CBCHS ANNUAL REPORT / 2013-2014

Transcription

CBCHS
ANNUAL
REPORT /
2013-2014
Central Bayside Community
Health Services Ltd
Head office
335-337 Nepean Hwy
Parkdale VIC 3195
(T) 03 8587 0200
(F) 03 8587 0210
[email protected]
www.cbchs.org.au
Contents
The report comprises three main sections
01
02
03
General Overview
Financial Statements
Quality of Care Report
The Annual Report providing a
general overview of CBCHS services
and operations.
The annual audited financial
statements detailing our financial
performance for 2013-14 and our
financial position at 30 June 2014.
The Quality of Care Report
explaining the innovative programs
and services, as well as the quality
and safety systems and processes.
4 Fast Facts about CBCHS
6 About CBCHS, Vision, Mission and Values
8 Our Services
10 Management Executive Committee
11 Chairperson and CEO Report
12 Board of Directors
14 Furthering Education
Dental Assistants
16 Organisational Support and Development
Corporate Services
Finance
Information Technology
Risk Management
Quality
Clinical Governance
20Donations
21Membership
22 Locations and Contact Details
Audited financial statements
23 Financial statements
39 Auditors statements
42 Pie charts
Quality of Care Report calendar
and articles
( right reading from back cover )
Page 2
CBCHS AR 2013/2014
Welcome
CBCHS
Annual Report
2014
This report documents Central
Bayside Community Health
Services Ltd’s (CBCHS) performance
over the 2013 - 14 financial year.
CBCHS AR 2013/2014 Page 3
Fast Facts
about CBCHS
Our Community
Our Volunteers
Our Staff
CBCHS’s main catchment
area is the City of Kingston.
City of Kingston is about
20km south of Melbourne’s
Central Business District.
City of Kingston has a rich
Aboriginal history: the land
north of Mordialloc creek
was occupied by the Yalukitwillam clan of the Bunurong
tribe.
City of Kingston’s population
is about 150,000.
Each part of Kingston has its
unique local character and 13
kilometres of it is foreshore.
Over 26,000 residents are
aged 60 plus, significantly
more than the Melbourne
average.
The City of Kingston is a
culturally and linguistically
diverse local government
area, with residents from
over 150 countries of origin,
speaking 120 languages.
Suburbs within our catchment
area, such as Aspendale
Gardens and Chelsea Heights,
have high proportions
of young families with
pre-school children.
Adult Community
Options 28
We employ 240 staff.
Page 4
CBCHS AR 2013/2014
Auxiliary 6
Board 9
Community Visitors
Scheme106
Planned Activity Groups 30
Primary Health
3
Total
182
Our Staff
Our
Volunteers
182
240
City of Kingston
150,000
• 150+ Countries of Origin
• 26,000 aged 60+
• 120 Languages
Our Clients
Client’s
Preferred
Language
Clients by
Suburb
Client’s
Preferred Language
Preferred Language %
English92.56%
No Data2.62%
Not stated/1.25%
inadequately described
Greek1.04%
Italian0.37%
Turkish0.22%
Vietnamese0.19%
Mandarin0.18%
Russian0.18%
Other1.40%
Suburb
Total
%
PARKDALE incl. local suburbs 215522.61%
BONBEACH1712
17.96%
CHELTENHAM971
10.19%
MENTONE870
9.13%
CARRUM545
5.72%
DINGLEY VILLAGE
452
4.74%
CLARINDA288
3.02%
KEYSBOROUGH
2352.47%
BEAUMARIS232
2.43%
HIGHETT217
2.28%
SEAFORD192
2.01%
HAMPTON187
1.96%
CARRUM DOWNS
183
1.92%
BOTANIC RIDGE
139
1.46%
FRANKSTON130
1.36%
Other1023
10.73%
About CBCHS
CBCHS is a non-government organisation
funded to provide a broad range of health
and community services to those people who
live, work or attend school within the local
community.
Vision Statement
Quality. Community. Wellbeing.
Mission Statement
Our Mission is to enhance the health and wellbeing of
individuals through innovative, responsive services delivered
in partnership with our community.
Values
Respect: for each individual, families and for the diverse
cultures within our community.
Collaboration: with each other and with members of the
community and colleagues from other organisations. We
recognise that together we can achieve better outcomes.
Transparency: in how we operate, particularly in how we
make decisions and communicate.
Empowerment: as a cornerstone of how we work; we
acknowledge the potential of each person and promote
client participation and contribution.
Quality: in all aspects of our work. Our practice is evidence
based and we continually strive to achieve excellence in all
of our programs and services.
Page 6
CBCHS AR 2013/2014
Quality
Community
Wellbeing
Our Services
Adult Community Options
Community Visitors Scheme
Dietetics Service
Day programs for adults with an
intellectual disability.
A service that matches isolated
nursing home/hostel residents
with a fortnightly volunteer visitor.
Dietetics provides nutrition
education and support for the
management of various chronic
conditions and is involved in
Health Promotion activities around
healthy eating in the community, in
particular in kindergartens, schools
and a variety of other groups.
Julie Torcasio, Program Manager
Child Development Service
Speech pathology, physiotherapy,
occupational therapy and
counselling for children and their
families.
Marie Clare Dunlop, Team Leader
Gail Lynch, Volunteer Coordinator
Counselling
This team provides a range of
generalist counselling to adults
and provides specialist counselling
to people who have addiction
issues.
Community Development
Adrian Bradley, Team Leader
This service works with diverse
communities within the City of
Kingston. Its focus is to identify and
address the health issues that are
of concern to these communities
and provide opportunities for
better access to local health and
welfare agencies.
Diabetes Education
Gulay Cevik, Community
Development Co-ordinator
Community Health Nursing
This service provides health
promotion, health education,
advocacy, support, monitoring
and the delivery of clinical care, to
improve or maintain the health of
our community.
Marg Ryan, Team Leader
Diabetes educators are health care
professionals who have expertise
and experience in diabetes
education and care. They assist
people with, or at risk of diabetes,
their families and carers to gain
the information, knowledge, skills,
motivation and confidence they
need to manage their condition
and make decisions about their
care and treatment. Diabetes
educators combine clinical care
with providing diabetes specific
information and knowledge,
self-management, education and
support.
Marg Ryan, Team Leader
Maria Nitsos, Team Leader
Gamblers Help
CBCHS, in partnership with
Bentleigh Bayside Community
Health, provides services to
individuals, couples and significant
others affected by gambling
through its specialist program.
Health Promotion
Health Promotion activities aim
to enhance the health of our
community. In partnership with
the community, CBCHS aims to
address those issues that impact
on health.
Sue Moulton, Program Manager
Inner South Communication
Service
This service provides speech
pathology support and
consultation to people with
complex communication needs.
Andrea McQueen,
Speech Pathologist
Page 8
CBCHS AR 2013/2014
Integrated Health Team
Physiotherapy
Telelink
This pilot provides integrated and
coordinated care based on client
centred principles for clients with
complex and chronic conditions.
The service provides individual
physical therapy for all ages, as
well as a range of group activities.
The Telelink® program is for
people who are socially or
geographically isolated. The
program allows for people with
similar social or cultural interests
to come together by using a group
telephone link up which supports
up to ten people at once.
Maria Nitsos, Team Leader
Medical Services
The GP clinic is a medical bulk
billing service.
Dr Stuart Garrow and
Dr Sue Mouritz
Occupational Therapy
This service provides expert
advice on aids and equipment
to assist people to maintain their
independence and safety at home.
The service also provides advice on
home modifications, and scooter
and wheelchair assessments.
Sue Moulton A/Team Leader
Oral Health Service
This service provides a broad range
of dental treatment to children and
adults.
Dr Priya Gopalakrishnan, Clinical
Coordinator
Paediatrics
Sue Moulton A/Team Leader
Planned Activity Groups
This program provides day
activities for the aged and younger
people with a disability.
Lynne Worcester, Team Leader
Gulay Cevik,
Community Development
Coordinator
Podiatry
Women’s Health
The podiatry service provides
group education and individual
clinical support to clients regarding
foot care.
This service provides women with
pap screens, breast examinations
and other women’s health advice.
Dr Ivy Traill
Brett Kinross, Team Leader
Sexual and Reproductive
Health
This service offers preventative
health screening, including pap
smears; whilst also offering advice
about sexual and reproductive
health issues including
contraception, pregnancy testing
and counselling and screening for
sexually transmitted infections.
Specialist Activity Service
The Paediatricians provide medical
treatment to children and young
people.
This service provides individual
community integration support for
older people with a mental illness
or dementia.
Dr Marlise Tilders and
Dr Carolyn Van Heerden
Rosemary McGrann, Team Leader
Management
Executive
Committee
Standing L to R
Paul Bunn (Chief Financial
Officer),
Chris Fox (Chief Executive
Officer),
Peter Spyker (General Manager,
Aged & Disability Services)
Seated L to R
George Robinson, (General
Manager, Primary Health),
Daniela Phelan (General
Manager, Corporate Services),
Sam Portelli (Chief Information
Officer)
Page 10 CBCHS AR 2013/2014
Chairperson
and CEO Report
The Chairperson, Board
Directors and the Chief
Executive Officer have
pleasure in presenting
the Annual Report on
the activities of CBCHS
during the 2013/2014
financial year.
“It has been another very
good year for CBCHS and
its clients. ”
During the last 12 months we have:
• further expanded our services
whilst still achieving a budget
surplus
• employed another GP, Dr Susan
Mouritz
• established Dorevitch Pathology
at our Parkdale site
• exceeded our Dental target
by 15% thereby reducing our
waiting list by 38%
• increased the number of
patients treated by our bulk
billing GP Clinic at Parkdale by
10% to 4,394
• exceeded our target for
Community Health by 2%
These services include
Physiotherapy, Dietetics,
Occupational Therapy, Podiatry,
Speech Pathology, Community
Nursing, Health Promotion,
Counselling, Health Coaching,
Drug and Alcohol treatment, our
Early Childhood Development
Team, our Sexual and Reproductive
Health Team, Early Intervention
in Diabetes Team, Community
Development, Telelink and our
Specialist Activity Service.
Planned Activity Groups by 3%.
We continued to run Turkish,
Chinese, Italian and Cook
Islander Planned Activity Groups
Commonwealth-funded Respite
for Carers Program by 2%. These
groups include a movies group,
a café group, walking groups,
and an iPad education group
• achieved 97% of our target for
Home and Community Care
• supported 155 clients with
disabilities in our Adult
Community Options service
• continued our responsible
financial management as
evidenced by:
Working capital ratio of 1.84 i.e.
current assets exceeding our
current liabilities by 84%
$405,000 operating surplus which
provided for significant necessary
asset replacement, maintenance
and upgrades totalling $578,000
• worked closely with other care
providers in our catchment
including Bayside Medicare
Local, Kingston City Council,
Monash Health, Alfred Health,
Royal District Nursing Service,
Bentleigh Bayside Community
Health, Inner South Community
Health, Bayside City Council,
Mind Mental Health, Taskforce
Drug and Alcohol Service,
Kingston/Bayside PCP, Inner
South East PCP and the
Commonwealth Department of
Health
• provided skills development
programs for our clients with
disabilities via Café Escape
which offers delicious food and
beverages for our staff, clients
and the general public
Board of Directors
L to R top row
Peter Spyker AM, Bill Nixon OAM, Peter Lay
second row
Fiona McAlinden, Jacqui Clancy, John Tetteroo
third row
Janice Munt
bottom row
Dennis O’Sullivan, Deb Edwards, Ken Cornish (resigned October 2013)
“We would like to thank all of
our volunteers and staff who
contribute so much to the quality
of life of our clients. ”
• significantly improved facilities
for our clients with disabilities
at various sites. Works included
a new kitchen at Edithvale, new
bathroom facilities at Parkdale,
new kitchenettes at Cheltenham
and a refurbishment at Clayton
South
• undertook a major project to
remove asbestos from the roof
cavity at our Parkdale site
• reviewed and refreshed our five
year Strategic Plan.
Strategic Objectives
Looking to the future our strategic
objectives are to:
1. consult widely with our
community and other
stakeholders to draw together
the work from the National
Primary Health Reforms,
the National Disability
Insurance Scheme and the
Commonwealth Government’s
initiatives in eHealth
2.continue to implement a
self-management model of
care for people with chronic
conditions, working in
partnership with Kingston City
Council’s home-care staff and
the Departments of Health and
Human Services
3.further expand the GP services
we provide
4.increase the allied health
services we provide by using
Commonwealth funding
5.provide a free dental check-up
and care to the value of $1,000
for children aged 2 to 17
6.continue to provide leadership
in health promotion and
prevention strategies
7.participate in the Act, Belong,
Commit mental health initiative
along with other providers in the
Kingston/Bayside Primary Care
Partnership
8.be part of the national initiative
to have a patient controlled
electronic health record for
every Australian.
Quality and Clinical
Governance
Central Bayside Community
Health Services was awarded full
Accreditation by the Australian
Quality Improvement Council in
November 2013. This followed
an extensive review of the quality
of all our services and systems
by seven independent healthcare
experts drawn from Victoria and
interstate.
We have produced a Quality of
Care Report which has been
included as part of this Annual
Report.
Volunteers provide invaluable
service to CBCHS, its clients
and staff. They are as follows:
• Board Directors, Peter Spyker
AM, Bill Nixon OAM, Peter
Lay, Jacqui Clancy, Dennis
O’Sullivan, Deb Edwards, John
Tetteroo, Janice Munt and Fiona
McAlinden. Peter Spyker, Deb
Edwards and Peter Lay must
retire as Board Directors at the
2014 Annual General Meeting
but are eligible for re-election.
• Valma Johns, June Godwin,
Jan Innes, Kay Hiddlestone, Pat
O’Sullivan and Julie Weeden,
who organise our Auxiliary
which sells hand-made
garments, books and toys at our
Parkdale site.
• Gail Lynch’s Community
Visitors who provide friendship
and support to residents of
Residential Aged Care Facilities
who are socially isolated.
• Lynne Worcester’s volunteers
who support frail elderly people
in our Planned Activity Groups.
• Julie Torcasio’s volunteers who
provide assistance to adults with
disabilities in our day programs.
On behalf of the Board, we would
like to thank all of our volunteers
and staff who contribute so much
to the quality of life of our clients.
Peter Spyker Chairperson
Chris Fox Chief Executive Officer
Furthering
Education
Dental
Assistants
CBCHS is committed
to supporting staff to
achieve their, and the
organisation’s goals.
We employed two trainee
Dental Nurses, Darcy and
Renee, who have now been
employed with us for 18
months. Both trainee Nurses
attended RMIT University
for a one year course to
achieve their qualifications in
Certificate III Dental Assisting.
Now fully qualified, they have
developed skills in chair-side
assisting, sterilisation, stock
control, hand hygiene,
environmental cleaning and
surgical procedures. Dental
Assistant Jenna Milward
has had the opportunity
to further her education
with CBCHS by completing
a Certificate IV in Dental
Assisting. This course is a
dual qualification in Dental
Radiograph and Oral Hygiene
Promotion.
Book Swap and Story Telling Project
The Book swap and Story Telling Project engages with families from culturally and linguistically
diverse backgrounds to help strengthen their experience of community connectedness and
wellbeing. Families with preschool aged children come together on a weekly basis at the
Westall Maternal and Child Health Centre to share reading books and musical activities. The
weekly sessions are facilitated by trained community volunteers with the support of staff from
CBCHS and City of Kingston.
Andrea Wittick Community Health Nurse
Organisational Support
and Development
Corporate Services
Our People,
Our Facilities,
Our Systems
In this report, we take a moment
to highlight just a few of the
significant achievements
completed in the fiscal year
2014 and the impact those
achievements have on shaping
CBCHS and the work environment.
Of course, the success of our
strategic and operational goals
relies on the daily contribution of
our dedicated staff and volunteers
who ensure our services, systems,
programs and facilities continue
to perform at optimal levels, often
without much notice or fanfare.
Corporate Services is a team
of 7 staff with portfolios that
encompass: Human Resources,
Facilities Management, Property
Maintenance, Occupational Health
and Safety, Risk Management and
Legislative Compliance. Below are
a few of our achievements during
2013/14.
Human Resources
Management (HRM)
Our human resources team
brought life to the statement
“making a difference”. They
continued to improve our practices
and services with regards to
our areas of focus: promoting
a culture of performance and
responsibility, developing our
workforce capability, improving
communication and keeping our
people safe.
• Through our newly
implemented intranet
(Sharepoint) we introduced our
employees to a new method
of accessing information. Here
staff can access information
relating to recruitment and
selection, orientation, terms
and conditions of employment,
learning and development and
culture and values.
• The team successfully
developed and implemented a
new and improved employee
orientation program. The
program has an increased focus
on employee engagement and
compliance. It incorporates
health and safety, a self-paced
15-20 minute on-line induction
and is further supported with a
½ day face to face orientation
program.
• The introduction of an
improved probation and exit
procedure ensured a consistent
approach using a risk mitigation
checklist. The improved exit
survey enables CBCHS to track
measurable data to assist in
future planning.
• Development of a workforce
plan in consultation with
the management team that
systematically defined workforce
requirements, identified risks
and potential solutions by
considering key personnel and
organisational knowledge.
Occupational Health & Safety
(OHS) and Risk Management
This year our CEO and
Management team have
demonstrated their commitment
to OHS by providing additional
resources and budget for training
and activities that support a safe
environment for our workers and
clients. Various accomplishments
in this area include:
• New inspection programs of
equipment, buildings, grounds,
and work areas carried out at
scheduled intervals
• Hazard prevention and control
through a new “Hazard Hunt”
program
• Inclusion of OHS and safe
working methods in our new
Orientation program
• Tools, forms, and information
on safety are made available to
employees on the new intranet
with the aim of increasing
awareness and reach of
information
• New safety boards at each site
and Development
• OHS training needs analysis for
all staff and programs
• OHS and Risk management
workshops and training for the
OHS Committee, management
team and Board of Directors
• New risk identification,
management processes and
reporting regimes
• Trials of new office equipment
aimed at reducing health risks
associated with sitting all day
• A newly elected and trained
OHS Committee saw 10 new
participants become Health and
Safety Representatives. These
highly valued employees will
contribute to safety policies
and procedures and work to
promote a culture of health and
safety in the organisation.
Facilities and Property
Maintenance
As the area in charge of buildings,
facilities and landscapes, this
team of 3 staff play a critical role
in keeping the work environment
safe. They ensure that existing
infrastructure is maintained;
compliance with changing building
codes, standards, and regulations
is upheld; and they respond to
requests for service across 8 sites.
This team ‘punches well above
their weight’. They have continued
to support and improve electrical
safety and energy reduction, install
and upgrade new equipment, and
ensure office spaces and grounds
are clean and functional.
The most significant achievement
in the last 12 months was a project
that saw our Parkdale site close
for two weeks to safely remove
and dispose of waste and asbestos
containing materials from the
roof cavity of our main building at
335 Nepean Highway. During this
closure we took the opportunity to
also undertake significant remedial
works to the floor of our dental
clinic. There were many people
who contributed to the planning,
management and co-ordination
of these two projects, however
our Maintenance and Facilities
Manager played an integral
role supporting the licensed
removalists, building contractors,
Health and Safety Consultants and
various other personnel during the
closure and associated works.
Emergency Management has
been ‘overhauled’ with additional
development of our emergency
management planning for all
CBCHS sites to ensure the safety
of all clients, staff and visitors. The
establishment of our Emergency
Planning Committee will also
ensure wider communication
and input from all service areas of
CBCHS. We continue to ensure
our fire and emergency equipment
is maintained at the highest
standard and follow all compliance
standards and regulations to the
highest possible standard.
Daniela Phelan
General Manager
Corporate Services
Finance Services
Our hard working Finance Team
provides finance, payroll, accounts
payable and accounts receivable
services across the organisation.
Our team of two full-time and
three part-time staff are primarily
responsible for the systems and
processes that facilitate all financial
transactions. Through receipting
and banking, paying suppliers,
invoicing service users, paying
our staff, and the comprehensive
recording and reporting to
internal and external stakeholders,
we ensure strong and efficient
financial management of all
grant funding and other income
received. In addition, we are
responsible for motor vehicle fleet
management and all organisational
insurances.
During 2013-14 we saw the
retirement of our Payroll Officer,
Kathy Rees, after 18 years of
wonderful service. Kathy’s
retirement, and the pending
implementation of a new payroll
and HR system, prompted a
review and redesign of our payroll
services. From January to March
we went through a significant
change process to outsource
our in-house salary packaging
program to an external provider
(Salary Options) commencing
1 April 2014. After a difficult
transition the program is now
working very successfully.
Paul Bunn
Chief Financial Officer
and Development
Information Technology
During 2014 we implemented
the new CBCHS Intranet, based
on Microsoft Sharepoint. Initial
contents have included Policies
and Procedures and associated
forms, and a comprehensive
Human Resources section
including OH&S.
We have upgraded our security
system at Parkdale to include
an advanced Firewall and also
changed our anti-virus and
SPAM filtering systems to further
enhance our protection from the
Internet.
Other initiatives undertaken during
the year include:
• A new set of laptops for ACO
staff training and usage within
the ACO offices. All ACO staff
now have a network login with
email and have been trained in
their use.
• Replacement of older laptops
and PCs to current technology
including current versions of
Windows and Microsoft Office.
• Implementation of scanning
of all hardcopy documents
to eliminate new paper based
Health records. This assists
CBCHS with the objective of
adopting fully Electronic Health
Records. All clinical staff are now
trained in the use of document
scanning and uploading of
electronic records to TrakCare.
• Plans for the establishment of
an IT Disaster Recovery site at
Chelsea have been prepared,
with further progress expected
over coming months.
• Expansion of wireless
networking at Parkdale.
• Performance improvements
to the Citrix environment for
remote access to our network.
Sam Portelli
Chief Information Office
Clinical Governance
These are the systems by which the
governing bodies, managers and
clinicians share responsibility and
are held accountable for client care
by minimising risks to them and
for continuously monitoring and
improving the quality of clinical care.
The six dimensions of Quality
underpin Clinical Governance
at CBCHS. The organisation
endeavours to ensure clients
receive safe, effective, appropriate,
acceptable, accessible and efficient
health services. The Clinical
Governance Committee meets
bi-monthly and reports to the CEO
via the Quality Committee.
Quality
Quality is the result of a way of
working rather than a single or set
of events such as those leading to
accreditation.
CBCHS endeavours to embed
quality into every day work
practices. Central to Continuous
Quality Improvement (CQI) is the
Plan/Do/Check/ Act cycle where
action on a planned improvement
is objectively measured before it is
embedded into the organisation as
standard practice.
CQI underpins the multiple sets
of standards against which we are
accredited.
CBCHS participates in a three year
cycle of accreditation where it is
assessed against the following
Standards:
• The National Safety and Quality
Health Service Standards
• Quality Improvement Council
Standards
• Community Care Common
Standards
• General Practice Accreditation
Standards
• Industry and Outcome
Standards for Disability Services
Victoria.
Octopussies
swimming
group
‘Thank you!’
Donations
• The CBCHS Auxiliary
raised a total of $9001.
• Nurhan Ozturk - donation
of $160 for the Turkish
Planned Activity Group
lunch.
• Mr Frank Rees - donation
of $800 to OT Aids and
Equipment to benefit our
OT clients.
• G Romeo - donation
of $10 which will assist
CBCHS in providing some
of the many items needed
to continue to provide our
clients with the highest
quality care.
• Mr Oliver Phillips Kinder donation of $10 which will
assist CBCHS in providing
some of the many items
needed to continue to
provide our clients with
the highest quality care.
• D Pattenden - donation
quality care.
• St Augustine’s
Opportunity Shop donation of $500 which
will assist CBCHS in
providing some of the
many items needed to
continue to provide our
quality care.
• Anonymous - donation
quality care.
• P Darke - donation of $10
which will assist CBCHS
in providing some of the
quality care.
• Mrs Carmel Crooke donation of $20 which
quality care.
• Ms Margaret Carter donation of $100 which
quality care.
• Ms Janice Munt donation of $200 which
quality care.
• Ms Margaret Anger donation of $70 which will
assist CBCHS in providing
some of the many items
needed to continue to
provide our clients with
the highest quality care.
• St Augustine’s
Opportunity Shop donation of $500 which
quality care.
• Mr Stuart Bacon donation of $200 which
quality care.
Membership
You can become involved with CBCHS
by becoming a member and it is free!
Any member of the community is
eligible for membership of CBCHS if
you are over the age of 18 and live,
work or are enrolled as a student at
an educational institution in the City
of Kingston, or if you are a client,
carer or volunteer of CBCHS.
Being a member provides
opportunities to see and hear
what we do through invitation to
community consultation forums
and the Annual General Meeting.
Members are eligible to apply and
vote for candidates for the Board of
Directors at the time of election.
If you would like to become a
member, please call
8587 0200
Locations and Contact Details
11
PARKDALE
2
CHELSEA
3
CLARINDA
4
MENTONE
5
6
335-337 Nepean Highway Parkdale 3195
Dental Clinic
3/1 The Strand Chelsea 3196
58 Viney Street Clarinda 3169
PLANNED ACTIVITY GROUPS
31 Venice Street Mentone 3194
Groups also operate at sites 2 and 3
P 8587 0200 F 8587 0210
P 8587 0350
P 9782 7633
F 9782 7600
P 9552 0833 F 9552 0834
P 9581 8500 F 9581 8510
CHELTENHAM
ADULT COMMUNITY OPTIONS
299 Centre Dandenong Rd
Cheltenham 3192
P 9581 1150
F 9581 1155
EDITHVALE
6-8 Edithvale Road Edithvale 3196
7
SANDRINGHAM
8
CLAYTON SOUTH
9
CAFE ESCAPE
25 Trentham Street Sandringham 3191
45 Oakes Avenue Clayton South 3169
2 Carrier Avenue Parkdale 3195
www.cbchs.org.au
P 9782 7400 F 9782 7410
P 9598 1365 F 9598 1365
P 9562 3019 F 9562 3019
P 9588 2463 F 9588 2457
Finanical
Statements/
2013-2014
Central Bayside Community Health Services Ltd
ABN 50 362 120 798
Director’s Report
Your directors present this report on Central Bayside Community Health
Services Limited for the financial year ended 30 June 2014.
DIRECTORS
The names of each person who has been a director during the year and to the date of this report are :
Peter Spyker AM
William Nixon OAM
Peter Lay
Jacqui Clancy
Kenneth William Cornish
Resigned 31/10/2013
Dennis Victor O’Sullivan
Debra Edwards John Tetteroo
Janice Munt
Fiona McAlindenAppointed 31/10/2013
Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.
PRINCIPAL ACTIVITIES
The principal activity of the company during the financial year was to provide primary health and welfare services
in the catchment area, with particular attention to the socially and economically disadvantaged.
No significant changes in the nature of the Company’s activity occurred during the financial year.
SHORT-TERM AND LONG-TERM OBJECTIVES
The company’s short-term objectives are to: •
Develop and expand our disability services in line with Commonwealth Government’s NDIS Program as it is
implemented.
•
Expand our Commonwealth funded GP, Medical Specialist and Allied Health Care services. •
Build capacity and capability of our people, systems and facilities to meet the changing service needs and
delivery modes. •
Maintain strong financial and infrastructure capacity to enable our plans and objectives. The company’s long-term objectives are to: •
To enhance the health and wellbeing of individuals through innovative, responsive services delivered in
partnership with the community. •
To develop and deliver integrated and holistic health services in response to the needs of the communities
we serve. To achieve these objectives the company adopted the following strategies: •
Monitor the NDIS trials and position CBCHS for opportunities for new and expanded disability services. •
Design and implement Medical Benefits Scheme funded GP and allied health services. •
Seek opportunities to grow and maintain a positive and productive workplace. •
Set and manage operational and capital budgets as guided by our Strategic Financial Parameters PERFORMANCE MEASURES
The performance measures of the company are related to meeting funded program objectives as contracted
in service agreements with funding providers (State, Federal and Local Governments, and non-governement
organisations). The performance measures relate to hours of service, number of clients serviced, number of
courses of care, as well as service quality and responsiveness standards. Page 24 CBCHS AR 2013/2014
Director’s Report
INFORMATION ON DIRECTORS
Peter Spyker AMChairperson
Qualifications & Experience
Former Member of Parliament (State) Heatherton Electorate
1979-1985 and Mentone Electorate 1988-1992
Special Responsibilities
President/Chairperson since 2003, Member of Executive Committee & Finance Committee
William (Bill) Nixon OAM
Deputy Chairperson Qualifications & Experience
Former Mayor City of Kingston / Mordialloc; President Mordialloc Community Nursing Home; Former CBCHS President/Chairperson; Past Member City of Kingston Audit Committee
Member of Executive Committee, Member of Finance Committee, Member of Security & Maintenance Committee, Member of Strategic Planning Committee
Peter LayDirector
Qualifications & ExperienceLawyer
Member of Executive Committee, Chairperson of Audit & Risk Committee, Member of Finance Committee
Jacqui ClancyDirector
Registered Tax Agent
Member of Finance Committee, Member of Audit & Risk Committee
Dennis O’SullivanDirector
Property Manager (retired)
Chairperson of Security & Maintenance Committee, Member of Finance Committee, Member of Strategic Planning Committee
Debra EdwardsDirector
Student Wellbeing Team Leader, Grad Dip Adolescent Health & Welfare, Dip Community Services - Care Management, Prof. Certificate Adolescent Counselling, Cert IV Career Development Special Responsibilities- John TetterooDirector Qualifications & Experience
Retired Accountant/Finance Manager - State Public Service, Lighthouse Foundation Committee Member
Member of Executive Committee, Chairperson of Finance Committee, Member of Audit & Risk Committee
Janice MuntDirector
Former Member of Parliament (State) Mordialloc Electorate 2002-2010, Parliamentary Secretary 2009-2010
Special Responsibilities- Fiona McAlindenDirector
Director Allied Health, Master of Business Management (MBM), Bachelor of Social Administration (Hons), Certificate of Qualification in Social Work (CQSW)
Special ResponsibilitiesCBCHS AR 2013/2014 Page 25
Director’s Report
MEETINGS OF DIRECTORS
During the financial year 11 meetings of directors were held. Attendances by each director were as follows: Peter Spyker 11
William Nixon 11
Peter Lay9
Jacqui Clancy8
Kenneth Cornish 4
(Number eligible 4) Dennis O’Sullivan
10
Debra Edwards11
John Tetteroo8
Janice Munt 8
Fiona McAlinden
6
(Number eligible 8) MEMBERS’ GUARANTEE
The company is incorporated under the Corporations Act 2001 and is a company limited by guarantee. If
the company is wound up, the constitution states that each member is required to contribute a maximum of
$1 each towards meeting any outstanding obligations of the entity. At 30 June 2014, the total amount that
members of the company are liable to contribute if the company is wound up is $180 (2013: $107).
AUDITOR’S INDEPENDENCE DECLARATION
The lead auditor’s independence declaration for the year ended 30 June 2014 has been received and can be
found at the end of the financial report. This directors’ report is signed in accordance with a resolution of the Board of Directors.
Peter SpykerJohn Tetteroo
ChairpersonTreasurer
Dated this 25th day of September 2014
Statement of Profit or Loss
and Other Comprehensive Income
For the year ended 30 June 2014
Note
Revenue from operating activities
Other Revenue
Other Income
2
2
2
2014 $
2013 $
15,606,344
196,947
51,183
14,066,638
229,164
32,007
15,854,474
14,327,809
(9,952,156)
(875,268)
(140,729)
(11,445)
(17,200)
(606,269)
(101,074)
(121,028)
(633,534)
(264,851)
(240,687)
(1,749,930)
(268,442)
(467,274)
(9,178,476)
(808,494)
(102,148)
(8,729)
(14,085)
(545,795)
(81,181)
(129,966)
(408,330)
(280,055)
(215,631)
(1,247,243)
(214,114)
(428,779)
(15,449,887)
(13,663,026)
404,587
664,783
-
-
404,587
664,783
-
-
404,587
664,783
Expenses from ordinary activities
Employee salaries & oncosts
Superannuation
Other employees expenses
Accounting & legal expenses
Audit expenses
Office expenses
Occupancy expenses
Utility expenses
Cleaning & maintenance expenses
Motor vehicle costs
Medical & paramedical supplies
Program & client expenses
Other expenses
Depreciation & amortisation
Surplus from ordinary activities
Income Tax Expense
Surplus attributable to members
Other Comprehensive Income
Total Comprehensive Income
The accompanying notes form part of this financial report.
Statement of Financial Position
As at 30 June 2014
Note
2014 $
2013 $
CURRENT ASSETS
Cash and cash equivalents
Trade and other receivables
Inventories
Other Assets
TOTAL CURRENT ASSETS
3
4
5
6
5,242,719
53,666
3,796
403,380
5,703,561
5,105,334
97,383
2,308
340,832
5,545,857
NON CURRENT ASSETS
Property, plant and equipment
TOTAL NON-CURRENT ASSETS
7
8,365,821
8,365,821
8,347,303
8,347,303
14,069,382
13,893,160
TOTAL ASSETS
CURRENT LIABILITIES
Trade and other payables
Provisions
TOTAL CURRENT LIABILITIES
8
9
1,208,816
2,006,116
3,214,932
1,671,638
1,809,126
3,480,764
NON CURRENT LIABILITIES
Provisions
TOTAL NON CURRENT LIABILITIES
9
526,093
526,093
488,626
488,626
3,741,025
3,969,390
10,328,357
9,923,770
9,210,213
1,118,144
10,328,357
8,805,626
1,118,144
9,923,770
TOTAL LIABILITIES
NET ASSETS
EQUITY
Retained surplus
Reserves
TOTAL EQUITY
10
10
Statement of Changes in Equity
Note
Balance at 1 July 2012
Retained
Surplus
$
Building
Reserve
Asset
Replacement
Reserve
7,790,843
250,000
100,000
1,118,144
9,258,987
664,783
-
-
-
664,783
350,000
(250,000)
(100,000)
-
-
8,805,626
-
-
1,118,144
9,923,770
404,587
-
-
-
404,587
Net Surplus for year
Transfer to Reserves
10
Balance at 30 June 2013
Net Surplus for year
Asset
Revaluation
Reserve
$
Total
$
Transfer from Reserves
10
-
-
-
-
-
Balance at 30 June 2014
10
9,210,213
-
-
1,118,144
10,328,357
Statement of Cash Flows
Note
CASH FLOW FROM OPERATING ACTIVITIES
Operating grant receipts
Donations received
Receipts from clients & programs
Payments to suppliers and employees
Interest received
Net cash provided by (used in) operating activities
16b
CASH FLOW FROM INVESTING ACTIVITIES
Fixed asset purchases
Proceeds on sale of fixed assets
Net cash provided by (used in) investing activities
CASH FLOW FROM FINANCING ACTIVITIES
Net cash used in financing activities
Net increase in cash held
Cash at the beginning of the financial year
Cash at the end of the financial year
16a
2014 $
2013 $
INFLOWS /
INFLOWS /
(OUTFLOWS) (OUTFLOWS)
15,276,201
2,412
1,772,123
(16,673,277)
194,535
571,994
13,785,915
10,317
1,566,751
(14,219,572)
218,847
1,362,258
(578,770)
144,161
(434,609)
(587,629)
55,682
(531,947)
137,385
830,311
5,105,334
4,275,023
5,242,719
5,105,334
Notes to the Financial Statements
Note 1 :
Summary of Significant Accounting Policies
Basis of Preparation These general purpose financial statements have been prepared in accordance with Australian Accounting
Standards - Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting
Standards Board (‘AASB’) and the Corporations Act 2001, as appropriate for not-for-profit oriented entities.
Australian Accounting Standards set out accounting policies that the AASB has concluded would result in
financial statements containing relevant and reliable information about transactions, events and conditions.
Material accounting policies adopted in the preparation of these financial statements are presented below and
have been consistently applied unless stated otherwise.
The financial statements, except for the cash flow information, have been prepared on an accruals basis
and are based on historical costs, modified, where applicable, by the measurement at fair value of selected
non-current assets, financial assets and financial liabilities. The amounts presented in the financial statements
have been rounded to the nearest dollar.
The financial statements were authorised for issue on 25 September 2014 by the directors of the company.
Accounting Policies
a Revenue
Non-reciprocal grant revenue is recognised in profit or loss when the entity obtains control of the grant and
it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the
grant can be measured reliably.
If conditions are attached to the grant which must be satisfied before it is eligible to receive the contribution,
the recognition of the grant as revenue will be deferred until those conditions are satisfied.
When grant revenue is received whereby the entity incurs an obligation to deliver economic value directly
back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the
statement of financial position as a liability until the service has been delivered to the contributor, otherwise the
grant is recognised as income on receipt.
Central Bayside Community Health Services Limited receives non-reciprocal contributions of assets from the
government and other parties for zero or a nominal value. These assets are recognised at fair value on the date
of acquisition in the statement of financial position, with a corresponding amount of income recognised in
profit or loss.
Donations and bequests are recognised as revenue when received.
Interest revenue is recognised using the effective interest method, which for floating rate financial assets is the
rate inherent in the instrument. Dividend revenue is recognised when the right to receive a dividend has been
established.
Revenue from the rendering of a service is recognised upon the delivery of the service to the customers.
All revenue is stated net of the amount of goods and services tax.
b Inventories
Inventories consist of food stocks at Café Escape and are carried at the lower of cost allocated and net
realisable value.
c Property, Plant and Equipment
Each class of property, plant and equipment is carried at cost or fair value less, where applicable, any
accumulated depreciation and any impairment value.
Property, plant and equipment are measured on the cost basis.
Impairment
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate the carrying value may not be recoverable. If such an indication exists and where the
carrying values exceed the recoverable amount, the asset is written down to the recoverable amount.
Depreciation
The depreciable amount of all fixed assets are depreciated as detailed below over the useful lives of the assets
to the Company commencing from the time the asset is held ready for use. Leasehold improvements are
depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the
improvements.
The policy of Central Bayside Community Health Services Ltd is to only capitalise items that cost in excess of $2,000.
The depreciation rates used for each class of depreciable asset are :
Class of Fixed Asset
Depreciation Rate
Depreciation Method
Buildings2%Straight Line
Leasehold improvements5%Straight Line
Furniture & Equipment10 - 20%Straight Line
Motor Vehicles15%Straight Line
Computers 20%Straight Line
d Employee Benefits
Short-term employee benefits
Provision is made for the Company’s liability for employee benefits arising from services rendered by
employees to the end of the reporting period. Employee benefits that are expected to be settled within one
year are recognised in current liabilities and have been measured at the amounts expected to be paid when the
liability is settled.
Other long-term employee benefits
Employee benefits payable later than one year are recognised as non-current liabilities and have been
measured at the present value of the estimated future cash outflows to be made for those benefits. In
determining the liability, consideration is given to employee wage increases and the probability that the
employees may not satisfy vesting requirements. Those cash outflows are discounted using market yields on
national government bonds with terms to maturity that match the expected timing of cash flows attributable to
employee benefits.
Sick Leave Sick Leave is generally managed by the Company in its normal course of operations and by its current funding
arrangements. The policy in relation to employee sick leave is to recognise employee sick leave as an expense
in the financial year in which the entitlements are used by and/or paid to employees. Sick Leave is only payable
while the employees are employed by the Company. If an employee terminates employment there is no
requirement to pay outstanding sick leave entitlements. This policy recognises the non-vesting nature of the
Sick Leave entitlements.
e Superannuation
Superannuation contributions for the reporting period are detailed in the Statement of Profit or Loss & Other
Comprehensive Income. The name and details of the employee superannuation and contributions made by the
Company are as follows :
20142013
$$
Health Super 702,084 647,828 HESTA 168,520 149,150 Emergency Services Super
10,890 11,516 881,494 808,494
The bases for contributions are determined by the various schemes.
The unfunded superannuation liability in respect to the members of Health Super, HESTA & Emergency
Services Super is not recognised in the Balance Sheet. The Company’s total unfunded superannuation liability
in relation to these Funds has been assumed by and is reflected in the financial statements of the Victorian
Department of Treasury and Finance.
All employees of the Company are entitled to benefits on retirement, disability or death from the respective
Fund. The defined benefit fund provides defined lump sum benefits based on years of service and annual
average salary.
The Company has no other legal obligation to provide benefits to employees on retirement.
f Cash For the purposes of the Cash Flow Statement, cash includes cash on hand, at call deposits with banks and on
deposit, net of bank overdrafts.
g Goods and Services Tax (GST)
Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST
incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as
part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the
Balance Sheet are shown inclusive of GST.
h Financial Instruments
Initial recogniton and measurement
Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual
provisions to the instrument. For financial assets, this is equivalent to the date that the company commits itself
to either purchase or sell the asset (ie trade date accounting is adopted).
Classification and subsequent measurement
Financial instruments are subsequently measured at amortised cost using the effective interest method, or
cost. Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at
initial recognition less principal repayments and any reduction for impairment, and adjusted for any cumulative
amortisation of the difference between that initial amount and the maturity amount calculated using the
effective interest method.
The effective interest method is used to allocate interest income or interest expense over the relevant period
and is equivalent to the rate that exactly discounts estimated future cash payments or receipts (including fees,
transaction costs and other premiums or discounts) through the expected life (or when this cannot be reliably
predicted, the contractual term) of the financial instrument to the net carrying amount of the financial asset
or financial liability. Revisions to expected future net cash flows will necessitate an adjustment to the carrying
amount with a consequential recognition of an income or expense item in profit or loss.
(i) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not
quoted in an active market and are subsequently measured at amortised cost. Gains or losses are recognised in
profit or loss through the amortisation process and when the financial asset is derecognised.
(ii) Financial liabilities
Non-derivative financial liabilities other than financial guarantees are subsequently measured at amortised cost.
Gains or losses are recognised in profit or loss through the amortisation process and when the financial liability
is derecognised.
Impairment
At the end of each reporting period, the company assesses whether there is objective evidence that a financial
asset has been impaired. A financial asset (or a group of financial assets) is deemed to be impaired if, and only
if, there is objective evidence of impairment as a result of one or more events (a “loss event”) having occurred,
which has an impact on the estimated future cash flows of the financial asset(s).
In the case of financial assets carried at amortised cost, loss events may include: indications that the debtors or
a group of debtors are experiencing significant financial difficulty, default or delinquency in interest or principal
payments; indications that they will enter bankruptcy or other financial reorganisation; and changes in arrears
or economic conditions that correlate with defaults.
For financial assets carried at amortised cost (including loans and receivables), a separate allowance account is
used to reduce the carrying amount of financial assets impaired by credit losses. After having taken all possible
measures of recovery, if management establishes that the carrying amount cannot be recovered by any means,
at that point the written-off amounts are charged to the allowance account or the carrying amount of impaired
financial assets is reduced directly if no impairment amount was previously recognised in the allowance
accounts.
When the terms of financial assets that would otherwise have been past due or impaired have been
renegotiated, the company recognises the impairment for such financial assets by taking into account the
original terms as if the terms have not been renegotiated so that the loss events that have occurred are duly
considered.
Derecognition
Financial assets are derecognised when the contractual rights to receipt of cash flows expire or the asset is
transferred to another party whereby the entity no longer has any significant continuing involvement in the
risks and benefits associated with the asset. Financial liabilities are derecognised when the related obligations
are discharged or cancelled, or have expired. The difference between the carrying amount of the financial
liability, which is extinguished or transferred to another party, and the fair value of consideration paid, including
the transfer of non-cash assets or liabilities assumed, is recognised in profit or loss.
i Economic Dependence
Central Bayside Community Health Services Limited is dependent on the Department of Health for the majority
of its revenue used to operate the business. At the date of this report, the Board of Directors has no reason to
believe the Department will not continue its support. Note 2: Revenue and Other Income
Revenue from operating activities
Operating grants
Client fees & program income
Recoveries & rebates
Other revenue from operating activities
Other Revenue
Donations
Interest received
2014 $
2013 $
14,043,873
1,062,500
254,703
245,268
15,606,344
12,561,552
1,028,429
194,544
282,113
14,066,638
2,412
194,535
196,947
10,317
218,847
229,164
51,183
32,007
15,854,474
14,327,809
2014 $
2013 $
Other Income
Profit on disposal of plant and equipment
Total Revenue & Other Income
Note 3: Cash and Cash Equivalents
Note
13,759
13,660
211,489
210,546
5,017,471
4,881,128
16
5,242,719
5,105,334
The cash balance at 30 June 2014 includes $61,019 (2013 $60,646) committed to the Kingston-Bayside
Primary Care Partnerships Alliance.
Cash on hand
Cash at bank
Cash on deposit
The Cash at bank interest rate is 2.40%. The Cash on deposit interest rate is 3.70%.
Note 4: Trade and Other Receivables
CURRENT
Trade Debtors
Less provision for impairment
Sundry Debtors
Note 5: Inventories
CURRENT
Stock on hand (Café Escape)
2014 $
2013 $
43,517
43,517
86,633
86,633
10,149
53,666
10,750
97,383
2014 $
2013 $
3,796
2,308
Note 6: Other Assets
2014 $
2013 $
260,171
143,209
403,380
237,633
103,199
340,832
2014 $
2013 $
1,659,500
1,659,500
1,865,500
(80,198)
3,997,007
(1,081,952)
6,359,857
1,865,500
(40,099)
3,997,007
(999,651)
6,482,257
Furniture & Equipment - at cost
Less accumulated depreciation
983,892
(389,630)
594,262
804,179
(290,523)
513,656
Motor Vehicles - at cost
1,696,571
(677,186)
1,019,385
1,665,597
(700,001)
965,596
Leasehold Improvements - at cost
723,995
(331,678)
392,317
699,268
(313,474)
385,794
CURRENT
Accrued Grants
Prepayments and Accruals
Note 7: Property, Plant and Equipment
Land & Buildings - at valuation
LAND
At Independent Valuation
BUILDINGS
At Independent Valuation 30 June 2012
At Directors Valuation 30 Jun 2012
8,365,821
8,347,303
Total Property, Plant and Equipment
The entity’s valuations of land and buildings at Chelsea and Edithvale were adopted on 30 June 2012.
The valuations were performed by independent valuers, Hay Property Group. Valuations were made
on the basis of market value. The valuation resulted in a revaluation increment being recognised in the
Asset Revaluation Reserve. The property at Parkdale is managed under Committee of Management: the
Directors believe the carrying value approximates the fair value. a Movements in carrying amounts
Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the
end of the current financial year.
2014
Balance at the beginning of year
Additions
(Disposals)
Revaluation
Depreciation expense
Carrying amount at the end of year
Land &
Buildings $
6,482,257
(122,400)
6,359,857
Note 8: Trade and Other Payables
Furniture &
Equipment $
513,656
179,712
(99,106)
594,262
Motor
Leasehold
Vehicles $ Improvements $
965,596
385,794
374,332
24,726
(92,978)
(227,565)
(18,203)
1,019,385
392,317
Note
CURRENT
Trade creditors and accruals
Grants received in advance
Funds in trust for Primary Care Partnerships
Funds in trust for Central Bayside Trust Fund
GST and Taxation liabilities
15
Total
$
8,347,303
578,770
(92,978)
(467,274)
8,365,821
2014 $
2013 $
916,403
61,019
85,097
146,297
1,208,816
1,351,191
32,574
60,646
89,424
137,803
1,671,638
Note 9: Provisions
CURRENT
Provision for Annual Leave
Provision for Long Service Leave
Provision for ADO’s
Provision for Time in Lieu
NON CURRENT
Provision for Long Service Leave
Employee Number / EFT at 30 June
2014 $
2013 $
726,456
1,220,653
46,368
12,639
2,006,116
663,232
1,086,081
52,338
7,475
1,809,126
526,093
488,626
226 / 153
225 / 146
Provision for Long Term Employee Benefits
A provision has been recognised for employee entitlements relating to long service leave. The non-current portion
for this provision includes amounts accrued for long service leave entitlements that have not yet vested in relation to
those employees who have not yet completed the required period of service.
In calculating the present value of future cash flows in respect of long service leave, the probability of long service
leave being taken is based upon historical data. The measurement and recognition criteria relating to employee
benefits have been included in Note 1(d) to these financial statements.
Note 10: Equity
2014 $
2013 $
Retained Surplus
Retained surplus at the beginning of the financial year
Net surplus attributable to the Company
Transfer from Building Reserve
Transfer from Asset Replacement Reserve
Retained Surplus at the end of the financial year
8,805,626
404,587
9,210,213
7,790,843
664,783
250,000
100,000
8,805,626
Building Reserve
Building Reserve at the beginning of the financial year
Transfer to Retained Surplus
Building Reserve at the end of the financial year
-
250,000
(250,000)
-
The Building Reserve is for planned building maintenance works not provided for by external funding sources.
Asset Replacement Reserve
Asset Replacement Reserve at the beginning of the financial year
Transfer to Retained Surplus
Asset Replacement Reserve at the end of the financial year
-
100,000
(100,000)
-
The Asset Replacement Reserve is for asset replacement and upgrades beyond that provided by depreciation
charges and not funded by external sources.
Asset Revaluation Reserve
Asset Revaluation Reserve at the beginning of the financial year
Revaluation of land and buildings
Asset Revaluation Reserve at the end of the financial year
1,118,144
1,118,144
1,118,144
1,118,144
Net revaluation of land & buildings based on Hay Property Pty Ltd’s independent valuation 1 June 2012
Note 11: Leasing Commitments
a
Operating Lease Commitments
Being for rent of property
Payable :
not later than 1 year
later than 1 year but not later than 5 years
later than 5 years
2014 $
2013 $
39,691
142,005
67,917
249,613
39,081
155,678
66,205
260,964
The Company currently leases property from the City of Kingston, Sandringham Girl Guides and has a
lease with a commercial agent for another property, with rent payable monthly in advance.
Note 12 : Contingent Liabilities
There are no known contingencies requiring disclosure in the financial statements.
Note 13: Events Subsequent to Reporting Date
No events have arisen since the end of the financial year which significantly or may significantly affect the
operations of the Company, the results of those operations, or the state of affairs of the Company in future
financial years.
Note 14: Related Parties
Details of the Directors of the Company during the financial year are set out in the Director’s Report. All
Directors act in an honorary capacity. No Director received or is entitled to receive any remuneration, benefit or
compensation whether monetary or otherwise, during or since the end of the financial year relating to the office
of Director held by them. No Directors are employed by the Company or have an interest in any contract or
arrangement with the Company.
Note 15: Financial Risk Management
The company’s financial instruments consist mainly of deposits with banks, local money market instruments,
short-term investments, accounts receivable and payable, and leases.
The carrying amounts for each category of financial instruments, measured in accordance with AASB 139 as
detailed in the accounting policies to these financial statements, are as follows:
Note
2014 $
2013 $
Financial assets
3
5,242,719
5,105,334
Cash & cash equivalents
4
53,666
97,383
Loans & receivables
5,296,385
5,202,717
Financial liabilities
Financial liabilities at amortised cost:
- Trade and other payables
8
1,208,816
1,208,816
1,671,638
1,671,638
Fair Value
Carrying amount of financial assets and liabilities recorded in the financial statements represents their
fair values, as determined in accordance with the accounting policies disclosed in Note 1(h) to the
financial statements
Note 16: Cash Flow Information
a
Note
Reconciliation of Cash
Cash on hand
Cash at bank
Cash on deposit
3
b
2014 $
2013 $
13,759
211,489
5,017,471
5,242,719
13,660
210,546
4,881,128
5,105,334
404,587
664,783
467,274
(51,183)
428,779
(32,007)
43,717
(1,488)
(62,548)
(462,822)
196,990
37,467
571,994
13,006
1,850
(61,953)
270,073
110,444
(32,717)
1,362,258
Reconciliation of Net Cash provided by Operating Activities to
Result from Ordinary Activities after Income Tax
Surplus from ordinary activities after income tax
Non-cash flows in result from ordinary activities :
Depreciation
Amortisation
Net profit on disposal of plant and equipment
Changes in assets and liabilities :
(Increase)/decrease in receivables
(Increase)/decrease in inventories
(Increase)/decrease in other assets
Increase/(decrease) in creditors, accruals and grants in advance
Increase/(decrease) in current provisions
Increase/(decrease) in non-current provisions
Net cash provided by operating activities
c
The Company has no credit stand-by or financing facilities in place.
d
There were no non-cash financing or investing activities during the period.
Note 17: Key Management Personnel Compensation
Any person(s) having authority and responsibility for planning, directing and controlling the activities of the entity,
directly or indirectly, including any director (whether executive or otherwise) of that entity is considered key
management personnel.
The totals of remuneration paid to key management personnel (KMP) of the company during the year are as follows:
Key management personnel compensation
2014 $
2013 $
954,365
835,577
Note 18: Company Details
The registered office and principal place of business of the Company is :
Central Bayside Community Health Services Ltd
ABN 50 362 120 798 ACN 136 367 505
335 - 337 Nepean Highway
PARKDALE VIC 3195
Telephone (03) 8587-0200
Fax
(03) 8587-0210
Email [email protected]
Website www.cbchs.org.au
Director’s Declaration
In accordance with a resolution of the directors of Central Bayside Community Health Services Limited, the
directors of the entity declare that:
1
The financial statements and notes are in accordance with the Corporations Act 2001 and:
a
b
comply with Australian Accounting Standards - Reduced Disclosure Requirements; and
give a true and fair view of the financial position of the company as at 30 June 2014 and of its performance for the year ended on that date.
2
In the directors’ opinion, there are reasonable grounds to believe that the entity will be able to pay its debts as and when they become due and payable.
Signed in accordance with a resolution of the Board of Directors
Peter SpykerJohn Tetteroo
ChairpersonTreasurer
Dated this 25th day of September 2014
Overview of funding sources
and major expenses
Revenue by Source
State Govt
13,497,321
Federal Govt
761,939
Non-Govt Grants
224,119
Client Contributions
708,273
Business Undertakings &
662,822
Fundraising
15,854,474
85.1%
4.8%
1.4%
4.5%
4.2%
100.0%
Note: Contribution by Volunteers = 14,000 hrs valued at $300,000.
Total Contributions
$15.9m
State Govt Grants
Federal Govt Grants
Non-Govt Grants
Client Contributions
Business Undertakings & Fundraising
Revenue by Program Area
Primary Health
Aged & Disability
Dental
Primary Care Partnerships
Fundraising
6,225,686
5,343,997
3,364,535
290,456
629,800
39.3%
33.7%
21.2%
1.8%
4.0%
15,854,474
100.0%
Total Revenue
$15.9m
Primary Health
Aged & Disability
Dental
Primary Care Partnerships
Fundraising
Expenditure
Staffing
10,968,161
Program
2,134,857
Vehicles
264,851
Occupancy & Office expenses 1,388,601
Administration
226,143
Depreciation
467,274
15,449,887
Staffing
Program
Vehicles
Occupancy & Office expenses
71%
14%
2%
9%
1%
3%
100%
Administration
Depreciation
Total Expenditure
$15.5m
Sat
Sun
December2015
Fri
6
Public Holidays
Thur
5
13
World Aids Day
Wed
4
12
20
Tue
3
11
19
Mon
10
18
2
9
17
1
8
16
International Day
of People with a
Disability
7
15
27
14
26
24
31
New Year’s Eve
Boxing Day
23
30
25
22
29
Christmas
Day
21
28
Boxing Day
holiday
CBCHS Quality of Care Report 2013/2014
Victorian Child Oral
Health Study
The Victorian Child Oral
Health Study is a jointly
funded initiative being
conducted by the State
Government of Victoria,
Dental Health Services
Victoria, the University of
Adelaide and the Australian
Research Centre for
Population Oral Health.
It aims to gather detailed
information on the oral
health of Victorian school
children between the ages
of 4 and 14. My role in this
study is to visit schools and
conduct dental examinations
within the school using
portable dental equipment.
The information gathered
will be used to plan for
the future needs of the
community.
Alison Avery
Dental Therapist
3
Cup Day
Tue
November2015
Mon
2
Public Holidays
Sun
8
Sat
7
15
Fri
6
14
Thur
5
13
Wed
4
12
1
11
18
26
19
27
20
28
21
29
22
10
17
25
9
16
24
World Diabetes
Day
23
30
Providing better
coordinated care for our
Clients!
Client Flow
Chronic/Complex Clients
SLOW
STREAM
MEDIUM STREAM
Chronic/Complex
Ability to Self-Manage
FAST STREAM
Clients using 1 Service
CENTRAL INTAKE
•
•
•
•
•
•
Health Needs Assessment
Intensive Care-Planning/Coordination
Self-Management facilitation
Referral
Advocacy
Case-Conference
Health Needs Assessment
Less Intensive Intervention
Referral/Care-Planning
Self-Management as
Needs Identified
• Health Needs Assessment
• Care-Planning/Coordination
• Promote and Maintain
Self-Management Skills
• Referral
•
•
•
•
Identification of Chronic/Complex Clients. Referral Into Fast, Medium or Slow Stream
CBCHS
continues to develop services to
meet the needs of our community.
This year we have implemented a holistic assessment
that looks at all aspects of a client’s health status
including health risks such as smoking, exercise and
diet. Based on this assessment a client is allocated into
appropriate care interventions as outlined in the Client
Flow Triangle (Fig. 1). Furthermore, a pilot study that set
up a multidisciplinary team which provided a continuum
of care for those clients presenting with chronic/
complex conditions has now been undertaken. The
pilot results were very positive and indicated significant
improvement in client health and wellbeing.
This new model of care offers the following:
• Consultations that work in partnership and involve
clients and their families in decision making
• Information and strategies clients and their families
can adopt to promote their health and wellbeing
• Assessments that identify health risks and holistic
health needs
• Goal directed care planning in collaboration with the
client
• Appropriate service options, interventions, referrals
and connections
• Care that is tailored to meet the unique needs of the
client
• Improved coordinated care with other agencies and
GPs.
Here are some of our client’s comments about the
service:
“You know I am not going to be cured, I have what I
have and I have to learn to manage it. That is what I want
to achieve and everybody here is playing a part in it.”
“They talk to each other about my care and that’s a good
thing. They ask how it is going with podiatry and my feet
even though they are not the podiatrist.”
Debra Starr
Integrated Service and Planning Manager
October2015
7
15
8
1
Thur
23
16
9
2
Fri
31
24
17
10
3
Sat
25
18
11
4
Sun
‘ideas that will enhance
the quality of life for
adults with intellectual
disabilities’
6
14
22
30
Wed
5
13
21
29
Tue
12
20
28
Mon
19
27
International
Day of Older
Persons
26
Introducing “Good Things”
“Good Things” is a new video
by Central Bayside’s Inner South
Communication Service. The video
aims to promote communication ideas
that will enhance the quality of life
for adults with intellectual disabilities
living in group homes.
Good Things features four women: Maria,
Candice, Rowena and Julia and their support
staff. It shows how they use communication
strategies throughout the week, planning
activities, holding meetings, shopping, cooking,
cleaning and entertaining friends.
Good Things was funded by the Department
of Human Services. A grant from Bayside
City Council enabled captioning for the
hearing impaired to be included on the
video. The project was led by the Inner South
Communication Service, with contributions
from partner agencies including Peninsula
Health, the Communication Access Network,
Communication Rights Australia, Scope, Marillac
House, Jewish Care, City of Bayside and the
Department of Human Services. Filming and
editing were by Kate Lee. Good things was made
possible by the enthusiastic participation of the
residents and staff at the Roydon Street group
home in Hampton.
Good Things has been accepted for presentation
at the Speech Pathology Australia national
conference (Melbourne, May 2014) and the
International Society for Augmentative and
Alternative Communication (ISAAC) conference
to be held in Lisbon, Portugal in July 2014. In
addition, Scope Victoria has invited the Inner
South Communication Service to show Good
Things at the Participate Communicate Enjoy:
Solutions to Inclusion conference to be held in
Melbourne in September 2014.
You can watch Good Things at
http://www.youtube.com/watch?v=PljrI54od6A
Andrea McQueen
Speech Pathologist
September2015
8
1
Tue
16
9
2
Wed
24
17
10
3
Thur
25
18
11
4
Fri
26
19
12
5
Sat
27
20
13
Sun
7
15
23
Mon
14
22
Father’s Day
6
21
30
World Alzheimer’s
Day
29
28
‘Innovative Child Development
Program Results In Positive
Outcomes!’
The Child Development Service (CDS) promotes
children’s health, development and wellbeing
within the City of Kingston.
Clayton South/Clarinda and Westall are areas that present a
challenging socio economic and cultural demographic, with
multiple areas of developmental delay and vulnerability.
Ten years ago, Maternal Child Health Nurses (MCHN) working
in the area noted that families in the area faced challenges
accessing medical or health services. These challenges
included limited public transport, language and cultural
barriers.
The CDS collaborated with the MCHN which resulted in the
team co-locating at Sundowner Kindergarten in Clarinda
weekly, which allowed families to meet the workers prior to a
referral being made.
The program provides an integrated service for both children
and families attending the centre. Activities have included;
individual and group sessions run on site, working with small
groups or individuals within the kinder room and parent talks.
Outcomes:
The Australian Early Developmental Index measures many
areas of a child’s functioning. Children under five living in
Clarinda in the City of Kingston in 2009 had significantly
more difficulties in many areas of their development.
After the introduction of our innovative assessment and
intervention services in the Clarinda area there were
substantial improvements on all measures of functioning.
•
Increased communication between maternal child
health, kindergarten staff and child development workers.
Other outcomes included:
• Increased referrals to the Child Development Service.
•
Council built a playground next to the building which
provides opportunities for families to connect before and
after sessions.
Dr Sanja Cosic
Primary Health Program Manager
August2015
“I am very proud to be part of the group
and what we have achieved”
5
13
6
21
14
7
29
22
15
8
1
Sat
30
23
16
9
2
Sun
Fri
4
12
20
28
Thur
3
11
19
27
Wed
10
18
26
Tue
17
25
Mon
24
31
“A group that has been
part of Planned Activity
Groups for 23 years!”
The Survivors
The Survivors group was formed
in March 1991 in response to an
identified need for a younger person’s
disability group in the Mentone area.
Current group members, Renate Manntz and
Helen Latham have been with the group since
its inception. The group now has 12 members,
many of whom have also attended for a number
of years.
The aim of the group has always been to enable
people to socialise, by having a place to come
that is safe, welcoming and non-judgemental.
Within the Survivors everyone has the
opportunity to make choices about activities
they partake in. The group plans their activities
and outings every two months. Staff ask each
member for feedback to make sure everyone
is involved in activities that are meaningful and
important to them.
Some of the outings the Survivors have taken
part in are train trips, music sessions at the
Chelsea Hub, and visits to restaurants and
gardens.
Participant comments:
‘It is a lifeline, I love to come and be with my
friends. It is really important to me.’
‘I am very proud to be part of the group and what
we have achieved.’
‘This group lets my wife have a break.’
Helen Latham
Renate Manntz
July2015
13
6
21
14
7
29
22
15
8
1
Wed
30
23
16
9
2
Thur
31
24
17
10
3
Fri
25
18
11
4
Sat
26
19
12
5
Sun
Tue
20
28
Mon
27
Clinical Indicators
Dental Health Services Victoria audits clinical outcomes
from all Community Dental Clinics across Victoria.
Quality Clinical Indicators are widely used in the health
sector as an evidence-based method of measuring
Dental outcomes compared to the Region and State
average.
Jan-Mar
Apr-Jun
Apr-Jun
Apr-Jun
Jul-Sep
Jul-Sep
Jul-Sep
State
The graphs below show CBCHS’s clinical outcomes compared to the
Region and State average. The indicators are also useful for quality
improvement. The Australian Council on Healthcare Standards (ACHS)
regularly reviews the indicators in oral health so that they accurately
represent the current health care environment.
1. RESTORATIVE RETREATMENT WITHIN 6 MONTHS - ADULT
10
Jan-Mar
For teeth retreated within 6 months of initial restoration
0
5
0
5
0
Central Bayside
Dianne Willmott
Senior Lead Nurse Dental Clinic
Region
For teeth extracted 2012/13 and unplanned return within 7 days
3. UNPLANNED RETURN WITHIN 7 DAYS SUBSEQUENT
TO SURGICAL EXTRACTION
Jan-Mar
For teeth re-treated within 6 months of initial restoration
2. RESTORATIVE RETREATMENT WITHIN 6 MONTHS - CHILD
Percentage
of patients
Percentage
of patients
Percentage
of patients
June2015
Sun
Public Holidays
Sat
Thur
Fri
Wed
7
Tue
6
Mon
5
4
14
16
9
24
17
10
25
8
15
23
Queen’s
Birthday
3
13
21
2
12
20
28
1
11
19
27
22
30
Red Nose Day
World
Environment Day
18
26
29
‘Speed date a health
professional’
Connecting with our Community
CBCHS is committed to engaging
with our community and working
in partnership to engage our young
people. With this in mind we organised
a ‘Speed date a health professional’ day
for students interested in health care
careers, to come and meet our health
professionals and discuss their own
career aspirations.
Staff who attended were dieticians, podiatrists,
physiotherapists, counsellors, child occupational
therapists, speech pathologists, a psychologist,
community nurses and a community development
worker. Students were provided with a quiz to find
out what each professional group did, with the
chance of winning a mystery prize.
Student feedback was very positive with all students
stating they had learned about the particular
profession they were interested in and that they
now knew how to get help from the service.
Participant comments included:
“It was good to learn about all the different
services.”
“Today was a really insightful and interesting day. I
learnt so many things from different careers and it
made me look through different course ideas.”
“It was amazing; everybody was nice and helpful
and made me think how some people take time to
help others.”
Dr. Sanja Cosic
Primary Health Program Manager
1
Fri
9
2
Sat
17
10
3
Sun
May2015
8
16
24
11
Volunteers
Week 11-17th
World Hand
Hygiene Day
Thur
7
15
23
31
Wed
6
14
22
30
Tue
13
21
29
Mon
12
20
28
Mother’s Day
19
27
5
18
26
4
25
Working In Partnership
Our four year Health Promotion
Plan was developed through
a strong partnership with
representatives from a number of
local councils, the Primary Care
Partnership team, Bayside Medicare
Local, Community Health Services
and a range of other agencies.
Within this plan a number of local programs
are under way. The Bookswap and Storytelling
Group, for culturally diverse families with
young children, is a successful program
developed through a partnership with other
agencies and community members who
volunteer their time. The Chelsea Community
Kitchen continues to grow with community
members preparing and cooking meals
together. For older people partnerships with
local gyms and community agencies have
enabled our agency to continue to meet the
increasing demand for exercise programs
using community resources.
Improving the way we deliver services is a key
strategic priority of our service. In partnership
with the Department of Health and City
of Kingston the Active Service Model has
streamlined services to older people living in
Kingston. Referral processes between the two
agencies reduced the waiting time for some
of our services and offered a flexible service
for clients.
Sue Moulton
Program Manager
Primary Health
‘Health Promotion Plan’
Fri
4
Sat
5
Sun
Public Holidays
Thur
3
“Living and Breathing
Our Culture”
Wed
2
9
17
10
18
11
19
12
Tue
April2015
Mon
1
8
16
Good
Friday
7
15
26
6
14
25
Easter
Monday
13
24
ANZAC Day
23
30
22
29
21
28
20
27
In 2006 the management of CBCHS
determined that for employees to
know what is expected of them with
respect to conduct, behaviour and
actions, the organisation needed to
agree on a set of organisational values.
As a consequence the CBCHS Values
were created via an organisation wide
workshop. To read Our Values, see page
6 of the attached Annual Report.
Reaffirming Commitment
While our employees intrinsically reflect the core
values in interactions with the community and
each other, our Human Resources team wanted to
remind and bring new life and awareness to these
common behaviours that keep us connected and
engaged.
To achieve this, the values were reawakened
with an all staff presentation. This was followed
by Values Month. Posters and activities were
developed to increase employee awareness on the
meaning of each value.
One of the major activities was the design of a
values logo that represented what the values mean
to our employees. A series of logos were designed
and 104 employees participated in the selection of
the logo that best represented our organisation’s
values.
The values are once again positioned in how we
conduct our business. All CBCHS policies and
procedures and email signatures are branded with
the values logo, and our values are now embedded
within our recruitment, orientation and appraisal
procedures.
Sharon Buchanan
Manager Human Resources
Wed
Thur
Fri
Sat
Public Holidays
Sun
1
8
15
7
14
6
13
5
12
4
11
International
Women’s Day
10
3
Tue
March2015
Mon
2
9
Labour Day
22
29
21
World Oral
Health Day
27
28
20
26
19
25
18
24
17
23
31
16
30
Volunteering At CBCHS
We certainly have a huge bouquet
that makes up the Volunteering
team at CBCHS.
We have 180 members of the community in
our Volunteer team and this number increases
every day.
Recently we have been promoting the
positions available through local newspapers,
online forums, flyers, and employment and
Volunteering sites. The response has shown
that community spirit, and the desire to
take an active part in assisting others in the
community is “alive and well’’.
The team here is certainly diverse in many
respects including: the amount of time a
person is able to Volunteer each week, (from
an hour to 3 days); age ranges (from 20 years
of age to the 80s), a good mix of men and
women and people from a huge variety of
cultural backgrounds.
We thank our Volunteers for their time, skills
and abilities, their good humour, wonderful
smiles and most of all - for each and every
one of them - for being who they are and
adding so much to the ‘’bunch’’.
Gail Lynch
Coordinator
Volunteers & Students
“A lot of different flowers
make a bouquet.” Muslim Origin
February2015
Sun
6
14
7
22
15
8
Sat
5
13
21
Fri
4
12
20
28
Thur
3
11
19
27
Wed
2
10
18
26
Tue
9
17
25
Mon
16
24
1
23
A few years ago, Angela came as
a client to CBCHS with her hopes,
aspirations and dreams. Angela
identified goals in her Person
Centred Plan that included real work
opportunities.
This is Angela’s story…
Julie Torcasio, Program Manager offered for
me to do office work for Adult Community
Options (ACO) and I have become her ‘personal
assistant’. I do photocopying, distribute internal
mail and run errands between ACO and the main
reception. I take invoices up to Finance and to my
General Manager, Peter. The office needs to be
kept clean and tidy and I make sure that there are
enough supplies of envelopes and other items.
Recently I have also been cleaning for Daniela
(Corporate Services GM), a job that means
I check the staff kitchen, make sure the
microwaves and benches are wiped, tea towels
are clean, there is enough tea and coffee and
that sort of thing.
Julie asked me how it makes me feel doing these
jobs for Central Bayside. Well, it’s good - I keep
busy and feel like I’m part of the place. The work
makes me feel valuable to myself, to Julie and to
Daniela. This is real work and I get paid for it, and
it’s nice to be earning a little bit of income. But
being included in the day to day running of ACO
feels great!
I like people to know what I do and it makes me
feel good when I explain it to them. I’m sure you
like that!
Julie Torcasio
Program Manager
Person Centred Planning, a Success!
8
1
Thur
16
9
2
Fri
24
17
10
3
Sat
25
18
11
4
Sun
January2015
7
15
23
31
Public Holidays
6
14
22
30
Wed
5
13
21
29
Tue
12
20
28
Mon
19
27
New Year’s
Day
26
Australia
Day
“We only use it once!”
Infection prevention and control
in a health care facility is the
prevention of the spread of
microorganisms.
Standard precautions are the work practices
required for infection prevention and control.
•
•
•
•
•
•
Single use items
Cleaning in clinical areas
Collection, storage and disposal of waste
Cleaning, disinfection and sterilisation
The safe use and disposal of sharp
instruments, such as needles and syringes
The use of personal protective
equipment, such as gloves, eye
protection, masks, and gowns
Hand Hygiene
They include:
•
In the Dental Clinic we strive to use as many
single use products and items where possible,
we only use it once then safely dispose of
it. The items that are not disposable are
reprocessed and sterilised. This greatly
reduces the risk of cross-contamination
and prevents the spread of infection. Of
course we endeavour to use as many
biodegradable products as possible, thus
being environmentally friendly as well.
Dianne Willmott
Senior Lead Nurse
Dental Clinic
QUALITY OF CARE REPORT 2014
CALENDAR2015
Each year CBCHS writes a report on the work it has
undertaken to improve the quality of the services it
provides. This is our sixth report!
How many calendars do we print?
2011- 750 were printed
Where do I get a copy?
Calendars are available in our main reception areas,
including Dental, Adult Community Options and
Planned Activity Group sites or please call 8587 0200
and we will post out a copy to you.
An electronic copy is available from our website!

CBCHS ANNUAL REPORT / 2013-2014

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