Royal District Nursing Service

Annual Report 2006

Royal District Nursing Service

Royal District Nursing Service ABN 49 052 188 717

contents

2 our mission and vision

3 2006 at a glance

4 about us

5 our services

6 chairman’s report

8 CEO’s report

10 operational report

28 financial summary

29 the executive team

30 donations received

32 facts and figures

36 the board of directors

40 corporate governance statement

patrons’ council

Dr Sally Cockburn

Lady April Hamer OAM

Darvell Hutchinson AM

The Honourable Jeffrey Kennett AC

The Honourable Joan Kirner AM

Simon Molesworth AM QC

Lady Primrose Potter AC DLJ

Sir Gilbert Simpson KNZM QSM

Dr Mano Thevathasan

welcome to the Royal District Nursing Service

Annual Report 2006

RDNS 2006 Annual Report 1

2 RDNS 2006 Annual Report RDNS 2006 Annual Report 3

2006 at a glance

1,336 staff

30,937 clients treated

35,087 episodes of care

515,514 hours of direct care

1,495,665 visits

560 cars

8,200,000 km travelled

our missionto provide clients with an effective and efficient quality home nursing and healthcare service in partnership with other health service providers

our visionto be the leading provider of home nursing and healthcare services in Victoria


The elderly, the frail, the sick and the disabled: these are the people that rely on the professional care offered by their district nurse. And all enjoy that care in the comfort, privacy and dignity of their own homes.

In their homes, the 30,000 people cared for by RDNS each year can better enjoy the life they have chosen to live. Surrounded by their own possessions, familiarity reigns, and the reliability of RDNS’ professional nursing care helps provide the security and confidence for a vulnerable person to enjoy their independence.

For many of RDNS’ clients, it is their district nurse that makes the difference between them living independently in their homes or having to move into a care facility. It is the district nurse that helps to take the burden of pressure from family and friends who conscientiously care for their loved one. And it is the district nurse that keeps a watchful eye on their client’s state of health, often working alongside other healthcare resources to support them and maintain their wellbeing.

From a network of 21 centres, RDNS is at the very grassroots of the communities it serves. Quietly and efficiently performing their work behind the closed doors of homes right across Greater Melbourne,

our 1,000 nurses provide nursing care that is evidence-based and best practice. Supported by a team of researchers and educators from the RDNS Helen Macpherson Smith Institute of Community Health, nurses and allied health staff at RDNS are accomplished healthcare professionals.

Using advanced computer technology, our nurses spend as much time as possible nursing, and less of their time on administration. Our customised computer software enables greater efficiencies, allowing us to serve our clients with increased flexibility. The staged implementation of our Customer Service Centre (CSC) has introduced us to

a new horizon; one where we are able to meet the highest expectations of customer service.

This is an exciting time, one of innovation and growth informed by community needs and demands. Read on, and learn of our recent achievements and the future direction of Royal District Nursing Service.

about us

Royal District Nursing Service is committed to providing the highest quality nursing care to people at home in order to maintain their health and preserve their independence

our services

Aged care The majority of care RDNS provides is to the aged and frail. We provide a large range of nursing care and support, from medication management to dementia care, all designed to keep clients as independent and healthy as possible.

After Hours Telephone Support ServiceA twenty-four hour telephone service staffed by registered nurses enables clients to ring for advice and information as well as providing support to staff working after hours.

Allied health Social workers and physiotherapists work alongside nursing staff to help improve clients’ health and welfare.

Assessment and case managementSpecialist staff conduct thorough assessments of clients’ health needs in order to develop a comprehensive care plan.

Breast cancer management Nurses provide support to aid in the management of benign and malignant breast disease.

Complex technical care‘Technical’ nursing care such as intravenous antibiotic therapy or chemotherapy.

Continence Nurses help clients manage and understand continence problems and often work closely with a client’s doctor.

Customer Service Centre (CSC)The CSC provides a single point of contact for enquiries and the intake of referrals to RDNS. CSC staff provide consistent responses to callers within a positive customer service framework.

Cystic fibrosis Specialist staff assess and monitor this condition in clients, work closely with other health services, provide technical care and offer support, education and advocacy.

Diabetes Nurses help manage and monitor clients’ medication, and provide blood sugar tests, education and general health monitoring.

HaemophiliaNurses work closely with clients and their families to promote independence and assist with technical procedures associated with this genetic condition.

HIV/AIDS Specialist nurses provide HIV/AIDS clients with medication management, technical care, palliative care, symptom management and advice.

Homeless Persons Program (HPP)RDNS nurses and allied health staff provide holistic care to people experiencing homelessness or at risk of becoming homeless.

Hospital liaison RDNS liaison nurses work with patients and staff in all public hospitals to plan and organise appropriate care for individuals returning home after a hospital stay.

Professional personal care Personal care such as showering, dressing and grooming is provided to people who are also receiving nursing care from RDNS.

Palliative care The provision of nursing care for people at the end stage of a terminal illness is aimed at improving their quality of life and assisting them to die peacefully and with dignity.

Stomal therapy Specialist nurses assist people with managing a stoma, a surgically created opening, usually on the abdomen, for the elimination of body wastes.

Wound careWounds such as leg ulcers and surgical wounds often require specialist nursing care to help them properly heal.


chairman’s report

Jillian Pappas

My report this year starts on a note of sadness as I record, at the time of writing, the recent death of Lauri Penttila who served the RDNS Board with great dedication for almost ten years. Lauri’s depth of legal experience and his ready willingness to support the organisation’s fundraising work were highly valued throughout RDNS, and at the Board his counsel and his sharp wit, combined with a depth of wisdom, will be sadly missed.

At last year’s Annual General Meeting we said farewell to Val Seeger and Dr Geoffrey McColl as Directors. With over fifteen years of combined experience on the RDNS Board, including much time spent at Board Committee level, their knowledge and insights have provided valuable guidance for the governance and direction of the Service.

In their place we welcomed Paul Montgomery and Michael Roberts, each of whom bring important skills and abilities to our work.

This year, the Board has spent time both reflecting on how we measure RDNS’ ongoing achievements, and also looking forward to the next five to ten years and beyond. We have worked with management to identify a suite of relevant key performance measures to ensure we have a good understanding and oversight of the dynamics of the organisation’s operations. A new strategic plan has been developed, having as its framework four ‘pillars’: Our People, Our Clinical Quality, Growth and Diversification, and Efficiencies and Performance.

Jillian PappasChairman

The focus on the importance of good governance has been maintained with ongoing reviews and development of Board committee structures. Directors have participated in a Board Effectiveness Survey, which has charted the way for further improvements in the way we operate.

Full compliance with the new International Financial Reporting Standards (IFRS) has been achieved, our Treasurer working closely with management and our auditors to ensure a smooth transition to those standards.

Board Directors maintain a close and effective working relationship with the management team and staff at RDNS. This is achieved through regular Board briefings by managers, and an ongoing

programme of site visits and client visits by Directors in the company of staff. We recognise that this can sometimes be a distraction for the day-to-day operations, but it certainly assists us in making more effective our contribution to RDNS and our thanks go to the staff and management who encourage and facilitate these aspects of the work of the Board.

As individuals, Directors are very proud to be associated with RDNS, the leading provider of community nursing in Australia. Our nurses hold a well-deserved status as loved, trusted and highly respected professionals, working as they do with some of the most vulnerable and isolated people in our community.

We are fortunate indeed to have dedicated staff in all areas of operations; in the field, in support roles and in management. These are people who have often, in large part, chosen to work in the not-for-profit sector, where the challenges and rewards can be quite different from those in the commercial business world. They continue to demonstrate great commitment and resilience, and on behalf of both the Board and the communities they serve I wish to publicly acknowledge their highly-valued individual and collective contributions.


CEO’s report

Dan Romanis

While we have continued to deliver professional, compassionate care to the Greater Melbourne community, in the outer south-east and on the Mornington Peninsula, our staff have worked together to identify and trial new ways of more effectively and efficiently delivering our services. With others, we have participated in programs to strengthen the coordination of community-based services. The development of our Customer Service Centre is ensuring that our clients, their carers and other health professionals will be assured of continuing access to a highly professional and consistent level of customer service from RDNS.

Preparation for the introduction of a new whistleblowing policy was almost completed during the year, with the introduction of a comprehensive set of disclosure procedures scheduled for August 2006. As an important aspect of our transparency and accountability, these whistleblowing procedures will add to our internal controls ensuring that acts of misconduct are identified and reported in a timely and effective manner.

The support of our donors and the many individuals and organisations who so generously support the work of our staff, is readily and gratefully recognised and appreciated.

Through such support this year, we have been able to meet the rising petrol costs incurred in running a fleet of 560 cars, successfully provide additional Graduate Year placements to newly trained nurses, provide free-of-charge high quality wound care products to financially disadvantaged clients, and research the extent of undiagnosed dementia within the RDNS client population.

Whilst celebrating our past has been an important backdrop to the last twelve months, it is to the future that we now look with anticipation and optimism. The healthcare environment is rapidly altering, with a growing recognition of the importance of community-based care.

Whilst this presents many opportunities for us, it also brings the certainty of increased pressure on costs and competition for the ever-constrained healthcare dollar.

Finally to our staff: thank you for your energy and for your commitment. The contributions you make to RDNS and to our clients are so important. You make such a remarkable difference in people’s lives and my sincere thanks go to each and every one of you.

I recently read that good plans shape good decisions and a goal without a plan is just a wish. It is through planning and setting goals that an organisation can shape its future directions and destiny.

The last twelve months have seen a consolidation of many important plans and initiatives which have been underway at RDNS in recent years. Throughout this year’s report you will read of the work and achievements of our hard-working and dedicated staff. There are many statistics and details reflected here: increases in the numbers of people applying to work with us; reductions in staff turnover rates; increases in care services delivered; research undertaken and collaborative work with others.

Dan RomanisChief Executive Officer


1201008060

%

40200

% VACANCIES FILLED WITHIN 10 WEEKS OF ADVERTISING

JUL AUG SEP OCT NOV JAN FEB MAR APR MAY JUNDEC

Achievements• Nursing employment levels

were maintained, with the recruitment (vacancy) rate averaging 3.32% for the year.

• The RDNS Graduate Year Program had a 32% increase in the number of applications, with 12 graduates appointed.

• Staff turnover declined by 1.4% for direct and indirect care staff to 11.75% for the year.

• Filling of job vacancies was targeted at 70% of all vacancies to be filled within ten weeks. The target was well achieved, with 87.6% of direct care positions and 84.2% of indirect care positions filled within ten weeks.

• The inaugural ‘Staff Achievement Awards’ were presented in December 2005, with prizes and perpetual trophies presented to winners in three categories: the ‘Outstanding Clinical Outcome Award’, the ‘Beyond the Call of Duty Award’ and the ‘Star Performer Award’.

• In August 2005, 89 staff received their Long Service Awards from the Governor of Victoria, Mr John Landy, at a special RDNS 120th anniversary ceremony at Government House.

• Staff functions for International Nurses’ Day and District Nursing Week continued to provide an important vehicle for building a positive sense of unity within the organisation.

• RDNS’ Casual Staff Bank implemented ‘Roster On’ software. All direct care staff are now rostered using this state-of-the-art software. Greater efficiencies, reliability and flexibility in rostering have been achieved as a result.

• The RDNS Support Centre, which provides technical and computer support across the organisation, implemented new arrangements for improving key performance indicators such as call tracking, indicators of a call’s urgency and measures of response times which have contributed to a higher level of service for RDNS staff.

operational report

Measures > Healthy employment

levels will be maintained via the timely filling of vacancies and reduced staff turnover

> Employment conditions will ensure staff feel valued, have access to professional development and are satisfied with the operational environment in which they work

> We will focus on increasing clinical experience placements and actively use the web as an integral recruitment tool

• The majority of recruitment advertising was migrated to seek.com.au

• An electronic version of RDNS’ Site Assessment Tool was introduced. This is an important risk control measure allowing staff to assess the environmental risk of a client’s home.

• Additional funding was made available for staff to pursue professional development and further study which, in turn, contributes to best practice and better client care.

• By working with OccCorp, a rehabilitation and WorkCover claims management organisation, we improved return-to-work outcomes for employees and continued to decrease our insurance premium.

• Media publicity focused on the achievements of RDNS nurses and the benefits of community nursing, with 250 stories generated during the year, 97% of which were favourable news stories. Publicity was achieved across all media.

• Industry and nursing Expos raised RDNS’ profile, particularly through our involvement in the Aged Care Expo in May and the Nursing Careers Expo in June.

• A Division 2 Registered Nurse Project was commenced, with a view to determining the viability of employing Division 2 Nurses at RDNS.

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STAFF TURNOVER


10 RDNS 2006 Annual Report

strategic objective 1RDNS is the employer of choice for community nursing


“For me, it was a smooth transition from study to working as a clinical practitioner. Because of the RDNS Graduate Year Program, it was a continual learning process from university through to the end of the program,” explains Fiona, who completed the program at the end of 2005.

Teamed with an experienced RDNS nurse called a ‘preceptor’, graduates adjust to the daily demands of district nursing while drawing on their preceptor’s experience and guidance.

“It was great having someone so friendly and approachable that I could talk to about the issues I dealt with. My preceptor Dee was like a coach – she was fantastic at giving me feedback which helped develop my skills,” says Fiona.

Before undertaking the challenge of visiting clients’ homes alone, RDNS’ GYP

participants take part in a thorough orientation program, with direct nursing care only carried out in the presence, and with the support of, their preceptor.

After the initial orientation program, GYP nurses take on a number of clients in a particular region as sole practitioners. Initially, the number of clients graduates care for is at a reduced rate. This is increased to a full load over the course of the year-long program and clients are matched to a graduate nurse’s experience, knowledge and skills.

“Even the clients were a resource when I started the GYP,” says Fiona.

“Because they are so involved in their own care, which is one of the real strengths of home nursing, they would often tell me exactly what works for them and what doesn’t.”

Fiona, like many other GYP participants, is now working full-time for RDNS and looks to the future with excitement and ambition.

“Nursing is fantastic. As a career, it is exceeding my expectations; it’s challenging and varied. One day is never the same as the next.”

seeds for the future: the graduate year program

strategic objective 1 case study “Enrolling in a Graduate Year Program was the best choice I could have made!” declares Fiona Macrae.

“It was challenging, academic and clinically focused, and helped me consolidate my knowledge and skills,” she vibrantly explains.

RDNS offers Melbourne’s only Graduate Year Program (GYP) within the community nursing setting. Competition for positions is strong, with 37 applications made for the 15 graduate positions available in 2005. Nursing at RDNS requires new nurses like Fiona to adapt to working autonomously in the homes of their many clients.

RDNS’ Graduate Year Program is tailored specifically to support recently graduated Division 1 Registered Nurses for the first twelve months of their professional journey from novice to emerging expert.


Measures> We will forge and

nurture relationships with all key stakeholders and position ourselves as an important opinion leader in community nursing

> We will commit to continued innovation and will see services grow as a result

Achievements• We continued our

participation in 14 Hospital

Admission Risk Program

(HARP) projects, working in partnership with other health services to provide coordinated care in order to reduce presentations at hospital emergency wards.

• We remained committed to the on-going work of the 12 Primary Care Partnerships (PCPs). We participated in the development of, and have fully implemented, the Service Coordination Tool (SCoT).

• We participated in the following forums, committees, consortia, reviews and submissions:

– Department of Human Services’ (DHS) Home and Community Care

(HACC) Departmental Advisory Committee

– ‘Strategic Directions in Assessment’ with the aim of developing a new model of assessment and care-coordination for Victorian HACC services

– HACC Assessment and Care Coordination Framework

– Ambulatory Care Policy and Planning Framework

– Palliative Care Role Delineation Framework

– Southern Metropolitan Region Palliative Care Consortium including the DHS driven development of a Strategic Care Plan for the Southern Region

– Eastern Metropolitan Region Palliative Care Advisory Group

– DHS Victorian Influenza Pandemic Planning Steering Committee

– Victorian Influenza Pandemic Plan.

• We participated in the Veterans’ Communities Elder Abuse Program to provide a policy which strengthens the response to elder abuse in the community. Recommendations from this group were sent to government.

• We coordinated and contributed to a submission for funding to DHS’ Mental Health department for a position of HIV/AIDS – Mental Health/Drug and Alcohol Clinical Nurse Consultant, with a view to the position coming into effect in 2007.

• We continued to work in collaboration with community-based palliative care organisations. A number of practices were reviewed and this remains an important collaboration.

• We achieved the endorsement for an RDNS Nurse Practitioner in Palliative Care, one of only eight in Victoria. The role will be fully implemented in 2006/07.

• Our Cultural Planning Framework saw us continue to improve access to, and refine our use of, interpreters. We were also involved in the reference group for the Cultural Equity Gateway Strategy to respond to the ageing multicultural community so it has better access to RDNS services.

• Our community partnership with RACV continued into its second year with RACV underwriting the fuel costs of 42 of our car fleet, a major contribution given the recent increase in petrol prices.

• With the support of the Lord Mayor’s Charitable Fund (Eldon & Anne Foote Trust) we were able to fund a position in the Graduate Year Program.

• RDNS and Telstra entered into a second year of a corporate sponsorship with Telstra remaining a major supporter of RDNS.

• With the ongoing support of the Trust Company, we were able to continue to supply wound products free of charge to clients in difficult financial circumstances.

RDNS will forge, develop and manage relationships with key stakeholders to achieve business and organisational outcomes

• We were successful in obtaining the support of the J O & J R Wicking Trust to fund a major project researching the extent of undiagnosed dementia within the RDNS client population.

• Fundraising returned $1,625,866 during the year – an 11.2% increase from the previous year. Fundraising costs declined from 14.8 cents to 13.5 cents for every dollar raised.

• External stakeholders were kept informed through regular editions of ‘Inside’, our corporate newsletter and donors received the newsletter ‘Housecall’.

• Communication with RDNS staff remained a priority with a greater level of communications achieved via regular staff bulletins on key issues, the use of the intranet and agency functions.

• We implemented a Customer Relationship Management software program to assist with the development and management of our contracts, agreements and contacts, and the process for the development and execution of agreements was standardised.

6,000

4,000

2,000Ho

urs

0JUL AUG SEP OCT NOV JAN FEB MAR APR MAY JUNDEC

FEE FOR SERVICE DIRECT CARE HOURS

80,000

60,000

40,000

20,000

Ho

urs


DHS TARGET CARE HOURS ANDHACC ACTUAL DIRECT CARE HOURS

strategic objective 2


For many years at RDNS we had recognised that RACV was an organisation with whom we shared a lot in common. Both organisations had a long and distinguished history and we both enjoyed a ‘royal’ charter. Importantly, both RDNS and RACV are community-orientated organisations and Victorian icons.

In 2004, an approach was made to RACV to explore the possibility of forming a closer relationship and as a result of these discussions, we were invited to submit a proposal to become one of RACV’s ‘community partners’. To our great delight, the proposal was accepted and in November 2004, RDNS formed a community partnership with RACV.

As a result of this partnership, we received $50,000 for the purchase of two much needed cars for our Homeless Persons Program (HPP). Throughout 2005 RACV supported our fundraising efforts for HPP in a variety of other ways and helped us to raise a significant amount to assist HPP’s operations. Moreover, we became an official part of RACV’s extensive presence at Australia Day and on a number of occasions provided free blood pressure checks for both RACV customers and staff at selected RACV retail outlets.

Early in 2006, RACV decided to renew the partnership for another 12 months. The cornerstone of the renewed partnership was $60,000 to

pay for the petrol costs of 42 of our cars – a very welcome contribution indeed, given the significant impact high fuel costs have had on our budget. These cars are now co-branded with the RACV logo in recognition of the wonderful support provided by RACV.

As the relationship has developed, RACV has willingly assisted in many other ways, including providing their staff with the opportunity to undertake a day’s paid voluntary work at RDNS; helping us with our fundraising efforts; publicising the relationship to their staff and stakeholders and providing a venue for our Annual Community Meeting in November 2006.

However, RDNS clients have been the major beneficiaries of the RACV partnership. Indeed, the partnership was formed with the express aim of helping the community. More services have been able to be provided to HPP clients, HPP staff now have the capacity to expand their field work, and client care has been maintained during a period when rising fuel costs threatened to reduce available services.

Additionally, RDNS and RACV stakeholders have learnt more about both organisations and the many considerable benefits of the partnership.

a budding alliance: the RACV community partnership

strategic objective 2 case study


Measures> We will be recognised

to have a skilled professional and responsive workforce which delivers quality and affordable clinical services

> We will grow in accordance with customer demand

Achievements• The year saw 30,937 clients

treated; 515,514 hours of direct care provided, up 5.3% on 2005; and 1,495,665 visits made, an increase of 5% on the previous year.

• The Customer Service Centre (CSC) continued to provide a first line response to all RDNS callers to our Eastern Centres. In May 2006, CSC operations relocated to custom-fitted premises in Hartwell. Planning progresses for CSC operations to expand to 24 hours, 7 days a week from October 2006.

• RDNS had input during the year into the planning of the Eastern Health ‘Lilydale Super Clinic’ that will accommodate an RDNS Centre. The completion date for the clinic is 2007/08.

• A training module was developed and delivered to all middle managers about protecting and projecting the RDNS brand. The module emphasised the importance of targeted communication and delivering a high level of customer service for all RDNS stakeholders.

• Involvement in a number of key Expos throughout the year, including sponsoring the Aged Care Expo at Caulfield Racecourse, ensured RDNS was front-of-mind for key purchasers, clients and referrers.

• Media coverage throughout the year was high, with the vast majority of stories presenting the RDNS services available to clients in a favourable light.

• Advertising in key journals, online directories and in the surgeries of general practitioners ensured exposure to RDNS’ target markets.

RDNS is the first point of enquiry when people are looking for home and community-based healthcare

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om

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ints


COMPLAINTS PER 10,000 VISITS



The CSC commenced operations in April 2005. Since then, CSC staff have been providing a first line response for all calls to our Eastern Centres. This includes general enquiries, referrals and enquiries from existing clients.

The main functions of the CSC staff have been to respond to all caller enquiries; the coordination and management of client referrals; scheduling of client admissions; and the pre-admission screening of clients to gather data regarding their health needs. All of this is done with a high standard of customer service. CSC operations are supported by customised computer software to assist delivery of customer service.

In May 2006, after 12 months at a pilot site in Bayswater, CSC operations were relocated to a permanent custom-fitted site in Hartwell. By October 2006, CSC operations will be expanded to 24 hours a day, 7 days a week and will see the integration of our After Hours Telephone Support Service (AHTSS) operations.

The first year of CSC operations has provided many learning opportunities which have led to operational improvements in processes and the requirement for system enhancement to provide greater efficiency and service to internal and external clients. A key objective for all CSC staff is the achievement of ‘first call resolution’, that is, ensuring each caller’s needs are met and responded to within one call.

CSC operations will be rolled out to include the remainder of RDNS’ Centres during 2006/07. However, it has already become apparent that the CSC is meeting its challenge and providing greater responsiveness and consistency to callers, as well as improved levels of customer service.

A priority for RDNS over the last 12 months has been the firm establishment and growth of our Customer Service Centre (CSC).

The broad aims of the CSC are simple: to provide a centralised process for all enquiries and the intake of referrals to RDNS; and to have dedicated staff providing consistent responses to callers in a positive customer service framework.

branching out: our customer service centre



Measures> Meeting fi nancial

targets, improving reporting systems and accountability measures regarding staff performance will underpin our operations

> Guidelines, protocols and tools for client admissions and service delivery will be further enhanced

Achievements• Service delivery targets were

met within budget.

• We achieved the implementation of ‘Referral Out’, which enables RDNS to electronically refer clients to other health organisations, increasing immediacy of referrals, effi ciencies and streamlining the referral process.

• An infl uenza vaccination campaign was conducted throughout the organisation, which achieved an uptake rate of over 48%, well above industry benchmarks.

• Project STRIVE continued throughout the year, testing and implementing new models for delivering RDNS nursing services more effi ciently and responsively. A new admission model was developed and new practices trialled to support staff commencing work from home.

• The service delivery component of RALLY Healthcare was integrated into RDNS Centres, allowing all RDNS direct care staffto deliver RALLY Healthcare-based services.

• We were awarded the Department of Veterans’ Affairs Community Nursing Program contract until 2008.

• A pilot project determined how RDNS can be more responsive to the needs of people experiencing mental health issues.

• We evaluated our Mobile Computer System as part of the process of refreshing all hardware. Key fi ndings were that the system has delivered improved client management, better visit management and more accurate visit knowledge but that increased system reliability and further functionality is needed.

• The reporting mechanism for complaints and incidents was refi ned with a Centre-based staff training program, a higher level of monthly reporting and the adoption of a risk assessment matrix to support the resolution of complaints and incidents.

• 100% of complaints were investigated within 48 hours, up from 98% the year before; 97% of complaints were resolved within 14 days, up from 96%.

• We commenced the electronic dispatch of monthly income statements to all managers, providing a greater level of ‘drill down’ capabilities and thus more effi cient management of individual budgets across the organisation.

• RDNS’ auditors required no adjustments to be made to RDNS’ accounts for the second year in a row.

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FUNDRAISING REVENUE

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RDNS has the structure, image, credentials and reputation of a viable, well-managed business

In January 2005, RDNS

commenced a pilot project across our Rosebud, Frankston, Berwick and Cranbourne Centres with the aim of designing and testing new models of delivering community nursing services.

The project, known as Project STRIVE, identifi ed and implemented initiatives designed to improve effi ciency and increase further value to the community.

(continued overleaf)


strength in structure: Project STRIVE



Initiatives were evaluated to determine the extent to which they provided cost-competitive and responsive services. In addition, the initiatives were designed and implemented to ensure they could be integrated with the Customer Service Centre.

The project was managed by a small team but it was RDNS fi eld staff that contributed heavily to the identifi cation, development and implementation of the new initiatives.

A new model for admitting clients was developed and implemented during the 12-month project. The Admission Model expanded the number of staff who

could provide initial admission visits to clients and, following its introduction, the number of clients admitted increased by 18% during the July to November 2005 period compared to the January to June 2005 period.

New work practices were established at Centres to support staff commencing work from clients’ homes and not at an RDNS Centre. As a result, nurses were able to commence their visits earlier in the day and increase the face-to-face time they spent with clients. Feedback from nursing staff indicated they felt they were able to meet client needs more effectively by engaging in this practice.

In addition, an analysis was conducted to determine cost benefi ts associated with providing clinic-based services. For clinic services to be viable, it was identifi ed that further work is required to ensure appropriate clients are identifi ed and referred to clinic services.

As the pilot progressed, other strategies were also identifi ed for implementation within Project STRIVE including a communication strategy to ensure more accurate reporting of time nurses spent providing face-to-face care for clients and a range of measures to enable Health Aides to provide more face-to-face care for clients.

Evaluation of Project STRIVE demonstrated considerable benefi ts including increased client admissions, increased hours of face-to-face client contact and a reduction in indirect care, that is, work that doesn’t involve face-to-face care of clients.

Following the completion of Project STRIVE in early 2006, all RDNS Centres are now involved in rolling out three of its key initiatives.

Measures> We will continue to

pursue professional relationships with major universities, as well as seek to attract applicants to carefully developed and career relevant educational courses

> Research will remain a focus with results shared across broad healthcare communities to inform and improve clinical practice

Achievements• The education department of

the RDNS Helen Macpherson Smith Institute of Community Health (RDNS Institute), RDNS’ Clinical Leadership Group (wound care) and Dr Keryln Carville from Silver Chain Nursing Association in Western Australia provided education and support to RDNS clinicians in order to develop an education package that was then provided to RDNS staff. The package ensured staff had education about best practice in wound management.

• All educators within the RDNS Institute, Centre Managers and Clinical Nurse Consultants now hold a Certifi cate IV in Assessment and Training. This means that they are able to train other staff to the quality national benchmark and possess a competency to train their peers at various levels.

• Collaborative research work continued throughout the year with Silver Chain (Western Australia), Blue Care (Queensland) and RDNS South Australia. Together, we developed research submissions in order to establish evidence-based best practice. Examples include research into wound management and treatments utilising silver-coated catheters.

• The J O and J R Wicking Trust funded a project in which we researched the prevalence of dementia in our client base. Results from the study will help us to both treat and prevent dementia-related issues and better manage issues for bothclients and carers.

• RDNS Centres in the Western metropolitan region helped to develop a model of care for mental health issues. The aim of the project was to increase awareness of RDNS staff around mental health issues associated with our clients and to make staff more aware of mental health services available. Staff are also now better equipped to manage some mental health issues themselves.

• All RDNS nurses were provided with access to library resources remotely via their mobile computers or at Centre-based computers, providing them with immediate access to databases, industry journals and other important information such as the library’s catalogues.

RDNS is seen as the leading provider of community nursing research and education


Initiatives were evaluated to determine the extent to

strategic objective 4 case study (continued)

strength in structure: Project STRIVE



foundations of knowledge: the Angior Initiative

levels. The subsequent funding of that project set in train what has become known as the Angior Initiative.

The Angior Initiative has three important aims: to implement and use an existing Best Practice Wound Education project to foster a focus on leg ulcer management; to conduct the RCT; and to undertake a qualitative study exploring what nurses perceive to be the barriers and enablers to using compression bandaging – a gold standard treatment – on leg ulcers.

The first component has been completed, with the RDNS Institute’s Education and Training Department rolling the program out across RDNS.

The third aim of the study has also been achieved, with results reported to an RDNS Research Colloquium and discussed by our Wound Care CLG. Importantly, a copy of the report was forwarded to the Australian Wound Management Association Committee which is developing guidelines for the treatment of leg ulcers.

The Randomised Controlled Trial is due for completion in 2007 and will compare the healing rate achieved when using either one of two dressings. The trial involves the recruitment of 180 clients in RDNS and Silver Chain respectively; a total sample of 360.

The Angior Initiative is improving RDNS’ own practice and is being shared with other clinicians to ensure the knowledge is further incorporated into practice elsewhere.

With international exposure, the Angior Initiative is positioning RDNS as an organisation with the capacity to undertake research to advance clinical expertise and optimise community health.

The project’s success has positioned RDNS well to gain further funding for other significant projects. Most importantly, RDNS is providing its clients with the best care available to manage and heal wounds.

In 2004/05, the RDNS Helen Macpherson Smith Institute of Community Health (RDNS Institute) joined forces with RDNS’ Clinical Services division to conduct a major prevalence study and audit of wound care at RDNS.

This study confirmed that leg ulcers were the most problematic wound, causing the most pain for clients, having the longest healing time, and resulting in a significant strain on personal and health care budgets. The report’s findings and recommendations were reviewed and a clinical question arose regarding what was best

practice in the treatment of wounds which have sufficient bacteria in them to cause infection or delayed healing. Thus, the decision to pursue funding to undertake a randomised controlled trial related to leg ulcer care was taken.

In April 2005, the RDNS Institute, in collaboration with RDNS’ Wound Care Clinical Leadership Group (CLG), and researchers and clinicians at Silver Chain Nursing Association in Western Australia, submitted a proposal to the Angior Family Foundation to conduct a

multi-state Randomised Controlled Trial (RCT) comparing the effectiveness of two different types of commonly used dressings for leg ulcers which were complicated by high bacterial


Dan RomanisChief Executive Officer

Lyndie SpurrExecutive General Manager, Client Services

Stelvio VidoExecutive General Manager, Strategic and Support Services

Fiona HearnGeneral Manager/Director of Nursing – North and West Regions

Martin WischerGeneral Manager/Director of Nursing – South and East Regions

the executive team

INCOME STATEMENT FOR THE YEAR ENDED 30 JUNE 2006

RDNS 2006

$

Revenue from continuing operations 78,752,612

Other income 437,943

Total revenue 79,190,555

Total expenditure 78,934,525

Surplus from continuing operations 256,030

A copy of RDNS’ detailed audited accounts are available in a separate publication upon request to RDNS Head Office.

BALANCE SHEET AS AT 30 JUNE 2006RDNS 2006

$

Total current assets 11,584,088

Total non-current assets 14,942,561

Total assets 26,526,649

Total current liabilities 17,710,857

Total non-current liabilities 1,824,874

Total liabilities 19,535,731

Net assets 6,990,918

Reserves 4,504,938

Retained surplus 2,485,980

Total equity 6,990,918

financial summary

Richard AldersonGeneral Manager, Assets Management

Evan GordonGeneral Manager, Marketing and Planning

Ian CashGeneral Manager, Information Service

Debra HarrisonGeneral Manager, Human Resources

Mark SmithGeneral Manager, RDNS Helen Macpherson Smith Institute of Community Health


Ms Beth Dugard

Miss Margaret Edmondson

Excom

Dr Beatrice Faust

Mr Alan Fell

Mr R G Feltscheer

Mrs H L Ferber

Mr J Fitzpatrick

Mr Gordon Gates

Mrs Dorothea Gordon

Ms Lorna Grenadier

Mrs Isobell Jane Griffiths

Mr D S Grove

Mr V Hannah

Mr Ray Harbert

Ms Veigh Hardie

Mr Brian Hayes

Ms Wilma Heffernan

Mrs Jean Higgs

Ms Kay Hill

Dr Arch Ho

Mrs Ada Houghton

Mrs D V Hutchinson

Interactive

Ms Norma James

Jays Social Group

Mr Tim Jonas

Mr L A F Jones

Mr Ronald Jones

Mr Andrew Jones-Roberts

Mr Alan Kerr

Mrs L Kiessling

Mr Harry Kubbe

Mr John M Lander

Mr Gerard Lane

Dr Ming-Long Liao

Mr Thomas Logan

Miss Nannette Lowth

Mr Peter Lueders

Luther College

Mrs Elizabeth Lyons

Mrs Lesley Martin

Mrs Sheila Mathews

Mr Roger May

Mayflower Retirement Community

Mr Craig Mayo

Mrs Norma McAlister

Mrs Mary McGowan

Mr D T McGregor

Mr Ivor McGuffin

Ms Margaret McLiesh

Mrs Elizabeth McRae

Mrs Margaret Michelmore

Mr Ron Moebus

Mountain District Pistol Club

Mrs Esme Nixon

Mr E P Oldham

Mrs Margaret O’Shea

Miss M O’Sullevan

Mr Alec Parks

Mr & Mrs T A & C H Peck

Mr Alex Poppins

Mr Douglas Potter

Mr Vincent T Powell

Professional Edge

Mr Richard Rao

Mr Alan Ray

Miss Lidia Rebeschini

Ms N Dixie Rees

Mr Jack Rogers

RSL Rye – Women’s Auxiliary

Mrs Frank Sangster

Dr Robert Salter

Salvation Army

Mr David Scarr

Mr Joseph J Schiavone

Ms Joan Shaw

Mr Khik H Sie

Mr Paul Simon

Mr R A Sinclair

Mrs Esna Smith

Mr Ivan Smith

Mr Reg Smith

Mrs Johanna Sombekke

Mr Henry L Speagle

St Mary House of Welcome

State Trustees

Ms Kiera Stevens

Mrs Doreen Stevenson

Miss Anne Stewart

Mr John Summerton

Mr & Mrs D & B Sutherland

Sutherland Medical Pty Ltd

Mrs Marie Tatchell

Miss Carolyn Thornton

Mr Henry Turnbull

Mr Ian Tyler

Mr William Vaux

Mr Gerard Veitch

Mrs May Vernon

Mr Ronald Vidmer

Ms Annette Waight

Mr William Waterfield

Mrs M L Wells

Professor Bruce West

Mr Peter Woodhouse

Mrs Madge Wright

Mr C M Yardy

Corporate sponsors and community partnersBCA IT Ltd

CGU Workers Compensation

HayGroup Pty Ltd

Interactive

JADE Direct Australia Pty Ltd

RACV

Sharp Direct

Telstra

‘In kind’ supportAustralian Software Company

City of Yarra

Ckaos Ink

Freehills

HGC Group (Australia) Pty Ltd

Rednoise

Staff of the State Revenue Office

Women of the University Fund

And all of the many volunteers who have assisted with RDNS Christmas cards.

Long term donorsIn addition to the donors already acknowledged, RDNS sincerely thanks those who have generously supported us for more than ten years:Mrs Joan Ainger

Mrs Dawn Allen

Mr David Allison

Mrs Barbara Anthony

Mr Ian Bainbridge

Mr Peter Ball

Mr & Mrs R & K Barbour

Mrs Christine Bartlett

Mrs Louine Bartlett

Mrs Daisy Bass

Mrs Domenica Bertoli

Mrs Jean Bevis

Mr John Binnington

Mrs Margaret A Birkenhead

Mrs Eva Bosnjakovic

Mrs Irene Boulton

Ms Vanda Bourandas

Miss Shirley Bourne

Ms Jean Box

Mrs Marjorie Broadway

Mrs Janet Brown

Mrs Leonida Bruveris

Mrs Ellen D Bryant

Mr Neale Burgess

Mrs Marge Bush

Mrs Gladys Bushby

Mrs Audrey Cahn

Mr Anthony Caia

Mrs Ann Caldwell

Mrs Patricia Carmichael

Ms Sara Cejas

Mrs Trix Chambers

Mrs Sau Fan Chong

Mrs Chun Ling Chow

Mr Frank Cichello

Mr L Clancy

Mr Peter Coldbeck

Mr & Mrs G & S Costa

Mr Ronald Couche

Mr Alfred Crocker

Mr J P Crooks

Mr Dennis Crowley

Mr Leslie Culmer

CWA Greensborough

CWA Pearcedale

CWA Templestowe

Mr R Davey

Mrs Valda Davidson

Mrs Maria De Fazio

Mr Filomeno Demaio

Mr & Mrs D & R Di Domenico

Mrs Gwendoline Dingfelder

Miss Ruth Doig

Mr J N Dunn

Mr Neville Dunn

Miss Beryl Dunne

Mrs Tulay Durur

Mr Con Duyvestyn

Mrs R Eden

Mrs Doreen Ellett

Mr Paul Engel

Mrs Jean Essex

Ms Valerie Evans

Mrs Beverley Evans

Mrs Anne Facciol

Mrs Millicent Farrell

Mr Anthony Ferlazzo

Mr Frederick Fewster

Mrs Marlene Filling

Mrs Grace Fokkens

Mr Garth Foster

Footscray Aged Care

Mr Grant Francis

Mrs Thelma Freeman

Mr Ronald J Fuller

Mr Yu Wah Fung

Mr John Garvey

Ms Maria C Gattino

Mrs Elaine George

Mrs Irene Gilbert

Mr Giuseppe Giudice

Mr Ron Gledhill

Mr A E Gould

Mrs Jadwiga Graczyk

Mrs Liselott Graetzer

Mrs Margaret Gray

Miss Yvonne Gray

Mr Keith Greenwood

Mrs Rita Greiner

Mrs E Grewar

Mr Paul Griffin

Mr Vinh Ha

Mrs Enid Hallister

Mrs Gillian Hannan

Mrs Thora Harbeck

Fr Leo Harney

Mr & Mrs Alf & Dot Harris

Mrs Patricia Harrison

Mrs Wendy Heisler

Dr Margaret Henderson

Mr M N Hendrie

Mr Joseph Hennequin

Mrs V E Henning

Mrs Marj Herald

Mrs Elaine Higgins

Mrs Mary Hoban

Mr Len Hodges

Mr Kevin Hogan

Mrs Claire Holt

Mr Peter Horwood

Rev Robert S Houghton

Mrs Maryla Hubel

Mrs Leonie Hudson

Mr & Mrs C & S Hughes

Mrs Doris Hughes

Mrs Joan Hunt

Mrs Beryl A Hutton

Mrs Carmel Infantino

Mr James Irwin

Mrs Dawn Jackson

Mrs Sofia Jaworski

Mr Ralph Jenkin

Mrs Marjorie Johnson

Mrs Betty Jones

Mr Steve Jope

Mrs Mary Kaaden

Mr Chaim Kagan

Mrs F P Kean

Mrs Valya Kelly

Mrs Rita Kenney

Mr Frederick Kent

Mr Ali Kerbatieh

Mr John Kimberley

Mrs Mary Kirley

Mr Graeme Knowles

Mrs Henrica Kusters

Mrs Mary Lange

Mrs Margaret Lean

Fr Michael Ledda

Mrs Mavis Leighton

Mrs Connie Leod

Mrs Koos Les

Ms Anne Lesur

Mr Leslie Levett

Mrs Edith Lewis

Mr William Linton

Mr & Mrs D & R Lovery

Mr Douglas Lownds

Mr Don Lugg

Mr Neil MacLean

Mrs Lynn Mahony

Mr Ronald Margetts

Mr R A Mather

Miss Dene Maulette

Mrs Lesley N McFadyen

Mr Keith McK Lowe

Mrs D McKay

Mrs Nancy L McKneil

Mrs Jillian McMahon

Mrs M McNaughtan

Mr Michael J Mollaghan

Mrs Sarah Moore

Mr Reginald Morley

Mount Martha Ladies Golf Club

Mrs Millicent Newall

Mrs Gaye Newton

Mr Albert Nunn

Mr Joseph O’Callahan

Mrs Sara Okraglik

Mrs Marcella Onesti

Mrs Doris Ottrey

Mrs Santana Pacheco

Mrs Bruna Pagani

Mrs Joan Page

Mrs Phaik Kiew Page

Mrs Connie Parsons

Mrs I J Pearson

Mr Tom Pearson

Mrs Janet Pelling

Mr Leonard Pennell

Mrs L Perzan

Mrs Yvonne Pettengell

Mr John Phillips

Mr & Mrs C Pitruzzello

Mrs Ruth Politowski

Mrs Maria Poloni

Mrs Joyce Porteous

Mrs Thelma Potten

Mr Emmanuel Psaila

Mrs Val Pugh

Mr & Mrs N T & K Pullen

Mrs Elizabeth Pyke

Miss Suzanne Pyke

Mrs Shirley Ralph

Mr David Rawlinson

Mr & Mrs A K Rechter

Mrs Irene Reid

Mrs Anna Restaino

Mr Les Richards

Mr Paul Richards

Mrs Eleanor Rieper

Mrs Karen Rigby

Mr Frank Riley

Mrs Ina Roberts

Mrs Stella Robertson

Mr Thomas Robinson

Mrs Jessie Russell

Mrs Mary Sanford

Mrs Shigeko Shea

Mrs Lily Skall

Mr M Slamet

Mrs Bianca T Sloan

Mrs Nancy Smith

Mr Edmund Smith

Ms Sandra Smith

Mrs P Spry-Bailey

Mr Frank Stabb

Mrs Phyllis Steele

Miss Dorothy Stephens

Mrs Marita Stolz

Mr James Subhani

Mrs Joan Sullivan

Ms Sok Joo Tan

Miss Ruby Thomson

Mrs Jill Trevan

Mrs Carmel Tuck

Mrs Margaret Uren

Mrs Eleonora Vercoulen

Mr John Vermont

Mrs Joy Vincent

Mrs Joan Walker

Mrs Joy Waters

Mrs Olga Webb

Mr Victor Wendt

Mrs Jean West

Mr John West

Mr & Mrs N E & R M White

Mrs Marjorie Whitfield

Mr Edgar Wilkins

Mr N R Williams

Mrs Thelma Wilmot

Mrs Dulcie Wilson

Mr G Wise

Mrs Pat Witt

Mrs Monica Wong

Mrs Joyce Wood

Mrs R Zufi

In memoryDonations of $1,000 or more were made to honour the following:Mrs Iolanda Antonino

Mrs Robyn Cook

Ms Barbara Koadlow Green

Mrs Shelgah Hewawissa

Mr Fortunato Monardo

Mrs Linda Pope

Suzie

You can help

We need your help to care for the sick and elderly in our community. Being a charity, RDNS relies on the gifts of supporters to help meet the ever-increasing demand for our services.

If you can help, simply fill out this form and send it, along with your donation, to the address below.

Yes! I would like to help

Name

Address

Postcode

Telephone (H) (W)

Email

Enclosed is my donation of:

$25 $50 $75 $100 Other $

Enclosed is my cheque/money order payable to Royal District Nursing Service

Or please charge my:

Visa Bankcard Mastercard Amex Diners

Card No.

Name on card

Signature

Expiry date

You can also make a credit card donation over the phone by calling (03) 9536 5222 or securely online at www.rdns.com.au

All donations of $2 or more to RDNS are tax deductable.

Please send me further information on how to include RDNS in my will

I would like information on making a regular monthly donation to RDNS

Return your completed form to:

Royal District Nursing Service 31 Alma Rd, St Kilda, Victoria, 3182

Telephone (03) 9536 5222 Facsimile (03) 9536 5333 Email [email protected]

www.rdns.com.au

donations received

$1,000 – $4,999Ms Janet Adams

Estate of Albert John Ahern

Andyinc Foundation

William Angliss (Vic) Charitable Fund

Messrs Peter, Chris & Don Boulter

Mr William Bowness

Mrs Annie Byron-Smith

Miss Georgina Caldwell

Mrs Nora Cayley

Cheltenham Golf Club – Lady Members

Coloplast

Commonwealth Bank Home Loan Decisioning & Processing staff

Corpus Christi Community

Dr Nancy Cowling

Dandenong North Uniting Church

Mr Raymond Davey

Ms Margaret Dean

Mr Rinaldo Di Stasio

Mrs Valerie Douglas

Eastern Regions Mental Health Association

Eltham Rural Group

Mr Greg Shalit & Ms Miriam Faine

Finkel Foundation

Mr Glenn Fouse

Mr William Gilligan

Grand Hotel Mornington

Mr & Mrs S & T Greedy

Mrs E M Groat

Ms Sally-Anne Hains

Mr Alex Hamilton

Hanover Welfare Services

Ionian Club (71) Melbourne Inc

Ms Hilary Irwin

JB Hi-Fi

Mr Ron Kerr

Mr Yuen Ching Kok

Lioness Club of Deer Park

Lioness Club of Dromana

Lions Club of Dromana

Mr Brian Lowe

Manningham City Council

Mr James McKenzie

Estate of Mary Frances Mullins

OccCorp Pty Ltd

Mrs Jillian Pappas

Mr Michael Paris

Police Credit

Mr Donald G Potts

Ritchies Supermarket

Mr Ian Robertson

Rotary Club of Essendon

Rotary Club of Footscray

Rotary Club of Mornington

Rotary Club of Rosebud Inc

Salvation Army – Adult Services

Professor Alan Shaw

Miss Jane Sheridan

Mr Gene Sparks

SPLat Controls Pty Ltd

St Kilda Crisis Centre

St Michael’s Global Concerns Committee

St Vincent de Paul Aged Care & Community Services

Mr & Mrs R & M Temby

Dr Mano Thevathasan

Ms Katrina Tull

Mr & Mrs John & Marie Warnock

Wintringham Hostels

$500 – $999All Saints Opportunity Shop

Angel Opportunity Shop Inc

Mrs Jean Armstrong

Ms Wilma Barnes

Mrs Vera Bascomb

Henry Berry Estate and Trust

Botanic Gardens Retirement Village

Box Hill Card Shop

Mrs Barbara Brent

Miss Alma Bull

Mrs Chris Byrt

City of Port Phillip

City of Yarra

Mr & Mrs Ray & Violet Cairns

Dr Chris Callahan & Ms Anne Gaides

Mrs Nathalie Carey

Mr Edward Cherry

Mr Lewis Clarke

Commander Australia Ltd

Mrs R E Costello

Mr John Covell

D’Accord(Vic) Pty Ltd

Mrs Eileen Davies

Mrs Noel Dobbins

Ms Elizabeth Eastgate

Eltham College

Eltham Interact Club

Ms Jean Ford

Mr William Forrest AM

Fowles Auction Group Pty Ltd

Jenny Fraumano & Associates

Ms Meigs Ghent

Mr Leonard Glass

Ms Terry Gliddon

Mr John Grace

Mrs Jean Hadges

Mr J Arnold Hancock

Mr & Mrs L J Heale

Health Super

Hewlett Packard

HGC Group (Australia) Pty Ltd

Mrs Hannelore Heitmann

Ms Patricia Holmes

Ms Deborah Holtham

Mr Peter Hone

Mrs Elizabeth Howie

Mr Frank Imrei

Independence Solutions

Infra Corporation Pty Ltd

International Skin & Hides Pty Ltd

Mrs Marjorie Jeffares

Mr Graeme Johnson

Mrs Fay Johnson

Mr David Johnston

Mrs Valda Jones

Mr Cyril Kaighin

Ms Marie Kelly

Mrs Sheila Kimpton

Mr Andrew King

Ms Desma Kuhl

Ms Carolyn Last

Mr Harris Levi

Mrs Laura Lewis

Mr Ronald Linsdell

Lions Club of Heidelberg-Warringal

Lions Club of Rye Inc

Lodge of Concentration No. 753

Ms Isobel Long

Mrs Loane Maberly-Smith

Mr Allan Maguire

Mr George Mapperson

Mrs Ann Marsh

Mr Alan Matheson

Mr Philip Mayers

Dr I H McDonald

Mrs J McIntosh

McMillan Shakespeare Group

Mrs Daisy Merrett

Mr Samuel Miller

Mr J Molony

Mrs Betty Morrison

Mr Nicholas Mules

Mount Eliza Exercise Group

NetStar Australia P/L

Nissan Australia Parts Department

Nissan Motor Company of Australia P/L

Mr Geoff O’Callaghan

Mr Tony Oliver

Opticon Australia

Mr John Paisley

Mrs Margaret Paull

Mrs Peggy Payne

Pen Computer Systems Pty Ltd

Mrs Anne Pepper

Mr Ian Phillips

PMA Solutions

Miss Isabella Poloni

Lady Primrose Potter AC DLJ

Mr Graham Quinn

RACV

Lady Catherine Ramsay

Miss Margaret Raw

Mr Gary Richardson

Estate of Mervyn George Rogan

Mr & Mrs Collin & Carmel Ross

Rotary Club of Fitzroy

Rotary Club of Greensborough

Mrs Elizabeth Royce

Mr & Mrs S J & L J Sedgman

Shelgah Hewawissa Nieces, Nephews, Brothers & Sisters

Ms Peggy Smart

Mr Keith Smith

Mrs Betty Smith

Ms Lyndie Spurr

Mr Alexander Stewart

Mrs Margaret Stewart

St Paul’s Opportunity Shop

Tecoma Treasure Opportunity Shop

Mrs Nancy Telford

Mr Keith Thornton

Toyota Motor Corporation Australia

TPF Enterprises

Vasey Social Club

William Buck (Vic) Pty Ltd

Mr Mark Weber

Mr Jon Webster

Mrs Nancy White

Ms Nancy Wilson

Wise Employment

Mr Douglas Young

$300 – $499Ms Helen Abson

Ms Mary Ahern

Allara Lodge Social Committee

All Souls Opportunity Shop

Miss H M Amies

Mrs R Andre

Mr Philip Ayton

Mr Rick Begg

Beta Sigma Phi

Mr Robert E Blain

Ms Mary Bleazby

Mrs Anna Boon

Mrs Brechin

Mr Gregory Brewster

Mrs Lynette Brighting

Miss D Broadbent

W E Bromfield

Mr Graham Brooke AM

Ms Susan Brookes

Dr Joseph Brown

Ms Margaret Browne

Mrs Arthur Butcher

Mr Alexander Butler

Ms June Cairns

Ms Helen Caldwell

A Cameron

Mrs Hazel Capewell

Ms Patricia Carpenter

Ian & Nelleke Clark Foundation

Mr A J Clifton AM

Mrs Lola Cochaud

Mr Alan Cohn

Coronet Fashion @ Work

Mr & Mrs K & R Coventry

Mrs Helen Crawford

Mr Ron Cruickshank

Mr Claude Cullino

Miss Helen Davies

Estate of A L Desterre Taylor

Diamond Creek East Primary School

Mrs Margaret Douce

Mr George Doull

Mrs Linda Driver

Major donors $5,000 and above

Berwick Opportunity Shop Inc

Jack Brockhoff Foundation

City of Yarra

Collier Charitable Fund

Estate of Thelma O Craig

Estate of Maureen Donovan

Mr Stephen Earp

Marian & E H Flack Trust

Estate of George Angus Halley

In memory of Barbara Koadlow Green

Clive Johnson Trust

Kimberley Foundation

Alfred E G Lavey Trust

Lord Mayor’s Charitable Fund

Lord Mayor’s Charitable Fund (Eldon & Anne Foote Trust)

Melbourne Community Foundation

Nelson Alexander Charitable Foundation

Mrs Merna Olver

RACV

Helen Macpherson Smith Trust

Estate of Stanley Charles Stockton

Tattersall’s Foundation Limited

Telstra

Trust Foundation

VicHealth

J O & J R Wicking Trust

Every gift is important.

As we strive to keep pace with the demand for our services, your support is more important than ever.

If you can help RDNS, please send your gift today or call RDNS on (03) 9536 5222 to donate by telephone or visit www.rdns.com.au to make a secure online donation.

1/7/2005 – 30/6/2006

Royal District Nursing Service would like to thank the individuals, philanthropic trusts and organisations listed below for their wonderful support during the past year. We would also like to sincerely thank the many donors whose names we have been unable to list.


facts and fi gures

number of clients treated 2005/2006: 30,937(includes clients attended by RDNS Liaison nurses but not admitted for on-going care)

Explanation of tables and graphs

Episodes and visits by centreThe term 'visits' in the context of this report includes a count of 'client related contacts', which are activities undertaken on behalf of a specifi c client though not in their presence. For example, a visit to a client's GP, attendence at a case conference or time spent communicating with other service providers involved in a client's care.

Admissions by source of referralThe greatest proportion of referrals to RDNS continues to come from public hospitals where RDNS Liaison nurses are pivotal in coordinating discharge planning.

Top ten classifi cation by occurenceThe table graphically demonstrates the diversity of conditions RDNS clients present with although ulcers remain the highest diagnostic reason for admission to RDNS.

Visits by care typeThe core focus of RDNS is clearly demonstrated to be the provision of support and maintenance services to clients in their homes.


how can you help?(see overleaf for details)

EPISODES OF CARE AND VISITS BY CENTRE 2005 / 2006

REGION Centre Episodes % * Visits ** %

EASTERN Box Hill 1,933 5.51 83,072 5.55

Camberwell 1,191 3.39 61,185 4.09

CSC † 0 0 4,995 0.33

Knox 1,426 4.06 94,057 6.29

Lilydale 753 2.15 15,924 1.06

Eastern total 5,303 15.11 259,233 17.32

NORTHERN Diamond Valley 1,836 5.23 85,328 5.71

Gisborne 113 0.32 2,924 0.20

Heidelberg 1,555 4.43 63,508 4.25

Moreland 2,292 6.53 79,978 5.35

Yarra 1,065 3.04 57,838 3.87

Northern total 6,861 19.55 289,576 19.38

SOUTHERN Berwick 1,569 4.47 42,982 2.87

Caulfi eld 1,872 5.34 96,110 6.43

Cranbourne 148 0.42 19,929 1.33

Frankston 1,619 4.61 97,037 6.49

Moorabbin 1,772 5.05 139,574 9.33

Rosebud 1,891 5.39 76,413 5.11

Springvale 1,653 4.71 63,051 4.22

Southern total 10,524 29.99 535,096 35.78

WESTERN Altona 2,187 6.23 84,987 5.68

Essendon 1,740 4.96 84,063 5.62

Lionsville 0 0 2,931 0.20

Sunshine 2,184 6.22 64,694 4.33

Western total 6,111 17.42 236,675 15.83

RALLY Healthcare 3,242 9.24 79,285 5.30

Homeless Persons Program (HPP) 2,998 8.54 36,285 2.43

Liaison 48 0.14 59,515 3.98

TOTAL 35,087 100 1,495,665 100

CLIENT ADMISSION BY SOURCE OF REFERRAL 2005 / 2006

Source Admissions %

Acute hospital / public 11,331 41.5

Local doctor 3,062 11.2

Acute hospital / private 2,100 7.7

Relatives, friends, neighbours 1,629 6.0

Self-referral 1,785 6.5

Extended care rehabilitation facilities

745 2.7

Palliative care / hospice 1,005 3.7

Other community health service

1,015 3.7

Other community service non-health

347 1.3

Aged care assessment team 440 1.6

Nursing home / hostel / other residence

256 0.9

Respite care – except palliative 44 0.2

Mental health / psychiatric service

18 0.1

Maternal / child health care 0 0

Other 3,524 12.9

TOTAL 27,301 100

* % have been rounded up to 2 decimal points

** ‘Visits’ include direct care and client related contacts

† Customer Service Centre



CULTURAL DIVERSITY OF CLIENT POPULATION 2005 / 2006

0%

40 60

25 75

25 75

41 59

Western

REGIONS

Southern

Northern

Eastern

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Non-English speaking countries

English speaking countries

Additional information about cultural diversity of client population:

• RDNS clients originate from 145 countries

• RDNS clients speak 74 languages

• 29% of total RDNS clients are born in non-English speaking countries

• 1% of total RDNS clients are Aboriginal and/or Torres Strait Islander

• 19% increase in the use of on-site interpreters

• 2% increase in the use of telephone interpreters

facts and fi gures

TOP TEN ICD-9-CM* CLASSIFICATION OF DISEASES AND INJURIES – NUMBER OF OCCURRENCES AND PERCENTAGE 2005 / 2006

ICD-9-CM classifi cation of diseases and injuries (Primary Diagnosis)

Main conditions treated at RDNS within the ICD-9-CM categories

Occurrences %

Post-operative care 6,469 16

Diseases of the skin and subcutaneous tissue Ulcers and cellulitis (10%) ** 5,925 15

Symptoms, signs and ill-defi ned conditions Urinary incontinence (5%) ** 4,959 13

Injury and poisoning Wounds (8%) ** 4,142 10

Neoplasms Malignant neoplasm (7%) ** 3,241 8

Mental disorders Dementia (2%) ** 2,859 7

Endocrine, nutritional, metabolic diseases and immunity disorders

Diabetes (6%) ** 2,684 7

Diseases of the circulatory system Venous ulcers (1%) ** 2,228 6

Diseases of the nervous system and sense organs Multiple sclerosis, Alzheimer’s, Parkinson’s disease (2%) ** 1,819 5

Genitourinary system Renal failure (1%) ** 1,099 3

Other 3,972 10

TOTAL 39,397 100

VISIT HOURS BY CARE TYPE 2005 / 2006

Support and maintenance

Acute / post acute

Palliative Other TOTAL

Visit at home 371,661 43,148 24,699 30,744 470,252

Visit at school / work 2,744 208 104 9,842 12,898

Visit to hospital (liaison) 2,472 2,212 164 11,317 16,165

Visit to hospital (not liaison) 413 6 43 1,292 1,754

Client attended centre 1,153 154 2 7,429 8,738

Bereavement visit 59 2 212 36 309

Other 62 5 1 5,330 5,398

TOTAL 378,564 45,735 25,225 65,990 515,514

* International Classifi cation of Diseases (9th Revision) Clinical Modifi cation.

** Each ICD-9-CM classifi cation consists of a number of conditions. This fi gure represents the frequency of the conditions' occurrence within the ICD-9-CM classifi cation.

NB: Visit hours exclude client-related contact hours.


Pamela BurgessB Ec, Dip Ed, MBA (Melbourne)

55, Director since 2003

Experience in the finance sector with roles associated with economics, stockbroking and corporate finance. Background also in the commercial and retail property market.

Christopher CarlileCPA


Honorary Treasurer since 2002

Over 30 years of experience in corporate management with particular emphasis on financial management, investments, acquisitions, strategic planning, marketing and organisational change. Former Finance Director, PA Consulting Group & Commercial Director, Blake Dawson Waldron Lawyers. Currently non–executive director, Freight Australia and Contrec Systems. Fellow, Australian Institute of Company Directors.

Marion LauOAM, JP


Aged care consultant, registered nurse and midwife, Marion served as Matron / Manager of The Avenue Hospital, Windsor, one of Melbourne’s most prominent private hospitals. A mentor and business coach, Marion is appointed to the Administrator and Advisor Panels for the Commonwealth Department of Heath & Aged Care. Justice of the Peace; Director, Management Consultants and Technology Services; Member, Ministerial Small Business Advisory Council; President, Chinese Health Foundation; President, Chinese Community Society of Victoria; Immediate Past Chair of the Ethnic Communities’ Council of Victoria. Awarded the Order of Australia in 1996 for services to older Australians as well as the Chinese Community and more recently the Centenary Medal for her services to multiculturalism and as Chair of the Victorian Ethnic Communities Council. Charter Member, Rotary Club of Elsternwick.

the board of directors

Jan BeggBSc (Hons), MBA


Currently a senior manager within corporate governance for major projects at ANZ Banking Group. Extensive experience as a senior executive in strategic consulting, project management, sales/marketing, change management, software development and business unit management. Worked throughout a range of organisations and industries including major government and corporate business within Australia, New Zealand, UK and USA.

Desmond Benjamin64, Director since 2001

Extensive experience as a director across a broad spectrum of both private and public companies, as chief executive, non-executive director, chairman and Board consultant. Honorary work has included past President of the Company Directors Association; Save the Children, Toorak; South Yarra Rotary Clubs & Life Education; past Zone Chairman of the Salvation Army Red Shield Appeal and past Treasurer of the Toorak Red Cross.


Jillian Pappas B Ec (Monash)

58, Director since 2000 Chairman since 2005

A Company Director, Jillian has experience in research and analysis in economics, accountancy and fundraising. President, Merton Hall Foundation and Member, Council of Melbourne Girls Grammar.

Lauri Penttila LLB

78, Director since 1996 Dec. 24 August 2006

Former Senior Partner of Penttila & Henderson law firm. Past President Victorian Society of Notaries Public. Past President Mount Royal Hospital Board. Past President, Conjoint Board, Mount Royal Hospital – Greenvale Centre. Senior Counsellor and Members’ Advocate, Law Institute of Victoria. Conciliator, Legal Profession Practice Act. Consultant to Randles, Cooper & Co. Board Chairman, Brunswick Industries Association Inc. Lauri had a solid background in Conveyancing, Probate and Commercial Law. Past President, Rotary Club of Brunswick.

Michael Roberts BN, Grad Dip Bus Admin


Mike has more than 27 years experience in healthcare as a nurse, clinical service manager, and a consultant. He is a director of Iridium Consulting, a Melbourne-based health care consultancy.

Mike’s work is focused on problem solving, change management and service redesign and planning. Iridium’s clients include health departments, professional bodies, hospitals, community services, aged care services and mental health services.

Prior to the formation of Iridium, Mike worked in senior management and clinical roles at St Vincent’s Hospital Melbourne and other hospitals. He is also active in several community service activities.

the board of directors

Philip MayersBA, LLB, CAHRI

59, Director since 1994 Deputy Chairman since 2005

Director, Silverman Dakin Human Resources Consulting & Executive Recruitment. Specialist areas include health, aged care and the non-profit sector. Former Chief Executive, Montefiore Homes. Chairman, Make-A-Wish Foundation of Australia. Past Chairman, Victorian Union for Progressive Judaism. Chairman, London Business School Alumni (Melbourne). Chairman, Witwatersrand University Alumni (Melbourne). Occasional lecturer in Human Resources at Victoria University. Member, Rotary Club of Melbourne.

Paul MontgomeryBA, LLB (ANU)


Paul specialises in strategy and leadership development. With a track record as one of Australia’s most respected law firm leaders, he understands strategy and leadership from the client perspective and recognises the importance of implementation.

Paul was managing partner of Freehills Melbourne for 12 years. His leadership saw significant growth in revenue, size and profitability of the firm. His leadership also saw the creation of Freehills Patent Attorneys and the Institute of Knowledge Development.

Since leaving Freehills, Paul has consulted to law and accounting firms. He facilitates retreats and conferences and has presented at leadership conferences such as ‘Future Summit’ and ‘The World Masters of Law’.

Dr Michael MurrayMB BS, FRACP, MPH


Currently Director of Geriatric Medicine, St Vincent’s Health. Fellow of Australian Association of Gerontology (FAAG), Clinical Associate, University of Melbourne.

With a broad range of management, clinical and clinical teaching experience, Dr Murray has extensive professional networks specialising in aged care including National Evaluation of the Innovative Care (Rehabilitation) Services Steering Committee; Continence Management Advisory Committee; Community Care Coalition (National & Victorian Committees); Australian Centre for Evidence Based Aged Care (Latrobe University); Australian Association of Gerontology (Victorian Branch); Continence Foundation of Australia (National); Lynden Aged Care Association Board of Governance; Australian Society for Geriatric Medicine; International Continence Society.


corporate governance statement

On 31 March 2003 the Australian Stock Exchange released the ASX Corporate Governance Council’s Principles of Good Governance and Best Practice Recommendations (‘ASX Principles’). Those ASX Principles require major publicly listed companies to disclose in their annual reports whether their corporate governance practices follow the ASX Principles on an ‘if not, why not’ basis.

RDNS is not a publicly listed company and is not subject to the ASX Principles - indeed some of them are not applicable to the not-for-profit sector. For ten years the Board of Royal District Nursing Service has worked, as a key priority, on the development and adoption of processes and practices which are aimed at achieving best practice in good governance in the not-for-profit sector. So, whilst not technically required to comply with the ASX Principles, RDNS Directors have determined to use them as the basis for continuing to revise and update their own practices.

The RDNS Board Charter, originally developed in 1996/97, sets out the basis by which the RDNS Board fulfils its role and the Charter Statement (1999) provides further guidance on the way by which the Board/management/staff interface operates.

In summary, the Board is a strong advocate of good corporate governance and seeks to ensure that all officers and employees of the company fulfil their obligations and their responsibilities to all stakeholders.

centre locationsWestern Metropolitan Region

Altona

4/37 Chambers Road Altona North, 3025

Telephone 9399 2444 Facsimile 9398 0699

Essendon

Cnr Mt Alexander Road and Grice Crescent Essendon, 3040


Homeless Persons Program (HPP)

113 Rosslyn Street West Melbourne, 3003


Lionsville (Western Palliative Care)

270 Pascoe Vale Road Pascoe Vale, 3044


Sunshine

176–190 Furlong Road St Albans, 3021


Northern Metropolitan Region

Diamond Valley

25 Station Street Diamond Creek, 3089


Gisborne

5 Neal Street Gisborne, 3437


Heidelberg

100 Oriel Road Heidelberg West, 3081


Moreland

106 Bakers Road North Coburg, 3058


Yarra

49 Sackville Street Collingwood, 3066


Eastern Metropolitan Region

Box Hill

690 Elgar Road Box Hill North, 3129


Camberwell

690 Elgar Road Box Hill North, 3129


Knox

Room 5.15 Knox Community Health Centre 1063 Burwood Highway Ferntree Gully, 3156


Lilydale

78 Hereford Road Mt Evelyn, 3796


Southern Metropolitan Region

Berwick

48 Webb Street, Narre Warren, 3805


Caulfield

92 Kooyong Road Caulfield North, 3161


Cranbourne

Cranbourne Integrated Care Centre 140–154 Sladen Street Cranbourne, 3977


Frankston

78–80 Beach Street Frankston, 3199


Moorabbin

609–611 South Road Bentleigh East, 3165


Rosebud

2 Cairns Street Rosebud, 3939


Springvale

2 Lenore Street Springvale, 3171


Head Office

31 Alma Road St Kilda, 3182


RALLY Healthcarec /o Royal Talbot Rehabilitation Centre Yarra Boulevard Kew, 3101


After Hours Telephone Support Service


Care and Assessment Centre, Box Hill (Whitehorse Community

Health Service)

43 Carrington Road Box Hill, 3128


Care and Assessment Centre, Rosebud

2 Cairns Street Rosebud, 3939


Customer Service Centre

2nd floor, 1155 Toorak Road Hartwell, 3124

Website www.rdns.com.au

ERC

0610

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Royal District Nursing Service

Documents

Transcript of Royal District Nursing Service