevski (left) undergoes a paediatric sleep study at at Cabrini Brighton with her cousin Emily Tasevski for company.

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and services we are able to offer, and underpin future financial sustainability of our enterprises. However, being financially sustainable is not enough. We are a missiondriven organisation, proudly continuing the tradition of the Missionary Sisters of the Sacred Heart of Jesus as a Catholic, charitable institution. We have reimagined this missionary spirit for our time. Our strategy embeds our commitment to serve people who are poor or otherwise marginalised, not only locally but within the global Cabrini community.

Financial stewardship

In 2015-16, supply and consumable costs increased by 0.8 per cent or $900,000 last year mainly because of additional pharmacy activity.

To protect our organisation and ensure the future of Cabrini in Australia, we have various governance, leadership and operational structures in place, which help us to develop our services and provide responsible stewardship of our resources.

During 2016, we have been working with the leaders of Cabrini’s services to align them with our corporate strategic direction. While we anticipate that all of our services will continue to grow, in the next ten years we anticipate most rapid growth in our technological and supportive services, consistent with their recent history.

Our charitable services will require significant investment as we move beyond a partnership approach to the frontline of service delivery. For Cabrini, addressing the social determinants of health is a priority.

Our strategy

Revenue

We believe that we are stewards of resources entrusted to us to use for the benefit of others. This requires us to focus on operating effectively and efficiently to maintain our financial viability, thereby enabling continual investment in high quality facilities and services for our communities. Our strategic goals include reinforcement of our relentless commission, sound stewardship of our resources with prudent management of risks, supporting our healthcare with thriving enterprises and preserving our strong reputation with our key stakeholders. In pursuing these goals during 2015-16, we continued to focus on effective administration, efficient operations, effective governance, enterprise risk-management, enterprise and support services and strong financial management.

Although Cabrini is primarily known as a private healthcare service, organic and opportunistic growth over the past 20 years has resulted in the development of a range of complementary services, creating strengths in the provision of healthcare services, technology, research and education. In our 2016-2020 strategy, we recognise we will best create value by working creatively and cooperatively within and across each of our service streams to find new solutions to problems. We believe investment in innovation will enable us to transform how and where we deliver healthcare, expand the products

REVENUE

During 2015-16, Cabrini’s revenue exceeded $522 million. Our expenditure was higher than the previous year largely due to the following factors: • An increase of 5.4 per cent in salaries and wages due mainly to introduction of new enterprise agreements • Higher use of casual workforce • Additional depreciation cost

The 2016-16 financial data reflects a solid operating surplus. Cabrini’s cash flow and liquidity remained strong in 2015-16. The main reasons for this were positive returns from operational performance, a reduction of borrowing due to normal course loan repayments and solid working capital results.

2011-12

2012-13

2013-14

2014-15

2015-16

274

297

303

325

326

Diagnostics

52

55

55

55

54

Aged Care

7

8

8

9

9

Pharmacy

28

29

28

30

33

Other Business

45

49

53

76

79

Non-Core Business

14

14

13

15

20.44

421

451

462

510

522

Hospital

TOTAL REVENUE

7:30 pm Blood test underway in Cabrini Pathology.

Nurse Lorraine Sowerby is pictured.

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O U R S T E WA R D S H I P

Capital expenditure ($m) 50 40 30 20 10 0

FY11-12

FY12-13

FY13-14

FY14-15

FY15-16

Delivering benefits to the community

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Our mission commits us to reaching out with compassion, integrity, courage and respect to all we serve. As a provider of healthcare and healthcare related services, all of our services and activities are intended to deliver benefits to the community. Beyond this, we have in place a community benefit framework, which helps us to demonstrate our commitment to being a good corporate citizen beyond the general expectation of a private healthcare service. We work to demonstrate transparency and accountability with respect to the concessions we receive as a charitable institution by annually assessing the value of our activity against this framework. Community benefit activities are those we undertake in direct response to an identified community need (as distinct from a community demand) and/or where the primary goal is not to bring a direct economic or commercial benefit to the organisation.

Strengthening our local communities We seek to contribute to the development of strong and

resilient communities, where each person is respected and able to make a contribution, and where social conditions enable both individuals and groups to flourish.

In 1992, in partnership with Centacare (now CatholicCare), we established the first counselling service in the City of Stonnington. This service operated for nearly 25 years offering individual, couple and family counselling, family dispute resolution and a school refusal program. As the service was subsided by Cabrini through donations of approximately $3.3m over the life of the partnership, fees were able to be charged on a means-tested basis, providing affordable access to professional counselling.

In the first decade of operation, more than one-third of clients were recipients of social security. In April 2016, the service was relocated from Malvern to Dandenong, as the number of clients requiring subsidised fees had been declining year on year.

Our low-cost, community bereavement service called Vale has now been operating in the City of Stonnington for more than 18 months. It has been designed to support community members who are facing bereavement or have been recently bereaved, particularly those who are elderly and have minimal social connections either because of the restrictions of caring for a spouse with a progressive terminal illness or through the death of their spouse. Research shows that sharing or listening to narratives and participating in group activities helps to normalise the grief process, identify personal strengths and resilience, and build social connections. This, in turn, helps to reduce feelings of social isolation.

As well as one-on-one bereavement counselling, we have offered a range of group-based programs.

The most popular activities are a drop-in morning tea,

8:05 pm Mr Andrew Hays, an ear, nose and throat surgeon, operates on a patient at Cabrini Malvern.

Beatrice Bastomsky, who is retired, is a lay member of the Cabrini Human Research Ethics Committee. She has served for eight years and contributes many hours to this work.

men’s group, ceremony of remembrance and social outings. A total of 51 families have accessed the service since its introduction.

We continued to fund Bentleigh Bayside Community Health to increase the availability of community transport in the City of Stonnington. This support enables less restrictive assessment criteria to be applied to people who wish to access the service. Since 2014-15, there has been a five-fold increase in trips for Stonnington residents.

In 2016, we partnered with both the City of Stonnington and the Australian Centre for Health Research (ACHR) to encourage conversations about end-of-life choices.

Through our relationship with ACHR, we were able to negotiate for Stonnington to host one of the events to celebrate the national launch of the Australian edition of

Death Over Dinner. The master of ceremonies was Warren Roberts, Stonnington’s Chief Executive Officer. Councillor Claude Ullin, Mayor of Stonnington, and Richard Rogers, Chairman of the Cabrini Board of Directors, had formal roles in the proceedings. The event was well attended by representatives from local clubs and agencies, and has generated significant follow-up interest.

• Other countries where Australia has free trade agreements

Social procurement We pride ourselves on doing business with suppliers who share a common goal of ethics in sourcing and trading. We use our best endeavours to ensure all goods and services are sourced from businesses that are compliant with the principles promulgated by the Ethical Trading Initiative, the United Nations International Labour Organisation, the United Nations Declaration of Human Rights and the Code of Ethical Standards for Catholic Health and Aged Care in Australia. Further, when procuring goods and services, we consider and identify opportunities to purchase from social enterprises or from Aboriginal and Torres Strait Islander businesses where appropriate and possible. We are dedicated to continually reducing the environmental impact of our supply chain and we encourage service providers to have similar objectives.

In 2015-16, $13.3m expenditure on goods and services was spent in the local government areas where Cabrini services are located. Businesses that are recognisably local or a franchise operator were included in the data but those associated with a multinational company were excluded. In this context, our local investment represents a threefold increase on 2014-15 (during which we invested $4.5m) and constitutes 12.4 per cent of our expenditure in Victoria. A total of $2.8m was invested with suppliers in the City of Stonnington, where our original hospital, Cabrini Malvern, is located. Being a local trader was identified as the main advantage in new initiatives valued at $4.3m in 2015-16.

All contracts remained competitive.

Our social procurement policy provides social benefits and, wherever practicable, gives preferences to goods and services sourced: • Locally

Our tender evaluation process enables a price preference of up to ten per cent to be applied to social enterprises.

This includes goods and services from local suppliers and goods/services that provide social benefit, including recycled and environmentally sustainable products.

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The reasons for this increase in local expenditure are as follows: • There are now more local government areas relevant to the location of Cabrini services than would have been included in the past, so the number and value of contracts captured in this report has increased

• In Australia

• We now source vehicles from a local supplier, which inflates local expenditure

• From suppliers that support communities where the Cabrini Sisters have missions

• We have improved our systems for capturing and reporting the data

Daniela Grunewald (Central Sterilising Supply Department Manager) and Yvonne Wells (Support Service Manager) were part of a recycling initiative at Cabrini Brighton to reduce the amount of polypropylene waste sent to landfill each year. This bench seat made from recycled material was donated by Multigate and RePlas.

8:15 pm

8:30 pm

James Clemson, computer clerk, answers calls to the Cabrini switchboard.

A patient is transferred via ambulance to the Cabrini emergency department.

O U R S T E WA R D S H I P

Through our social procurement approach, we contribute not only economic benefits in our local communities but in other ways. For example, we began a contract with the Best Bunch, a supplier of flowers. Best Bunch, which is located in the City of Stonnington, is a social enterprise that provides meaningful employment for people who have a disability.

Protecting our environment During 2015-16, we continued to monitor and report on our utility consumption, waste-sent-to-landfill and carbondioxide emissions using patient beddays to account for changes in activity year on year. Over the year, we reduced our environmental footprint as follows:

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• We decreased our consumption of electricity from its peak in 2014 by 6.89 kilowatt hours per bedday (nearly 2 million kilowatt hours) • We decreased our consumption of gas from its peak in 2015 by 0.017 gigajoules per bedday (4870 GJ) • We decreased our water consumption from its peak in 2013 by 0.007 kiloliter per bedday (2006 KL) although our usage in 2016 was adversely affected by a water leak • We reduced our volume of waste-sent-to-landfill from its peak in 2013 by 0.00002 tonnes per bedday (nearly six tonnes) • We reduced carbon dioxide emissions from its peak in 2014 by 0.0141 tonnes per bedday (4040 tonnes) Supporting asylum seekers and refugees While healthcare in south-eastern Melbourne has become

A food waste dehydrator has been installed at Cabrini Malvern. From left: Environmental Engineer Mike Taylor and and chef Robbie Binedell are pictured with engineering services staff John Baldry, Ricardo Oroz Horta, Stephen Hurlston and Tharanga Dinesh Camage.

our dominant business, we remember that part of the reason the Cabrini Sisters came to Melbourne was to care for the Italian immigrants. Although the Italian community is now well-established, today asylum seekers and refugees from other nations are seeking to make Melbourne their home. In April 2016, we opened a new health hub in Brunswick for asylum seekers and refugees living in the northern corridor of Melbourne. The service complements the Asylum Seeker Resource Centre health service in the western suburbs and Monash Health, which serves the southern suburbs. Our primary target group

8:35 pm Carpenters Shane Keating and Cameron Duncan refurbish a medical consulting suite.

are asylum seekers who are Medicare-ineligible and have no income. We are initially offering general practice and psychiatry outpatient services with plans to expand to provide specialist mental health, maternal and child health, chronic disease and infectious disease services from this one location. We are funding the infrastructure and core staff, and the doctors are providing their time pro bono. In 2015-16, we invested almost $400,000 on this and other programs to support asylum seekers and refugees.

Care for Aboriginal people Recognising that Australia’s First People suffer the worst health outcomes, we have continued to increase our involvement in Aboriginal health and wellbeing.

During 2015-16, we invested approximately $280,000 on local and interstate programs. We believe we have much to learn from Aboriginal people. One of our most significant activities is providing opportunities each year for staff to participate in a trip to the country of the Western Arrente people in the Northern Territory, to learn about Aboriginal culture and experience the land through their eyes.

Involvement in international health Farther afield, we have international health partnerships with organisations in Papua New Guinea, Ethiopia and Swaziland. We invested more than $800,000 on international health in 2015-16 and complemented the funding with the contributions of time and expertise of our staff. These partnerships bring us into contact with the Cabrini Sisters core constituents, and most visibly connect us with our missionary heritage and identity.

Establishment of Cabrini Founded in Melbourne in 1948, Cabrini is a large, Catholic, private, charitable organisation in Victoria.

We provide healthcare and health-related services with our origins in the Melbourne suburb of Malvern.

We are part of an international organisation spanning 16 countries. Our owners and sponsors are the Missionary Sisters of the Sacred Heart of Jesus (the Cabrini Sisters).

We are part of the Stella Maris Province, headquartered in New York City, which comprises Africa, Australia and USA.

We support charitable social outreach programs in partnership with other agencies locally, interstate and overseas. These activities are actively supported by our staff.

Role of Cabrini Our services span cancer care, children’s services, chronic disease, emergency medicine, health promotion, heart services, home-based care, maternity services, palliative care, rehabilitation, residential aged care, research and education. We work together with our accredited medical practitioners, community healthcare providers such as general practitioners and healthcare agencies, Catholic Health Australia and the wider community. Together with our partners, we seek to understand and respond to the community’s needs.

Our community Our patients come mainly from seven local government areas: the cities of Bayside, Boroondara, Glen Eira, Kingston, Monash, Moreland, Port Phillip and Stonnington. Cabrini’s patient population is diverse and includes people of various ages, cultural heritage, socio-economic status and disabilities.

How we are organised Cabrini provides clinical care from hospitals and healthcare facilities in Ashwood, Brighton, Brunswick, Caulfield South, Elsternwick, Malvern and Prahran.

We have administrative and other support services located at Dandenong South, Hawthorn, Malvern, Mount Waverley and Thomastown. Our clinical

Sr Sharon Casey MSC (Board member, Cabrini Health) and Fr Maurizio Pettena CS (Director of the Australian Catholic Migrant and Refugee Office) at the blessing and opening of the Cabrini Asylum Seeker and Refugee Health Hub.

services are provided from our large acute hospitals in Brighton and Malvern, Cabrini Palliative Care Prahran, Cabrini Residential Aged Care Ashwood and Cabrini Rehabilitation. These facilities are supported by a comprehensive range of clinical and other support services described in this report. A brief description of each of our hospitals and healthcare facilities follows: Cabrini Malvern Established in 1948, this 508-bed acute care hospital provides a wide range of services including coronary care, day procedures, day oncology, emergency care, hospitalin-the-home, intensive care, maternity, paediatric (children’s) care, medical imaging and pathology.

8:45 pm

9:05 pm

Tom Szczupak (health information services) retrieves a patient file on request, in order to support patient care.

Nurse Stephanie Laurie answers a query at the nurses’ station on the ground floor south ward at Cabrini Brighton.

45

O U R S T E WA R D S H I P

Cabrini Brighton

technology service to organisations throughout Australasia. It comprises: AWA Technology Services, Chemtronics Biomedical Engineering, Chemtronics Direct, Hospitech Facilities and Asset Management and In-a-Tick Compliance Testing Services. Cabrini Technology employs approximately 400 people.

Established in 2002, this hospital has 141 beds across three wards and features a day oncology unit, high dependency unit, endoscopy, sleep centre, onsite medical imaging and pathology, specialist consulting suites and 24-hour medical coverage.

Cabrini Institute

Cabrini Residential Aged Care Ashwood Established in 2001, this is home to 90 residents.

We provide care for a range of needs and have an 11-bed secure unit.

Cabrini Rehabilitation

46

This comprises two campuses Hopetoun Street (which became part of Cabrini in 2007) and Glenhuntly Road (which became part of Cabrini 2010) and a total of 71 beds. Specialist inpatient and outpatient rehabilitation care is designed to restore patients to the best possible level of function.

Staff of the Cabrini General Practice in Caulfield South.

From left: Yvette Renner, Chris St Anne, Robyn Tyrtell and Robyn King.

mental health services. Medicare-ineligible asylum seekers receive priority access to our services at no charge.

The Cabrini Institute supports research and education activities across the health service, as well as health promotion activities on behalf of Cabrini. Senior medical staff and researchers oversee a diverse research program, as well as developments in clinical education. The Cabrini Institute plays a significant role in the education of our young healthcare professionals.

Cabrini Foundation

Cabrini General Practice Located at 992 Glenhuntly Road in Caulfield South, this well established family GP clinic provides a range of primary healthcare services.

The Cabrini Foundation helps Cabrini to deliver essential healthcare services, provide medical equipment and fund programs through workplace giving, major campaigns, direct mail and individual/community donors.

Established in 1999, this 22-bed specialist palliative care hospital offers a wide range of services including medical support, nursing, pastoral care, counselling, allied health services, music therapy and art therapy.

Many more patients receive care and support within our homecare program.

Cabrini Linen

Charitable and social services

Located in Dandenong South, this business provides employment opportunities for disadvantaged people in our community and supports social outreach programs.

More than 100 staff are employed representing 30 different cultural groups.

Cabrini Asylum Seeker and Refugee Health Hub

Cabrini Technology

Established on the ground floor at 503 Sydney Road, Brunswick, initial services include GP clinics and specialist

Established in 1999, Cabrini Technology provides an innovative, independent information and healthcare

Since 1992, we have expressed our missionary identity through charitable and social services. Our program operates on three levels. Locally, we seek to strengthen community capacity and resilience. Our national priorities are the health and wellbeing of asylum seekers, refugees and Australia’s First People. Internationally, we focus on strengthening the delivery of healthcare in the developing world, particularly in Papua New Guinea, Ethiopia and Swaziland.

Cabrini Palliative Care Prahran

9:35 pm Lea Davies from the domestic services department at work on level four at Cabrini Malvern.

Passion for sharing Passing on knowledge, and sharing skills and resources, are attributes for which Cabrini is renowned.

Cabrini Pathology’s outreach service for one of Papua New Guinea’s major hospitals is just one example.

Cabrini’s partnership with Modilon Hospital in Madang province started in May 2013 after a need was identified for histological diagnosis for patients who had undergone surgery. Cabrini Pathology Services Manager Stuart Fleming says the program enables Cabrini’s pathologists to test samples sent from PNG and provide reports back to doctors there, which in turn results in better treatment options for patients. In 2015-16, a total of 271 tests were provided pro bono by Cabrini. “Staff enjoy knowing that we are helping in a direct way,” Stuart said.

“Patients have a better chance of a decent life.”

Stuart, who started at Cabrini in November 2010, says the outreach program is one of the many highlights of his role, along with interaction with clinical staff who are working towards the same goal – helping find a diagnosis.

“The highlights of the job all blend together, getting the workload done and knowing we deliver a good service to the patients at our hospitals.”

Stuart’s day-to-day role includes overseeing the general pathology service within Cabrini, looking after the budget and finance, staffing and administration. He says a typical day would include sorting through any issues from overnight – Cabrini offers a 24/7 pathology service – dealing with any requests and checking through rosters.

“I also look at what types of tests we are providing and whether things need to change to better suit patient needs.”

Prior to joining the team at Cabrini, Stuart worked at a diagnostics manufacturer for a year and before that, spent eight years in pathology in London. Yet a life in pathology was not always on his radar. In fact, it was not until he was at university that he decided to make a career out of his passion for biochemistry. “At university, I was interested in disease and healthcare but did not want to go down the path of becoming a doctor. I was keen on biochemistry and what caused a disease and how it was treated, not so much the patient side of it,” he said. As for the future, Stuart says he will concentrate on consolidating the department, making sure Cabrini Pathology maintains its high quality of service.

10:15 pm

10:30 pm

Cabrini Pathology operates 24 hours a day. Dr Dylan Close, general pathologist, is pictured examining a specimen.

Nurse Shannon Simpson and Dr Deidre Murphy examined patient record in Cabrini’s intensive care unit.

47

48

O UR PER FOR M ANC E , GOVER NANC E AND LE ADER S HIP

49

Our performance Following is a five-year snapshot of our operational performance across a number of key clinical areas.

90000 85000

2200

24000

2000

23000

1800

22000

80000 75000

E P I S O D E S O F I N PAT I E N T C A R E

MORE BABIES DELIVERED

E M E RG E N C Y AT T E N DA N C E S

70000 2015-16, we provided 87,316 episodes of inpatient During In1600 2015-16,2011-12 we helped2012-13 to deliver a2013-14 record 2120 babies 2014-15 2011-12 2012-13 2013-14 2014-15 2015-16 care at Cabrini, a decrease of 941 on last year. in our maternity service at Cabrini Malvern; this was 148 more babies than last year.

90,000

50

85,000

21000 In 2015-16,2011-12 we received 22,899 presentations at our 2015-16 2012-13 2013-14 2014-15

2015-16

emergency department located at Cabrini Malvern; this was 412 fewer than last year.

2200

24,000

2000

23,000

1800

22,000

80,000 75,000 12000 70,000

2011-12

2012-13

2013-14

2014-15

2015-16

11000

49000 1600

2011-12

2012-13

2013-14

2014-15

2015-16

50000 21,000

2011-12

2012-13

2013-14

2014-15

2015-16

48000

47000

46000 10000

45000

E M E RG E N C Y A D M I S S I O N S

S U RG I C A L O P E R AT I O N S P E R F O R M E D

In 2015-16, the number of patients admitted to 9000 from our emergency department was 11,110; Cabrini 2011-12 2012-13 2013-14 2014-15 this was 154 fewer than last year.

In 2015-16, we provided 46,514 people with surgical 43000 operations at our acute hospitals; this was 1232 fewer 2015-16 2011-12 2012-13 2013-14 2014-15 than last year.

12,000

49,000

11,000

47,000

DAY CASES 44000

In 2015-16, we treated 48,606 day-case patients; 42000 this was 546 fewer than last year.2013-14 2014-15 2015-16 2011-12 2012-13

2015-16

50,000 48,000 46,000

10,000

9000

45,000

2011-12

2012-13

2013-14

2014-15

2015-16

43,000

44,000 2011-12

*change in reporting

2012-13

2013-14

2014-15

2015-16

42,000

2011-12

2012-13

2013-14

2014-15

2015-16

28000

150000

26000

140000

24000 130000

22000

DAY O N C O LO G Y PAT I E N T T R E ATM E N T S

M O R E M E D I C A L I M AG I N G P RO C E D U R E S

20000 In 2015-16,2011-12 we provided 27,367 treatments our day 2012-13 2013-14 in 2014-15 oncology units; this was 1545 more than last year and a record high.

120000 In 2015-16,2011-12 a record 148,548 medical imaging2014-15 procedures 2015-16 2012-13 2013-14 2015-16

were performed at Cabrini; this was 1120 more than last year and continues a strong five-year trend.

28,000

150,000

26,000

51

140,000

24,000 130,000

22,000 280000 20,000

2011-12

2012-13

2013-14

2014-15

2015-16

24000 120,000

2012-13

2013-14

2014-15

2015-16

23000

240000

22000

200000

PAT H O LO G Y E P I S O D E S

PAT I E N T B E D DAY S I N C A B R I N I R E H A B I L I TAT I O N

In 2015-16, 204,453 episodes of pathology care 2011-12 2012-13 2013-14 2014-15 were provided at Cabrini; this was 16,947 fewer than last year and reflects the change in direction of our pathology operations.

160000

In 2015-16, we provided a combined 23,133 inpatient 21000 2011-12 2012-13 2013-14 hospitals; 2014-15 2015-16 beddays at our two Cabrini Rehabilitation

24,000

240,000

23,000

200,000

22,000

2011-12

2012-13

2013-14

2014-15

2015-16

2015-16

this was 457 fewer than last year.

280,000

160,000

2011-12

21,000

2011-12

2012-13

2013-14

2014-15

2015-16

Our board A Board of Directors, appointed by the Missionary Sisters of the Sacred Heart of Jesus, governs Cabrini Health Limited. Our Board Directors bring a broad range of experience and skills to the Cabrini Board’s governance role.

52

Richard Rogers Appointed July 2010, appointed Chair October 2014

Peter Black Appointed October 2012

Sister Sharon Casey MSC Appointed July 2010

Richard’s professional experience is in retail, property development and business advisory. Richard was co-owner and joint Managing Director of Roger David.

He undertakes property development, is Deputy Chair of Gandel Philanthropy and sits as an advisor on company boards. Richard is a mentor to a number of young people in start-up businesses. He has been heavily involved in community activities and is a former President of a number of Jewish community organisations.

Peter Black has a broad range of corporate experience, having held senior roles at the international company Amcor Ltd including ten years as Group General Manager Internal Audit. During this time, the audit department expanded to five international countries. For more than a decade, he has served as a member of the Province Finance Advisory Committee for the IBVM Loreto Sisters’ Australian Province, providing commercial advice to the Sisters, covering oversight of their schools across Australia and their Australian and international community projects. Peter holds a degree in commerce from Canterbury University in New Zealand and is a Member of the Institute of Chartered Accountants of Australia and New Zealand.

Born in USA, Sister Sharon is a Missionary Sister of the Sacred Heart of Jesus (Cabrini Sister) and has served two terms as a Provincial Councillor for the Stella Maris Province prior to being missioned to Cabrini Australia.

Her background is in education and she holds a Master Degree in Religion and Spirituality from New York’s Fordham University. Sister Sharon has served as Executive Board Committee Member for Cabrini High School in New Orleans and the Cabrini Centre for Nursing and Rehabilitation in New York.

David Curtain QC Appointed March 2007

Sylvia Falzon Appointed July 2010

Jeff Gleeson QC Appointed August 2015

David is a barrister who practises in a wide variety of areas including medical and other professional negligence, commercial litigation, civil juries and personal injuries.

He was appointed Queen’s Counsel in 1993. David is a former Chairman of the Victorian Bar Council, a former President of the Australian Bar Association and the former President of the Medico-Legal Society of Victoria.

An experienced non-executive director of ASX-listed companies, not-for-profit and government organisations, Sylvia has worked in the financial services industry for almost three decades. She has held senior executive positions responsible for institutional and retail funds management businesses both domestically and internationally. Her roles have included Head of Business Development at AVIVA Investors Australia, an equity partner at Alpha Investment Management, and Chief Manager International Sales and Service at National Mutual Funds Management/AXA. Sylvia serves on the Boards of Perpetual Limited, SAI Global Limited, Regis Healthcare Limited and Museums Board of Victoria.

Jeff is a barrister who practises across a number of commercial areas, including professional negligence, building and construction, insurance law, sports law, superannuation, inquests, inquiries and defamation law.

He was appointed Queen’s Counsel in 2007.

53

O U R B OA R D

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Peter Mahon Appointed July 2010

Father Laurence McNamara CM Appointed October 2012

Dr Paul Nisselle AM Appointed October 2014, retired November 2015

Peter is CEO of corporate advisory firm Royce. He has extensive communications experience in the corporate, government and not-for-profit sectors. Peter’s healthcare experience includes the Commonwealth Department of Health and Ageing, Therapeutic Goods Administration, Victorian and Commonwealth Departments of Human Services, Medicare Australia, GMHBA, Royal Children’s Hospital, Mercy Hospital for Women, St Vincent’s Health, Affinity Health, Villa Maria Society, Freemasons Hospital and the Catholic Archdiocese of Melbourne. Peter holds a Bachelor of Economics degree from Monash University.

He is a former member of the Xavier College School Council, Chairman of the Xavier Foundation and the Sacre Coeur Foundation. Peter is a member of the Salvation Army Board of Advice.

Father McNamara is a Vincentian priest and moral theologian. He is parish priest of St Joseph’s Malvern and Senior Lecturer in the Department of Moral and Practical Theology at Catholic Theological College, MCD University of Divinity, Melbourne. He has lectured at St Francis Xavier Seminary, Adelaide College of Divinity, Flinders University and the Catholic Institute of Sydney. Father McNamara is a graduate of the Gregorian University, Rome, and Oxford University. He received his doctorate from the University of Adelaide. Father McNamara has been Deputy President of the Catholic Institute of Sydney and President of the Catholic Moral Theology Association of Australia and New Zealand and a member of human research ethics committees for health and public sector organisations.

Paul is a general medical practitioner (GP) who has extensive experience in medical indemnity insurance, as well as medical law and clinical risk management.

He works as a sessional GP and is a consultant with MDA National and the Cognitive Institute. He is a Fellow of the Royal Australian College of General Practitioners, a Foundation Fellow of the Faculty of Forensic and Legal Medicine, Royal College of Physicians (England) and holds a Master of Health and Medical Law from the University of Melbourne. He was made a Member of the General Division of the Order of Australia (AM) in 2013 “for service to medicine and the medical profession through contributions to a range of government and professional organisations and to the community through youth welfare and cultural groups”.

I N V IT E E TO T H E C A B R I N I B OA R D

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Professor Robyn O’Hehir AO Appointed September 2010

Sneza Pelusi Appointed October 2014

Alison Moran Company Secretary since July 2015

Robyn is Professor/Director Allergy, Immunology and Respiratory Medicine, Central Clinical School, Monash University and the Alfred Hospital, Deputy Head, Central Clinical School, Monash University and Deputy Head Research, Alfred Health. She is a consultant physician, educator and internationally renowned researcher in allergy and anti-inflammatory therapies who has received substantial grant support from the National Health and Medical Research Council. Robyn was elected a Fellow of the Australian Academy of Health and Medical Sciences and a Fellow of the Thoracic Society of Australia and New Zealand in 2015 and she was made an Officer of the Order of Australia in 2016. Robyn is a Life Governor of Asthma Victoria and a member of Council of the Sir Robert Menzies Memorial Foundation.

Sneza has worked with Deloitte Australia for 24 years including 14 years’ experience as an audit partner.

She holds a Bachelor of Commerce, is a member of the Institute of Chartered Accountants in Australia and is a registered company auditor. She has worked in Perth, Melbourne and Jakarta. Since October 2008, Sneza has led the Deloitte Victorian Assurance and Advisory practice nationally and is a member of the firm’s national executive. Previously she led the Deloitte Victorian Assurance and Advisory Practice and was a member of its Victorian and national executive.

Alison is a qualified legal practitioner admitted to practise in Victoria and Western Australia. She is a graduate of the University of Melbourne and former General Counsel of Corrs Chambers Westgarth. Alison has more than 20 years’ legal experience including significant board and corporate governance experience. She supports the Chairman and the Chief Executive in the management of the Cabrini Board of Directors and Board Committees.

As well as her law degree, Alison has a Graduate Diploma in Applied Corporate Governance. She is a member of the Governance Institute of Australia.

I N V IT E E S TO T H E C A B R I N I B OA R D

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Dr Antonio Grossi Invitee since January 2016

Judy Hacker Invitee since March 2016

Dr Michael Walsh Chief Executive since 2008

Currently Antonio is the Chair of Medical Staff at Cabrini and in this role, he is an invitee to the Cabrini Board of Directors. In 2001, he was appointed as a consultant anaesthetist at Cabrini. Since 2004, Antonio’s many contributions have included involvement in the administration of the anaesthetic department and craft group. He is deputy director of Cabrini’s department of anaesthesia and pain management. Antonio is present Chair of the Professional Issues Advisory Committee of the Australian Society of Anaesthetists and a member of the Victorian Anaesthetic Group. A graduate of the Australian Institute of Company Directors, he is currently studying a Master of Health Administration at Monash University.

Judy has more than 30 years’ experience in the corporate world driving the strategic direction of major brands such as Estee Lauder, Yellowglen, Decore, Uncle Tobys and Wolf Blass. In 2007, Judy established her own business Maxim Marketing and works with organisations to strengthen their brands through strategic focus. In 2002, she completed Leadership Victoria’s Williamson Community Leadership Program. Since then, Judy has volunteered with a range of not-for-profit organisations and has been on the board of Amaze (Autism Victoria), FareShare, Choir of Hard Knocks and Extended Families.

Presently Judy is on the Board of Women’s Health Victoria.

Dr Michael Walsh has been Chief Executive of Cabrini Health Limited since December 2008. He has a distinguished career in hospital and health administration in Victoria, Western Australia, the UK and the Middle East.

Michael is a medical graduate of Monash University and holds a Master in Public Administration from the Kennedy School of Government, Harvard University.

He is a Fellow of the Royal Australasian College of Medical Administrators and the Australasian College of Health Service Managers. Michael is appointed as a Company Secretary of Cabrini Health Limited.

Board committees The Cabrini Health Board of Directors was supported by eight Board Committees during 2015-16.

The responsibilities and work undertaken be each of these committees are outlined as follows.

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Cabrini Audit and Risk Management Committee Chair: Peter Black The Audit and Risk Management Committee is appointed by the Board to assist it in fulfilling its governance responsibilities in relation to the financial management of Cabrini.

Cabrini Foundation Board Chair: Sylvia Falzon The Cabrini Foundation Board is appointed by the Board to assist it in fulfilling its governance and oversight responsibilities relating to fundraising. This Board oversees and guides all fundraising activities for, on behalf of, or under the auspices of Cabrini.

Cabrini Human Research Ethics Committee Chair: Dr Margaret Staples The Cabrini Human Research Ethics Committee reports to the Board and is responsible for reviewing and approving research projects that involve human participants. It ensures that the research affirms the mission and values of Cabrini and the Catholic Church. It also ensures that ethical standards are maintained in research projects to

protect the interests of the research participants, the investigator and Cabrini.

Cabrini Institute Council Chair: Professor Peter Fuller The purpose of the Institute Council is to develop, support and promote the clinical education and research activities of Cabrini. It acts as the principal advisor on Cabrini’s education, research and health promotion strategies and governs/oversees the conduct of the Cabrini Institute.

Cabrini Mission and People Committee Chair: Sister Sharon Casey MSC The Mission and People Committee is appointed by the Board to assist it in fulfilling its governance and oversight responsibilities relating to Cabrini’s identity and purpose including organisation culture, ethical practice, community benefit and community partnerships.

Cabrini Nominations Committee Chair: Richard Rogers The Nominations Committee is appointed by the Board to assist the Board fulfil its governance and oversight

responsibilities relating to the Board and Board Committee composition, performance and succession planning.

Cabrini Patient Experience and Clinical Governance Committee Chair: Dr Paul Nisselle AM The Patient Experience and Clinical Governance Committee is appointed by the Board to assist it in fulfilling its governance and oversight responsibilities relating to the key principles of clinical governance and to ensure governance systems are in place that maintain and improve the reliability and quality of patient care, as well as improve patient outcomes.

Major Construction Projects Committee Chair:Â Richard Rogers The Major Construction Projects Committee was established in September 2015 to provide governance oversight on behalf of the Board of major capital construction works undertaken by Cabrini, where those works have an anticipated cost of $25m or more.

Our executives Cabrini has an Executive Committee which supports the Chief Executive in performing his duties, including leadership of our mission and implementation of our corporate and strategic plans.

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Dr Michael Walsh Chief Executive

Professor Leanne Boyd Executive Director, Nursing and the Cabrini Institute

Michael has been Chief Executive of Cabrini Health Limited since 2008. He has a distinguished career in hospital and health administration in Victoria, Western Australia, the UK and the Middle East. He is a medical graduate of Monash University and holds a Master in Public Administration from the Kennedy School of Government, Harvard University. Michael is a Fellow of the Royal Australasian College of Medical Administrators and the Australasian College of Health Service Managers.

Leanne joined the Executive Committee in August 2014 as Executive Director of Nursing and Cabrini Institute.

She has a clinical background in critical care and began working at Cabrini in 2012 as Director of Education and Staff Development. Leanne has more than 20 years’ experience in health professional education. Previously, she worked at Monash University as Director of Academic Programs (Middle East) and Head of Department, Community Emergency Health and Paramedic Practice.

Leanne holds postgraduate qualifications in education and critical care from Monash University and a Master of Tertiary Education Management from the University of Melbourne.

Judith Day Executive Director, Commercial Services and Business Systems and Deputy Chief Executive Judith has worked at Cabrini for ten years. She is a Certified Practising Accountant and completed a Master of Business Administration from the University of Adelaide. Judith has 20 years’ experience in the health sector. Previously, she was Director of Finance and Administration at St Andrew’s Hospital in Adelaide.

Prior to that, she worked in various roles at Faulding Healthcare, Flinders Medical Centre and Ashford Community Hospital. Her responsibilities include finance, payroll, information technology, health information services and health fund contracts.

Geoff Fazakerley Executive Director, Diagnostics, Major Projects and Infrastructure Geoff began working for Cabrini in 1985 and in 1990 became Director of Support Services until 1997, when he was made Director of Building and Business Development.

In 2009, Geoff was appointed to the position of Executive Director, Diagnostic Services and Infrastructure. He also holds executive responsibility for major projects. Geoff has played an integral part in overseeing the development and expansion of Cabrini Health, including our premises at Ashwood, Brighton, Elsternwick, Hawthorn, Malvern and Prahran.

Mary-Anne Gallagher Executive Director, People and Culture

Cath Garner Executive Director, Mission and Strategy

In August 2014, Mary-Anne was appointed to her current role. Previously, she worked in the role of Principal Consultant, Organisation Development reporting to the Chief Executive, appointed in 2010. Mary-Anne is a registered psychologist who has worked in human resources for more than 25 years in private and public sector organisations including finance, corporate rehabilitation, environmental management, public and private health and tertiary education. She has held roles as director of organisation development and human resources at a global level in complex, dispersed organisations. Mary-Anne holds a Bachelor of Science, a Graduate Diploma in Applied Psychology and a Master of Science in Positive Organisation Development.

Cath has a background in nursing and education and in 2002, she was appointed as Mission Integration Officer, joining the Executive Committee in 2007. She has worked in Australian healthcare for almost three decades in a wide range of key clinical, staff development and management roles. She holds postgraduate degrees in education, information systems, innovation/service management and theology. She oversees Cabrini Health’s social outreach and community engagement programs.

59

O U R E X EC U T I V E S

60

Dr Peter Lowthian Executive Director, Medical Services

Natalie Sullivan Executive Director of Brighton and Continuing Care

Dr Simon Woods Executive Director, Malvern

In August 2014, Peter was appointed to his current role responsible for medical services and clinical governance.

From 2002-2014, Peter was Executive Director of the Cabrini Institute and gained executive responsibility for clinical governance in 2013. He is a rheumatologist and a graduate of Monash University. Peter is a Fellow of the Royal Australasian College of Physicians, of the Australian Faculty of Rehabilitation Medicine, of the Royal College of Physicians London and of the Royal Australian College of Medical Administrators.

Natalie joined Cabrini in 2010 and oversees five clinical campuses including our acute hospital in Brighton, palliative care, two rehabilitation hospitals, residential aged-care and Cabrini’s chronic disease programs. In 2012, Natalie assumed executive leadership for patient experience. Her background is in allied health as a prosthetist/orthotist. She is recognised as a Fellow of the Australasian College of Health Service Management, holds a Master of Health Administration, and is a graduate of the Australian Institute of Company Directors. Prior to joining Cabrini, Natalie worked in public health in executive and general management roles leading groups of hospitals and network-wide health services.

Simon trained as a general surgeon specialising in upper-gastrointestinal surgery. He has worked in public and private hospitals in Australia, Scotland and Hong Kong. Simon was head of unit at the Alfred, Melbourne. From 2007-2014, he was Medical Director and subsequently Executive Director of Medical Services for Cabrini, ultimately ceasing his clinical practice. In 2014, Simon was appointed to the position of Executive Director of Cabrini Malvern, with overall operational responsibility for this acute tertiary hospital, as well as Cabrini Pharmacy. He has been closely involved with the development of Cabrini’s clinical services plan. Simon is a medical graduate of Melbourne University, a Fellow of the Royal Australasian College of Surgeons and the College of Surgeons of Hong Kong and has an MBA (Executive), with distinction from RMIT University.

Our organisation chart Missionary Sisters of the Sacred Heart of Jesus, Provincial Superior, Stella Maris Province Cabrini Board of Directors

Dr Michael Walsh Chief Executive CORPORATE EXECUTIVE Office of Chief Executive Neil Christensen Legal Counsel Christine Elmer Director, Marketing & Community Relations Alison Moran Company Secretary Sue Parkes Director, Cabrini Foundation Tim Staker National General Manager, Cabrini Technology Ralf Pelz Managing Director, Cabrini Linen

Note: current at 30 June 2016

CLINICAL EXECUTIVE

Cath Garner Executive Director, Mission and Strategy

Associate Professor Lee Boyd Executive Director, Nursing and Cabrini Institute

Judith Day Executive Director, Commercial Services & Business Systems (Deputy Chief Executive)

Dr Peter Lowthian Executive Director, Medical Services

Geoff Fazakerley Executive Director, Diagnostics, Major Projects & Infrastructure Mary-Anne Gallagher Executive Director, People and Culture

Natalie Sullivan Executive Director, Brighton and Continuing Care Dr Simon Woods Executive Director, Malvern

61

OUR SUPPORTERS

62

Companions

Construction Engineering (Aust) Pty Ltd

Dr Laurence LeWinn Foundation

Aventis Pharma Pty Ltd

Equity Trustees Limited

Kylie Minogue OBE

Mr John Gandel AO & Mrs Pauline Gandel

Marc & Bev Fookes

Richard & Susan Mizgala

Mr Ian & Mrs Linda Gandel

Charles Holckner & Family − In Memory of Lily

Frank O’Shea OAM

Ms Michelle Gandel

Harold Johnston OAM & Kay Johnston AM

The Family of Duncan Powers

Mr Tony & Mrs Helen Gandel

Jreissati Foundation

In Memory of Marlene Regan

Heartbeat Cabrini Inc.

Susan Kavals Memorial

The Sasse Family

Mr Alan Jackson AO & Mrs Esme Jackson

Mr David & Mrs Barbara MacDonald

Mr & Mrs P Selzer & Family

Alan Jackson Nursing Research Fellow

Mr Angus Mackay

Signorino Family

Mr John Laidlaw OAM & Mrs Betty Laidlaw

Mr Louis Managan AO & Cecile Mangan

Neville & June F.M. Smith

Mr David Mandie OBE

The McMurrick Family

Victor Smorgon Charitable Fund

Pfizer Australia Pty Ltd

Peter Meese Cancer Nursing Fund

Mr Brian J Sutton FCNA

Merrin Foundation

Mr & Mrs Mark Newman

David & Chasya Tamir

Nigel Peck AM & Patricia Peck

Richard & Dorothea Nossbaum

PF & RA Tomaino

The Moniek Sambor Family Memorial Research Fund

Ostomy Association of Melbourne Inc

Michael & Donna Tricarico & Family

The Sambor Family

Alan, Ada & Eva Selwyn Family

Cheryl M Windsor

The Simonds Family

Richard Smith

The Stewardson Charitable Trusts

Benefactors

Fellows

Amgen Australia Pty Ltd

Associated Retailers Limited

AMP Foundation

The Bachrach Charitable Trust

AON Risk Services Australia

Anthony & May Barry

Beaconsfield & de Winter Families

In Memory of Jan Bucknall

Bib Stillwell BMW

Charter Security Group

W & G Bradshaw Trust

Maureen Coomber

Collier Charitable Fund

The Alfred & Jean Dickson Foundation The Fryer Family

Commonwealth Bank of Australia – Corporate Financial Services Vic & Tas

Partners

Prue Gillies AM

The De Luca Family

Bensons Group of Companies

Geoff and Helen Handbury Foundation

David & Kristene Deague

The Michael & Andrew Buxton Foundation

Mr & Mrs Higgins

Mr Andrew C Facey

Cabrini Medical Staff

Mrs Kerrie Hunter & Family

Mr Geoff & Mrs Lesley Freeman

Lady Patricia Connelly

Mrs Dinah Krongold & Family

Brian Goddard

Mr George & Mrs Mira Szalmuk Szalmuk Family Department of Medical Oncology Mrs Anne Wollach-Szalmuk Mr Geoff Szalmuk Mrs Simone Szalmuk-Singer Dr David & Mrs Lisa Thurin Mr & Mrs Joseph & Helena Frőhlich West Frőhlich West Chair of Surgery

Ken Grenda AM & Margaret Grenda

In Memory of Mrs Bella Rogers

Chris Chadwick

Mr John Grossi

Rotary Club of Brighton

John Christophersen

Herschel Asset Management Limited

Rotary Club of Malvern

Estate of Mrs Margaret Cochrane OAM

Mr Russell Hutchinson

The Sanford Partnership

Naja David & Family

IM & SK Families Fund - suggested

Sanofi-Sythelabo Australia Pty Ltd

Dr Bruce & Mrs Pat Davis

Des & Cheri Jackson

The late John Saunders AO

Downie Family

Jack & Sheila Jenner

Margaret Savill

Mary Drenen

Kay & Burton Pty Ltd

Alexander Slade

The Duggan Foundation

Eleanor Keamy & George Tate

The Brian Smith Endowment

Mr & Mrs Wal Edgar & Family

Mrs Judith Lang & The Gideon Lang Foundation

Smith & Nephew Pty Limited

The Marian & E H Flack Trust

Jeff Loewenstein

Margery E Snowball

Fried & Sable Families

Helen Macpherson Smith Trust

Sotheby’s Australia

Gailey − Lazarus Foundation

Mr Colin & Mrs Jannene Madden

Spooner Family

Mr Michael & Mrs Helen Gannon

The Matthey Family

G & K Stansen

Eli & Kerry Goldfinger

Alison McElroy

Tattersall’s, The Estate of The Late George Adams

Grenda Foundation

M McGauran

Mr Stewart & Mrs Ingrid Webster

Dorothy Haines

Ron & Valerie McLaughlan

Dr Charles William (Bill) Edgar Wilson

The Hall Family

MIA Victoria

Windemere Foundation

P & M Harbig (Holdings) Pty Ltd

Doris Mohl OAM

Cheryl M Windsor

The George Hicks Foundation

John Allison Monkhouse

Yarra Valley Travel

Dr & Mrs R A Hurley

Mr Hugh Morgan AC & Mrs Elizabeth Morgan Mr Patrick Nalty The O’Donohue Family Paulusz Family Foundation Pharmacia Australia Pty Ltd Prostate Cancer Foundation of Australia Elinor Rabinov Margaret & Tony Reeves Lady Susan Renouf Gary Richardson Roche Products Pty Ltd Irvin Rockman CBE

Patrons Aquanita Racing Pat & Sheril Aughterson Bagot Gjergja Foundation Eric Ormond Baker Charitable Fund Mr Nick & Miss Angela Baldi Theodore (Ted) & Miriam Berman Besen Family Foundation Ron Bunker & Evelyn Abaya Reginald & Audrey Campbell Caravan Industry Australia Victoria Trades Division

The Irvine Club Inc Jacobs Thomas & Associates Dr Sharon Keeling Mr Doug Kefford AO The Valda Klaric Foundation Langton’s Pty Ltd Annie Rose & Andrew Lazar Foundation Lynette & Kevin Lee Mrs Barbara J Lewis The Lochtenberg Family Lord Mayor’s Charitable Fund Joan Loton

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OUR SUPPORTERS

The Lowthian Family

Mr Choo Keng Wee & Mrs Beverley Anne Wee

E. Morris

Men of Malvern

The Werled Foundation

Mr Vincenzo Paoletta

Andy Lyas Christopher Marriott In Memory Of Leigh Masel The Mezo Family Gordon Moffatt AM Barry & Beatrice Moignard Charitable Trust Mr Bill Montague OAM & Mrs Elaine Montague Montague Group R M Morgan AM Paul Mullaly QC Mr John & Mrs Pamela Murphy Richard (Frederick) O’Brien 64

Bruce Parncutt & Robin Campbell Proclaim Management Solutions Pty Ltd Ramler Family John Reeves Mr Benedict J Roche Denis Roche Drs Sue & Phil Ronaldson Rotary Club of Brighton Charitable Foundation Rotary Club of Chadstone/East Malvern Peter & Barbara Shearer Mr John Sircom & Mrs Helen Sircom Mr Daryl Somers OAM & Mrs Julie Somers OAM In Memory of Margaret Roff Sutton Mrs Valma Truin Barbara Tucker In Memory of Suzanne Vass Peter T. Wain & Family The Wallis Family Marie & John Warnock

Associates John & Ruth Adamson Georgina Barraclough John & Liz Bate Mr & Mrs Jack & Meg Bowen Brighton Grammar School David Brookman The Sir Wilfred Brookes Charitable Foundation Mr & Mrs G & J Brown Carter Family Foundation Stephen Charles Nelson & Julie Cheung celebrating our 50th Anniversary In Memory of Ignatius Paul Cini Cobram Barooga Golf Club Veterans Club Mrs Margaret Coningsby/In Memory of Graham Coningsby In Memory of Ron & Joan Davies Brian Davis Dromana Football & Netball Club Mrs Susie Edwards & Family John Graham Mr & Mrs Geoffrey A Grant Edith Greiman

Armando Poli Lyn Punter Mrs Irene Reich Ralph & Ruth Renard Dr John Rogers AM & Mrs Rogers Richard & Ros Rogers The Russell Foundation Pamela Shotton − In Memory of John Shotton Yvonne Spencer The Springwaters Foundation Jean St Leger Educational Scholarship Mr & Mrs Frank & Heather Stewart The Strachan Family Mr Bernard Sweeney Geoffrey H Thomas Leonie Thompson Yvonne Thompson Joan And Roderick Thomson Cornelis Van Ek Alice Vaughan B & A Wain Mr Max Walters Marcia Williams

Peter Heffernan

Bequests

Jean & Ern Ireland − Sea Bee Pty Ltd

In Memory of Claire Abrahams

Mr Andrew Lindsay

Estate of Gustav G.H. Apituley

Mr & Mrs Simon & June Lubansky

Estate of Ellen M Balderstone

Ron & Fay Malouf

Estate of Nola Barnes

Allan McNicol

Estate of Carmel Mary Blanton

Desmond W Milner

Estate of Doris Elaine Boyd

In Memory of Judith Moir

Mrs Ann Brewer

Estate of Rosina Violet Brown

Estate of Marita Therese Mulcahy

Kerrie Hunter

Estate of Nance Nevasa Buchanan

Estate of Marjorie May Murdoch

Patricia Janes

Estate of Agnes Ferguson Clark

Estate of Rex Oxnam

Tessa Kagan

Estate of Annie Marjorie May Clarke

Estate of Leslie Charles Parkinson

George Karpathiou

Roger John Cleary

Estate of Russell Pitt

Stephen Kelly

Estate of Joyce Mena Coxall

Estate AV Powers

Dorothy Keyte

The Estate of David Roy Cross

Estate of Lindsay G Quinn

Tuen Yee Lucy Lao

Estate of John Lawrence De Yong

Estate of William Clifford (Peter) Rawlins

Patsy Littlejohn

Rino Della Bosca

Estate of Alexander Graeme Robertson

Dr Angela Marks

Estate of John Robert Edwards

Estate of Anthony Carmel Saccasan

Judtih Moir

Estate of Dr Betty Elliott

Estate of Grace Saunders

Mary Nesbitt

Estate of Barbara Feil

Mrs E C Seccull

Mr Chor-Kim Ng

In Memory of Hubert Frances & Margaret Mary McCarthy

Estate of Alan Selwyn

Mr Brian O’Sullivan

Estate of Harold Francis

Estate of Leslie Alfred Shapland

Maxwell Charles Parsons

Estate of U M Frawley

Estate of Carl & June Simpson

Mrs Christine Potts

Estate of Dorothy Cecelia Garbutt

Estate of Maria (Lina) Concetta Sinelli

Joyce Reed

Estate of John Sutherland Hamling

Bella Taft

Elian Rotenberg

Estate of Pamela Mary Harper

Estate of Hugh L Wallace

Timothy Russell

Estate of Noel Arthur Hatherly

Estate of Wilma Elsa White

Ann Ryan

Estate of Mary Kathleen Hauser

Estate of Betty Geddes Wood

In Memory of Richard John Savill

Estate of Doris Mary Hawkless

The Estate of Vica Vitea Yavitch

Marjorie Smith

The Estate of Rita Mae Hunt Estate of Doreen Johnson Estate of Heather Jones Estate of Valda Irene Keil Estate of Irene Kozica Estate of Robert Mackey In Memory of Mrs Katherine Jane Mactier Rita Anversa Magris Estate of Brian Charles Mander Estate of Katherine Mander Estate of June Masson In Memory of Kiril Miltenov

In Memoriam

Diane Spielvogel

Mr Christopher Bedelis

In Memory of George & Mira Szalmuk − The Szalmuk Family

Dr Katrina Bottomley

Charlotte Tait

John William Clapham

Mrs Pamela Tan

In Memory of Graham Coningsby

Geoffrey Robin Westacott

Nereo Dizane Kevin Elias

Education and research

Walter Lyle Fish

Brian H. Gillies Palliative Care Research Fund

Margaret Goddard

Brian H. Gillies Travel Scholarship for Palliative Care Nurses

Peter Royston Gray

Mayer Page Research Fellow

The Tom Hafey Memorial Fund

Sarah Miskin Palliative Care Nursing Scholarship

Jade Howell

John Allison Monkhouse Palliative Care Scholarship

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O U R H E R I TAG E STORY

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Francesca Cabrini was born in northern Italy in 1850.

Inspired by her deep faith in Jesus Christ, she was a woman of great compassion and courage. She saw her life as a mission to relieve suffering and serve those in need – particularly the poor and excluded. She established health, education and care centres in the USA and Latin America, in Europe and in England, becoming an inspiration to all whose lives she touched.

She was the first citizen of the USA to be canonised a saint. At age 30, she founded the Missionary Sisters of the Sacred Heart of Jesus to show God’s love for people through their compassionate action in the world. Today their mission reaches around the world, and includes Cabrini Health in Australia.

Our Cabrini story started in 1948, when ten Cabrini Sisters arrived in Melbourne to take over St Benedict’s, a small hospital in Malvern. The journey from Italy took ten days as the plane could only fly during daylight hours. The Sisters thought they were taking over a fully functioning hospital but unfortunately, this was not so. Without losing spirit, they worked hard to equip and make the place presentable so that they could re-open the facility. At the time, Melbourne was not the multicultural city that we know today. People were cautious of these Italian sisters who dressed and spoke differently to the Australian religious of the time. Despite their best efforts, in the first few months there were many complaints about their strange ways. However, the Sisters recognised there were people in need and, with courage and determination; they laid the foundation for the comprehensive healthcare serve we have become today.

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Published October 2016.

Produced by Cabrini’s marketing and community relations department. Designed by Motion Advertising & Design Pty Ltd. Printed by Adams Printers Pty Ltd. Printed on Grange Laser/Offset, which is PEFC certified and manufactured in a facility with ISO 14001 EMS accreditation. Made elemental chlorine free.

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C ABRINI ph: (03) 9508 3518/3532 email: feedback@cabrini.com.au www.cabrini.com.au