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2012-13

VISION

Manningham is a community which is healthy and well

MISSION

Through the provision of primary care programs and services based on sound evidence of community need, our mission is to improve the quality of life and wellbeing of people in Manningham

We value:

Responsiveness Integrity Accountability Partnerships Respect

A

gainst a background of a rapidly changing health landscape, Manningham Community Health Services Limited (MCHSL), has continued to deliver much needed services to the Manningham and wider community.

MCHSL has continued to provide a comprehensive range of health, education and social support services and has operated in a dynamic

environment, responding to client and community needs and government policy.

Throughout the year, MCHSL has strived to build and maintain effective partnerships in order to provide the best possible services and programs to our community.

This year, the organisation focussed its efforts on our four strategic priorities:

Population Health Planning; Community Participation; Organisational Sustainability; and Strategic Partnerships.

These priorities have been embraced across all areas of our service as we strive to be recognised as a leader in health promotion and integrated chronic disease management, and to provide innovative, equitable, cost effective and high quality services that aim to improve the health and wellbeing of all people in Manningham.

During 2012/2013 we have continued to develop relationships with other community agencies in order to provide additional services for our community and to achieve greater efficiencies for our own organisation.

The ongoing involvement and support of our key partners has enabled us to achieve great outcomes and introduce new initiatives.

INCORPORATING THE QUALITY OF CARE REPORT

ANNUAL REPORT

MCHSL continues to provide services from sites at Doncaster, Doncaster East and Lower Templestowe and aims to be accessible to those residents most at need in the community. A new community facility at the MC2 community hub has proven to be an ideal venue to host community programs. The organisation is supported by a team of dedicated and committed staff and volunteers who enable services to be accessible and sustainable and we thank them all for their wonderful support. Throughout 2012/2013 there have been a number of changes to the Board Directors, notably the departure of long serving Treasurer, Mark Goergen, who was replaced by Rod Davitt. Mark provided invaluable input to the community over many years and MCHSL is indebted to him for his commitment. We acknowledge and thank all of our Board Directors for their contribution over the past year. MCHSL is very proud of its achievements over the past 12 months and looks forward to continuing to be innovative and progressive in serving the Manningham and wider community.

The results of our efforts are hugely gratifying and this report covers a snapshot of our achievements. We very much hope that you enjoy reading our ‘new look’ Annual Report and we look forward to continuing to work with you for the benefit of our community.

ROGER REECE JENNY JACKSON

Chair CEO

CEO AND CHAIR REPORT

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INFECTION CONTROL

Minimising the spread of infection is a priority at MCHSL and multiple procedures are in place to ensure the highest care and quality standards to protect the health of clients using the service.

Hand washing

Hand washing is one of the easiest ways to minimise the spread of bacterial infection. Antibacterial hand wash is available at all MCHSL sites, and helps to control the spread of bacteria.

Steriliser

A new podiatry steriliser was purchased during the year to maximise our infection control processes. The steriliser ensures that all

instruments are cleaned and sterilised after each use to eliminate the risk of infection spreading among clients. The steriliser keeps track of instruments used by recording the clinician’s names and the batch number. This record is printed and retained. The steriliser is maintained by a technician and calibrated annually to ensure it is working correctly.

Spill kits

Spill kits have been placed at each of the MCHSL sites to ensure efficient cleaning of any blood or bodily fluid spills which have the potential for transmitting disease and infection. Spill kits are easily accessible to ensure quick removal of any spills and include safety equipment such as goggles, masks and gloves, utensils such as tongs, cleaning products and bags to store contaminated items in.

Sharps injuries procedure

A sharps injuries procedure is in place to reduce the incidence of staff and clients being penetrated by a needle or sharp instrument, which can potentially lead to the spread of diseases. Arrangements have also been put into place with a local medical centre where both clients and staff members involved with a sharps injury can immediately have a blood test to determine whether there is a risk of a spread of disease or infection.

Clinical waste

MCHSL has strict procedures in place to ensure the safe storage and disposal of clinical waste. All biohazard waste and needles are stored in dedicated bins and these are removed by an accredited biohazard company.

CLINICAL GOVERNANCE

Clinical governance is about being accountable for providing high quality, safe care to clients and ensuring that MCHSL continuously improves client safety. Systems are in place to ensure consumer participation, clinical effectiveness through supervision, risk management procedures are all of the highest standards, and that an effective workforce is maintained. All MCHSL clinicians have their credentials and professional registration checked annually. Police checks and Working with Children checks are also a requirement for all clinical staff.

QUALITY AND SAFETY

Ensuring the highest care and quality standards

LUCIA

Lucia has been visiting the podiatry service at MCHSL for more than 14 years since being diagnosed with rheumatoid arthritis. Over the years, her condition has worsened and she now visits the podiatrist every three weeks. Without these visits Lucia says she would be unable to walk.

“When I go there I

can hardly walk and

by the me

I have

fi

nished my

appointment

I almost skip out.

I feel so fantas c.

I don’t know what

they do, it is like

magic.”

“The podiatrist’s

room is so very clean

and the place is

very beau ful. They

sterilise everything.”

NEW SPILLS KIT.

SINCE THE PURCHASE OF THE

NEW STERILISER

IN SEPTEMBER 2012,

ZERO

INSTRUMENTS

HAVE REQUIRED

RE-STERILISING.

MCHSL’S NEW PODIATRY STERILISER.

ANTIBACTERIAL HAND WASH

IS AVAILABLE AT ALL MCHSL SITES,

MINIMISING THE SPREAD OF

BACTERIAL INFECTION.

(3)

WORKING WITH OUR CLIENTS

At MCHSL we recognise that people have better health outcomes if the clinician and client are working towards the same goal. To achieve this, MCHSL supports staff to work with clients to develop Care Plans. A Care Plan documents what a client wants to achieve, what actions are needed to reach the goal, who will do it and when these actions need to be completed. By completing a Care Plan with clients when they first attend the service, it ensures clients and clinicians have the same long term focus.

To further improve the way the organisation works with its clients, our Better Health Physiotherapist, Leanne deVos, is co-ordinating a project across four community health services in the Inner East to build staff capacity in Care Planning and embed these practices in Primary Care Teams.

COMPLEX CARE CLIENTS

MCHSL has embraced an Electronic Care Co-ordination program to improve communication among clients who are seeing numerous services at once. The program has resulted in development of a manual to guide clinicians in the use of a Shared Care Plan, whereby the client has one Care Plan that is used across all services involved. The Shared Care Plan is created and stored on a web based computer program called S2S. The manual also includes instructions on how to participate in e-conferencing. Documents can also be posted onto the screen so a case conference can be completed with everyone viewing and editing the one document.

UNDERSTANDING OUR

DIVERSE COMMUNITY

A three year Diversity Plan was adopted in 2012 to implement actions to improve the way the organisation communicates with clients from non-English speaking backgrounds and to embrace the cultural differences that such a diverse community brings.

A major initiative was the introduction of a weekly ‘women’s only’ hydrotherapy group, which enables Muslim women to participate in hydrotherapy activities in an all-female environment.

In responding to the recommendations of the Diversity Plan, staff received training from the Migrant Information Centre on cultural awareness and working with interpreters. Posters were also placed at MCHSL reception areas to advise clients that interpreters were available at no cost, and brochures were translated in Farsi, Chinese, Greek, Arabic and Italian.

Information sessions were undertaken with Manningham City Council on translating information for new parents who originate from China.

Staff were also made aware of the needs of the gay, lesbian, bisexual, transgender and intersex communities and also gained a better understanding of the local indigenous community following a partnership with the Inner East Melbourne Medicare Local Aboriginal Liaison Worker.

SERVICE CO-ORDINATION

Improvements to service co-ordination throughout the year have seen a significant reduction in the time that clients have to wait for their initial contact from MCHSL. MCHSL staff have worked hard to ensure that all clients are contacted by our intake workers within five working days of their referral.

Improvements have also been made to the initial information being received about clients, following a review of internal referral processes. By clarifying information required on referrals the service co-ordination team do not need to re-gather information from clients.

During the year, MCHSL began emailing appointment letters and brochures to clients, reducing the time it takes clients to receive information about our service, and in turn, improving outcomes for our community.

CONTINUITY OF CARE

Working together for op mum results

MARIA

When Maria was

diagnosed with Parkinson’s Disease earlier in the year, she was referred for occupational therapy by her Case Manager. A home assessment by MCHSL staff has recommended a number of changes to support Maria to remain living independently in her home.

“The occupa onal

therapist has

installed grab rails to

assist me in moving

about my home.”

“The other

sugges ons they

have made might

seem like small

things but together

they will make a big

di

erence for me.”

“I am also

a ending podiatry,

physiotherapy and

hydrotherapy classes

and these have

helped me to look

a er myself.”

WE DEVELOP

SERVICES AND

PROGRAMS TO

LOCATION OF MCHSL CLIENTS. BULLEEN DONCASTER DONCASTER EAST DONVALE LOWER TEMPLESTOWE PARK ORCHARDS SURROUNDING SUBURBS TEMPLESTOWE WARRANDYTE WARRANDYTE SOUTH WONGA PARK

TO MEET THE NEEDS

OF OUR COMMUNITY

USING DATA, TRENDS

(4)

WORKING TOGETHER TO

IMPROVE SERVICES

Community Participation remains a priority for MCHSL, with all staff committed to involving clients in decisions about their health and the services being provided to them. Community Participation is regularly discussed at staff forums and is a key focus of all team and individual work plans. A Community Participation Committee has engaged with a diverse range of clients to gather feedback on their experiences with MCHSL, and have worked to address issues and suggestions raised.

RESPONDING TO

COMMUNITY NEEDS

Some exciting new projects have developed through our engagement with the community: The MCHSL physiotherapy team identified a need for exercise programs for older residents from Culturally and Linguistically Diverse (CALD) backgrounds and introduced a program for this group to engage in physical activity through the various cultural senior citizens groups. A grant from Manningham City Council enabled our physiotherapists to train leaders from the Iranian and Greek senior citizens groups to run activity classes as part of their regular meetings.

Improving Service Access for the Chinese Community (ISACC) was another innovative program launched this year. This project empowers the Chinese community of Manningham to gain better access to health services and information as well as increased social connections with the wider Manningham community. The first year of this project was funded by the Department of Planning and Community Development.

A new Supported Playgroup began at the Templestowe site of MCHSL. The playgroup is for families who have a child with a disability or developmental delay. It is facilitated by an occupational therapist and provides support for parents and a play environment for the children. The program has been funded for 12 months by the Pratt Foundation and the Foundation of Graduates in Early Childhood Studies.

SUPPORT PROGRAM FOR

ISOLATED RESIDENTS

MCHSL introduced a support program with the help of one of its new volunteers, Helen. The Connecting Manningham program is designed to link community members who are isolated or who don’t have regular contact with friends and family, with the community health service.

COMMUNITY PARTICIPATION

Encouraging community involvement

DARYL

Daryl has been volunteering at MCHSL for 14 years after a nine metre fall left him with a physical disability. Once a client of the service, he now spends up to five days each week volunteering with the Men’s Shed and performing other maintenance roles. Daryl describes his voluntary work as very satisfying and says he is ‘in debt to the service forever’.

“The Manningham

Men’s Shed got

me back doing

something and

communica ng with

people again. It gave

me quality of life.”

“It is now my turn

to give something

back. Volunteering

my me is very self

sa sfying, I get a lot

out of just popping

down for lunch and

le ng some of the

men chat about

what’s important to

them.”

WOMEN’S FRIENDSHIP

CRAFT GROUP

The Women’s Friendship Craft Group continued to be a supporter of the organisation throughout the year and its members were busily knitting and crocheting items for MCHSL clients. The group donated blankets, beanies and wheat bags. Many clients and staff members showed their appreciation of the Friendship Group by donating balls of wool for the women to continue their craft.

OUR VOLUNTEERS

Our volunteers provide valuable links to our community and generously support us in creating a healthier and more inclusive community. They work across a range of health care services, including Connecting Manningham, Hydrotherapy, Strong People Stay Young, Tai Chi, Fitness and Friendship, the Men’s Shed, Artlinks and Music Group, along with providing transport for clients and preparing for community festivals and events. The dedicated team of volunteers provided almost 6,500 hours of service to MCHSL clients in 2012/2013.

During the year, MCHSL nominated one of its long serving volunteers, Daryl Gates (see his story opposite) for the Department of Health’s volunteer awards. Daryl was one of 80 volunteers recognised throughout the state and was shortlisted for the

Victorian Volunteer of the Year award.

VERONICA ZHANG, JENNIFER YANG (MANNINGHAM CITY COUNCIL MAYOR), CARRIE WONG (MCHSL) AND MARION LAU AT THE LAUNCH OF ISACC PROJECT.

VOLUNTEER

NUMBERS

IN THE

PAST TWO YEARS

39

HAVE

INCREASED

BY

NUMBER OF FAMILIES

PARTICIPATING

IN 2013

THAN IN 2012.

SUPPORTED PLAYGROUP

ENROLMENTS

HAVE RISEN

DRAMATICALLY, WITH

FIVE TIMES

THE

(5)

PLANNING AND PARTNERSHIPS

2012/2013 was a great year for MCHSL to build partnerships with key stakeholders in Manningham and across the Eastern Metropolitan Region (EMR). Work was undertaken to bring together all CEOs and Integrated Health Promotion Managers working in community health and women’s health across the region, to create a shared priority of preventing violence against women.

MCHSL also partnered with mental health organisation NEAMI to share resources, address the physical and psychological health needs of clients who live with mental illness, and reduce health inequities.

Extensive population health planning has also occurred through partnerships with the Inner Eastern Melbourne Medicare Local (IEMML), Eastern Health Primary Care and Population Health Advisory Council, Executive Management of the Inner East Primary Care Partnership (IEPCP) and through the development of a Municipal Public Health and Wellbeing Plan by Manningham City Council. These partnerships will ensure those with the greatest health needs have access to the services they require. They will also guide the work of the MCHSL Integrated Health Promotion Plan for 2013-2017.

CHRONIC DISEASE

MANAGEMENT - ARTHRITIS

Waiting periods for arthritis clients wanting to see a physiotherapist have been reduced by 50% in the past year following a new initiative. MCHSL has introduced a Healthy Changes for Arthritis Group which provides an eight week program to support clients to exercise and self-manage their condition. Prior to the introduction of this program, clients with hip and knee arthritis were waiting six to eight weeks for individual clinic physiotherapy. The waiting period has since been reduced to three to four weeks.

Feedback from clients is that they enjoy the group company and exercise, and have made changes to their lifestyle to reduce the impact of arthritis.

WORKING WITH EARLY

CHILDHOOD SERVICES

MCHSL has worked with early childhood services such as childcare centres and kindergartens in Manningham to assist them in introducing practices that increase healthy eating, physical activity and mental wellbeing among preschool aged children.

Since 2009, 38 kindergartens have been helped to introduce healthier eating and structured active play into their centres via the Kids-‘Go for Your Life’ Program. More than 3000 children have participated. In 2012 the focus shifted to include mental wellbeing of children and MCHSL supported two local child care services to implement the highly regarded KidsMatter program.

ENRICHING PLAY TIME

MCHSL has been instrumental in developing 100 Family Play Kits to encourage parents to participate in active play with their children. The service was successful in obtaining a grant from the Bendigo Bank and the Inner East Primary Care Partnership to create the kits. The kits include a range of fun goodies such as bean bags, charades cards and puppets to help adults interact with children in a more enriching way. The kits have been issued to childcare centres and kindergartens throughout Manningham and are available for loan by families using these centres.

POPULATION HEALTH

Working towards a healthier Manningham

FRANCES

Frances was discharged from hospital in 2010 after a serious pedestrian accident which left her with injuries to her spine, wrist and knee. She was referred to MCHSL physical strengthening programs.

“I can’t speak highly

enough of the sta

that run those

exercise programs.”

“A ending these

classes has taught

me what exercises

are safe for me

to do.”

“Improving

my

fi

tness and

strength enables

me to par cipate

in many di

erent

ac vi es. Whether

it be walking my

Sta

ordshire Bull

Terrier or having

co

ee with friends,

I am able to get out

and about which

is really important

to me.”

ARTHRITIS GROUP

SURVEY RESPONDENTS

NOTED IMPROVEMENT

IN THEIR CONFIDENCE TO

REBECCA MELDRUM (NEAMI), JENNY JACKSON (MCHSL), ANNIE CARNELL (MCHSL) AND ANDREW MINGE (NEAMI).

PARTICIPANTS

SAID THEY WOULD MAKE

LIFESTYLE CHANGES

AS A RESULT OF THEIR PARTICIPATION IN THE

ARTHRITIS GROUP.

80

%

100

%

FAMILY CONNECTION THROUGH PLAY.

100

FAMILY PLAYKITS

MANAGE THEIR

ARTHRITIS.

WERE DISTRIBUTED TO EARLY CHILDHOOD SERVICES ACROSS MANNINGHAM, ENCOURAGING

(6)

WE HAVE INCREASED

OUR FINANCIAL POSITION SINCE 30 JUNE 2012

BY IMPLEMENTING

STRONG FINANCIAL

MANAGEMENT STRATEGIES

AND

DEVELOPING

NEW REVENUE STREAMS

.

EMBEDDING QUALITY SYSTEMS

A key focus for MCHSL has been a commitment to organisational sustainability through ensuring that quality systems are embedded in all that we do. As the organisation prepared to renew its accreditation, it undertook a review of all services and programs to ensure efficient and effective service delivery in the long term.

FINANCIAL VIABILITY

After several years of challenging financial circumstances, MCHSL implemented a Financial Management Strategy to ensure ongoing viability. A reduction in funding opportunities, significant increase in costs, heightened demand on health services by an ageing community and the global financial crisis have all necessitated an urgent need to look at costs and revenue streams. MCHSL has also looked at ways of expanding its revenue stream and has a number of strategies currently in place.

One initiative introduced to generate revenue and increase service provision was through the introduction of new clinics which attract Medicare rebates for clients receiving podiatry, physiotherapy and paediatric speech therapy services.

RESOURCING STAFF

MCHSL recognises that the capacity of staff is crucial to meet the health needs of the community and delivering the core principles of the organisation. A strong culture of ‘learning’ has been fostered by the organisation to enable staff to perform at optimum levels. Advancements in chronic disease management and working in a diverse community are some areas where in-house staff training has been provided. MCHSL is committed to ensuring it resources staff and volunteers to fulfil the objectives of the organisation.

ORGANISATIONAL SUSTAINABILITY

Ensuring a strong, viable Community Health Service

ENVIRONMENTAL

SUSTAINABILITY

A commitment to reduce its footprint on the environment has prompted MCHSL to move steadily away from being a paper based organisation to being computer based in many aspects of the organisation. An Environmental Plan was developed and has seen numerous positive impacts across the organisation. Simple changes have been implemented and have had an impact on the amount of paper used and materials recycled.

Environmental messages have been added to staff email signatures to reinforce the MCSHL commitment to environmental sustainability.

MCHSL

COMMUNICATING BETTER

A Marketing and Communication Committee was established during the year to look at ways to enhance access to services provided by MCHSL. A Communications Strategy was implemented which identified how and where health services were promoted, and introduced guidelines to ensure all promotional materials carried consistent branding and were easily recognisable as MCHSL services.

The Strategy also reviewed the types of communication tools used to share information with clients and identified the need to use both traditional and modern communication methods. The MCHSL Facebook site was identified as a major forum to share information with new and existing clients. A quarterly E-newsletter is also now distributed to clients and stakeholders.

INVESTING IN RESOURCES

MCHSL took possession of four new vehicles during the year, thanks to the support of the Doncaster East and Templestowe Village Bendigo Community Banks. The vehicles are used by staff when visiting clients for a range of services, such as home assessments by occupational therapists. When not being used by clinicians, the vehicles are also used by the Volunteer Transport program. A vehicle replacement policy was also developed during the year which has assisted with asset management. MCHSL committed to ensuring its Information Systems were capable of meeting current and future demands. An Information &

Communications Technology (ICT) Strategic Plan was developed and a new server and ICT hardware purchased to support the priorities identified in the Plan, thanks to the support of the Doncaster East and Templestowe Village Bendigo Community Banks. The introduction of mobile technologies, such as iPads, was also prioritised to support service delivery both now and into the future.

AS AT 30 JUNE 2013,

MCHSL CURRENT RATIO WAS

1:1.8

, COMPARED TO

1:1.4

IN THE PREVIOUS YEAR.

MCHSL STAFF WITH ONE OF THE NEW VEHICLES PURCHASED WITH FUNDING FROM DONCASTER EAST AND TEMPLESTOWE VILLAGE BENDIGO BANK.

SINCE 2011, MCHSL

HAS

REDUCED

ITS PAPER USAGE BY

47

%

(7)

Building strong relationships and collaborative partnerships is a major focus for staff at MCHSL. The organisation recognises the need to work in partnership with other agencies to meet the ever increasing demand for services and to promote innovation and best practice. MCHSL is actively engaging partners at local, state and federal levels.

FALLS PREVENTION

In 2011, MCHSL received funding to lead a Falls Prevention Project. The project delivered a falls prevention program (Safe Moves) to over 450 older people in the cities of Manningham, Monash, Whitehorse and Boroondara, over 2.5 years. MCHSL has worked in partnership with Monashlink, Inner East and Whitehorse Community Health Services, as well as the National Health and Medical Research Council (NHMRC) at Monash University.

Each participant attended 15 group exercise sessions that promoted strength and balance. They all had a comprehensive assessment before and after the program. This included physical outcome measures and questionnaires to determine if the participants showed improvements as a result of the program. The final data will be analysed in September 2013 by the NHMRC who will compare the results to other interventions that were trialled across the state. MCHSL is pleased to have been part of a successful project that will inform best practice intervention in the future. All staff and participants in the program have reported great benefits.

CREATING BETTER

REFERRAL PATHWAYS FOR

OCCUPATIONAL THERAPY

CLIENTS

In mid-2012, MCHSL recognised an opportunity to improve client outcomes though streamlining Occupational Therapy (OT) referral pathways within the Eastern Metropolitan Region (EMR). MCHSL initiated and led a collaborative working group consisting of Eastern Health and Community Health OTs and this group has now developed referral pathways for OT clients from Eastern Health acute, subacute and sub-ambulatory care programs to all Community Health Services within the EMR.

SUPPORTING MENTAL HEALTH

MCHSL continued to provide an innovative training program for community members to improve their skills in supporting those with mental health issues. Following on from a recent Manningham Minds program, MCHSL co-ordinated the Mental Health Literacy program in conjunction with Inner East Melbourne Medicare Local to extend the training programs to include people from across the EMR.

The training included Mental Health First Aid

courses to teach community members how to respond and support those experiencing mental health problems, and three Mindfulness Based Cognitive Therapy courses to support people

dealing with depression. The evaluation, which is currently underway, has shown very positive results.

STRATEGIC PARTNERSHIPS

Building rela onships to deliver op mum services

ALAN

FALLS PREVENTION PROGRAM. 800

0 400

Department of Health target

A keen sportsman all his life, Alan is aware of the need to stay active and strong. Now aged in his late 70s, Alan is also aware of the risks of falls and the consequences that these can have. A family member referred Alan to the Falls Prevention Program at MCHSL and it has been the catalyst in prompting him to making changes that have had noticeable benefits to his health.

“By the me the 15

weeks was up, I was

li ing 2.5kg weights

on each leg. I s ll

go on walks every

day and measure

my progress on how

high I can step up –

the improvements

are very obvious.”

“I now have some

small weights at

home and have a

rou ne that I do

every night when I

sit down in front of

the television.”

OUR STAFF WORKING ON THE NEW REFERRAL PATHWAYS DOCUMENT. CLIENT

REFERRALS

R

A

CLIENT

ASSESSMENTS COMPLETED CLIENTS GROUP PROGRAM

OVER

OF THE COMMUNITY

WERE ENROLLED IN

HEALTH FIRST AID TRAINING.

MENTAL

IN 2012/13

(8)

VISION

Manningham is a community which is healthy and well

WE VALUE

Responsiveness Integrity Accountability Partnerships Respect

Acting quickly and enthusiastically Flexible and responsive to changing social and economic factors

Unimpaired, sound Adhering to moral and ethical codes

Responsible Trustworthy Reliable

Community as our focus Striving for mutual cooperation and responsibility

Regard for the feelings, wishes and rights of others

KEY STRATEGIC PRIORITY AREAS

Population Health Community Participation Organisational Sustainability Strategic Partnership

Improving community wellbeing through:

Integrated Health Promotion Chronic Disease Management Primary and Mental Health Services

Working with the community through:

Advocacy Volunteerism

Identifying and addressing service gaps

Ensuring viability through: Quality systems

Resourcing staff and volunteers Having a strong brand

Being environmentally responsible

Having appropriate infrastructure

Actively engaging with partners at: Local, State and Federal levels

STRATEGIC PLAN 2012 2013

MEDIA

ARTICLES

Manningham Community Health Services Limited

Unit 1, 1020 Doncaster Road,

Doncaster East, Victoria 3109

PHONE:

(03) 8841 3000

FAX:

(03) 8841 3030

EͳMAIL:

mchs@mannchs.org.au

www.facebook.com/ManninghamCommunityHealthService

www.mannchs.org.au

Manningham Community Health Services Limited is supported by funding from the Commonwealth and Victorian Government.

Printed on paper manufactured in Australia using elemental chlorine free (ECF) pulp. Sourced from sustainably managed forests. ISO 14001 Environmental Management Systems in use.

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