Issuu

2020 | 2021

Annual Report

Medical and Surgical Excellence.

Contents 01 Mission, Vision and Values 02 Chairman’s and CEO’s Report 03 Highlights 04 Nursing and Clinical Services 08 Patient Safety and Quality Hospital Accreditation Quality Improvement 09 Measuring Our Performance 12 Finance and Administration 18 People, Organisational Development and Safety 19 Workplace Health and Safety 20 Information Systems 21 Engineering and Support Services 22 Research and Ethics Projects 24 Medical Education 26 St Andrew’s Hospital Foundation 30 Financial Report 31 Organisational Structure 32 Board Sub Committees 33 Board of Governors

On 21 March 2018, the Kaurna people were recognised as native title holders for lands around Adelaide and on which St Andrew’s sits. St Andrew’s Hospital acknowledges that we are on the traditional Country of the Kaurna people of the Adelaide Plains and pays respect to Elders past and present. We recognise and respect their cultural heritage, beliefs and relationship with the land. We acknowledge that they are of continuing importance to the Kaurna people living today. We also extend that respect to other Aboriginal Language Groups and other First Nations.

Medical and Surgical Excellence St Andrew’s is a 240-bed private surgical hospital overlooking Adelaide’s south-eastern parklands. It houses eleven state-ofthe-art operating theatre suites; a 28-bed cardiac unit; an 18-bed critical care unit; an emergency department including an after hours chest pain unit; a new procedural suite complete with DOSA (Day of Surgery Admission); an angiography suite; and South Australia’s most comprehensive private cancer-care facility. In addition to these facilities, we believe that we have some of the best people in South Australia working at St Andrew’s. This belief is supported by the team’s numerous national quality and clinical excellence awards.

Mission Medical and Surgical Excellence.

Vision St Andrew’s will be known as the best private hospital in Australia, with a culture where relationships matter. We will achieve this by creating an environment that promotes: • quality healthcare supported by exemplary customer service, • best-practice patient care and support, • partnerships with patients, carers and consumers that facilitate a service responsive to their needs, • a positive culture based on teamwork that allows us to attract and retain the best staff, • sound business and financial practices to maintain a stable base for future growth, • a strong affiliation with the Uniting Church and its agencies, • innovation and creativity in all our pursuits, • the use of up-to-date facilities and equipment.

Values We Care, We Create, We Deliver.

St Andrew’s Hospital 2020 | 2021 Annual Report

Chairman’s and CEO’s Report

David Whitbread

Stephen Walker

It is with a great deal of pleasure that we provide you with our Annual Report for 2020/21. Well, what a year we have all had! The global pandemic has continued to impact on everybody and whilst we in Australia have suffered, we have fortunately avoided some of the terrible scenes we have witnessed in other countries. In South Australia, we have been very lucky with only minor outbreaks of community transmission. However, the impact of COVID has been considerable and there is no doubt it has tested all of our resilience. We are so grateful for the continued support of our staff and Visiting Medical Officers (VMOs) and for the understanding of our patients and visitors during one of the most challenging years. The quote that comes to mind is ‘Adversity often activates a strength we did not know we had’, and this was certainly the case at St Andrew’s.

We have however had another busy and successful year. Our activity levels continue to increase and we now represent more than 14% of all private hospital/day surgery admissions in SA. Our theatre and procedural areas are at near capacity, so we are once again looking to expand. Whilst we are very proud that we have so much demand from surgeons for operating lists at St Andrew’s, it has caused us challenges during a period where the healthcare sector across Australia is struggling to recruit sufficient numbers of nursing staff. Recruitment and retention of nursing staff will remain a strong focus and we are confident we have the culture, environment and support for nursing staff to choose and remain at St Andrew’s. Whilst we are happy with our increasing activity, we are most proud of maintaining our exemplary standard of patient care. We are in constant pursuit of best practice care for our patients and providing exceptional customer service from all of our team. The constant feedback we get from our patients, visitors and health funds demonstrates that we are doing this, and this is also confirmed by our excellent clinical indicator results and patient outcomes that are reported to the board on a monthly basis. This is testament to all of our staff who work together as a wonderful team. During the course of the year, we have worked with our architects and other consultants to enhance our master plan to determine the priorities moving forward. Our master plan identifies a number of projects that we are currently considering and prioritising, and we are excited to be in a position to have these exciting opportunities to pursue.

On the construction front, the development of 333/337 South Terrace has commenced and the progress has been excellent. This three level building will house a new state of the art radiotherapy facility operated by GenesisCare, as well as a range of other medical services. Construction of the building is expected to be completed by the end of 2022. As you will see in this annual report, we have had some significant upgrades of our patient areas, purchased considerable capital equipment and enhanced a number of our IT systems. The importance of IT in healthcare should not be underestimated and we will continue to enhance our systems and resources over the coming years. Similarly, we have always placed a priority to ensure our facilities and equipment are contemporary and kept up to date. Strategy and governance are of course major responsibilities of the Board. We are also closing out our current strategic plan (2018-2021) and will facilitate a new plan to be ready for the beginning of 2022. The annual performance review of the Board and Executive have been completed and it is so pleasing that we have such stability, skill and commitment at both of these levels. In concluding, we would like to thank and acknowledge the entire St Andrew’s team, including our dedicated nursing staff and visiting medical officers, our non-nursing staff, volunteers, our board and our foundation, all of whom have contributed to another successful and outstanding year. Until next time, stay safe, happy and healthy.

Stephen Walker Chief Executive Officer

David Whitbread Chairman

Highlights

Development and implementation of robust COVID safe processes throughout the clinical and non-clinical areas, ensuring safety for patients, staff and visitors in an ever changing environment

Expansion of our clinical education program, including a diverse online learning program across clinical settings

Outstanding graduate nurse program delivered across all clinical areas with a 100% retention rate of high calibre graduates

Implementation of State of the Art 4K Camera Stack Systems (Arthrex and Olympus) throughout the theatre suite, with the added benefit of activating patient engagement through the provision of electronic reporting

Delivery of a new paediatric clinical area, enhancing the experience for both paediatric patients and their care givers

Development of a scenario-based learning for the advanced life support training program, utilising a new interactive manikin enabling practical skills in airway, rhythm and cannulation training

Continued growth in IT system development across clinical and nonclinical areas

Scholarship program for emerging leaders

Volunteer engagement

St Andrew’s Hospital 2020 | 2021 Annual Report

Nursing and Clinical Services COVID-19 – Challenges and Successes

Clinical Education

Although COVID continues to challenge us, it has enabled us to further embrace and accentuate the day-to-day practice of our values:

Despite the difficult landscape, we are proud of our achievements in the education space.

We Care, We Create, We Deliver. COVID-19 has created an opportunity for us to reflect and confirm that these values define the culture in which we work every day. St Andrew’s has worked closely with SA Health, clinicians, patients and families to provide care in difficult situations such as end of life care, to provide as much support as possible while balancing the need to protect patients, family, St Andrew’s staff and key stakeholders. This requires flexibility and understanding of the driving principles of risk management and containment of an epidemic while maintaining a compassionate approach to real-life situations. It has resulted in a number of tailored solutions, such as planned and supported visitations; the use of technology to enable communication with those in restricted or remote locations; and the provision of clear information enabling patients and families to make informed decisions based on the best information available at the time.

The continued provision of excellence in health care relies heavily on the care of our staff. A key focus during the hardest lock down periods and restrictions to elective surgery was to support staff. This was achieved through the provision of up-to-date information and education, planned leave, support for appropriate staff to work at home and the provision of programs and supports including mental health. New roles, practices and processes were put in place to help manage the rapidly changing environment in which we all found ourselves. St Andrew’s has always believed in the value of relationships, and that relationships matter. COVID has enabled us to demonstrate those relationships in practice and how they help to protect all of us during the pandemic. We would like to extend our thanks to our patients, families, staff and VMOs for working with us to keep everyone as safe as possible during this difficult time.

St Andrew’s has always believed in the value of relationships, and that relationships matter.

Perioperative The perioperative education plan has been developed over recent years to be a far more structured clinical program based on the skills required in the ever-changing perioperative environment. Perioperative graduate nurses complete their twelve-month contract in either scout or scrub nurse roles or in recovery/ anaesthetics, completing six months in each area. Competencies and workbooks are completed under the supervision and guidance of the perioperative educators, clinical nurses and mentors. This program continues to evolve and includes strong links to both the ACORN standards and the National Safety and Quality Healthcare Standards (NSQHS). Historically, different environments in the perioperative setting have experienced acute shortages of skilled staff, leading to low morale and poor workforce retention. This is not an issue unique to St Andrew’s, and was evident in the areas of anaesthetics and recovery in late 2017 and led to the appointment of two part time clinical educators in Recovery and Anaesthetics. Numerous existing staff, both graduates and lesser experienced, have been supported and educated through their professional journey to become highly valued and skilled in the area. In February 2021, a large group of new staff, including two graduates and others with varying levels of experience, commenced in the scrub/scout roles. This placed pressure on resources within the education team and the wider perioperative department. Subsequently, a business proposal was submitted to support the development of new staff through a structured mentoring and education program. This program continues today in all perioperative areas with the ongoing recruitment of new staff.

The need for further support has led to the appointment of a perioperative clinical nurse, with an education focus. This role has also allowed for a more robust auditing program linking back to NSQHS and ACORN standards, and has facilitated targeted education across all perioperative areas. The expanded education team has allowed for the collaboration of skills and sharing of ideas, facilitating a united focus on the continued improvement of education within the department. This program has been well received by both current and new staff members, and our surgeons continue to recognise the high calibre of nursing staff members in our procedural areas. The team delivering this program is to be commended for what they have delivered, ensuring the best care continues to be provided to St Andrew’s patients.

Aboriginal and Torres Strait Islander Cultural Competence Training (NSQHSS 5) In October and November 2020, our executive and management team members attended Aboriginal and Torres Strait Islander Cultural Competence training in line with NSQHSS Standard 5. This session was provided by Ms Chris Thyer, on behalf of the Tauondi Aboriginal Community College. Chris’s extensive experience in providing this training was certainly evident in the sessions conducted. Her own indigenous experiences of growing up on a mission, her journey through mainstream education, employment, marriage and finally motherhood, demonstrate Aboriginal culture and the contemporary issues faced. The training revisited the history of colonisation, the tribes that inhabited Australia, the many cultural differences and how they relate to the world. The plight of the First Nation people was shared as we journeyed through the history of mass killings, racism and lack of rights for indigenous peoples, who were classed as flora and fauna, and then through the impact of the Stolen Generation. The presenter managed this in a diplomatic and sensitive way, reinforcing that although history cannot be changed, it can provide us with an awareness that, as individuals and as an organisation, we can make a difference as we move forward. Attendees’ feedback was overwhelmingly positive and, with this new understanding of indigenous culture, including the importance of family and the little importance of time and money, we will deliver care in a way that meets the needs of those patients who identify as Aboriginal or Torres Strait Islanders.

St Andrew’s Hospital 2020 | 2021 Annual Report

Nursing and Clinical Services continued Advanced Life Support (ALS) Training Historically, Advanced Life Support education has been provided to staff by one of our trainers in each specialty areas, leading to some variation in the delivery of the program. This strategy was challenged by team members three years ago. A working group, with representatives from Coronary Care, Angiography, CCU, Recovery and Anaesthetics and the Emergency Department met to design a comprehensive standardised program. Necessary changes were identified, and a scenario-based program was designed and delivered for accredited staff, and subsequently rolled out to all relevant areas. These sessions were designed to provide the annual updates staff require after attending an external Australian Resuscitation Council ALS1 course. The hospital now facilitates five to six ARC external courses each year at 321 South Terrace, with six participants attending each course. If staff attend an external course, they are not required to do a refresher session in the same year, ensuring consistency

in approach. Restrictions related to COVID impacted on our ability to deliver these sessions. In the 2020/21 financial year, the program expanded to enable the delivery of a scenario-based ALS program utilising a new interactive manikin which enables those participating to increase their airway, cardiac rhythm, defibrillation and cannulation skills. The ergonomic design of the manikin means it can be transported to different clinical areas to ensure the scenario training and assessment is delivered in the

clinical environment where the teams work. With the generous donation from the St Andrew’s Foundation, we now have a simulated learning program which allows feedback during scenarios and has the ability to perform practical invasive skills, a high calibre program carried out under higher fidelity conditions. This program adds another layer of expertise for our clinical teams, providing safe care to St Andrew’s patients.

This program adds another layer of expertise for our clinical teams, providing safe care to St Andrew’s patients.

Graduate Nurse Program - 2021

We received 473 applications for our highly regarded 2021 Graduate Nurse Program. 18 high-calibre applicants accepted positions at St Andrew’s to undertake their graduate year.

We are proud of the achievements of our graduates and the teams who do an outstanding job mentoring them.

The 2020 (finishing) Graduate Nurse Program graduation ceremony was held on 21 January 2021. We continue to maintain a consistent rate of 98% of all graduate nurses over the last 10 years transitioning to permanency at St Andrew’s. This shows the rigor of the recruitment and induction program across the hospital. We are proud of the achievements of our graduates and the teams who do an outstanding job mentoring them, particularly with the difficult and changing environment of the past year.

St Andrew’s Hospital 2020 | 2021 Annual Report

Patient Safety and Quality St Andrew’s is committed to delivering excellence in patient care and clinical services. Our goal to provide safe and high-quality care for all our patients is articulated to all our staff and volunteers via the safety and quality framework which defines that the care provided at St Andrew’s Hospital is patient-focused, driven by information, and organised for safety. Our consumers and VMOs play an important role in ensuring patient safety and quality through active participation in our clinical governance committees.

Hospital Accreditation St Andrew’s Hospital is accredited with Australian Council on Healthcare Standards (ACHS). Accreditation is recognised as an important driver for safety and quality improvement. It is a healthcare accreditation body’s public recognition of an organisation’s achievement of set accreditation standards and its level of performance in relation to those standards.

‘What matters to you?’ Day Once again St Andrew’s Hospital celebrated ‘What matters to you?’ Day on Wednesday 9th June. On the day, we invited patients throughout the hospital to write what matters to them on a handmade leaf. The leaves were then gathered by our staff and displayed, for a week, on a tree in the main reception area. With 108 of our patients responding, we received valuable feedback and enjoyed seeing our patients and staff interact in this meaningful way. The information received represented the diversity of values, beliefs and needs of our patients, and has been collated and reviewed as part of our commitment to providing them with the best possible care. ‘What matters to you?’ Day provided us with an opportunity to celebrate everything our teams do each day to ensure our patients receive care tailored to their individual needs.

In September 2021, the hospital will participate in an organisation-wide survey with the ACHS to verify the hospital’s compliance with the second edition of the National Safety and Quality Health Service Standards (NSQHSS).

The hospital also continues to maintain accreditation under the national Diagnostic Imaging Accreditation Scheme (DIAS) Standards.

Quality Improvement The St Andrew’s team is committed to improving patient safety and quality. Where possible, we work with our consumers to co-design quality improvement projects with fantastic results. In August 2019, our team commenced a quality improvement project relating to the management of peripheral intravenous lines (PIVCs). The aim of this project was to ensure we met current evidencebased practice and national and state standards related to PIVC management and care to reduce the incidence of line associated Staphylococcus aureus blood stream infections. The project included a comprehensive literature review, revision of local policy and clinical forms, and a comprehensive education program leading up to its implementation in August 2020. Post implementation evaluation and monitoring has seen a good uptake of relevant clinical practice changes and a reduction in the incidence of line associated Staphylococcus aureus blood stream infections.

2 6

1. Communication 11.9% Felt listened to, Information, Updates.

4. Environment/ facilities 3.0% Décor, Noise, Cleanliness, Equipment.

2. Staff 14.2% Caring, empathetic, professional, friendly.

5. Health 10.4%

3. Meals 3.0%

6. Care 14.9% Individual, Prompt, Competent, Safe.

3 4 7. Family/Loved ones support 17.9% 8. Other 24.6% Garden, Consider what others don’t have in healthcare, Education, Sleep, Rain, A balcony for fresh air.

Measuring Our Performance Our desire and ability to continually measure how well we are performing across the organisation underpins our commitment to delivering excellence and continuous improvement. This performance measurement includes clinical indicator monitoring, audits, independent stakeholder surveys, patient feedback mechanisms and accreditation surveys. Patient Feedback Patient feedback continues to be an integral part of informing us on patient safety and quality. In 2020, 94% of the feedback received indicated patients were ‘satisfied or very satisfied’ with the care they received. Many patients also provide positive comments about our staff, recognising them as welcoming, caring, cheerful, friendly, efficient, helpful and professional in the excellent care they provide.

This graph demonstrates patient satisfaction.

Very Satisfied 77.34% Satisfied 16.59% Neither 3.86% Dissatisfied 1.41% Very Dissatisfied 0.80%

Patient feedback continues to be an integral part of informing us on patient safety and quality.

St Andrew’s Hospital 2020 | 2021 Annual Report

The hospital’s participation in the ACHS Clinical Indicator Program enables us to benchmark our results against our peers. A large number of other performance indicators are monitored internally. Action is taken to address performance indicator results which fall outside expected norms. The following is a sample of performance indicators that are measured and monitored to further improve quality and patient safety at St Andrew’s Hospital: Average Bed Days Over time the average occupied bed days has not varied significantly. Bed days have been affected by COVID over the last 2 years.

6000 5000 4000

5023 days

4946 days

4882 days

2018-19

2019-20

2020-21

1.65 days

1.62 days

2019-20

2020-21

3000 2000 1000 0

Average Length of Stay Over time we have seen a decreasing length of stay (time in hospital) as well as surgeries now being performed as day surgery.

1.73 days 1

2018-19

11 Hand Hygiene Higher rate is a good result. The hospital Hand Hygiene rate is 84.5% and the National Benchmark is 80%. Hand Hygiene is one of the ways to reduce the Staphylococcus aureus bacteraemia rate.

100% 90% 80% 70%

84.5%

80%

60% 50% 40% 30% 20% 10% 0%

St Andrew’s Hospital Rate

National Benchmark

Staphylococcus Aureus Bacteraemia Lower rate is a good result. The hospital rate for Staphylococcus aureus bacteraemia rate is 0.497 which is below the Australian Standard of 1.00.

1.000

0.900 0.800 0.700 0.600 0.500 0.400 0.300

0.497

0.200 0.100 0.000

St Andrew’s Hospital Rate

Australian Standard Rate

Total Falls The hospital monitors its falls rate in a number of ways, included are the Total Number of Falls and Falls that occur in patients over the age of 65 (over 65 patients are the high risk group of patients for falling). Lower rate is a good result for both of these indicators. The rate of falls is 0.163% which is lower than the ACHS Private National Average of 0.216%. This is an outstanding result.

0.250% 0.200% 0.150%

0.216% 0.163%

0.100% 0.050% 0.000%

St Andrew’s Hospital Rate

ACHC Benchmark

St Andrew’s Hospital 2020 | 2021 Annual Report

Finance and Administration

Communication with our patients and their families continues to be our focus.

Regular Capital Equipment Program In July 2020, we commenced the year having just come out of elective surgery restrictions in the state and facing uncertainties about our planned activity and performance for 2021/22. Product supply lines continued to be disrupted by shipping catastrophes, stevedore disputes and raw material shortages on plastic consumables, all of which threatened the supply of medical and surgical consumables needed to run the hospital, particularly personal protective equipment such as masks and gloves. Prices of essential items became increasingly costly. The year ahead was to be challenging, and we planned accordingly. However, throughout this difficult time, we have maintained a solid financial performance, allowing us to keep our long-term commitments to programs such as our Engineering Services Masterplan and our regular capital spending program.

Engineering Services Master Plan This year $1.3 million was spent on refurbishments to hospital facilities and services including: • patient room upgrades • sewer stack replacements • water softener • water back-flow prevention • patient elevators upgrade

The hospital spent $3.9 million this year on its regular capital program to ensure availability of good quality medical and surgical equipment, to improve facilities, and to develop our IT systems. The main capital purchases were:

conditions, and the complex landscape of changing government regulations. This year has seen significant change in the Private Health Insurance (Prostheses) Rules and chargeable items included on the prostheses list.

• theatre camera systems

The hospital received an increased number of self-insured patient inquiries. In response to this, we have developed our TrakCare patient admission system to provide automated and detailed cost estimates. This has improved our capacity to provide informed financial consent to patients, and ensure that they are fully advised of their financial commitments before admission to the hospital.

• duodenoscopes, colonoscopes, cystoscopes and ureteroscopes • infusion pumps • Caviwave steriliser • STERRAD steriliser • Paediatric Clinical Area • Day of Surgery Admission (DOSA) Upgrade • orthopaedic power tools • IT systems data integration • replacement of front foyer and hallway carpets After COVID-19 interruptions during the first quarter of the year, with support from the ANZ Bank, we finished 2020/21 as planned, fully repaying the debt that facilitated the building of the Eastern Clinical Development. Our finance team continues to work closely with all other staff at the hospital, providing key support services such as billing, payroll, accounts payable, accounting and financial reporting. These staff members take on the responsibility for generating and spending our money and ensuring that our financial commitments to employees, contractors and suppliers are met on time in a national economy that is becoming increasingly precarious. This year, Rebecca Keong, our Patient Funding team leader, has taken on a greater role in coordinating workload, training and improving the effectiveness of the team. Significant improvements have been made in billing processes for emergency department presentations. Expertise provided by Patient Funding staff and particularly by Angela Bayldon, our Senior Claims Assessment Officer, is essential in managing changes in health fund contract terms and

Patient Services Throughout a time of such uncertainty, we have proven that we can be flexible and adaptable while still caring for our patients with a helpful and professional attitude. Our screening team at the main entrance has kept the hospital safe by welcoming all patients and visitors with masks, hand sanitiser and screening questions about their travel history, hotspots and other potential risks. The number of visitors allowed for each patient is regularly impacted by changes to density requirements, but we continue to negotiate compassionate solutions in difficult situations. As always, we value all patient feedback to identify areas where we can make improvements. We continue to make advancements with our online pre-admission forms, and with the provision of online financial consent. Communication with our patients and their families continues to be our focus and the Patient Services team brings a friendly and caring face to welcome everyone who comes to the hospital.

St Andrew’s Hospital 2020 | 2021 Annual Report

Finance and Administration continued Clinical Costing Our Clinical Costing Analyst continues to work with management and staff throughout the hospital to strengthen our understanding and management of clinical costs. The Revenue and Clinical Costing Working Group has been established and meets monthly to discuss and address areas of interest, work being undertaken and issues raised that impact revenue and clinical costing data at St Andrew’s Hospital. The Power Performance Manager (PPM2) costing system has been extensively reviewed and continues to be refined with updated methodologies, and new data feeding in from various systems and clinical costing reports are now delivered on a quarterly cycle. The costing data plays a major role in supporting the Angiography co-ownership through regular and ad-hoc reporting. Reports have been introduced at Finance and Audit Committee meetings and the costing data has become key to assisting with business analysis. Participation in the annual Private Hospital National Hospital Cost Data Collection has been confirmed for the next three reporting cycles. We have commenced focussing on significant expenditure areas such as medical and surgical supplies to better understand and manage these costs. Linking of the PPM2 and CGov patient incident systems is underway and will identify and quantify the financial impact of incidents during a patient’s hospital stay. The addition of the Revenue Module within PPM2 enables health fund contract rules and rates to be modelled across the same episodic dataset used for clinical costing. This module provides functionality that enables us to model the financial impacts of significant health fund contract changes, such as moving to new Diagnosis Related Group (DRG) versions. It is also used to audit actual billing against expected billing, and has proven very useful to identify discrepancies and potential revenue leakage.

These audits have been undertaken numerous times for BUPA and Medibank, and other major health funds are currently being added to the module.

Health Information Management Over the last twelve months, the Health Information Management Service has continued to achieve key performance indicators whilst further developing and streamlining services, along with the adoption of a number of new initiatives. The hospital’s medical record storage strategy has matured, supported by updated policies and offsite storage agreements. Revised sentencing and destruction business rules have been implemented with ongoing savings in annual offsite storage costs now being realised. The clinical coding unit has been able to retain stable qualified staffing levels supported by a robust training and auditing program. All staff have successfully completed an external online further education course in classification of orthopaedic surgery and are participating in regular professional coding related continuing education webinars relevant to the hospital’s case mix. An exciting new initiative for St Andrew’s Hospital is the commencement of a clinical documentation improvement program in partnership with the nationally recognised leader in this field, CDIA. The aim of this program is to improve the quality of our clinical documentation to better support our patients from a safety, quality and communication perspective. The program will also ensure our hospital funding better reflects our patient complexity. Workforce planning in the clinical coding area is an ongoing initiative to ensure the hospital continues to be able to maintain a qualified workforce in a national skills shortage area. The unit is currently supporting two new graduates within our mentored framework,

building their competency levels to achieve our hospital’s coding performance standards. The hospital continues to be represented on a number of state and national committees in the health information and coding fields. Health Information Manager, Lorraine Van Gemert, has continued to represent the Australian Private Hospitals Association on the national DRG Technical Group (DTG). She also chairs the SA Branch of the Health Information Management Association of Australia (HIMAA), the peak professional body for health information managers and clinical coders in Australia.

Supply The hospital continues to develop our Epicor ERP system, improving our stock management in the perioperative area. With their excellent product knowledge, our stock controller and theatre team of clinical nurse managers have optimised stock levels and available space around our theatres. We are constantly upgrading our SurgiBin storage to improve efficiency and use of limited space. About 2,500 product lines are stored in the hospital and, in addition to $1.6 million worth of stock in the main warehouse, $2.1 million of stock is held in the perioperative area. Best management of this resource is essential, particularly in the current COVID-19 affected era where damaged supply chains continue to limit stock availability and force price increases. A key factor throughout the pandemic is the relationships with our suppliers with whom we have worked closely as they have dealt with supply chain restrictions and high demand from hospitals across South Australia. Our solid relationships supported our ability to source product through allocation systems giving existing customers consistent and continual supply of goods. However, our diligence with

back-order management has remained a key control, ensuring supplies are delivered as needed. South Australia’s Detmold Medical notably stepped up with local manufacture of level 3 surgical masks, guaranteeing a good supply of protective masks for hospital staff, patients and visitors. St Andrew’s remains a keen customer of local manufacturers who support public health needs across our state. Throughout the pandemic, the hospital has had supplies available to meet the needs of our surgical specialists, and has not cancelled any theatre cases. This is a testament to the supply team led by John Ioannou, and is his pièce de resistance as he heads off to a well-earned retirement this year.

St Andrew’s remains a keen supporter of local manufacturers.

Although COVID continues to challenge us, it has enabled us to further embrace and accentuate the day-to-day practice of our values.

We Care, We Create, We Deliver.

St Andrew’s Hospital 2020 | 2021 Annual Report

People, Organisational Development and Safety

People Over the past year, we have continued to focus on the recruitment and retention of employees who align with our positive culture, which is based on our values and focussed on relationships. This culture has allowed us to recruit and retain highly experienced and skilled people across a range of areas, despite a mounting skills shortage locally, nationally and internationally, particularly for specialist nurses. Throughout the year, we welcomed 175 new staff members. This included 18 graduate nurses and a number of people who have held the important responsibility of screening patients and visitors upon entry into the hospital against COVID-19 risk factors. All new staff participate in our extensive Orientation Program, with many leaders from around the hospital availing themselves to meet our new team members. The feedback from our Orientation Program continues to be extremely positive, with participants commenting on how approachable and friendly our leaders are.

This year, we celebrated many of our long serving employees through multiple Service Award ceremonies. A total of 55 employees were recognised for achieving 10, 15, 20, 25 and 30-year service milestones. Many of our long serving employees were originally part of our graduate nurse program and have made the decision to remain with the hospital throughout their nursing careers. We continue to be proud of our positive culture and the subsequent high level of staff tenure, with an average service length of nine years. Over the past year, we also congratulated seven long-serving employees on their retirement:

Years’ Service

Kay Allman – Registered nurse

Yvonne Cowling – Secretary

Sandy Brown – Enrolled nurse

Jan Rogers – Registered nurse

Loriana Brazzatti – Enrolled nurse

Meg Humphreys – Registered nurse

Jackie Harris – Patient Services clerk

Our employee engagement ‘Have Your Say’ survey is another significant body of work undertaken this year, conducted through Best Practice Australia (BPA). The responses received from our employees indicated that our culture continues to be consistent with our competitors within the private hospital industry. The Executive team has used the feedback received in the survey to continue to enhance our culture and implement changes and initiatives that will ensure that our high levels of staff engagement are maintained. Our employee communications app, SnapComms, continues to be a valuable resource to support our ability to communicate effectively with staff. Approximately two thirds of our employees are now using the platform. SnapComms has been particularly useful throughout the COVID-19 pandemic, enabling us to forward information regularly and quickly, regardless of whether staff are on shift.

Workplace Health and Safety Throughout 2020-21, the hospital has continued to focus on implementing actions, processes and programs aimed at addressing workplace health and safety hazards and reducing the risk of workplace injuries. This has included: • Increasing the number of health and safety representatives (HSRs), to ensure that all work areas are represented for consultation purposes, and engaging HSRs in activities such as risk assessments and incident investigations. • Providing additional education to leaders to ensure that they are able to fully exercise their responsibilities from a health and safety perspective, including using our hazard and incident reporting system (SolvSafety) to record and track actions taken to address identified hazards. • Reviewing WHS policies and procedures to ensure they reflect contemporary WHS practice and internal processes.

• Developing a strategic WHS Improvement Plan, aimed at improving our safety culture and the capability of leaders, along with a range of initiatives to prevent workplace injuries. Our Staff Wellbeing Program took on a new form this year, as the pandemic limited the number of face-to-face activities we were able to conduct. Whilst we have still been able to deliver our regular, and very popular, programs such as general health and skin checks, we have had to turn to digital means in other areas. During the height of the pandemic, we introduced Wellbeing Wednesday emails. These blog-style emails are distributed to staff on a fortnightly basis and provide information about various aspects of wellness, including fitness, mental health, nutrition and social wellbeing, as well as recommendations on recipes, podcasts and books to support wellbeing.

In September, the hospital participated in Beyond Blue’s R U OK? Day. We recognise that maintaining healthy levels of mental wellbeing is extremely important in any context, but perhaps even more so in our industry where staff can often experience additional emotional fatigue as they care for patients who may be feeling stressed and anxious. As part of R U OK? Day, members of the HR Division and the Staff Executive Committee (SEC), with the help of some volunteers, provided staff with free cups of coffee on the Waverley House lawns, encouraging them to ‘take a break and check in’ with a co-worker. Throughout the week surrounding R U OK? Day, communication bulletins were also distributed to staff each day, highlighting ways to look after their own mental wellbeing.

We recognise that maintaining healthy levels of mental wellbeing is extremely important.

St Andrew’s Hospital 2020 | 2021 Annual Report

Information Systems TrakCare continues to rate highly. A 99.99% KPI measure of scheduled availability allows our healthcare professionals system reliability, enabling them to concentrate on what they do best - caring for patients. We have continually kept the TrakCare product at the latest available release level, ensuring that we have the most recent developments within reach. Planning has already begun to move to the recently-released T2021 version.

This version includes new features inspired by the rapid response of healthcare organisations around the world to the challenges of the COVID-19 pandemic. The InterSystems’ IRIS product has enabled us to communicate electronically to the doctors’ rooms, delivering reports and images automatically, reliably and efficiently. The patient portal, Personify Care, has been enhanced to more effectively and efficiently collect and deliver the information required to streamline the pre-admission and admission processes. Personify Care is also used to assist with post-visit

communications to the patient, using follow-up protocols, leveraging latest technology devices. The new intranet site went live in January 2021, running on a Microsoft SharePoint platform. Importantly, our document management system was able to be included. Policies and procedures and manual processes were reviewed and replaced with electronic workflows using userfriendly Microsoft applications. SharePoint provides us with a base to expand and grow our intranet development into the future. Work continues, as improvements are constantly being considered. As COVID-19 challenges continue, work-from-home capability and security review has been a constant; firewall systems have been upgraded and anti-virus solutions enhanced.

As COVID-19 challenges continue, work-from-home capability and security review has been a constant.

Other systems implemented and upgraded throughout the past year include the internal Cisco phone systems, payment gateways, desktop technologies, and Wi-Fi networks.

Engineering and Support Services The 2020/21 year required us to be flexible, adaptable and creative in order to mitigate the repercussions of the pandemic, ensuring that of all of the COVID-19 implications did not impact negatively on the department’s duties and our support of the hospital. Engineering and Support Services consists of: • engineering services • bio medical service • dietary services • cleaning services • security services • waste management • grounds maintenance services

Engineering This department is kept extremely busy in providing preventative and corrective maintenance services to the hospital and related off-site facilities.

Capital Works In addition to the routine maintenance and repairs, we have completed the allocation of capital works within the project timeline and budget constraints. Projects undertaken, but not limited to, include the replacement of: • the dietary services sandwich fridge • the main reception area and hallway carpet tiles

• refurbishment of patient rooms • fire compartment barrier upgrades • lift call button upgrades to contemporary technology

Dietary Services The Dietary Services Department continued to retain our Hazard Analysis Critical Control Points (HACCP) accreditation and have done so since 2005, being one of the few hospitals in Australia to do so. This high standard of meal service is provided on a paddock-to-plate basis, where our meals are all freshly cooked and designed by dietitians to support patients’ needs such as modified textures and special dietary foods, including gluten free, lactose free, low potassium, and low fibre, high protein modified consistencies. With the prolonged impact of COVID-19 limiting some of the staff cafeteria patronage, we have introduced ‘take away’ meals. The same quality food is available to be taken from the hospital in purpose-made containers.

Biomedical Engineering Services Biomedical Engineering Services Department is staffed by three qualified and experienced biomedical engineers. Maged Shenouda, Colin Hill and Paul Wood

have continued to provide an excellent standard of service to the hospital, providing technical support to the new and exciting technologies being employed in the theatres. In particular, our biomedical engineers have provided support to every cardiac procedure performed in St Andrew’s for the entire year. Tasks provided by the Biomedical Services Department include: • Preventative maintenance • Corrective maintenance • External work

Cleaning Services ISS Healthcare Services has continued to provide a high level of cleaning services to St Andrew’s. We have recently celebrated our sixth year of association. In addition to the provision of the cleaning services (which is inclusive of making of beds in all the ward areas), ISS also carries out the specialised services for the theatre, Vancomycin Resistant Enterococci (VRE) & Methicillin/Multi Resistant Staphylococcus Aurea (MRSA) cleaning schedules. We continue to work with our major contracting services to create innovative ways to improve the quality of services to the hospital.

• the carpet tiles in the preadmissions offices and corridor

Engineering Services Master Plan (ESMP) The hospital has committed to the ESMP program that ensures all the major fixed plant and equipment throughout the hospital is replaced and upgraded in a timely and efficient manner. Projects completed for this year (Year 6 of the ESMP), include: • replacement of sewer stacks (ongoing) • back flow prevention devices (on going) • upgrade and extension of the building management computerised system controls (solenoids to B3 tank)

The 2020/21 year required us to be flexible, adaptable and creative in order to mitigate the repercussions of the pandemic.

Research and Ethics Projects St Andrew’s Hospital is a recognised leader in medical research and innovation. All research is administered by the Human Research and Ethics Committee (HREC). We adhere to National Health and Medical Research Council (NHMRC) Guidelines in the conduct of all research and projects. The HREC’s role is to review research proposals that involve human participants to ensure they meet approved ethical standards and guidelines. It is also the Ethics Committee’s role to ensure the safety of individuals involved in clinical trials run at St Andrew’s Hospital. The committee members take this responsibility very seriously. Most individuals who participate in clinical trials do so without any personal benefit and sometimes whilst accepting a risk of an adverse outcome. Australians have a great record of altruism and willingly participate in research. For our population size we bat way above our weight on the international research stage. We work closely with our growing network of clinicians and research partners, such as the University of Adelaide, to turn scientific discovery into the best possible treatments, care, and outcomes for our patients and their families.

Some of our key focus areas are: - cardiac research - contributing to national data registries - robotic treatments and artificial intelligence - cancer research - health care delivery - fertility research St Andrew’s is committed to clinical research and currently supports a number of projects. This year has been an incredibly challenging one for everyone. Despite this, we are incredibly proud that our HREC has been able to oversee over 33 studies undertaken at St Andrew’s Hospital. They include innovative studies such as the use of artificial intelligence to help predict lymph node status on staging imaging for colorectal cancer. A/Professor Glenn Young (Cardiologist) has been a member of the Hospital’s HREC for the past three years. ‘I am a strong supporter of clinical research, having published my first paper 30 years ago – makes me feel old. Most of the procedures I currently perform at St Andrew’s did not exist when I finished my medical training. It is only through the ingenuity and dedication of many researchers that they have progressed from an idea to an approved procedure. Clinical trials

are pivotal to the progress and evolution of modern medicine.’ One study currently being run through the HREC where the principle investigator is A/Prof Young is ‘Feasibility study of the HighLife 28mm trans-septal transcatheter mitral valve in patients with severe mitral regurgitation and at high surgical risk’. The study is to evaluate a new investigational medical device, the HighLife mitral valve prosthesis, for the treatment of mitral valve regurgitation. This multicentre study is conducted in up to 30 centres in the European Union (EU) and Australia, treating up to 50 patients. The investigational sites have been selected based on a significant experience in mitral valve surgery and other valve procedures. It is our demonstrated commitment to the pursuit of innovation—to discover, improve, and provide you with the most advanced developments in health care — that differentiates St Andrew’s as a leader in healthcare, education and research. Chairperson Reverend Richard Miller Layman Mr Geoff Lake Laywoman Ms Cate Davis Person with knowledge of, and current experience in the areas of research regularly considered by the HREC. Mr Stephen Walker A/Prof Glenn Young Prof Rob Fraser Person who performs a pastoral care role in a community. Reverend Peter Morel Person with knowledge of, and current experience in, the professional care, counselling or treatment of people. Mr Adam Ritchie A/Prof Susan Neuhaus Lawyer Ms Joan Sedsman Back row – Left to right Mr Geoff Lake, Mr Stephen Walker, Rev Peter Morel, Mr Adam Ritchie, A/Prof Glenn Young Seated – Left to right Ms Joan Sedsman, Rev Richard Miller (Chair), Ms Cate Davis Absent: Prof Rob Fraser, A/Prof Susan Neuhaus

St Andrew’s, where life is taken care of.

St Andrew’s Hospital 2020 | 2021 Annual Report

Medical Education Medical Student Selective Program 2021 Despite the challenges of the last 12 months, we have continued to deliver a robust positive outcome program for the Year 6 MBBS program. The two-semesters program incorporates one semester of selective program in the areas of Medicine, Primary Care, Psychiatry and Surgery, and a Student Selected Experience (elective) and one semester dedicated to a hospital placements speciality program. St Andrew’s has now been involved in the 6th Year selective program for twelve years, offering placements in breast/endocrine and urology and cardiology, and is the only private hospital to do so. Throughout the rotations, and by the end of the year, twenty-one students will have attended; thirteen in breast/ endocrine, two in cardiology; and six in urology. We are fortunate to have a program where highly-regarded consultants provide supervision and mentoring to the students. Specialists provide opportunities for students to be present at a range of patient interactions, including initial and follow-up patient consultation sessions in the consultant’s private rooms, and within the theatre suite during surgery. Students also have the opportunity to follow up with the patients in the clinical areas in the presence of the consultant. The student feedback consistently recognises that the St Andrew’s program ensures they are exposed to a diverse range of specialty areas facilitated by a flexible program. Clinical Placement Coordinator Leanne Batten manages the program to ensure students’ exposure to surgical procedures are maximised during the rotation. This flexibility has been consistently recognised in the feedback statements provided by the students as a positive attribute of the program. Almost all students have attended a session in the cardiac theatre and followed individual patient progress during the following morning’s session with the CCU consultants. They are exposed to robotic procedures and have participated in surgical sessions

in urology, vascular, plastic surgery, breast/endocrine, spinal/neurosurgical and orthopaedics. Where a student may express an interest in a particular specialty outside their placement, the program has the flexibility to provide this additional opportunity. During their theatre sessions, anaesthetic consultants engage with the students, providing mentoring in this pivotal aspect of clinical intervention. Many surgeons allow the students to scrub in to procedures. To ensure the student has the greatest benefit from these opportunities, they are provided with formal sessions in scrubbing, gowning and draping, as well as information on how to assist surgeons if required. These sessions have been well received by all students with comments received:

‘Excellent orientation and introduction to an unfamiliar environment.’

‘We rarely receive formal orientation sessions. It makes the first day less daunting. Appreciated the theatre scrubbing and introduction to what tools and equipment are used in theatre.’

In addition to surgical sessions, students are allocated to various cardiology consultants and cardiology students at GenesisCare. They experience consulting sessions, exercise stress ECHO, sleep clinic, CT reporting, angiography sessions, transoesophageal echocardiograms and electrophysiology laboratory sessions.

Those students in the breast/ endocrine placement program spend sessions with the consultants in the Breast Clinic to provide an insight into the care of these patients both pre- and post-operatively. In addition to medical input, the students spend time with the breast care nurses and stomal therapy nurses. These sessions provide a different perspective of the patient journey and are always well received. Dr Randall Brown, Clinical Director for Dr Jones & Partners at St Andrew’s Breast Clinic, provides a session sharing his radiology knowledge with the students. Consultants from both Adelaide Oncology and Haematology and South Terrace Urology have provided exposure to the specialty of oncology. The students are provided with a tour of the Clinpath’s Mile End facility, and have the opportunity to work with a pathologist utilising the multiheaded microscope. During the year, Mr Quoc Lam provides a suture workshop, a handson experience for the students. He teaches correct suture techniques and provides an understanding of types and uses of a large range of sutures. All the equipment needed for this workshop is kindly donated by Ethicon. Our chaplain, Reverend Peter Morel facilitates a session with all the students on delivering bad news, sharing his experiences and giving the students practical suggestions and resources for further reading. Feedback from this session continues to recognise the importance of developing this skill and how this session has benefited and prepared students for their future careers: ‘Interactive and insightful; I now know the role of the chaplain in the patient experience, and that we can refer patients to him.’ ‘Highly interesting, engaging and relevant … provided useful suggestions that I will use in my career.’

25 The feedback received from students about the selective program continues to be positive. The following extracts are indicative of the comments received: ‘I had a great time and enjoyed one-on-one time with the consultants; it was a very different perspective to public hospitals and team-based ward work. The doctors and staff were encouraging, engaging and eager to teach, which was excellent for me as a student. I had an excellent time and have recommended the rotation to younger students.’ ‘Thank you for looking after me throughout my placement at St Andrew’s. All the staff were very approachable, although I do find theatre intimidating as a student. I thoroughly enjoyed my placement and saw many surgeries I hadn’t seen before.’ ‘I really enjoyed my time at St Andrew’s. I think strength of the placement included the wide variety of areas we were exposed to, as well as the opportunities to be involved and spend time with consultant surgeons. All the extra sessions were really valuable to me, and I took something away from everyone we spent time with. I also really appreciated the flexibility and options to speak to the clinical placement coordinator about which opportunities we would like to have.’ The success of this program is due to the time and commitment shown by those involved. The skilled consultants who continue to share their knowledge, the nursing team members in different clinical areas, and the consultants room staff who support the program allow St Andrew’s to deliver a diverse and successful program to all participating medical students. Special thanks to the following specialists: Dr Michael Abbott Dr Vinod Aiyappan Dr James Aspinall Dr Michael Berce Dr Janne Bingham Dr Melissa Bochner Dr John Bolt Dr Julie Bradley Dr Michael Brown Dr Rick Catterwell Dr Georgy Chacko Dr Johnathon Cho

Dr Trevor Collinson Dr Rodney Cooter Dr James Dickson Dr Patrick Disney Dr James Edwards Dr Phillip Game Dr Tom Jaensch Dr Arman Kahokehr Dr David King Dr Steve Kinnear Dr Jim Kollias Dr Quoc Lam

Dr Jerrett Lau Dr Mark Lewis Dr Guy Ludbrook Dr James McLean Dr Joseph Montarello Dr Nick Murray A/Prof Susan Neuhaus Dr Bill McLeay A/Prof Rob Parkyn Dr Peter Sage Dr Peter Sutherland Dr Bob Singh Dr Raj Singh-Rai Dr Mike Smith Dr Richard Smith Prof Bogdan Solomon Dr Govindarajan Srinivasan Dr Peter Steele Dr Luay Sumaraie Dr Michelle Thomas Dr Charles Tie Dr Sarah Thompson Dr Paul Varley Dr Fabio Viano Dr David Walsh Dr David Walters Dr Adam Wells Dr Richard Wells Dr Robert Whitfield Dr Roger Woods A/Prof Glenn Young Dr Rob Young.

We are fortunate to have a program where highlyregarded consultants provide supervision and mentoring to the students.

St Andrew’s Hospital Foundation

Supporting St Andrew’s Hospital since 2000 26

From our Chairperson

The St Andrew’s Hospital Foundation has enjoyed another impactful year, supporting the hospital through our key focus areas. In a difficult year, our donors continued to support us, for which we are eternally grateful. Remaining agile, while continuing to execute our strategy, was key to achieving our goals and an important focus for the team. COVID-19 continued to challenge us all, but we are proud of our contribution to St Andrew’s Hospital. Our annual scholarship program saw the most scholarships awarded in the foundation’s history. The continued professional development of our clinical and support service staff is essential, and the foundation is proud to provide financial support, thanks to our dedicated donors. Other highlights included the completion of the Paediatric Ward refurbishment as a result of our 2020 Annual Appeal. We are thrilled with the results of this improvement and so are the patients and families that can now enjoy this bespoke space. We were also able to support the hospital with several equipment purchases, including training simulation iPads and manikin, an ultrasonic thermal disinfecting unit for the reprocessing of the da Vinci robot arms, orthopaedic surgical equipment and various items on the 3rd floor to assist our nursing teams to provide care to our oncology patients. As the result of a bequest, we also provided funding for three additional hard-wired Phillips monitors for the CCU Step Down Unit. Our volunteers remain a much-valued constant in the foundation and hospital. We simply could not do what we do without them. Their contribution in the coffee shop, as patient transport volunteers, and in administration is essential and highly-valued by staff and patients alike. Our sincere thanks go to them all. We welcomed Marie Dimasi to the role of coffee shop supervisor after John Coates resigned in December. The foundation team, including Hayley Pryzibilla and Valerie Turnbull, have once again operated with integrity, vision and foresight. I offer my congratulations and thanks. We also farewelled our Foundation Director, Amy Bredon at the end of July. Amy has provided outstanding leadership to the foundation for the past six and half years. She developed both the Waverley and Hay Society

Our volunteers remain a much-valued constant in the foundation and hospital. We simply could not do what we do without them.

groups and maintained strong relationships with our donors and partners. Amy leaves the foundation with a solid framework in place for the future and we thank her most sincerely for her commitment to the foundation and wish her all the very best in her new endeavours. During the year, the foundation also farewelled Marilyn Wiley from the Board of Directors. Marilyn has been a director for seven years and was previously the hospital’s Director of Finance. She has provided invaluable support to the foundation, particularly with her expertise in accounting and finance and I thank her for the time and commitment she has also given to the foundation. We have welcomed Jennifer Rees to the Board as Marilyn’s replacement. Jennifer is Manager-Business Advisory with William Buck Accountants and Advisors, and specialises in accounting, budgeting and compliance. Finally, I thank my fellow Directors for their support and guidance in what has been, at times, a very difficult but successful year for the foundation and St Andrew’s Hospital.

Chris Wright Chairperson

St Andrew’s Hospital 2020 | 2021 Annual Report

Donations We would like to acknowledge the individuals, community groups and service providers who have so generously supported the work of the St Andrew’s Hospital Foundation. Their support enhances the quality of care provided to our patients. Mr Robert Adam Mr Kenneth Allchurch Mrs Erminia Amici Miss Catherine Anderson Mrs Mary-Rose Andrews Mr James Arsenikakis Ms Zoi Athanasopoulos Mr Manfred Baer Mr David Bartholomeasz Ms Ann Basson Mr Ben Beamond Mr Mathew Behn Ms Christina Bell Mr John Bishop AO Mr Graham Blacket Mrs Margaret Blake Miss Jezreel Blanco Mrs Angelique Boileau Ms Sia Booth Judge Hugh Botting Mrs Lesley Braithwaite Mrs Christine Brazier Mr Bruce Brockelbank Dr Alistair and Mrs Stella Brown Ms Pamela Buchdahl Mrs Margaret Burgess Mr Ross Calver Miss Elizabeth Campbell Mrs Bronwyn and Mr Jim Cant Mrs Tania Capone Mr Angelo Carfora Mrs Sandra Cassetta Rev Don and Mrs Lesley Catford Mr Michele Cervelli Mr Wing-Nam Cho Mr Michael Collings Mr Glenn Collins Mr Paul Connolly Mrs Rhonda Copeland Mrs Adrienne Copley Mrs Denise Cotterill Mr Vincenzo and Mrs Caterina Covino Ms Maren Cowley Mr Trevor Craig Rev David Crosby Mrs Jillian and Mr Wayne Crouch Mr Greg Cutt Mr Gary Dawe Mr William and Mrs M De Saram Mr John and Mrs Susan Dearman Mr Ian Dempster Dr Christopher Dibden Mr Kym and Mrs Rosie Dickenson

Mrs Marlene and Mr Raymond Dixon Ms Jillian Dodd Mr Lindsay Doherty Mr Rob Doherty Father Angelos Drapaniotis Mr Anthony Dwyer Dr Christopher Farmer Dr Tim Fischer Prof Robert Fraser AM Dr Andrew Fuller Mr Peter and Mrs Beverley Gartner Mr John Gazley Hon Roger Goldsworthy AO and Mrs Lyn Goldsworthy Mrs Margaret Goodman Ms Claire Goodwin Mr Liam Gooley Mr Frank Gordon Ms Kallie Gordon Dr Ian Gould AM and Mrs Christine Gould Mrs Elisabeth Grilz Mr Rudolf Grilz Mr David Gurry Mr W Hack Dr Richard Hambour Mr John Hampel Miss Rosalie Harding Dr Mike Harding Dr Hugh and Mrs Josephine Harley Mr Richard and Mrs Wendy Haynes Mr Jeffrey Helps Mr Charitha Hettiarachchi Ms Rosemary Higgins Mr Mervyn Hill Mrs Rosemary Hill-Ling Mr Cedric Horn Ms Lucia Howard Dr Andrew Hunter Mr Jack Ireland Miss Amanda Jackes Ms Judith Jays Mr Christopher Johnston Mrs Tracy Jones Mr Brenton Jones Mr Nick Jones Ms Liv Khammash Dr Michael Kitchener Mr David Klingberg AO and Mrs Margaret Klingberg Dr Eganath Krishnappa Mr Geoffrey Lake Ms Dianne Lane Mr Gino LaRovere Mr James Lehman

Mr Linsley Leske Mrs Tina and Mr Keith Lloyd Mr Cristiano Luisotti Ms Klementine Lutz Ms Joan Lyons Mrs Heather Mackenzie Mr Michael and Mrs Lesley Madigan Mrs Ann Mandorlo Mr Donald Marker Mr Andrew Marks Mr Terence Marsh Mrs Franciska Marshall Mrs Barbara Marshall Mr Kyle McArthur Mr Murray McFarlane Mr Alan McKay Mr Richard McKay AM and Mrs Jean McKay Mr Peter and Mrs Pamela McKee Mr Vic McKenny Ms Joanna McLachlan Mrs Pam Mead Miss Helen Mickan Dr Neville and Mrs Lynette Minnis Miss Natasha Mitrovic Mr Domenico Monteleone Miss Nicole Morrice Mrs Helen Morris Mr Kevin Nguyen Ms Wendy Nicholas-Smith Ms Sue Nudl Mr Benjamin Oborn Mr John Olsson Mr Peter O’Reilly Mr Lindsay and Mrs Lynn Oxlad Mrs Luisa and Mr Costanzo Pannozzo Mrs Yvonne and Mr Harold Pape Mrs Robin Pawson Mrs Jeta Perkins Mr Leslie Peterson Mrs Chris Pinnington Mr Brian Pope Mr Sydney Pryor Mrs Elizabeth and Mr Grant Pryzibilla Mr Colin Raison Dr Michael Randle Mr Robert Read Mrs Sue Redden Mr John Reynolds Mr Paul Rice Mrs Janice Richardson Mr Andrew Richardson Miss Tabatha Robinson

Langton Academy Mr Trevor Rudd of Beauty Mr Giocondo Rusinski PFD Food Services Miss Cheryl Russell System Solutions Mr Marcel Sanders Engineering Ms Alison Sarles West Beach Surf Life Dr Richard Sarre Saving Club Mr John Schwerdt Mr Geoff Scown Mrs Rosalie Scutter Ms Amanda Seaton Mr David Seaton OAM and Mrs Beverley Seaton Dr Pradeep Sen Mr Trevor Shepherd Ms Desma Shillaker Mr Vincent Slattery Mrs Anthea Smith Mr David Smith Mr Bruce and Mrs Carolyn Spangler Mrs Barb Stace Dr Peter Stavrou Miss Jenny Steele Scott OAM Miss Kaylee Stewart Mr Andrew Stoler Mr Peter Sutherland OAM and Dr Mary Sutherland OAM Mr Jeremy Tan Dr David and Mrs Fran Taplin Mr Kym Teh Mrs Heather Temby Ms Deborah Terrett Mrs Carol Thalbourne Rev Hellena Thom Mrs Barbara Thomas Mr Erik Tils Ms Di Trethewie Mrs Ros Tucker Mr Malcolm Tyrrell Mr Lawrence Videon Ms Dawn Volle Mr Radosav Vukovic Ms Joanne Walkley Mr Ian and Mrs Rosemary Wallage Ms Diana Wallfried Mr Harry Wellens Mr Hans Werner Mrs Kay and Mr L Wetherall Mrs Chammy Wong Mrs Sah Lan Wong Mr Barry Worrall Mr Deane Yelland Mr Quintin Young Adelaide Anaesthetic Services Boileau Business Technology Galipo Foods GenesisCare Oncology Laity Morrow

We gratefully acknowledge donations received in memory of the following person who has been in our care.

Key Impacts, Items Funded and Achievements

Mrs Elaine Williams

We gratefully acknowledge the contribution of the medical specialists who have participated in the 6th year medical student clinical placements program and have kindly donated to the medical education research fund. Dr Michael Abbott Dr Vinod Aiyappan Dr James Aspinall Dr Michael Berce Dr Janne Bingham Dr Melissa Bochner Dr John Bolt Dr Julie Bradley Dr Michael Brown Dr Randell Brown Dr Catherine Cartwright Dr Rick Catterwell Dr Daniel Cehic Dr Georgy Chacko Dr Marianne Chapman Dr Trevor Collinson Dr Gareth Crouch Dr Patrick Disney Dr James Edwards Dr Nick Edwards Dr Tom Jaensch Dr Arman Kahokehr Dr David King Dr Steve Kinnear Dr Jim Kollias Dr Quoc Lam Dr Jimmy Lau Dr Mark Lewis Dr Bill McLeay Dr Joe Montarello Dr Jamie Morton Dr Nick Murray

A/Prof Susan Neuhaus Dr Rob Parkyn Dr Peter Sage Dr Luay Samaraie Dr Simon Sandler Dr Bob Singh Dr Michael Smith Dr Govindarajan Srinivasan Dr Peter Steele Dr Peter Sutherland Dr Michelle Thomas Dr Sarah Thompson Dr Charles Tie Dr Fabiano Viana Dr David Walsh Dr David Walters Dr Adam Wells Dr Richard Wells Dr Mary White Dr Robert Whitfield Dr Roger Woods Dr Phil Worley Dr Michael Worthington A/Prof Glenn Young Dr Rob Young

Paediatric Ward Refurbishment

Awarded 8 Nursing Scholarships

Pink & Blue Swim/Walk Event 2021 CCU Special Care Monitors iSimulate and Manikin Training Simulation Set Third Floor Equipment

Financial Report Statement of Financial Position as at 30 June 2021 2020/21 $,000

2019/20 $,000

23,220

31,957

Non-current assets

134,675

143,055

Total assets

157,895

175,012

Current liabilities

21,366

32,210

Non-current liabilities

21,297

24,041

Total liabilities

42,663

56,251

Net assets

115,232

118,761

Total accumulated funds

115,232

118,761

(Extract from audited accounts)

Current assets

2020/21

2019/20

59,629

57,432

36,781

34,871

1.62 days

1.65 days

Theatre procedures

17,077

15,220

Day Suite procedures

6,894

6,898

Emergency Department attendances

4,170

4,329

1,521

1,635

Emergency Department average waiting time 22.99 minutes

22.56 minutes

Separations Average length of stay

Emergency Department admissions

Workforce statistics - employees

BDO Chartered Accountants Level 7 420 King William Street Adelaide SA 5000

Bankers Commonwealth Bank of Australia 96 King William Street Adelaide SA 5000 ANZ Bank 121 King William Street Adelaide SA 5000

St Andrew’s Hospital Statistics

Occupied bed days

Auditors

800

757

Lawyers DW Fox Tucker Level 14 100 King William Street Adelaide SA 5000 HWL Ebsworth Lawyers Level 21 Westpac House 91 King William Street Adelaide SA 5000 Laity Morrow 25 Grenfell Street Adelaide SA 5000

Organisational Structure Board of Governors Chief Executive Officer - Mr Stephen Walker Director Nursing and Clinical Services Ms Jacquie Wiley Associate Director Nursing – Wards and Privacy Officer Adrian Saunders

Director of Engineering and Support Services Peter Cooper

Case Manager Elizabeth Jones Pre Admission Coordinator Tricia Fanning Infection Control Coordinator Linda Jarratt

Maintenance Controller James Crinson

Associate Director Nursing – Theatres and Procedural Areas Nicole Russell-Higgins

Clinical Educator Recovery/ Anaesthetics Jenny Slade/Kathryn Humphries

Dietary Services Manager Paul Smith

Clinical Manager Theatre Renee McHugh/Leandra Spencer

Clinical Education Coordinator Alison Sarles

Clinical Manager Recovery/ Anaesthetics Sharon Blaney

Graduate Nurse Coordinator Kerry Holm

Clinical Manager/Procedural Suite Sharon Maslen Clinical Manager – 2nd Floor Liz Knight/Heather Grady Clinical Manager – 3rd Floor Dale Dalton Clinical Manager – Cardiac Ward Lisa Walter Clinical Manager – 4th Floor Jan Hannigan Clinical Manager – Angiography Suite Joyce Restell Clinical Manager – Critical Care Unit Edel Silke Clinical Manager – Emergency Service Carla Zampatti Clinical Manager – Day Chemotherapy Suite Elizabeth Hamra/Lisa Mucklow

Clinical Educator, Theatre Kath Reval/Naomi Kingscott

Clinical Project Lead Kerene Kitschke

Director of Critical Care Unit Dr Alex Wurm

Director of Finance Garry Crispin

Director of Foundation Amy Bredon

Patient Services Manager Meredith Staggs Management Accountant Jason Mallon

St Andrew’s Hospital Coffee Shop Manager Marie Dimasi John Coates (to Dec 2020)

Financial Accountant Stuart Campbell Payroll Manager Sue Redden

Program Manager Business Intelligence Eleanor Royle

Clinical Costing Analyst Amanda Frankham Supply Manager John Ioannou Health Information Manager Lorraine Van Gemert

Quality and Risk Manager Tina Donaldson

Director of Human Resources Rachel Stephenson

Night Duty Coordinators Barb Uffelmann/Anitha Adolfus

Director of Medical Services Dr Paul Gaetjens Director of Information Systems Greg Laing

Clinical Educator, CCU Duncan Bamford

Bookings Manager Julie Arthur

Hospital Coordinators Caroline Guest/Sarah Myers

BioMedical Engineer Maged Shenouda

Coordinating Chaplain Rev Peter Morel

HR Manager Alina Gerhardy Injury/Claims Manager Carly Leaker

St Andrew’s Hospital 2020 | 2021 Annual Report

Board Sub Committees We thank our Board Sub Committee members, many of whom are currently visiting medical officers at St Andrew’s who volunteer their time.

Board Sub Committees are made up of the following committee members, many of whom are currently visiting medical officers at St Andrew’s. The Committees provide recommendations for action to the Board of Governors.

Patient Safety & Quality Committee

Finance & Audit Committee

Capital & Development Committee

Mr Jim Sweeney (Chair) Mr Stephen Walker Mr Geoff Lake Ms Jacquie Wiley Mr Adrian Saunders Ms Tina Donaldson Mr Dale Broomfield Ms Deidre Galezowski Dr Paul Gaetjens

Ms Sonya Furey (Chair) Mr Stephen Walker Mr David Whitbread Dr Daniel Cehic Mr Jim Sweeney Mr Garry Crispin Ms Jacquie Wiley

Mr Trevor Lambert (Chair) Mr Stephen Walker Ms Sonya Furey Mr David Whitbread Mr Peter Cooper Mr Stuart Campbell Mr Garry Crispin Ms Jacquie Wiley

Risk Management Committee

WHS Committee

Human Research & Ethics Committee

Ms Susy Daw (Chair) Mr Stephen Walker Ms Jacquie Wiley Mr Peter Cooper Mr Greg Laing Ms Tina Donaldson Ms Deidre Galezowski Mr Garry Crispin Mrs Rachel Stephenson

Mrs Rachel Stephenson (Chair) Mr Stephen Walker Mr Chris Mouratidis Mr Dale Broomfield Mr Peter Cooper Mrs Carly Leaker Rev Peter Morel

Rev Richard Miller (Chair) Mr Stephen Walker Mr David Whitbread Rev Peter Morel Mr Geoff Lake A/Prof Glenn Young Ms Joan Sedsman Prof Rob Fraser Ms Cate Davis A/Prof Susan Neuhaus OAM Mr Adam Ritchie

Medical Advisory Committee

Credentials Committee

Peer Review Committee

Dr David Walters (Chair) Mr Stephen Walker Ms Jacquie Wiley Dr Markus Nikitins Dr Alex Wurm Dr Andrew Hunter Dr Chiron Bartholomeusz Dr Nicholas Murray Dr Sonia Latzel Dr Peter Sage Dr John van Essen Dr Simon Sandler Dr Richard Wells

Dr Daniel Cehic (Chair) Mr Stephen Walker Dr Andrew Fuller Dr Mark Lewis Dr Roger Woods A/Prof Sarah Thompson Dr Rob Culver Dr Nicholas Marks Dr Gareth Lyttle Dr Neisha Wratten Dr Paul Gaetjens Dr Sandy Patel Ms Jacquie Wiley

Dr Mary Sutherland OAM (Chair) Mr Stephen Walker Dr James Moore Dr Richard Wells

Dr Paul Gaetjens Dr Sandy Patel

Dr Rod Cooter Dr Rob Young Dr Paul Gaetjens Ms Jacquie Wiley

Board of Governors

Rear (L-R): Jacquie Wiley, Jim Sweeney, Trevor Lambert, Daniel Cehic, Garry Crispin, Sonya Furey Front (L-R): David Walters, Susy Daw, David Whitbread, Stephen Walker, Mary Sutherland, Richard Miller.

Chair

Board Members

Ex Officio Member

Mr D Whitbread BEc, FCA, FAICD

Dr D Cehic MBBS, FRACP, FCSANZ

Deputy Chair

Ms S M Daw GAICD, FGLF (03)

Rev R Miller Min.Dip., Grad.Dip.Ed. The Moderators Alternate, SA Synod Uniting Church in Australia

Dr M F Sutherland MBBS, FFARACS, FANZCA

Ms S C Furey BEc (Acc), LLB (Hons), LLM, FCA, GAICD Mr T Lambert BE (Civil), MEnvSt, GradDip BusMgt Mr J L Sweeney MBBS, FRACS Dr D J Walters MBBS, FAICD, FRACS

350 South Terrace, Adelaide South Australia 5000 Telephone 08 8408 2111 Facsimile 08 8232 0328 www.stand.org.au

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