Mansfield District Hospital

Corporate

 

Mansfield District Hospital (MDH) Executive place the care, support, and education of staff above all else. We strive to genuinely know our workers, to understand their ambitions and capabilities and we work hard to provide opportunities for each individual to fulfill their own inherent potential.

The Executive do this for one simple reason. We believe that when staff are happy, our customers are happy, and vice versa. To make customers happy, we understand the value of things other than money for staff. Hence, learning opportunities, a strong cooperative team, and an engaging service vision and plan are contributing factors to the culture that exists at MDH.

To work at MDH, our leaders have to clearly demonstrate good people skills. They are expected to be open and impartial in their decision-making and supportive in their management style. They are required to involve staff in change management and collective brainstorming activities and should at all times display qualities that are reflective of the organisations values and required behaviours.

 

Because we believe in both transparency and continuous improvement, MDH participates annually in the State Services Authority People Matter Survey. This gives our staff the opportunity to voice an anonymous opinion about how well we observe our own values and employment principles and whether or not they see the organization as one that promotes workplace wellbeing and commitment. 

We also have regular open forums providing further occasion for direct feedback to Managerial staff.  Of course, staff members are encouraged through our open door policy to raise issues with their line manager or a member of the executive at any time and do so accordingly.

Managers too have the chance to acknowledge staff achievement through our staff recognition awards program.  These awards recognize such things as excellence in customer service, an individual’s contribution to quality improvement outcomes and action which reflect the organization’s values.

A strong people orientated environment has served to create good working relationships and a productive and rewarding workplace at MDH.  Work/life balance is not only supported but encouraged with a large percentage of our staff working in part time or in flexible contractual arrangements. We have also maximized access for our staff to the range of benefits available to Public Sector Employees.  These include salary packaging (which incorporates an attractive Remote Area Housing scheme) and an Employee Assistance Program.

 

At MDH we strive to remove obstacles that may prevent learning or the application of knowledge.  Creating career opportunities provides a goal to which all staff can aspire.  To this end, we also have an organization-wide succession plan and development plans that include individual skills enhancement strategies to better prepare staff for the opportunity of career advancement within the organization.

 

The Hospital has a reputation for excellence in aged, maternity, and medical and surgical care. It is held in very high esteem by the people it services, and this is something of which we are extremely proud.

The Hospital’s locality (although remote) complements all that we stand for. MDH is nestled within a caring, compassionate and involved community that embraces notions of opportunity and excellence and it does this in a context of extreme beauty and diversity.

Only 2 hours drive from Melbourne and situated in the High Country, the region offers a diversity of outdoor activities including skiing, bike-riding, bushwalking, fishing, boating, and horse-riding. The Mansfield district has developed a reputation as a gourmet food and wine destination and is fast establishing itself as the host of major events.

 

Mansfield - a lifestyle choice!

 

Background

The Mansfield District Hospital was established and incorporated in 1876 to provide health services to the Mansfield district. The hospital converted the private midwifery wing, Bentley House, to an aged care residential facility and expanded its nursing home accommodation to 20 beds in 1975. A further 10 beds were added in 1996 and the nursing home was renamed Buckland House. In 2000 the Bindaree Retirement Centre amalgamated with the Mansfield District Hospital to provide hostel level care to the district's residents to integrate Mansfield's aged care services.

Today the Mansfield District Hospital is a 28 bed acute medical, surgical and obstetric hospital. Buckland House Nursing Home provides 30 beds for high level aged care while Bindaree adds a further dimension to the hospital's increasing role in caring for the elderly members of the local community with a total of 40 low care beds, including 11 dementia specific beds. Bindaree also has an 'Ageing in Place' program.

 

Statutory Objectives

Registered Objectives

• To ensure high standards of health care are consistent with the agreed clinical service level of the agency by provision of professional health care in medicine, surgery, obstetrics, geriatrics, paediatrics, accident and emergency medicine, community health and in paramedical services along with continuing review of the quality and adequacy of such services.
• To maintain responsible management of human, financial and other resources so that there can be a continuing program for quality improvement in facilities and equipment, as well as education programs to promote expertise and ensure optimal patient care.
• To promote a safe and healthy environment for patients, staff and visitors by means of education, promotion and continuing review of occupational health and safety issues.
• To be responsive to the total health care needs of the community by providing a base for community health support groups, community education and health promotion programs in cooperation with other community based health care providers.
• To introduce Quality Improvement Management strategies to monitor performance and coordinate and review all quality assurance activities, under the direction of the Board of Management.

Aged Care Objectives

• To ensure an effective quality management system is in place which is suitable and effective to meet the overalls aims of the Home and Hostel, the Department of Health & Aged Care and Commonwealth Outcome Standards.
• To value the right of residents and to treat them with dignity, respect and understanding and to offer them choices and give them the opportunity to develop their full potential in an atmosphere and environment designed to meet their individual needs.
• To continue to provide systems and processes where residents will be treated fairly and offered equal opportunity to develop and be listened to.
• To promote standards of comfort, safety and hygiene.
• To value the well being of the community it serves.

 

Organisational Chart

Download the Organisational Chart in PDF format.

 

Strategic Plan

Download the Strategic Plan

 

Compliance with Relevant Acts

The organization is committed to complying with Victorian State Government Policy and endeavours to ensure it meets those requirements.

 

Freedom of Information Act 1982

The organization is subject to the provisions of the Freedom of Information Act 1982.

 

In the 2008-2009 year, 32 applications were made to the organization under these provisions. All requests were approved and processed.

 

Whistleblower Protection Act 2001

This hospital has adopted a procedure for managing disclosures made pursuant to this Act. There were no reports made under the Act in 2008/09.

 

The Mansfield District Hospital is committed to the aims of the Whistleblowers Protection Act 2001. It does not tolerate improper conduct by its employees, officers or members, nor the taking of reprisals against those who come forward to disclose such conduct.

 

The Mansfield District Hospital recognizes the value of transparency and accountability in its administrative and management practices, and supports the making of disclosures that reveal corrupt conduct, conduct involving a substantial mismanagement of public resources, or conduct involving a substantial risk to public health and safety or the environment.

 

The Mansfield District Hospital will take all reasonable steps to protect people who make such disclosures from any detrimental action in reprisal for making the disclosure. It will also afford natural justice to the person who is the subject of the disclosure.

 

Building Act 1993

The organization did not undertake any new building works subject to this Act during the 2008-2009 year. All buildings are appropriately classified according to the regulations.

 

Victorian Industry Participation Policy disclosures

The organization is committed to using local approved suppliers wherever possible and maintains an approved suppliers list that is audited on an annual basis.

 

National Competition Policy

The organization is committed to ensuring ‘best value for money’ is obtained for purchase of supplies, equipment and works. The organization does not always accept the cheapest price for items or services and uses open and transparent selection criteria when determining outcomes.

 

Statement of Merit and Equity

The Mansfield District Hospital is an Equal Employment Opportunity employer and has adopted the public sector merit and equity principles promoted by the State Services Authority (SSA).

 

The organization has developed it own set of beliefs and values, utilizing the SSA principles:

 

• Quality

We believe that excellence of service and the provision of high quality, effective and accessible health services will be achieved by working in partnership with other health care providers to plan, strengthen and deliver innovative, cost-effective and integrated health care services.

 

• Integrity

We believe it imperative to be open, honest, transparent and ethical in our decision-making and business transactions to ensure equitable access to a safe, high quality healthcare service is available that upholds and respects the dignity and rights of all stakeholders.

 

• Support

We believe in providing a fair and equitable environment for our staff that supports access to education and training opportunities, fosters a culture of safety and teamwork, and values the experience and knowledge of all employees.

 

• Sustainability

We believe that the future of our organization and of our community will only be enhanced by the development of genuine environmental sustainability initiatives.

 

 

Occupational Health and Safety

Policy and Commitment Statement

To ensure that the organization, and all staff employed by the organization, are clear with regards to their joint responsibilities for establishing and maintaining a healthy and safe environment for all patients, residents, clients, visitors and staff.

 

Chief Executive Statement

The Mansfield District Hospital has continued to demonstrate its commitment during the 2008-2009 year to providing a healthy and safe workplace for all. Evidence of such commitment can be seen in the implementation of departmental OH&S plans and performance indicator results.

 

The Board of Management and Executive Team continue to work with staff to ensure a workplace culture, committed to occupational health and safety, is maintained and further developed. Not only it is our legal responsibility to provide a safe workplace, it is our moral responsibility to protect all persons working in or visiting our establishments.

 

Managing Occupational Health & Safety

Our organization has a number of systems and processes in place to manage occupational health and safety in the workplace. These include, but are not limited to:

• hazard identification and reporting system
• incident / accident identification and reporting system
• internal audit system
• occupational health and safety action plan
• occupational health and safety committee
• occupational health and safety representatives
• designated safety officer
• document control system
• education and training program
• trend analysis of relevant OHS data
• management review committee
• risk assessment and management system
• workplace assessments

 

The Occupational Health and Safety Committee, in conjunction with the Quality and Risk Managers, systematically assess, report, eliminate or control hazards and risks through the systems and processes identified above on a monthly basis. Where a hazard or risk poses an immediate threat, the Quality or Risk Manager will initiate action without the approval of the OHS Committee in order to ensure the safety of staff, patients, residents, clients or visitors. Other hazards and risks are discussed by the OHS committee (which has representation from all departments within the organization) to devise strategies to effect positive outcomes. These processes also help us to assess occupational health and safety in the workplace.

 

All new employees are required to undergo occupational health and safety training relevant to their areas as part of their orientation program.

 

Currently we collect data for statistical purposes on workplace incidents, the number of worker’s compensation claims made, and trends in worker’s compensation costs and premiums. These trends are reported through our Management Review Committee which meets on a bi-annual basis and has formal representation from all departments, including the Board of Management.

 

Incidents

All incidents within the organization are documented, analysed and action is implemented. Trends on all types of incidents and accidents are reported regularly to the Occupational Health and Safety Committee monthly meetings and bi-annually to the Quality Assurance/Management Review meetings.

 

Contribution by Employees

The organization operates a ‘suggestion for improvement’ process: this enables all staff members to offer suggestions for improvements in the area of occupational health and safety. While we have many ‘formal’ processes in place to enable employees to contribute to improving and managing the occupational health and safety system, the hospital still maintains an ‘open-door’ policy to Executive Management for staff who have any concerns about the workplace environment.

 

On behalf of the Occupational

Health & Safety Committee

 

 

Compliments / complaints

Mansfield Hospital has a complaints policy and you can fill out our Feedback Form to register a complaint, compliment, comment or suggestion. You are also welcome to contact the organisation directly to speak to someone in person on 5775 8800. Alternatively, you can email us, or contact us through the contact page.