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COMMUNITY BENEFIT REPORT 2016-17
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Contents
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES
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Overview
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Community benefit framework and definitions
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How we assess the value of our program
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Voluntary service
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Procurement practices
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Environmental stewardship
16 Advocacy 18
Education and research
Cover photo: Perioperative nurse Seana Casey, a member of the surgical team that volunteered their time to operate on medical evacuee Pulei Latu from Tonga. She is pictured during the surgery at Cabrini Malvern.
ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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OVERVIEW
Continued progress
Cabrini is a Catholic, charitable organisation. The healing ministry of Jesus is our inspiration. We respond to God’s call to bring alive the Gospel vision through services that reflect the sacredness of life and that are grounded in love and respect for all, especially those who are weakest and most vulnerable.
Community Benefit Program Value $m
12 10 8 6 4 2 0
2012-13 2013-14 2014-15 2015-16 2016-17
COMMUNIT Y BENEFIT P RO G R A M VA LU E ($ M) 12 10 8 6 4
2012-13
2013-14
Direct Costs
2014-15
2015-16
2016-17
Revenue foregone
Our Catholic identity calls us to: • respect the inherent dignity of every person • create social conditions that allow people to reach their full potential and to participate in their communities • give priority to the needs of the poor and marginalised • be prudent managers and share our resources in the interests of the community as a whole • be good stewards of the environment, conscious of the interdependence of all living creatures and the finite nature of our natural resources As a provider of healthcare and healthcare related services, all of our
services and activities are intended to deliver benefits to the community. Annually, we assess the value of our community benefit program across eight domains of activity: mission-driven health services, health promotion, health outreach, social outreach, education and research, community engagement, advocacy and environmental stewardship. A description of each domain is provided on page six. Where possible, direct costs and/or revenue foregone in each domain is calculated and reported. This framework covers activities that we undertake in direct response to an identified community need (as distinct from a community demand) and/or where the primary goal is not to bring a direct economic or commercial benefit to the organisation. We work to demonstrate transparency and accountability with respect to the concessions we receive as a charitable institution by annually assessing the value of our activity against our community benefit framework.
Where possible, direct costs and/or foregone revenue in each domain are calculated and reported. In the case of environmental stewardship, we monitor energy utilisation across all clinical sites against patient beddays to provide visibility of the effectiveness of our sustainability interventions. We undertake some activities that provide value without necessarily incurring a cost to the organisation, such as: • our commitment to provide social benefits through procurement • encouraging staff to reduce their environmental impact • providing opportunities for people to connect with the community through volunteering Other activities are more difficult to quantify and we believe are best illustrated in stories or case studies. The stories contained in this report are intended to provide a richer insight into the impact of our community benefit program within the organisation and on the communities we serve.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES
“While all of our services are designed to deliver public benefit, we want to make visible our commitment to be a good corporate citizen beyond the general expectation of a private healthcare service. In this way, we seek to demonstrate transparency and accountability for our identity as a Catholic charitable institution.” – Chief Executive Dr Michael Walsh
ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Assessment of the value of Cabrini’s community benefit program These eight domains of activity are used in making an annual assessment of the value of Cabrini’s community benefit program.
CLINICAL EDUCATION & RESEARCH
OVERVIEW
ENVIRONMENTAL STEWARDSHIP
ADVOCACY
COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE
HEALTH OUTREACH
MISSION-DRIVEN SERVICES
PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH
HEALTH PROMOTION
COMMUNITY ENGAGEMENT SOCIAL & COMMUNITY OUTREACH
CONTACT US
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Community benefit definitions
MISSION-DRIVEN SERVICES involve the unprofitable services that we choose to provide because they meet an identified need and would not otherwise be available to patients, or where we choose to provide a subsidy to make a service more affordable. We calculate either the cost of the service or the revenue foregone. We exclude services where financial loss is attributable to performance below benchmark or procedures within a specialty that are unprofitable. CLINICAL EDUCATION AND RESEARCH is calculated as Cabrini’s cross-subsidies for the Cabrini Institute’s activities such as support for undergraduate nursing, allied health and medical education, GP education, academic supervision and research support. We capture the revenue foregone from providing pro bono ethics reviews for small organisations that lack access to a human research ethics committee.
HEALTH OUTREACH involves subsidised access to our private health services for financially or socially disadvantaged individuals or groups through reduced or waived surgical theatre, consultation, diagnostics and accommodation fees, as well as the direct provision of a health service to a financially disadvantaged community. HEALTH PROMOTION comprises the cost of activities and services purposefully designed to enable people to increase control over the determinants of health and thereby improve their health outcomes. SOCIAL OUTREACH involves the funding associated with our local partnerships for asylum seeker support and refugee settlement, which promote Aboriginal health and wellbeing or support our international health programs.
COMMUNITY ENGAGEMENT involves support for programs and activities that strengthen community capacity and improve community/social wellbeing. It includes financial support for community agencies, waived parking costs for example for Saturday evening Mass at Cabrini Malvern, costs associated with Patient and Resident Volunteer Services and grants for the international Missionary Sisters of the Sacred Heart of Jesus community. ADVOCACY is defined as taking a public stance on an issue and undertaking activities designed to influence social attitudes and/or policy responses. Our advocacy priorities are end-of-life care, asylum seeker treatment and Aboriginal reconciliation. ENVIRONMENTAL STEWARDSHIP comprises the costs of investment in reducing our consumption of natural resources, reducing our carbon footprint and/or reducing waste.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Financial value of Cabrini’s community benefit program 2016-17 We assess the financial value of our community benefit activity for each of the eight domains of our framework according to definitions featured on page 6.
The direct costs and, where relevant, foregone revenue are used to calculate the value for the financial year. While the methodology may not be perfect, we use the same approach each year so that we can compare results and track MI S S I O N - D RI VEN S ERVI C E S
progress over time. In 2016-17, the total financial value of the program was $9,887,775 comprising $9,278,616 in direct costs and $609,159 of foregone revenue.
H E A LTH O UTRE AC H
SOCIAL O U T R E AC H
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS
E D U C AT I O N A N D R E S E A RC H
HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE
29.5%
4.6%
13.5%
27.8%
Total value $3,183,672
Total value $493,232
Total value $1,453,367
Total value $2,997,912
PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY
H E A LTH P ROMOTI O N
COM MUN I T Y EN G AG E MEN T
ADVO C ACY
E N V I RO N M E N TA L ST E WA R D S H I P
EDUCATION AND RESEARCH CONTACT US
0.16%
16%
0.01%
0.1%
Total value $16,500
Total value $1,731,346
Total value $1050
Total value $10,696
Proportion of program expenditure 2016-17
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A bright idea
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ach year, Brightways: A Cabrini Breast Cancer Service provides care to more than 500 women diagnosed with early-stage breast cancer and a further 400 women with metastatic (or secondary) breast cancer. Following mastectomy (a surgical operation to remove one or both breasts), our patients have access to breast prostheses and other services that help to enhance their body image and self-esteem. This is not necessarily the case for people who live in remote areas, where the purchase and replacement of prostheses is more difficult.
In 2017, we decided to collect prostheses that were no longer needed and donate them to women living in Hermannsburg, an Aboriginal community in the MacDonnell Shire in the Northern Territory, 125 km west of Alice Springs. Cabrini has had a long relationship with this community through our ties with the Cooke family, founders of the Aboriginal outstation Intjartama which once operated as a therapeutic centre. We provided 15 breast prostheses and bras to the Ntaria Western Aranda Health Aboriginal Corporation which, in turn, distributed them to local women.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
From left: Breast Cancer Service Coordinator Vicki Durston and breast care nurse Brownwyn Flanagan were involved in the initiative to provide donated prostheses to Aboriginal women in Hermannsburg, Northern Territory.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Voluntary service Each year many of our staff are involved in fundraising for charities, volunteering their time in community organisations or participating in service programs operated by other organisations. We take pride in their contributions and celebrate their achievements.
For the purpose of our community benefit reporting, we include only voluntary service provided within our own organisation and the hours of volunteer service provided as part of our social outreach partnership commitments. For these activities, we report the total hours and an estimate of the cost of the time had we needed to pay for the service. Over the past year, Cabrini was the beneficiary of nearly 38,000 volunteer hours. More than 35,000 hours of value-added service were provided by: • Heartbeat Cabrini patient visitors • Catholic Ministry volunteers • Cabrini Gift Shop volunteers • Patient and Resident Services volunteers We received approximately 1000 hours of pro bono support from psychiatrists, general practitioners and psychologists at the Cabrini Asylum Seeker and Refugee Health Hub. As it caters mainly for Medicare-ineligible asylum seekers,
we would not be able to offer such a comprehensive service without the generosity of these staff. More than 1600 hours were provided to our partner organisations through a diverse range of services such as governance and administrative support for St Mary’s Hospital in Ethiopia, participating in primary health checks in a service program with Cabrini Ministries in Swaziland, providing a pathology service for Modilon Hospital in Papua New Guinea, volunteering for medical evacuation surgery or as a mentor for visiting overseas clinicians. Using conservative hourly rates for each staff classification, Australian minimumwage rates for patient and resident volunteers and Heartbeat Cabrini patient visitors, and 95 per cent of the Catholic Archdiocese of Melbourne grade 1 pastoral associate rate, we estimate that the volunteer time contributed to Cabrini is worth more than $950,000.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
Dr Ed Sixsmith has a dual role: he works as a paediatric emergency doctor at the Royal Children’s Hospital and as a pro bono general practitioner (GP) at the Cabrini Asylum Seeker and Refugee Health Hub in Brunswick. He is an outsider of sorts himself, having moved from the UK to Australia six years ago. Ed had always wanted to do humanitarian work. In 2015, he spent six months in Paoua, a town in the north of the Central African Republic, at a hospital run by Doctors Without Borders. For the past 18 months, he has volunteered at the Cabrini Asylum Seeker and Refugee Health Hub.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Procurement practices
WE APPROACH SOCIAL BENEFIT IN A RANGE OF WAYS
We have a procurement policy stating our commitment to Program ethicalValue sourcing of goods and Community Benefit $m services and a framework to help us achieve the best outcomes in procurement i.e. 20 • value for money • high 15 standards of probity, transparency, accountability and risk-management 10 • where possible, social benefit 5 0
2013-14
2014-15
2015-16
2016-17
P RO C U R E M E N T F R O M LO C A L T R A D E R S ($ M) 20 15 10 5 0
2013-14
2014-15
2015-16
2016-17
1) We give preference to goods or services sourced locally. Since 2014, as purchasing contracts have ended, we have progressively moved our purchasing to businesses in the local government areas where Cabrini’s services are located. The purpose is to support local traders, as they help to create vibrant and well-resourced communities. We monitor and report on the value of purchasing from local traders as a measure of community benefit. In 2016-17, the value of our local purchasing increased from $13.3m in 2015-16 to $16.6m in 2016-17 i.e. an increase of $3.3 million. Where we are unable to purchase goods or services locally, we source supplies from suppliers that support communities where the Cabrini Sisters have missions and other countries where Australia has free trade agreements.
2) Where possible we consider purchasing from social enterprises or Aboriginal and Torres Strait Islander-run businesses. Our socialpolicy statement Australia’s First People articulates our commitment to Aboriginal and Torres Strait Islander people. We are a member of Supply Nation, which is endorsed by the Australian Government. We use our best efforts to ensure all goods and services are sourced from businesses that comply with the principles promulgated by the Ethical Trading Initiative, the United Nations International Labor Organization, the United Nations Declaration of Human Rights and the Code of Ethical Standards for Catholic Health and Aged Care in Australia. We are dedicated to continually reducing the environmental impact of our supply chain.
3) When we purchase goods that are sourced either directly or through distributors where manufacturing occurs in countries where slavery is known to be an issue, we require the supplier to present us with their business social compliance initiative (BSCI) auditing methodology. An example relates to the purchase of some items of the Cabrini staff uniform where manufacturing takes place in Indonesia.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Fighting modern slavery
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espite misconceptions, slavery remains prevalent. Today up to 21 million people are owned/controlled by an ‘employer’ and forced to work through coercion, or mental or physical threat. Of them, 5.5 million are children, many of whom are working in sweatshops producing goods sold globally. Entire families are forced to work for nothing to pay off generational debts. Girls are married off against their will to much older men. Women are forced into prostitution. Modern slavery blights our society and harms people all over the world. The Australian Federal Government plans to introduce legislation that will require businesses earning more than $100m in revenue to report on their efforts to stamp out modern slavery in their supply chains.
In 2014, we introduced a new procurement policy stating our commitment to ethical sourcing. When we purchase goods sourced directly or through distributors where manufacturing occurs in countries where slavery remains an issue, it is a condition that the supplier presents us with their Business Social Compliance Initiative (BSCI) auditing methodology. BSCI is a supply chain management system designed to drive social compliance and improvements in factories and farms in global supply chains. It implements the principle of international labour standards protecting workers’ rights such as International Labor Organization conventions and declarations, the United Nations Guiding Principles on Business and Human Rights and guidelines for multinational enterprises of the Organization for Economic Co-operation and Development.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Environmental stewardship As a Catholic organisation, Cabrini is committed to environmental stewardship. We heed the call of Holy Father Pope Francis to ecological conversion in which he draws on theology and scientific evidence to challenge all people to be better stewards of God’s creation.
We have measured and reported on our utility consumption, waste sent to landfill and carbon dioxide emissions from our clinical facilities since 2011-12, using patient beddays as a measure to account for changes in activity. Although these measures do not reflect all activities performed across our organisation, as healthcare is the most energy intensive and generates the most waste of any of our services, this is considered to be a useful measure of our effectiveness in reducing the impact we have on our environment. Over the past five years, there has been a downward trend in our consumption of most utilities and improvements achieved in 2016-17. The net effect is a 15 per cent reduction in carbon dioxide emissions from a high of 0.1164 tonnes per bedday in 2013-14 to 0.0989 per bedday in 2016-17.
Food waste is a problem in most Australian homes. The problem is magnified for Cabrini, which has more than 800 beds and provides more than 260,000 days of care to patients and residents. We can produce up to 780,000 meals over a 12-month period. In an effort to better manage our food waste, we have installed a food dehydrator at Cabrini Malvern at a cost of $63,500. Over the past 12 months, we have diverted 73 tonnes of food waste that would have been sent to landfill. The waste was converted to a soil enhancer used to maintain and improve our gardens.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
From left: Chef Robbie Binedell, Environmental Engineer Mike Taylor and engineering services staff and engineering services staff John Baldry, Ricardo Oroz Horta, Stephen Hurlston and Tharanga Dinesh Camage.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Our environmental performance
G A S UT ILISAT IO N
ELEC T RICIT Y UT ILISAT IO N (K W H RUtilisation PER BED DAY ) Electricity Utilisation Electricity Utilisation Electricity
PER Gas BED DAY ) Utilisation GasJUtilisation Gas Utilisation(G
86
86
0.30
0.30
82
Electricity Utilisation Electricity Utilisation 82 82
0.29
Gas Utilisation Gas Utilisation 0.29 0.29
86 78
86 78
0.28
78
0.28 0.30
0.28 0.30
82 74
82 74
0.27
0.27 0.29
0.27 0.29
74
78 70 2012-13
0.26 0.26 0.28 78 70 0.09 2013-14 2012-132014-15 2013-14 2012-13 2015-16 2014-15 2013-14 2016-17 2015-16 2014-15 2016-17 2015-16 0.09 2016-17 2012-13 0.27
0.26 0.28
70
86
74 70
74
We achieved a record low in electricity 70 2012-13 2013-14 2012-13a 2014-15 2013-14 of 2015-16 2014-15 2016-17 2015-16 2016-17 usage with saving 0.83 kilowatt
hours per bedday on 2015-16.
0.30
0.55
0.50 0.55
0.45
0.45 0.50
0.45 0.50
0.40 2012-13 0.45
HOW WE ASSESS THE VALUE OF OUR PROGRAM
0.40 2014-15 2012-13 2013-14 2014-15 2016-17 2015-16 2013-14 2012-13 2013-14 2015-16 2014-15 2016-17 2015-16 0.45
We achieved a record low in water usage
we remained below the peak usage recorded in 2015.
in 2012-13 by 0.058 kilolitres per bedday.
0.0040 Waste
WA STE 0.0040 Waste (TO NNE S PER BED DAY )
0.12
0.0035
0.0035 0.0040
0.0035 0.0040
0.11
0.11 0.12
0.11 0.12
0.0030
0.0030 0.0035
0.0030 0.0035
0.10
0.10 0.11
0.10 0.11
0.09
ADVOCACY EDUCATION AND RESEARCH CONTACT US
2012-13 2013-14 2014-15 2016-17 2015-16 2013-14 2012-13 2013-14 2015-16 2014-15 2016-17 2015-16 0.09 2014-15 0.10
2012-13 0.09
2016-17 PROCUREMENT PRACTICES
ENVIRONMENTAL STEWARDSHIP
2 CO SIO NS 0.12 E MIS 0.12 CO2 Emissions CO2 Emissions (TO NNE S PER BED DAY )
2012-13 2013-14 2014-15 2016-17 2015-16 0.09 2016-17 2012-13 2012-13 2012-13 2014-15 2013-14 2015-16 2014-15 2016-17 2015-16 0.00252013-14 0.0025 0.09 0.10 0.0030 0.0030
2016-17
VOLUNTARY SERVICE
0.40our consumption 0.40 2016-17 2012-13 2013-14 2014-15 2016-17 2015-16 2012-13 2013-14 2014-15 2015-16 decreasing from a peak
0.0040
We reduced our volume of waste-sentto-landfill from its peak in 2012-13 by 0.0007 tonnes per bedday.
0.50 0.55
Although0.26 we experienced a slight
CO2 Emissions CO2 EmissionsCO2 Emissions
2016-17
0.50
COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS
0.26
Waste
2012-13 2014-15 2013-14 2015-16 2014-15 2016-17 2015-16 2012-13 0.0025 2013-14
0.55
OVERVIEW
0.09 0.09 2012-13 2014-15 2013-14 2014-15 2016-17 2015-16 2015-16 increase2012-13 in gas2013-14 utilisation in 2016-17,
Waste
0.0025
0.55
Water Utilisation Water Utilisation
0.09 2012-13 2013-14 2014-15 2016-17 2015-16 0.40 2016-17 2013-14 2012-13 2013-14 2015-16 2014-15 2016-17 2015-16 0.27 2014-15
Waste
0.0025
WATER U TILISATION (Water KL Utilisation PER Water BEDDAY ) Utilisation Utilisation Water
2013-14 2012-13 2014-15 2013-14 2015-16 2014-15 2016-17 2015-16
For the first time, carbon dioxide emissions fell below 0.1 tonne per bedday.
2016-17
2016-17
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A new take on climate change
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AKE2 is Victoria’s collective climate change pledge to reach net zero emissions by 2050 and keep the global temperature rise to under 2 degrees.
by a concern about the impact people have on the environment today and ramifications for the future.
In June 2017, Cabrini joined more than 300 other Victorian businesses and individuals to take the pledge. We invited our staff to make their own personal environmental pledge and, to date, more than 200 staff have done so.
Being part of the Environmental Committee has helped Jasmine to understand the importance of caring for our environment, not only at home but also here in the workplace. “It’s my job to bring that understanding to staff in my workplace,” she said.
Jasmine Kopcewicz, Administrative Assistant (Infrastructure) in the Cabrini Institute, is one member of staff who embraced the opportunity. She represents the Cabrini Institute on Cabrini’s Environmental Committee. Her membership of TAKE2 is motivated
In joining Take2, Jasmine pledged to use fewer plastic bags and to use reusable rather than disposable coffee cups. So far, she has managed to stay true to her pledge and takes pride in the difference these small actions will make.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
The Cabrini Institute’s Jasmine Kopcewicz is an environmental champion who joined Take2, pledging to reduce her impact on the environment.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
“Many things have to change course, but it is we human beings above all who need to change. We lack an awareness of our common origin, of our mutual belonging, and of a future to be shared with everyone. This basic awareness would enable the development of new convictions, attitudes and forms of life. A great cultural, spiritual and educational challenge stands before us, and it will demand that we set out on the long path of renewal.” From left: Cabrini’s Head of Supply Chain Gary Eden with Czeslaw Wiatr of local supplier the Fruit Nest in Malvern.
− Encyclical Letter Laudato Si of the Holy Father Pope Francis on care for our common home (24 May 2015)
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Advocacy We define advocacy as taking a public stance on an issue and undertaking activities designed to influence social attitudes and policy responses. In doing so, we draw on our reputation, experience and ethical position as a Catholic healthcare provider and our values as a member of the international Cabrini community to advocate on issues where we believe we can contribute.
Depending on the issue, our audience may be the community in general, a section of the community, or our staff. Currently our advocacy priorities are improved end-of-life care, a more compassionate response to asylum seekers and Aboriginal reconciliation. We have been active in advocating for improved access to palliative care and cautioning against the introduction of voluntary assisted dying legislation in Victoria. We have published social policy position statements to articulate our position on Australia’s First People and the treatment of Asylum Seekers and Refugees. We engage our staff in our efforts to create a fairer, more inclusive society through our Aboriginal cultural immersion experience at
Intjartnama in the Northern Territory and membership of the Catholic Health Australia-Apunipima partnership focused on improving primary health services in Cape York. In April 2017, we launched a specialist mental health service for asylum seekers and refugees. This service operates from the Cabrini Asylum Seeker and Refugee Health Hub in Melbourne’s northern suburb of Brunswick and complements the primary health service launched at this centre in April 2016. Our staff have supported clients of the Cabrini Asylum Seeker and Refugee Health Hub through fundraising and donating knitted garments over the winter period.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
In 2000, Cabrini established a relationship with the Intjartnama Aboriginal Corporation. Nurse Jane Ryan is pictured with the late Elva Cook, Aboriginal Elder and founder of Intjartnama, a familyoperated Aboriginal outstation 125 km south-west of Alice Springs that was originally established as a therapeutic community. The family welcomes groups of Cabrini staff who visit bi-annually, which provides a unique Aboriginal reconciliation experience. During staff trips, Cabrini supports the upkeep of Injartnama, performing basic maintenance on the property, buildings and facilities.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Creating community
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s most adults spend a large amount of their time at work, it makes sense to create workplaces that are supportive and engaging, where people know each other and there is a strong sense of community. As well as making work more enjoyable, having a sense of connection is also good for mental and emotional wellbeing. The staff of Cabrini Brighton demonstrate this through charitable activities they embrace. It is led from the top with General Manager and Director of Nursing Sue Hewat a passionate advocate of Cabrini’s mission and values. She believes that a fundamental part of her role as a leader is to permeate Cabrini’s ethos throughout the hospital she leads. One way she does this is through the Cabrini Brighton Mission Integration Committee. This committee comprises staff representatives from various services and departments throughout the hospital and they meet ten times each year.
A big focus of the committee’s work is supporting Cabrini’s charitable service program. They organise special film nights, lunches, dinners, walks and other activities to raise funds for the Cabrini Asylum Seeker and Refugee Health Hub and for the orphaned and vulnerable children cared for by Cabrini Ministries in Swaziland. Further, team members volunteer at the Sacred Heart Mission Dining Hall, as well as collecting non-perishable food, warm winter coats and Christmas gifts which they donate to some of Cabrini’s partner organisations. As well as benefitting the recipients of these services, this commitment engages and motivates staff, creates a sense of meaning and purpose and enables staff to use their creative talents. The result is a vibrant and dynamic workplace and a living example of hospital-in-community and community-in-hospital concept.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM
Cabrini Brighton’s Lynne Turnbull (centre) and Sue Hewat (General Manager & Director of Nursing) with Carli Kristensen (left) of Cabrini Malvern volunteering at Sacred Heart Mission in St Kilda.
VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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Education and research In the mid-1970s, Cabrini was the first private hospital to participate in professional training for medical staff which had previously been the exclusive domain of public hospitals. This opportunity was extended to undergraduate nursing students in the 1980s and, more recently, to allied health students. Further, we have expanded our involvement to include postgraduate support.
During 2016-17, Cabrini provided 2800 clinical placement days for medical, nursing and allied health students. We supported 18 positions for registrars pursuing specialist training in emergency, intensive care, neurology, gastroenterology, general medicine, gerontology, pathology, medical oncology, palliative care and medical administration. From a research perspective, the Cabrini Human Research Ethics Committee approved 96 projects: • 49 projects were submitted by students, Cabrini staff and Cabrini Institute researchers
• 17 applications related to cancer research which resulted in our patients having access to 46 cancer trials over the past 12 months Cabrini researchers contributed to healthcare knowledge and expertise through 85 publications, two books and seven book chapters.
OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
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OVERVIEW COMMUNITY BENEFIT FRAMEWORK AND DEFINITIONS HOW WE ASSESS THE VALUE OF OUR PROGRAM VOLUNTARY SERVICE PROCUREMENT PRACTICES ENVIRONMENTAL STEWARDSHIP ADVOCACY EDUCATION AND RESEARCH CONTACT US
CABRINI ph: (03) 9508 3518/3531 email: feedback@cabrini.com.au www.cabrini.com.au