SA Ambulance Service Annual Report 2005-06

Transcription

SA Ambulance Service
Annual Report 2005-06
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SA AMBULANCE SERVICE (SAAS)
216 Greenhill Road Eastwood
GPO Box 3 ADELAIDE SA 5001
Phone: 1300 13 62 72 or 61 8 8274 0432
Fax: 61 8 8271 4844
Website: www.saambulance.com.au
Produced by SA Ambulance Service
Corporate Communications
Managing Editor: Megan Cree
Graphic Designer: Vicki Jones
ISSN 1443-0282
© SA Ambulance Service 2006
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SA Ambulance Service Annual Report 2005–06
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LETTER OF TRANSMITTAL
216 Greenhill Road
Eastwood SA 5063
The Hon John Hill MP
Minister for Health
Level 9, Citi Centre Building
11 Hindmarsh Square
Adelaide SA 5000
Pursuant to Part 3 of the Ambulance Services Act 1992 (SA),
I am pleased to present the report on the activities of
SA Ambulance Service for the year ended 30 June 2006.
Chris Lemmer
CHIEF EXECUTIVE
SA AMBULANCE SERVICE
29 September 2006
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CONTENTS
1.0 BOARD REPORT .............................................................................................................................................................. 7
2.0 CHIEF EXECUTIVE’S REPORT ............................................................................................................................ 8
3.0 2005-06 HIGHLIGHTS ............................................................................................................................................ 11
4.0 RESPONSIBILITIES AND STRUCTURE ...................................................................................................... 12
5.1 Functions and Objectives ................................................................................................................................ 12
5.2 Vision, Mission and Values ............................................................................................................................ 13
5.3 Structure ...................................................................................................................................................................... 14
5.4 Operational Workforce
......................................................................................................................................
14
5.5 Reporting Relationships .................................................................................................................................... 15
5.6 Governance ................................................................................................................................................................ 15
5.0 STRATEGY AND PLANNING ................................................................................................................................ 18
6.0 STATE OPERATIONS .................................................................................................................................................. 19
6.1 Ambulance Response ........................................................................................................................................ 19
6.2 State Communications Centre .................................................................................................................... 20
6.3 Patient Satisfaction .............................................................................................................................................. 21
6.4 Improved Patient Care ...................................................................................................................................... 21
Clinical Governance ...................................................................................................................................... 21
Clinical upgrades for all emergency ambulance practitioners ...................................... 21
SAAS’s role in managing the State response to the pandemic flu threat .......... 21
Mental Health Memorandum of Understanding (MOU) .................................................... 22
Paramedic Training ........................................................................................................................................ 22
6.5 Operational Services – Metropolitan Adelaide ................................................................................ 22
6.6 Operational Services – Country .................................................................................................................. 23
........................................
24
........................................................................................................................................................
24
6.7 Emergency and Major Incidents – Planning and Preparedness
Mercury 05
Major, Community and Public Events.............................................................................................. 24
6.8 Support Services.................................................................................................................................................... 25
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APPENDIX 1: HUMAN RESOURCES ........................................................................................................................ 26
Workforce Numbers, Gender and Status ...................................................................................................... 26
Executive Employment .................................................................................................................................................. 27
Training and Development .......................................................................................................................................... 27
Leave Management ........................................................................................................................................................ 27
Occupational Health, Safety and Injury Management (OHS&IM) Details
..............................
28
OHS&W Consultation ...................................................................................................................................................... 29
OHS&W Training
................................................................................................................................................................
29
Manual Handling Program .......................................................................................................................................... 29
Driver Standards Program .......................................................................................................................................... 29
SAASfit Program ................................................................................................................................................................ 30
Staff Support Program .................................................................................................................................................. 30
APPENDIX 2: DIVERSITY .................................................................................................................................................. 31
Workforce Diversity .......................................................................................................................................................... 31
Age profile ............................................................................................................................................................ 31
Disability ................................................................................................................................................................ 31
Cultural and linguistic diversity ............................................................................................................ 31
Voluntary flexible working arrangements ...................................................................................... 31
Disability Action Plans.................................................................................................................................................... 32
Equal Employment Opportunity Programs ...................................................................................................... 32
Indigenous Development ............................................................................................................................................ 33
APPENDIX 3: OTHER MATTERS .................................................................................................................................. 34
Overseas Travel
..................................................................................................................................................................
34
Fraud Prevention ................................................................................................................................................................ 34
Freedom of Information ................................................................................................................................................ 34
Energy Report ...................................................................................................................................................................... 35
APPENDIX 4: FINANCES .................................................................................................................................................... 36
Account Payment Performance .............................................................................................................................. 36
Performance to Budget ................................................................................................................................................ 36
Consultants ............................................................................................................................................................................ 36
Contractual Arrangements .......................................................................................................................................... 36
Audited Financial Report.............................................................................................................................................. 37
APPENDIX 5: STATION STATISTICS ........................................................................................................................ 60
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1.0 BOARD REPORT
This last year has seen SA Ambulance
Service (SAAS) developing strategies and
plans for its future as an integral part of a
health system that is striving to find innovative
strategies to manage an ever-increasing
workload. This strategic approach by the
Board is mirrored throughout the organisation.
A principal item on our agenda is the
continued strengthening of our relationship,
and integration of our services, with other
health system stakeholders. Progress in this
area has been positive since SAAS transferred
from the Emergency Services portfolio to
Health in 2004. A good example of the
benefits SAAS can help deliver to our
community was seen in the major mental
health project in which SAAS collaborated
with the State’s mental health professionals
during this last year. SAAS believes that it
can make an important contribution to the
development of like initiatives, ensuring it
plays a key role in the Government’s agenda
for health reform.
While SAAS’s strategic agenda is an obvious
focus for the Board we never lose sight of
the fact that our goals can only be achieved
by the efforts of our most important resource
– our people. SAAS continues to promote
professional development and education
and has achieved significant improvements
in its OHS&W record as a result of a
coordinated effort across the organisation.
The Board again pays tribute to SAAS’s
committed and dedicated workforce and is
particularly conscious of the need to recruit
and retain more volunteers in regional
areas. Without volunteers many
communities would not be able to sustain
an ambulance service so it is pleasing to
note that the Minister will launch a new
volunteer advertising campaign in early
2006-07. It remains a SAAS imperative
to support and encourage our volunteers
wherever possible.
I look forward to the year ahead with much
enthusiasm and will, with the other Board
members, work towards achieving SAAS’s
goals in partnership with the Minister, the
Department of Health and SAAS Executive.
Robyn Pak-Poy
Chair, SA Ambulance Service Board
In 2005-06 the Board continued its practice
of meeting face-to-face with our volunteers,
staff and the community. In November
2005 the Board held its meeting in
conjunction with the annual Statewide Team
Leader Conference, providing an excellent
opportunity to meet with the operational
leaders of all teams across South Australia.
The Board was also able to attend the
annual North West Volunteer Conference,
held in Whyalla in April 2006, enabling us
to support our very enthusiastic regional
volunteers and the programs they are
undertaking. We hope to improve our record
in seeking out and taking advantage of
opportunities such as these.
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2.0 CHIEF EXECUTIVE’S REPORT
2005-06 has been a year of continuous
improvement for SA Ambulance Service
(SAAS), with the organisation fulfilling its
mission:
‘To save lives, reduce suffering and
enhance quality of life through the
provision of accessible and responsive,
quality patient care and transport.’
Our success has been measured in four key
result areas – Service Delivery, Leadership,
Our People and Strategy and Planning.
Goals and strategies for the year were set
out in our Strategic Plan: Vision 2010 –
a copy of which can be found on
www.saambulance.com.au – and are
discussed in detail later in this report.
Strengthening the Service’s capabilities,
along with strategic and business planning,
was our main focus for 2005-06. As a
result of this, our annual budget and
business planning process is now directly
linked to our strategic plan which, in turn,
relates to the State Strategic Plan. In line
with this, during the year we began
development of new corporate performance
measures and targets which will relate
directly to the achievement of our goals.
In last year’s report I expressed a need to
further strengthen the SAAS executive team
and am pleased to report that this has been
achieved through the appointment of two
highly competent and experienced senior
executives.
Ray Creen has been appointed as Deputy
Chief Executive and Director of State
Operations. He comes to us from England,
where he held a similar position with the
Kent Ambulance Service. Ray started with
SAAS in January 2006 and has focused on
the development of sustainable service
improvement and development plans. Since
his appointment, he has implemented a
governance structure throughout the State
Operations portfolio which will ensure
effective participation in the development
and implementation of policy and initiatives
by those who actually deliver our services.
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An emphasis of the service development
plan will be to identify innovative strategies
to cope with the continuing increase in
demand for ambulance services, which saw
a 10.7% increase this year in cases
requiring a ‘lights and siren’ response when
compared with 2004-05.
The second new member of the executive
team is Carol Gaston, who has had an
eminent career in the development of
health systems in South Australia, nationally
and internationally. She joined SAAS in the
role of Director of Organisational
Development, which has prime responsibility
for the development and well-being of our
people and the systems that support them.
Carol was Deputy Chair and Executive
Officer of the recent Generational Health
Review conducted for the SA Government.
In 2005-06 SAAS recognised the need to
improve the way we support our volunteers,
who are relied upon to provide the
ambulance service throughout many rural
and remote areas of South Australia. In
order to improve training and support for
volunteers, five additional Regional Team
Leaders were recruited in country areas,
bringing the total number to 19. These
personnel provide training, clinical and
management support to 1300 operational
volunteers who work from 74 locations
across the State. 2005-06 also saw the
establishment of the Country Services
Business Unit, which has identified the
recognition initiatives currently in place for
volunteers and is researching ways to
improve the existing process. In addition,
an exchange program with ambulance
volunteers from New Zealand was
introduced this year.
During 2005-06 SAAS has continued its
integration into the State’s health system
with the objective of ensuring that our
unique competencies and capacity are
applied in a way that will complement that
system and support the government’s
agenda for reform. SAAS again provided
valuable assistance in the management of
the winter workload peaks for the major
metropolitan public hospitals by participating
in the planning process and implementing
dynamic strategies for helping hospitals deal
with periods of excessive demand.
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A highlight for SAAS was the collaboration
in a pilot program with our Mental Health
colleagues involving a coordinated response
to people with acute mental illness. As part
of the pilot, mental health professionals
provided a telephone assessment service
from the SAAS State Communication Centre,
and a joint ambulance mental health
response team operated in the outer southern
and central metropolitan areas between
5pm and 2am daily. The pilot has clearly
demonstrated the advantages of closer
collaboration between SAAS and Mental
Health, and how this can produce better
outcomes for the client and the system.
In conclusion, I extend my sincere thanks
and appreciation to our staff and volunteers
for the professional way in which they have
contributed to the Service throughout the
year. SAAS is a complex organisation that
requires a diverse workforce, drawing on
vocations and skills from a broad crosssection of our community. All of these
people, whether they be front-line
ambulance practitioners, the tradespeople
who maintain our essential infrastructure,
administrative staff who collect our revenue
and pay our bills or the others that are too
numerous to mention, understand the
important role they play in achieving
SAAS’s mission.
Chris Lemmer
Chief Executive
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Marla
Career Stations
Volunteer Stations
Non-amalgamated
First Responders
Community Responders
Coober Pedy
Roxby Downs
Leigh Creek
North West
Yalata
Hawker
Ceduna
Pt Augusta
Yunta
Streaky Bay
Wudinna
Pt Pirie
Pt Kenny
Gladstone
Crystal Brook
Cowell
Lock
Elliston
Pt Broughton
Cleve
Metropolitan
Adelaide
Snowtown
Pt Neill
Wallaroo
Moonta
Kadina
Cummins
Coffin Bay
Pt Lincoln
ADELAIDE
Redwood Park
Port Adelaide
Campbelltown
Gosse
Kingscote
American
River
Renmark
Berri
Loxton
Coonalpyn
Penneshaw
Meningie
Tintinara
South East
Mitcham
Marion
Waikerie
Kapunda
Barmera
Angaston
Tanunda
Swan Reach
Mt Pleasant
Mannum
Woodside
Karoonda
Mt Barker
Murray Bridge
Meadows
Pinnaroo
Tailem Bend
Strathalbyn
Yankalilla
Lameroo
Coomandook
Goolwa
Victor Harbor
Adelaide
Ashford
Camden Park
Riverton
Eudunda
Yorketown
Marion Bay
Playford
Salisbury
Fulham
Brooklyn Park
Mallala
Minlaton
Warooka
Prospect
Morgan
Hamley Bridge
Maitland
Ardrossan
North East
Burra
Clare
Balaklava
Pt Wakefield
Tumby Bay
Gawler
Peterborough
Booleroo Centre
Whyalla
Kimba
Stirling
Hills Murray
Keith
Bordertown
Padthaway
O’Halloran Hill
Kingston
Lucindale
Noarlunga
Robe
Naracoorte
Penola
Millicent
Aldinga
Nangwarry
Mt Gambier
Pt MacDonnell
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3.0 2005-06 HIGHLIGHTS
With a focus on improving patient care,
forging constructive working relationships
with key stakeholders and improving
efficiency throughout the organisation,
2005-06 has been a year of significant
achievement for SA Ambulance Service
(SAAS). Highlights for the year included:
■ SAAS achieving the ranking of the
nation’s leading ambulance service
in patient satisfaction.
■ The continued growth in demand for our
service in 2005-06, with SAAS attending
213,844 cases – an increase of 6% on
2004-05 – of which 163,000 were
attended by the Emergency Ambulance
Service and 51,000 by SAAS’s Ambulance
Transport Service (ATS). Of the cases
attended by the Emergency Ambulance
Service 92,240 required an immediate
‘lights and siren’ response, an increase
of 10.7% on 2004-05, of which 3,290
were categorised as having a confirmed
risk of imminent loss of life. Despite this
increased demand, SAAS responded to
90% of all emergency responses
Statewide within 17.2 minutes and 90%
of those confirmed as imminently life
threatening in 13.8 minutes.
■ Improved patient care resulting from
ongoing training for all Paramedic
practitioners.
■ The establishment of a first responder
unit at Port MacDonnell in the South East
region as a joint project between the
District Council of Grant and SAAS. This
was the first community responder group
in SAAS for which a specific training
program has been developed.
■ The construction of a new station at
Wallaroo and commencement of
construction at Murray Bridge; the
upgrade of Mount Barker station; the
calling of tenders for the Clare, Playford
and Port Pirie stations; the
commencement of planning for a new
Prospect station; and the acquisition of
properties at Meadows and Parndana to
be used for new stations.
■ The Fleurieu/Kangaroo Island volunteer
team won a 2005 SA Great Regional
Award in the Community Group category.
■ The achievement by SAAS of an outstanding
eight out of ten in achieving Workcover
Safety – SA Cabinet Targets and the
surpassing of seven of the targets set.
■ SAAS embarking on an ambitious and
challenging Service Development Plan
which includes over 60 projects designed
to put patients’ needs at the forefront of
our planning and enhance service delivery.
■ Implementation of a joint Assessment
and Crisis Intervention Service (ACIS)
project with Mental Health based in the
State Communications Centre. Designed
to create better outcomes for mental health
patients, the project has seen a specialised
Mental Health Nurse located in the
Centre between 5pm and 8am daily.
■ A new Memorandum of Understanding
(MOU) between SAAS, the Department
of Health, Royal Flying Doctor Service
and SA Police to clearly define the
responsibilities of each service in dealing
with people who have a known or
suspected mental illness.
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4.0 RESPONSIBILITES AND STRUCTURE
SA Ambulance Service is an association
incorporated under the Associations
Incorporations Act 1985 and is governed by
the Ambulance Services Act 1992 (the Act).
4.1 Functions and Objectives
Amendments to the Act proclaimed on
17 February 2006 (Ambulance Services
(SA Ambulance Service Inc) Amendment Act
2005) introduced a name change to
SA Ambulance Service Inc (previously
SA St John Ambulance Service Inc). At this
time, new regulations came into operation
in the form of the Ambulance Services
(SA Ambulance Service Inc Rules)
Regulations 2006 and the Ambulance
Services (Elections) Regulations 2006.
■ out-of-hospital emergency care and
transport
The sole member of SAAS is the Minister for
Health and the Minister may exercise
control over SAAS by giving written directions
to the Ambulance Board. The Minister
appoints the Ambulance Board, which is
responsible for the governance of SAAS.
As required by the Act, SAAS has
established the Country Ambulance Services
Advisory Committee to advise it on the
provision of ambulance services in country
regions, and the management of funds
generated from ambulance services
provided by volunteers.
The Medical Advisory Committee has also
been established by SAAS to ensure that
clinical standards are developed, supported
and regularly reviewed.
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SAAS’s aim is to provide high-quality
ambulance services for South Australia.
This comprises:
■ a non-emergency ambulance transport
service, and
■ emergency and Major Events
management.
To complement the provision of ambulance
services, SAAS also:
■ coordinates the Adelaide Bank State
Rescue Helicopter operations
■ collaborates with the Flinders University
of South Australia to deliver the Bachelor
of Health Sciences (Paramedic) and the
Master of Health Sciences (Pre-hospital
and Emergency Care)
■ promotes and administers the Ambulance
Cover insurance scheme, and
■ promotes and manages Call Direct –
a 24-hour monitoring personal
emergency service.
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4.2 Our Vision, Mission and Values
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4.3 Structure
4.4 Operational Workforce
SAAS’s organisational structure at 30 June
2006 is shown below.
SAAS’s workforce operates out of 111
stations across the State, and includes
74 country volunteer stations (staffed by
approximately 1300 operational volunteers),
18 paid metropolitan and 19 paid country
stations.
SAAS also supports three first responder
teams, one community responder team and
four independent ambulance services that
operate in the State’s mid north.
Minister for
Health
Direct reporting relationship
Cheif Executive
Department of Health
Relationship
Ambulance Board
Executive Director
Public Health &
Clinical Coordination
Finance and Audit
Committee
Country Ambulance
Services Advisory
Committee
Medical Advisory
Committee
SAAS
Chief Executive
Deputy Chief
Executive/Director
State Operations
Director
Organisational
Development
Director
Country Services
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Director
Metro Operations
Program Director
State Communications
Director Finance
and
Corporate Services
Medical Director
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4.5 Reporting Relationships
Ambulance Board
At a corporate level, SAAS reports through
the Department of Health to the Minister.
However, it continues to maintain its status
as a separate entity for the purpose of
reporting to the Department of Treasury and
Finance.
Chair
Ms Robyn Pak-Poy
Term expires 16 February 2009
Nominated by the Minister for Health
SAAS reports through the Executive Director,
Public Health and Clinical Coordination, as
the Public Health and Clinical Coordination
branch of the Department of Health is
responsible for the coordination of
ambulance services in South Australia.
4.6 Governance
Executive Management
Chief Executive
Mr Chris Lemmer
Deputy Chief Executive /
Director State Operations
Mr Ray Creen (from 12 December 2005)
Director, Finance and Corporate Services
Mr Aaron Chia
Director, Organisational Development
Ms Carol Gaston (from 16 January 2006)
Ms Ingrid Marshall (to 26 August 2005)
Director, Medical
Dr Hugh Grantham
Director, Country Services
Ms Erica White
Director, Metropolitan Operations
Mr Keith Driscoll
Program Director, State Communications
Mr Steve Cameron
In addition to her position as Chair of the
Ambulance Board, Ms Pak-Poy is chair of
the Finance and Audit Committee and chair
of the SA Ambulance Development Fund.
She is a member of the board of the
Southern Adelaide Health Service and its
finance and audit committees, and Chair
of the Department of Health’s Risk
Management and Audit Committee. She
is also a member of the Commonwealth
Takeovers Panel and was a partner of Minter
Ellison Lawyers until her retirement in 2004.
Prof Chris Baggoley
Professor Chris Baggoley is Executive
Director of Public Health and Clinical
Coordination at the Department of Health,
South Australia – a role which includes the
State’s Chief Medical Officer. He was also
Chairman of SAAS’s Medical Advisory
Committee until February 2006.
Ms Anne Alford (from 17 February 2006)
Ms Anne Alford is Director, Policy Analysis,
in the Department of Treasury and Finance.
Anne has worked in various Government
agencies throughout her career and is a
member of the SAAS Finance and Audit
Committee. Anne’s qualifications are
B.Ec, CPA, MBA.
Dr Sally Cole
Dr Sally Cole has been in private general
practice in inner-metropolitan Adelaide for
over 15 years. She also conducts clinics for
the Royal Flying Doctor Service on the Yorke
Peninsula and in the far north of the State.
She has been a member of the Royal
Australian College of General Practitioners
(RACGP) GP Advocacy and Support National
Standing Committee and the RACGP SA &
NT Faculty Board. In 2003 she was involved
in setting up the SA Refugee Health Network
with the RACGP.
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Ambulance Board continued
Mr Leith Gregurke (to 17 February 2006
and from 26 April 2006)
Nominated by the Country Ambulance
Service Advisory Committee
Mr Leith Gregurke is chairman of the
Country Ambulance Service Advisory
Committee (CASAC) and is also Chairman
of the Lameroo Branch Committee/Murray
Zone. Mr Gregurke was a volunteer
ambulance officer with the Lameroo Division
for 29 years and is a farmer and grazier.
Dr William Griggs AM
(from 17 February 2006)
Chosen as the staff representative at
an election held in accordance with the
Regulations from 28 June 2006.
Mr Chris Howie is a Paramedic at
Campbelltown, having joined SAAS in 1998.
He became an executive office holder of
the Ambulance Employee’s Association in
September 2001, and has been President
since December 2005.
Ms Cathie King (from 28 June 2006)
Dr William Griggs started as a volunteer with
SAAS at the age of 18 and worked as a
volunteer ambulance officer for 15 years.
Bill is currently the Director of Trauma
Services at the Royal Adelaide Hospital and
also works part-time as one of the SAAS
Medical Officers. He took over as Chair
of the Medical Advisory Committee in
2005-06.
Ms Cathie King is currently the General
Manager, South Australia, of CPR
Communications and Public Relations. Her
previous role was as Chief of Staff to the
Minister for Emergency Services. Cathie has
extensive experience in the public sector
having held various positions in State and
Federal Government before establishing her
own business which was then purchased by
a national company where she is General
Manager SA.
Mr Donald Hawking (to 17 February 2006)
Nominated by the Minister for Emergency
Services
Mr Darcy O’Shea
Mr Donald Hawking was a member of the
Finance and Audit Committee until February
2006. He is the current chairman of SA
Ambulance Service Superannuation Pty Ltd
(Trustee for the SA Ambulance Service
Superannuation Fund) in 2005-06. He has
retired from his role as State Manager in
the property management industry. He was
formerly an executive member of a range of
industry bodies and associations, as well as
a member of a number of ex-service
associations, including Legacy.
Mr Darcy O’Shea is a volunteer ambulance
officer at Ceduna and a general legal
practitioner. He has worked extensively
in Papua New Guinea and often provides
advice to Aboriginal organisations.
Mr Graham Hockley (to 4 August 2005)
Nominated by the Ambulance Employees’
Association of SA
Mr Graham Hockley is an Intensive Care
Paramedic at Victor Harbor Station and has
been employed by SAAS since 1989.
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Mr Chris Howie (from 17 August 2005 to
17 February 2006 and from 28 June 2006)
Association from 17 August 2005 to
17 February 2006
Mr Philip Palmer
Nominated by SA Unions (formerly United
Trades and Labour Council) to
17 February 2006
Association of SA from 18 February 2006
Mr Philip Palmer has been the secretary
of the Ambulance Employee’s’ Association
since 1987. Mr Palmer has been a
Chairman of the national committee of the
Ambulance Industry Reference Group.
Previously he was an executive member of
the United Trades and Labour Council, and
a director of the Statewide Superannuation
Trust. In 2002 Mr Palmer was awarded the
Australian Centenary Medal for services to
the community/industrial relations.
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Ambulance Board continued
Ms Laura Reed (to 17 February 2006)
Ms Laura Reed is Chief Financial Officer for
Envestra Ltd. Ms Reed was a member of
the SAAS Finance and Audit Committee
until February 2006. She is a current
Director of SA Ambulance Service
Superannuation Pty Ltd (Trustee for the
SA Ambulance Service Superannuation
Fund). Ms Reed’s qualifications are
B.Bus (acc), CPA.
Finance and Audit Committee
Chair
Ms Robyn Pak-Poy
Ms Anne Alford (from 28 February 2006)
Mr Donald Hawking (to 17 February 2006)
Ms Laura Reed (to 17 February 2006)
Medical Advisory Committee
Chairman
Dr Chris Baggoley (to 31 January 2006)
Mr Michael Scott is Chairman of the SAAS
Hills, Fleurieu and Kangaroo Island Zone
Committee and Deputy Chairman of CASAC.
Mr Scott has 38 years experience as a
volunteer ambulance officer and is a farmer
and grazier on the Fleurieu Peninsula.
Dr Bill Griggs (from 31 January 2006)
Dr Frank Bridgewater
Dr Tony Burke
Dr Michael Davey
Mr Rob Elliott
Dr Hugh Grantham
Dr Diane King
Mr Chris Lemmer
Dr Stewart Martin
Dr Peter Prager
Dr Jeremy Raftos
Mr Pat Stevenson (Ambulance Employees’
Association representative)
Dr Bob Waltham
Auditors
SA Ambulance Development Fund
Internal: Deloitte Touche Tohmatsu
External: Auditor General
Chair
Ms Robyn Pak-Poy
Mr Michael Scott (to 17 February 2006
and from 26 April 2006)
Nominated by the Country Ambulance
Service Advisory Committee (CASAC)
Country Ambulance Service Advisory
Committee (CASAC)
Mr Donald Hawking
Mr Philip Palmer
Chairman
Mr Leith Gregurke
SA Ambulance Service Superannuation
Fund Board
Mrs Annie Clements
Mr Ross Gogler
Mr Malcolm Hancock
Mr Jon Jaensch
Mr Greg Joseph
Mr Christian Manie
Ms Margaret Metzger
Mr Robert Miller
Ms Monica Murdoch
Ms Dot Ordelman
Mr Peter Ridgway
Mr Michael Scott
Mrs Christine Smith-Rowe
Mr John Treloar
Mrs Barbara Whetstone
Chairman
Mr Donald Hawking
Mr John Baseley
Mr John Cahill
Mr Chris Lemmer
Mr Peter McEntee
Ms Laura Reed
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5.0 STRATEGY AND PLANNING
SA Ambulance Service’s Strategic Plan,
Vision 2010, was released in 2005-06.
Stage one of the plan focused on building
organisational capacity through strategies
that focus on the understanding of our
current service delivery model, the
development of leadership and creating an
effective work environment for our people.
Significant progress has been made during
the last six months, including:
■ The documentation and review of our
service delivery model which provided
the basis for an operational service
development plan.
■ The implementation of an ambulance
station strategic asset development plan.
■ The development of an integrated planning
process which aligns our financial planning
(budgets) to business plans that, in turn,
link to our strategic objectives.
■ The development of a central data
warehouse to provide operational data
to support the planning environment.
■ The implementation of a performance
management framework to facilitate
the identification and reporting of key
performance measures.
Overall, the plan has created a positive
planning environment within SAAS that
now has the capability to:
■ access data for analysis
■ design systems to capture essential
performance data
■ plan effectively, using data which can be
checked for integrity
■ determine the impact of proposed initiatives
on its current service delivery model
■ determine the resources required to
support its service delivery model, from
both operational and support services
perspectives.
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These developments do more than progress
Vision 2010, they also contribute to the
objective of Improving Wellbeing within
South Australia’s Strategic Plan. Operational
service developments such as the
collaboration with mental health in an
initiative focused around joint call taking
activities and coordination has led to a more
integrated approach to the provision of
health care for the community. Performance
measurement and management is enhancing
our capacity to be responsive, directly
impacting patient outcomes and therefore
wellbeing. Continued focus on our goal to
‘develop a community focused service
delivery model that integrates into the
broader health system’ will ensure an ongoing
contribution to the State’s health objective.
Looking forward, the Service’s key planning
activities for 2006-07 include:
■ a review of critical infrastructure
(excluding ambulance stations)
■ update of IT strategic plan
■ business continuity review
■ workforce planning
■ education and training audit and planning
Focusing strongly on positive patient
outcomes, Stage Two of Vision 2010 will
build on the foundations created during
stage one to ensure that SAAS continues
to provide a quality, Statewide ambulance
service.
>
6.0 STATE OPERATIONS
6.1 Ambulance Response
The demand for ambulance services
continued to grow in 2005-06, with SAAS
attending approximately 214,000 cases –
an increase of 6% on 2004-05 – of which
163,000 were attended by the Emergency
Ambulance Service and 51,000 by SAAS’s
Ambulance Transport Service (ATS).
Of the cases attended by the Emergency
Ambulance Service 92,240 required an
immediate ‘lights and siren’ response, an
increase of 10.7% on 2004-05, of which
3,290 were categorised as having a
confirmed risk of imminent loss of life.
Despite this increased demand, SAAS
responded to 90% of all emergency
responses Statewide within 17.2 minutes
and 90% of those confirmed as imminently
life threatening in 13.8 minutes.
Responding to emergencies in a timely and
efficient way ensures that a patient’s
journey through the health system gets
off to a good start. However, ensuring that
patients receive quality service in the face
of increased demand can make it difficult
to achieve this goal. With this in mind,
SAAS has embarked on an ambitious and
challenging Service Development Plan in
2005-06. This framework, which includes
over 60 projects, is designed to put
patients’ needs at the forefront of our
planning and enhance service delivery.
The Service Development Plan also
reinforces the need for SAAS to collaborate
and integrate with the wider health
community by ensuring we deliver an
ambulance service that provides high quality
call handling, clinical advice and safe,
effective mobile treatment and health care.
The plan also acknowledges that it is the
dedication, knowledge and skills of
Ambulance Officers, Paramedics and
Intensive Care Paramedics that enable us
to deliver the quality service that is
experienced by patients daily. We recognise
that it will be the continued efforts of this
workforce that will translate the initiatives
outlined in the Service Development Plan
into reality.
For the Service Development Plan to be
successful, SAAS recognises staff and
management must have ownership of it
and must understand the rationale and
principles behind reforming our service
delivery. To this end, we have reviewed and
revised our Operational Governance
Structure which will be introduced from
August 2006, with each Governance Group
and Committee containing a large
contingent of operational staff.
Benchmarks: Response Times
SAAS currently records and reports its response times
in accordance with the criteria set out by the Council
of Ambulance Authorities (CAA) of Australia – the national
ambulance industry body, which coordinates research,
reporting and standards.
CAA’s benchmarks for national emergency response times
are as follows:
■ 50% of emergency cases responded to within 7 minutes;
■ 90% of emergency cases responded to within 12 minutes.
Total ambulance attendances statewide
Total life-threating/urgent cases
Total cases attended
2000–01
2001–02
2002–03
2003–04
2004-05
2005-06
0
27,500
55,000
82,500 110,000 137,500 165,000 192,500 220,000
Number of cases
19
>
6.2 State Communications Centre
Types of cases carried in 2005-06
The State Communications Centre answered
379,906 inbound calls in 2005-06 –
a 13% increase on the previous year.
Of these, 119,130 were triple zero (000)
calls, representing a 9% increase on
2004-05 figures.
Cardiac 10%
Respiratory 7%
Neurological 9%
Obstetrics 1%
Overdose 2%
Other medical condition 10%
Other trauma 19%
Vehicle accidents 2%
Transfers 44%
Statewide category 1 and 2 response times
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
0
3
6
9
12
15
90th Percentile (minutes)
18
An independent review undertaken in
2004-05 found that the State
Communications Centre was underresourced to meet its service target of 90%
of calls answered in ten seconds. SAAS has
since increased its call taking staff numbers
by ten full-time equivalents (FTE) and made
changes to the telephone call handling
system, and both these initiatives have
contributed to a significant improvement in
SAAS’s ability to answer ‘000’ calls and
SAAS will continue to monitor performance.
Another initiative in the State
Communications Centre has been the
implementation of a joint Assessment and
Crisis Intervention Service (ACIS) project
with Mental Health. As part of the program,
a Mental Health Nurse is located in the
State Communications Centre between 5pm
and 8am daily. This nurse triages both
mental health calls which come via the
dedicated Assessment and Crisis
Intervention Service (ACIS), which is diverted
to the SAAS telephone call handling system
during these times, and calls direct to
SAAS, which have been identified as
suitable for transfer to the Mental Health
Nurse for further assessment. The initiative
also has a joint response component, which
involves SAAS and mental health crews
attending cases that have been triaged via
the State Communication Centre.
Finally, SAAS is involved in the South
Australian Computer Aided Dispatch
(SACAD) project which, in April 2005,
completed an expression of interest process
for a new system. SAAS continues to
develop its current and future business
requirements to be included in the next
phase of a Request for Proposal (RFP). Due
to delays in the project it is now expected
that SAAS will not migrate to a new CAD
system until the last quarter of 2007.
20
>
6.3 Patient Satisfaction
In the 2005-06 Council of Ambulance
Authorities National Patient Satisfaction
Research SAAS recorded a high patient
satisfaction rating, with 99% of respondents
claiming they were either satisfied or very
satisfied with the level of service provided by
the organisation. This result represents a
1% improvement on the previous year and
ranked SAAS as the nation’s leader in
patient satisfaction when compared with
other state services.
6.4 Improved Patient Care
Clinical Governance
Clinical Governance establishes a framework
for the management of perceived, current
and identified risks to patient safety. While
utilising risk assessment, root cause
analysis, clinical audits and clinical practice
guidelines, SAAS maintains a focus on
improving patient outcomes and safety.
Another highlight of SAAS’s initiatives to
support improved patient care was the
Statewide upgrade to CPR guidelines with
the introduction and implementation of new
Australian Resuscitation Council guidelines.
Clinical upgrades for all emergency
ambulance practitioners
suffer from bouts of supraventricular
tachycardia and adenosine is an effective
way of terminating those bouts of abnormal
rhythm. A number of patients have already
benefited from our ability to do this in the
field; previously this capability was only
available in hospital.
Paramedics
The key advance at the paramedic level in
2005-06 has been the ability to treat pain
with intravenous morphine. Prior to this
paramedics only had Penthrane available to
them. The administration of pain relief to
patients who are stable and can tolerate it
is a key performance indicator of a good
ambulance service. SAAS is focussing on
improving our performance in providing
effective analgesia. The ability to give
IV morphine to a wide range of cases by
a wide range of officers is a step forward
in this direction.
Volunteer Ambulance Officers
Volunteer ambulance officers are being
equipped with new monitor defibrillators
(Phillips MRX monitor defibrillator) to replace
the original HeartStart 3000s which, though
they have provided a good service, are now
due for replacement. For interest, the
HeartStart 3000 was the original
defibrillator purchased by Mr Kerry Packer
and used to equip the New South Wales
Ambulance Service in the early 1980s.
Intensive Care Paramedics
Amongst the clinical upgrades that have
been pursued this year are external cardiac
pacing and the use of adenosine for
supraventricular tachycardia.
External cardiac pacing offers the ability
to take over the pacemaker function of
a failing heart – a facility previously only
available in hospitals. This skill has already
been used on a number of occasions with
good results. Patients with extremely slow
heart rates, who are unable to create a
reasonable blood pressure, have had their
rate supported with the external pacing and
have been safely transported to hospital.
SAAS’s role in managing the State
response to the pandemic flu threat
SAAS has played a key role in assisting the
Department of Health and other emergency
services in preparing for a potential flu
pandemic. Our Manager of Clinical Quality
& Safety has been seconded to the Joint
Emergency Services Group to assist them
for a considerable period of this year.
SAAS has also contributed to national
research examining attitudes of workers
regarding attendance at work during a
potential flu pandemic.
Adenosine is a drug that is used to treat a
supraventricular tachycardia, that is, a fast
heart rhythm associated with a faulty
conduction system in the heart. This rhythm
is extremely distressing to individuals who
21
>
Mental Health Memorandum of
Understanding (MOU)
6.5 Operational Services –
Metropolitan Adelaide
In June, 2006, SAAS, the Department of
Health, Royal Flying Doctor Service and
SA Police signed a new Memorandum of
Understanding (MOU) to clearly define the
responsibilities of each service in dealing
with people who have a known or suspected
mental illness. The clearer definition of the
role of each agency will ensure a consistent
approach and mean that individuals can be
identified, assessed, treated and, if
appropriate, transported to a health facility
in a timely manner.
SAAS’s metropolitan operations focused
on a number of initiatives in 2005-06
designed to improve service delivery to
patients and increase operational efficiency.
These included:
The implementation of the MOU will be
staged over 2006-07 to allow for
appropriate training to occur.
Paramedic Training
In 2005-06, 25 students graduated from
the Diploma of Paramedical Studies, 12
from the Certificate IV in Basic Emergency
Care, and 36 graduates from the Bachelor
of Health Sciences (Paramedic).
Competition for places on the Intensive Care
Paramedic (ICP) Program, in which qualified
paramedics extend their pre-hospital
emergency medical skills, is an indication
of the desire of paramedics to continually
improve the service they provide to patients.
This year, 19 paramedics gained ICP
qualifications bringing the total number
of ICPs posted to stations around South
Australia to 125. Another 12 will be
commencing in August 2006.
The Paramedic Internship Program,
introduced in 2004-05, has been
successful in providing an opportunity for
university graduates to gain valuable
practical experience as an emergency
response paramedic. Twenty-four degree
graduates undertook the program in
2005-06.
22
■ A review of the structure of the nonemergency transfer services to ensure
they are resourced and deployed to meet
an ever increasing and changing client
service demand.
■ Collaborative meetings between
operational staff from SAAS and the
major hospitals to improve the patients’
journey through the health system.
■ A metropolitan roster reform to improve
staff support and the deployment of staff
to the roster through a lateral team model.
Metropolitan roster reform was the division’s
main priority for 2005-06. Agreement has
been reached with staff regarding the
proposed model and work has commenced
on an implementation plan, due to be
introduced early in 2007. The process has
involved significant change management
along with staff and industrial consultation,
however the combination of roster reform
and the review of transfer services should
result in an operational structure that
delivers a more efficient level of service
to the patient.
Ensuring that emergency and transfer
service operations are more appropriately
resourced by crew type, time of day
deployment and targeted tasking will ensure
the right ambulance resource is deployed
to the right patient within the right
response time.
>
6.6 Operational Services –
Country
Specific achievements in regional zones are
listed below.
Several major initiatives all designed to
improve operational efficiency and the level
of service provided to the public, were
introduced within Country Services during
2005-06. These included the establishment
of a fourth region and extra human
resources employed, including an additional
Regional General Manager, three Area
Managers and five Regional Team Leaders.
These new positions were introduced to
support our diverse workforce of 200
career staff and nearly 1600 volunteers
(1300 operational).
Hills Murray Region
Another major initiative was the
establishment of the Country Services
Business Unit. Formed to identify and
implement projects that improve service
delivery in the State’s country areas, the
unit has already introduced several
initiatives, including:
■ a major market research project and the
development of a marketing campaign
designed to more effectively recruit and
retain SAAS’s country volunteer workforce
■ a volunteer exchange program with the
New Zealand Ambulance Service
■ a Reward and Recognition project to
identify current and future options for
rewarding and recognising the contributions
of SAAS’s volunteer workforce.
In 2005-06 work also started on
development of a Country business plan, in
line with SAAS’s Vision 2010 strategic plan.
SAAS volunteer teams from the
Fleurieu/Kangaroo Island zone won a 2005
SA Great Regional Award in the Community
Group Category.
North West Region
Nine graduate interns were appointed to
support current and future workload growth
in the North West region. These additional
resources will provide support to the zone’s
26 volunteer teams, two first responder
units* and four career teams.
North East Region
A first responder unit was set up in Marion
Bay and numerous building works were
carried out in the zone. Completion of the
Wallaroo station has enabled the Regional
Medical Transfer Service (RMTS) crew and
volunteer crews to be jointly housed –
a first for South Australia.
South East Region
Additional resources have been employed
in the region this year to provide increased
support to the volunteer staff. A first
responder unit was established at Port
MacDonnell – a joint project with the District
Council of Grant – and they were the first
group to have a specific training program
developed for a community first responder
unit. Significantly, this team was operational
within six months from commencing their
training.
* A first responder unit – is comprised of local
volunteers who have been trained to provide life-saving
and life-preserving treatment and because they live in
the area can arrive before an ambulance gets there.
23
>
6.7 Emergency and Major Incidents
– Planning and Preparedness
SAAS has continued to develop in all areas
of emergency management including
security, business continuity, counterterrorism and mass casualty response
planning, and CBR (chemical biological and
radiological) preparedness. SAAS continues
to educate staff in emergency management
with training ongoing for paramedics and
volunteers right across the State.
The Gawler River floods (November 2005)
impacted on the townships of Virginia and
Gawler and severely affected the
surrounding agricultural areas. In support
of the community and fellow emergency
services, SAAS maintained an around the
clock presence during the response and
recovery operations.
Operation Sanusa saw the US Secretary of
Defence, Donald Rumsfeld, visit Adelaide in
November 2005. SAAS supported police in
their public order programme and related
activities at the Hyatt Adelaide, the Adelaide
Town Hall and other venues around Adelaide.
The tragic incident of a detonation at an
explosives factory near Gladstone, in rural
South Australia, saw SAAS deploy crews
to the scene on a number of levels. The
primary response was to manage the
survivors of the blast; the second wave was
in support of fellow emergency services and
spanned several days and was augmented
by a Multi Agency Response Team (MART)
response led by police.
Mercury 05
The National Counter Terrorism Committee’s
Exercise Mercury 05, conducted in October
2005, saw SAAS deploy a number of staff
around the clock for several days. The
exercise gave SAAS the opportunity to refine
in-principle interstate ambulance mutual aid
arrangements, and saw rescue paramedics
deployed from both Western Australia and
New South Wales in support of the activity.
24
Major, Community and Public Events
SAAS provided support to several major
events in 2005-06, including the Tour Down
Under, Clipsal 500, Classic Adelaide Rally
and Commonwealth Games Torch Relay.
As always, SAAS crews attended significant
annual public events such as the ANZAC
Day Dawn Service, the various Christmas
Pageants and SkyShow. In addition, good
planning and execution saw the opening of
the Adelaide International Airport and
nearby facilities, including the IKEA store,
pass uneventfully.
Paramedics continued to provide voluntary
support to community events like Operation
Flinders and the STAR Group Youth Leadership
and Blue Light Camps (for disadvantaged
youth), CanTeen (for young adults living with
cancer) and the Salvation Army.
Planning for 2006-07 events is well
underway with key lessons from previous
years contributing to SAAS’s continuous
improvement process.
>
6.8 Support Services
Metropolitan Ambulances
Encompassing fleet and building maintenance,
the ordering of medical supplies, and the
maintenance of radio communications
equipment – along with a host of other
areas – SAAS’s support services play a vital
role in ensuring that SAAS can meet its
existing and future patient demands.
Transit Vans
19
Mercedes Sprinter Vans
56
Ongoing asset management and maintenance
highlights for 2005-06 included:
Country Ambulances
• new vehicles fit-out and
commissioning
147
Ford F250 Diesel
40
• vehicles decommissioned
143
Ford F350 diesel
13
• scheduled vehicles services
498
Mercedes Sprinter Vans
72
• unscheduled vehicle repairs
300
• stretchers services
661
• stock orders processed
1,850
• non-stock orders processed
3,238
• building maintenance requests
completed
1,020
• Communications Engineering
requests completed
1,073
F250 Ford Diesel
Total
3
78
(including 20 spare vehicles)
Toyota 4WD
Total
5
130
These vehicles travelled in excess of
8.8 million kilometres in 2005-06. During
the period, 147 new vehicles were
commissioned and a corresponding 143
vehicles decommissioned and prepared
for sale.
Building highlights included the construction
of a new station at Wallaroo and
commencement of construction at Murray
Bridge; the upgrade of Mount Barker
station; the calling of tenders for the
Playford and Port Pirie stations; planning
commenced for a new Prospect station; and
the acquisition of properties at Meadows
and Parndana to be used for new stations.
SAAS currently manages a fleet of vehicles
and equipment which includes 208
ambulances, 108 passenger and other
vehicles and 340 stretchers.
25
>
APPENDIX 1: HUMAN RESOURCES SUMMARY
The Human Resource (HR) support in SAAS
was restructured in 2005-06 in line with the
corporate priorities of SAAS’s Strategic Plan,
Vision 2010.
The HR Unit now encompasses the following
functional areas – Organisational Development,
Employee Relations (Industrial Relations and
HR Services), Remuneration and Classification
and Workforce Strategy. In 2005-06 the
priority of the unit has been to:
■ consolidate and improve current
HR services
Male
Female
Total
Operational
Volunteers
459
37.6%
762
62.4%
1221
Non Operational
Volunteers
111
43.0%
147
57.0%
258
Total
570
61.5%
909
38.5%
1479
Total paid employees in SAAS by salary
bracket and gender (as at 30 June 2006)
■ provide organisational and leadership
development support across the
organisation
Salary Groups
Male
Female
Total
$0-$40,399
69
108
177
$40,400-$54,999
404
251
655
$55,000-$67,999
55
24
79
■ support effective cultural and structural
change
$68,000-$88,999
43
17
60
$89,000+
20
4
24
■ build and support HR capabilities within
all levels of managers and supervisors
Total
591
404
995
■ develop appropriate HR information and
analysis to support corporate decision
making.
Total paid employees in SAAS
by appointment type (as at 30 June 2006)
■ implement strategic planning and
development to align HR practices with
the strategic directions of SAAS
Importantly, these priorities were aligned
to those of the State Public Sector as
articulated in the Human Resource
Management Framework. The appointment
of new managers and staff to all HR
functions has provided the HR Unit with the
capacity to add value to core SAAS
functions and support corporate strategy
and decision-making.
Workforce Numbers, Gender
and Status
Male
Female
Total
Persons
591
59.4%
404
40.6%
995
FTEs
561.1
60.6%
363.7
39.4%
924.8
NB: FTE numbers do not include 33 casuals
Persons
Male
Female
Total
Ongoing
556
352
908
7
7
Short Term Contract
Long Term Contract
14
33
47
Casual
21
12
33
Total
591
404
995
FTEs
Male
Female
Total
Ongoing
547.1
323.7
870.8
7.0
7.0
Short Term
Contract
Total paid employees in SAAS by
number, gender and employment status
(as at 30 June 2006)
26
Total volunteers in SAAS by
number and gender (as at 30 June 2006)
Long Term
Contract
14.0
33.0
47.0
Total
561.1
363.7
924.8
Number of paid employees separated and
recruited during 2005-06, by gender
Male
Female
Total
Employees separated
14
25
39
Employees recruited
43
83
126
>
Executive Employment
SAAS is not a public sector employer,
therefore its executives do not have any
right to be appointed to any further position
in the public sector at the end of their fixed
term contracts.
Executive employment details
Employees with a documented individual
performance management plan:
Older than 12 months
25.0%
Within current Performance
Management Model
9.0%
No formal plan
66.0%
Male
6
Training expenditure as a percentage
of total remuneration expenditure:
Female
2
Actual 2004-05
6.3%
Total
8
Actual 2005-06
(incremental increase of 0.5%)
6.8%
Training and Development
SAAS is committed to the training and
development of its paid and volunteer staff,
delivering programs that enhance staff skills
and knowledge in both the clinical and
non-clinical areas across accredited and
non-accredited arenas.
The Ambulance Education Unit is
responsible for delivering formal
qualifications in conjunction with Flinders
University and other providers, including
certificate, diploma, degree and post
graduate levels. Other training and
development initiatives are offered by the
SAAS Organisational Development team.
Internal training offered during 2005-06
included a comprehensive best practice
performance management system.
SAAS continued to offer a comprehensive
internal training and coaching program to
SAAS staff including customer service,
interview skills for candidates, team
development, mastering communications,
conflict management, project management,
coaching and mentoring and managing
meetings.
Leave Management
Average days leave taken/FTE
2002-03
2003-04
2004-05
2005-06
Family carer’s leave
0.5
0.4
0.4
0.9
Sick leave
6.7
4.4
6.5
5.7
Number of paid employees on leave without pay by gender
for the pay period ending 30 June 2006
Employees on leave without pay
Male
Female
Total
4
10
14
Number of paid employees using voluntary flexible
working arrangements on 30 June 2006
Male
Female
Total
20
65
85
Purchased Leave
Flexi time
Compressed weeks
Part time / Job share
Working from home
Note: The Voluntary Flexible Working Arrangements policy was introduced in July 2006
SAAS’s Leadership Development Strategy
ensures leaders within SAAS are supported
in their role through additional development
opportunities including the provision of
Diploma of Government and Diploma
of Business courses. These form part of
succession planning and career development
and SAAS also offers staff study assistance
and grants.
27
>
Occupational Health, Safety and Injury Management (OHS&IM) Details
2005-06
2004-05
2003–04
Number of notifiable occurrences pursuant
to OHS&W Regulations Division 6.6
0
2
0
Number of notifiable injuries pursuant
to OHS&W Regulations Division 6.6
2
1
0
Number of notices served pursuant
to OHS&W Act s.35, s.39 and s.40
0
2
1
129
189
170
6
19
25
123
170
145
26
3
0
31
0
0
43
3
40
2.8%
4.3%
4.7%
Number of new workers compensation claims
in the financial year
171
233
233
Number of fatalities,
medical treatments only
and lost-time injuries
0
38
129
0
45
188
0
37
196
2,709
2,169
1,141
$1,010,531
$1,274,277
$1,023,655
Cost of all claims, excluding lump sum payments $1,337,005
$1,274,280
$2,033,279
$194,084
$567,357
$577,079
Total amount recovered from external sources
(s54)
$1,000
$1,000
$50,000
Budget allocation for workers compensation
$1,400,000
$1,800,000
$2,000,000
Injury frequency rate for new lost-time
injury/disease for each million hours worked
96
146
110
Most frequent cause (mechanism) of injury
Manual Handling
Manual Handling
Manual handling
Most expensive cause (mechanism) of injury Manual Handling
Manual Handling
Manual handling
1 OHS&IM legislative requirements
2 Injury management legislative requirements
Total number of employees who participated
in the rehabilitation program
Total number of employees rehabilitated
and reassigned to alternative duties
Total number of employees rehabilitated back
to their original work
3 WorkCover action limits
Number of open claims as at 30 June
• medical expense only
• others
Percentage of workers compensation
expenditure over gross annual remuneration
4 Number of injuries
(F)
(MTO)
(LTI)
Total number of whole working days lost
5 Cost of workers compensation
Cost of new claims for financial year
Amount paid for lump sum payments
(s.42, s.43, s.44)
6 Trends
28
>
Occupational health, safety and injury management (OHS&IM) details continued
2005-06
2004-05
2003–04
Outcome:
96%
Outcome:
90%
Outcome:
88%
Outcome:
Decrease 6%
Outcome:
Decrease 30%
Outcome:
Decrease 10%
77
41
5
78
65
6
92
72
6
7 Meeting the organisation’s strategic targets
100% of injured employees rehabilitated
back to their original work
Reduce the cost of worker’s compensation
by 5%
Reduce the length of time off pre-injury duties:
• No. of claims < 1 week duration
• No. of claims 1–4 weeks duration
• No. of claims > 4 weeks duration
SAAS is an exempt employer under the Workers Rehabilitation and Compensation Act 1986 (SA).
The majority of injuries within SAAS continue to be soft-tissue injuries that develop over a period of time.
OHS&W Consultation
Manual Handling Program
The SAAS OHS&W business plan continued
to be implemented in 2005-06. A
significant achievement has been the
development of an OHS internal audit team
utilising experienced safety representatives
who have received specific training. The
audit program for the next six months
commenced during the period, and 21
teams will be audited between June to
December 2006 including metro, country,
volunteer and non-operational teams.
While manual handling is still the highest
cause of injury, the number of incidents
reduced by 18% in 2005-06. This is the
result of a proactive approach by trainers in
mentoring staff while on the job. The
Manual Handling department has conducted
risk assessments to ensure appropriate
equipment, environment and methodology
prevents injury.
Driver Standards Program
Highlights included:
A reduction in accident costs was achieved
in 2005-06 however the highest cost is
caused by slow speed maneuvering.
■ the OHS&W consultant conducted
70 sessions
A Statewide strategy is being implemented
to address the problem.
OHS&W Training
■ the Manual Handling department
delivered over 120 sessions utilising
45 qualified trainers
■ the Driver Standards Department
delivered over 120 sessions with
21 qualified trainers (all trainers are
operational paramedics)
■ an information package was developed
with the School of Physiotherapy at the
University of South Australia for nonoperational staff as an injury prevention
initiative.
29
>
SAASfit Program
Staff Support Program
The preventative health and fitness program
SAASfit has continued to reduce work cover
injuries and lower absenteeism. New
elements in 2005-06 included:
The proactive nature of our Staff Support
Program and the pre-incident education
contributed to the continued low incidence
of trauma related WorkCover stress claims
in 2005-06.
■ use of a gym at 214 Greenhill Rd,
Eastwood, for administration staff
■ the South Australian Police and
Emergency Services (SAPES) games
(March 06) saw our largest contingent
of staff
■ the ‘Walking with Attitude’ walking
challenge attracted almost 50% of all
staff wearing their pedometers and
recording their steps each week
■ working toward providing more services
to our volunteer workforce by the end
of 2006.
Psychological defusing and debriefing is an
integral part of our Critical Incident Stress
Management program. The requirement for
the latter has been minimised in most
instances, due to the early intervention of
the local Peer Support Officer and/or clinical
psychologist.
Peer Support Officers (PSO’s) responded
to a total of 986 calls for assistance.
Approximately 74% were related to
psychologically traumatic cases. The
remaining 26% included work-related
issues, mediation of dispute and conflict,
drug and alcohol issues, financial and
familial issues and loss and grief.
Eight personnel were recruited to the
program in 2005-06, from our volunteer
and career workforce, to maintain a level
of 40 team members. All PSO’s have
completed the internationally recognised,
Critical Incident Stress Management Basic
Group Interventions Course.
There have been only four stress-related
claims for 2005-06 and, of those, three
were lost time. One person is still
undergoing rehabilitation.
30
>
APPENDIX 2: DIVERSITY
Workforce Diversity
Age profile
Number of employees by age bracket and gender
Age Group
Male
Female
Total
% of Total
Workforce
Benchmark %*
15-19
1
0
1
0.1
7.9
20-24
29
53
82
8.2
10.7
25-29
67
79
146
14.7
9.8
30-34
77
70
147
14.8
10.5
35-39
88
77
165
16.6
11.4
40-44
111
55
166
16.7
12.4
45-49
108
37
145
14.6
12.4
50-54
51
20
71
7.1
10.9
55-59
45
10
55
5.5
8.3
60-64
14
3
17
1.7
4.4
65+
0
0
0
Total
591
404
995
1.3
100
100%
* Benchmark as at January 2006 from ABS Superable LM8
Disability
Number of salaried employees with a disability requiring workplace adaptation
Male
Pre-existing
Female
Total
% of Agency
2
2
0.02
Resulting from workplace injury
17
11
28
2.72
Total
17
13
30
2.74
Cultural and linguistic diversity
A major diversity project was developed
in 2005-06 by the Organisational
Development team that looks at designing
diversity initiatives including:
■ strategies to increase staff awareness
of Indigenous and multicultural issues
Voluntary flexible working
arrangements
With the development and implementation
of Voluntary Flexible Work Arrangements,
SAAS will continue to explore opportunities
to provide all staff with an opportunity to
achieve a better work/family balance.
■ development of Indigenous employment
opportunities with appropriate support
and mentoring
■ development of strategies that leverage
the benefits of the diversity within the
SAAS workforce
■ development of management strategies
for staff over 50 years of age
■ reviewing opportunities for youth
employment.
31
>
Disability Action Plans
Accessibility to SAAS services is vital to its
support and commitment to the community,
with SAAS staff attending to people with a
wide range of disabilities. Accessibility to
SAAS facilities for people with a disability
continued to improve in 2005-06, with new
facilities having suitable access to public
areas. For example, the redevelopment of
the entrance to SAAS Head Office at 216
Greenhill Road included ramp access to the
building. SAAS has undertaken a major
assets review of all of its facilities across the
State in order to identify and prioritise the
redevelopment in line with service delivery
requirements. Consideration for disability
access to public areas will be part of
planning for all major redevelopments.
Looking forward, SAAS has a nondiscriminatory recruitment and selection
process and will explore ways to expand
employment opportunities for people with
a disability as part of the Diversity Project –
a current initiative that includes
development of a disability action plan.
Importantly, the Diversity Project will build
upon the work already undertaken in SAAS
to eliminate all discriminatory practices and
encourage positive attitudes and behaviours.
In 2005-06 SAAS continued to provide an
emergency call service for people with
hearing or speech impediments through the
Emergency 106 relay service, established
by the Australian Communications Exchange.
SAAS reviews all aspects of its service
delivery and encourages client feedback to
ensure that our services meet the needs of
the South Australian community.
Equal Employment Opportunity
Programs
SAAS did not participate in any public
sector-wide equal employment opportunity
programs in 2005-06.
However, SAAS has successfully implemented
and promoted a Code of Conduct in all
sectors of the organisation’s workforce. This
has been critical in encoding the values of
equality into all SAAS policy and practice
and underpinning appropriate workplace
behaviour initiatives.
SAAS has had significant success in
addressing the issues and conflicts
identified in the 2003-04 inquiry into
inappropriate workplace behaviours. All of
the 70 complaints that were identified have
now been resolved and, in response to this,
new procedures and policies are in place to
promptly address complaints.
Importantly, SAAS has now redeveloped its
Equity Policy and Procedures to better
enable it to:
■ provide trained support from Peer
Support officers to staff who believe they
are encountering equity issues enabling
them to both counsel and advise staff
■ refocus efforts into local level resolution
supported by either HR staff or qualified
organisational psychologists
■ provide clear systems that identify equity
issues, provide options for staff and
ensure compliance with equity legislation.
SAAS has had in place ‘best practice’
recruitment and selection practices
supporting merit-based selection and equal
opportunity legislation. As of April 2006:
■ for all externally advertised positions,
61.5% of successful applicants were
female compared with 53.9% in 2004
■ 51% of the total workforce (paid and
volunteer) is female
■ the percentage of women in salaried
positions has increased from 34% to
40% since 2002;
■ of the 514 people applying for
operational positions, 61.5% were female
– compared with 54.9% in 2004
■ selection for operational vacancies in
2005-06 was 51.5% women and
48.5% men.
32
>
In addition, SAAS has a non-discriminatory
transfer system and a Compassionate
Transfer policy that enables the special
needs of staff to be considered.
SAAS issues that were identified for women
in 2005-06 include:
■ child care for operational streams due
to shift work;
■ turnover among female operations staff
with family responsibilities;
■ the attrition rate due to lifting injuries;
■ the over-representation of women in
administration and support streams;
■ leadership training and development
opportunities;
■ the retention of females in an operations
capacity.
Indigenous Development
SAAS continues to work with Indigenous
communities in the delivery of pre-hospital
and emergency medical care and in
2005-06 provided a selection of managerial,
operational and administrative staff with
Indigenous cultural awareness training
conducted by Tauondi Indigenous College.
Education and awareness of Indigenous
culture and health issues continue to be
incorporated into the curriculum of both the
Bachelor of Health (Paramedic) Studies
and the Diploma of Paramedical Science
(Ambulance).
Identifying an appropriate Indigenous
Employment Strategy will be part of the
Diversity Project to ensure SAAS develops
employment pathways to bring Indigenous
employees into both operational and
administrative roles.
33
>
APPENDIX 3: OTHER MATTERS
Overseas Travel
Number of
Employees
Destination(s)
Reasons for travel
Total cost to agency
Rounded to $ (000)
1
Sweden
London
Emergotrain System Training
AMBEX Conference
$4,000
1
Harrowgate UK
International Ambulance Conference and
Exhibition and interview applicants for
Deputy Chief Executive role
$12,000
1
United Kingdom
to Australia (return)
Interview for shortlisted
Deputy Chief Executive candidate
$6,000
1
United Kingdom
to Australia (return)
Attend Convention of Ambulance
Authorities and Australian College
of Ambulance Professional Conferences
plus Mercury 05 Exercise
$2,000
1
United Kingdom
to Australia
Relocation of new Deputy Chief
Executive and his wife
$3,000
1
United States
of America
Navigator Conference attendance
$1,000
Fraud Prevention
Freedom of Information
A highlight during the year was the
completion of a comprehensive review of
the fraud management framework within
SAAS. Internal Audit (Deloitte) undertook
a gap analysis of the existing SAAS fraud
management framework, including policies
and practices, against the best practice
elements contained in the Australian
Standard on “Fraud and Corruption Control”
(AS 8001:2003). The key findings were
that whilst SAAS had in place some of the
best practice elements contained in
AS 8001:2003 improvements are required
in order to achieve a more effective
approach to fraud management. SAAS is
using the recommendations in the Internal
Audit Report to progressively advance its fraud
management framework towards best practice.
The Freedom of Information (FOI) Act 1991
(SA) gives members of the public a legally
enforceable right of access to information
held by agencies, subject to certain restrictions.
During 2005-06 one possible fraudulent
transaction was identified. Upon subsequent
investigation it was determined that the
transaction was inappropriate and was dealt
with accordingly.
The ways the functions of the agency affect
members of the public can be found under
the structure and functions of SAAS as
outlined on pages 12 to 14.
SAAS maintains records in various formats
on patient treatment and transport,
Ambulance Cover and Ambulance Cover
Extras members, Call Direct members, and
other business information relating to the
administration of SAAS.
A complete list of the current policy documents
held by SAAS is available in the SAAS
Information Statement, which may be
obtained free of charge from SAAS’s website
(www.saambulance.com.au), or by contacting
SAAS’s Freedom of Information Officer.
In accordance with the Freedom of
Information (FOI) Act 1991 (SA), members
of the public can access SAAS information
and documentation by applying in writing to:
Freedom of Information Officer
GPO Box 3
Adelaide SA 5001
SAAS observes the national privacy principles
to ensure individuals’ privacy is protected.
34
>
Energy Report
In 2005-06 the total energy consumption
in SAAS buildings was 6976GJ – an
increase of 0.5% on the previous year.
During the year Daikin inverter split-system
air conditioners were installed where
practicable. These state-of-the-art air
conditioning systems have proven to be
efficient and cost-effective and can save
as much as 30% in running costs.
Identifying energy-saving initiatives is
common practice at SAAS when designing
additions and new stations, for example:
In addition, SAAS staff have attended
conferences and workshops on Solar Energy
Alternatives and Green Procurement in
2005-06.
Performance against annual
energy-use targets
Year
Energy Use
2000-01
Baseline
6700
2000-02
Performance
6148
2002-03
Target
Performance
6499
6771
2003-04
Target
Performance
6535
6698
2004-05
Target
Performance
6231
6938
2005-06
Target
Performance
6097
6976
2006-07
Target
5963
2007-08
Target
5829
2008-09
Target
5695
2009-10
Target
5561
2010-11
Target
5427
2011-12
Target
5293
2012-13
Target
5159
2013-14
Target
5025
New Murray Bridge Ambulance Station
This new building commenced construction
in 2005-06 and is due for completion in the
2006-07 financial year. It will incorporate a
number of energy saving devices and control
measures including sensors and timers for
lights and air-conditioning systems; a ‘Sun
Lizard’ for efficient heating and cooling of
the building; solar hot water; and the use
of rainwater for toilets and irrigation. These
elements will be reported on in detail in the
2006-07 report.
Greening of Government Operations
Greening of Government Operations (GOGO)
is a Cabinet approved framework that
encourages State Government Agencies to
‘Green’ their work procedures and practices
across a range of priority areas, including
procurement. Sustainable procurement
minimises any negative impact on the
environment and the community.
SAAS is working under the whole-ofgovernment procurement contracts for
computers and photocopiers.
Other energy efficient programs established
in 2005-06 are listed below:
This is different to the table in last year’s annual report because
the reporting targets/percentage were altered from 15% energy
reduction by 2010 to the new version – 25% by 2015.
Energy use
Electricity expenditure
Gas expenditure
Petrol
Total litres in 2005-06:
Total spent on fuel in 2005-06:
$285,064.58
$3,390.21
1,118,035
$1,286,513.22
■ Toner cartridge recycling programs are
being utilised throughout SAAS as they
are now available through our commonly
used stationery supplier Corporate
Express, as well as Planet Arc.
■ Continuation of cardboard recycling at
Fulham Support Services.
■ Fulham Support Services also recycle
various types of Metal and Batteries etc.
35
>
APPENDIX 4: FINANCES
Account Payment Performance
Performance is generally in line with the results from 2005-06.
Number
of accounts
paid
Percentage of
accounts paid
(by number)
Value of
accounts
paid ($A)
Percentage of
accounts paid
(by value)
Paid by the due date
41,182
88.6%
113,897,704
96.7%
Paid within 30 days or less from due date
3,813
8.2%
3,148,725
2.7%
Paid more than 30 days from due date
1,510
3.2%
769,165
0.6%
Totals
46,505
100%
117,815,594
100%
Note: The due date is defined as per 11.7 of the Instruction. Generally, unless there is a discount or a written agreement between the
public authority and the creditor, payment should be within thirty days of the date of the invoice or claim. Some agencies receive
invoices significantly later than the invoice date, due to supplier invoicing processes. Consistent with para 11.7.3 of TI 11, agencies may
choose to report against date first received rather than date of invoice.
Performance to Budget
Consultants
Range
Number or name
of consultancies
Below
$5,000
19
$5,001$10,000
Deloitte Touche
Tohmatsu
Request to ATO
re FBT Grant scheme
PKF Accountants
Ambulance Board
election process
Brendan Killen
Consulting
Project management
and implementation
for Call Direct
Deloitte Touche
Tohmatsu
Objection to Private
Ruling by ATO
■ changes to the method of calculation of
the liability for Employee Benefits.
Einstein
Da Vinci & Co
SAAS Communication
Audit Parts 1 and 2
PKF Accountants
Cost of Volunteers Review
These changes accounted for approximately
$4.4m of the $7.4m increase in Net Result
for 2005-06.
Minter Ellison
St John property split
The balance of $3m was comprised mainly of:
$10,001$50,000
Above
$50,000
Services provided
Total cost in
range ($A)
36,702
Nil
17,878
76,084
The Net Result for 2005-06 was
$8,314,000 compared to the budgeted
amount of $917,000.
During 2005-06 SAAS adopted the Australian
Equivalents to International Financial
Reporting Standards (AIFRS). The main
consequence of this was a reported reduction
in Employee Benefits costs due to:
■ the reporting of the reduction in net
liability for the SA Ambulance Service
Superannuation Scheme; and
■ additional interest and other revenues of
approximately $2m
■ reduced depreciation costs of $0.8m due
to delays in capital projects.
Contractual Arrangements
During 2005–06 SAAS did not enter into
or continue any contractual arrangements
where the total value of the contract
exceeded $4 million and the contract
extended beyond a single year.
36
37
Audited Financial Report
INCOME STATEMENT
FOR THE YEAR ENDED 30 JUNE 2006
Note
Expenses
Employee benefits costs
Supplies and services
Depreciation
Other expenses
8
9
11
12
Total expenses
Income
Revenue from Ambulance transport
Revenue from Ambulance Cover
Revenue from Call Direct
Other operating revenues
Revenues from Federal Government
Other income
4
5
6
7
Total Income
Net Cost of providing services
Revenues from SA Government
7
The Net Result is attributable to the SA Government as owner
The above Statement should be read in conjunction with the accompanying notes
2005
$'000
65 362
27 854
7 633
2 635
68 029
26 829
7 059
4 394
103 484
106 311
39 202
16 136
1 939
1 796
273
904
36 068
15 516
1 677
2 070
273
448
60 250
56 052
(43 234)
(50 259)
51 548
49 593
8 314
Net Result
38
2006
$'000
( 666)
BALANCE SHEET
AS AT 30 JUNE 2006
2006
2005
$'000
$'000
20 640
8 085
270
3 449
32 444
23 073
7 125
221
1 647
32 066
46 762
46 762
38 840
38 840
79 206
70 906
16(a)
17(a)
18(a)
6 601
14 698
1 202
22 501
4 059
14 422
1 234
19 715
16(b)
17(b)
18(b)
54
4 876
2 743
7 673
55
9 099
2 794
11 948
Total liabilities
30 174
31 663
Net assets
49 032
39 243
6 298
12 901
29 833
49 032
6 298
12 211
20 734
39 243
Assets
Current assets
Cash and cash equivalents
Receivables
Inventories
Other current assets
Total current assets
Note
1(l), 22
13
14
Non-current assets
Property, plant and equipment
Total non-current assets
15
Total assets
Liabilities
Current liabilities
Payables
Short-term and long-term employee benefits
Short-term provisions
Total current liabilities
Non-current liabilities
Payables
Long-term employee benefits
Long-term provisions
Total non-current liabilities
Equity
Contributed capital
Reserves
Retained earnings
Total equity
19(a)
19(b)
19(c)
The Total Equity is attributable to the SA Government as owner
Commitments
Contingent liabilities
20
21
The above Statement should be read in conjunction with the accompanying notes
39
40
CASH FLOW STATEMENT
FOR THE YEAR ENDED 30 JUNE 2006
Note
2006
$'000
2005
$'000
(70 283)
(22 864)
(3 472)
(7 582)
(104 201)
(62 223)
(26 038)
(2 952)
(5 262)
(96 475)
273
51 270
1 414
7 148
3 499
63 604
273
46 836
1 372
5 555
2 835
56 871
50 483
47 394
9 886
7 790
1 614
1 614
1 392
1 392
(13 933)
(13 933)
(12 319)
(9 977)
(9 977)
(8 585)
Net decrease in cash and cash equivalents
(2 433)
( 795)
Cash and cash equivalents at 1 July
23 073
23 868
Cash and cash equivalents at 30 June
20 640
23 073
Cash flows from operating activities
Cash outflows
Employee benefit payments
Supplies and services
GST payments on purchases
GST remitted to Australian Taxation Office
Cash used in operations
Cash inflows
Receipts from Australian Taxation Office
Receipts from fees and charges
Interest received
GST receipts on receivables
GST input tax credits claimed
Cash generated from operations
Revenues from SA Government
22
Net cash provided by operating activities
Cash flows from investing activities
Cash inflows
Proceeds from the sale of property, plant and equipment
Cash generated from investing activities
Cash outflows
Purchase of property, plant and equipment
Cash used in investing activities
Net cash used in investing activities
The above Cash Flow Statement should be read in conjunction with the accompanying notes.
41
42
43
44
45
46
3. FINANCIAL RISK MANAGEMENT
SA Ambulance Service Incorporated (the Ambulance Service) is exposed to a variety of financial risks, market risk (foreign
exchange and price), credit risk and liquidity risk. Risk management is carried out by the Finance and Corporate Services Division
and risk management policies and practices are in accordance with Australian Risk Management Standards.
The Ambulance Service has non-interest bearing assets (cash on hand and on call and receivables) and liabilities (payables) and
interest bearing assets (held to maturity investments).
The Ambulance Service:
z
has minimal exposure to foreign exchange risk, cash flow interest risk and price risk;
z
provides Ambulance Transport services based on clinical need. Consequently the Ambulance Service is exposed to credit risk in
regard to patients who are unable to pay. Policies and procedures have been developed to ensure that other transactions occur
with customers with appropriate credit history.
The continued existence of the Ambulance Service in its present form, and with its present segment/services, is dependent on
Government policy and on continuing capital appropriations by Parliament to supplement the maintenance and development of the
Ambulance Service’s asset base.
2006
$'000
2005
$'000
4. AMBULANCE TRANSPORT
Fees raised
Less:
Ambulance Cover concessions
Pensioner concessions
84 429
78 156
26 637
18 590
39 202
24 752
17 336
36 068
16 136
15 516
26 637
1 363
(11 864)
24 752
1 374
(10 610)
1 380
250
124
42
1 796
1 349
346
216
159
2 070
5. AMBULANCE COVER
Ambulance Cover revenue
Less:
Transport fee concessions
Direct administration costs
Ambulance Cover deficit
6. OTHER OPERATING REVENUES
Interest
Bad debt recoveries
Donations
Other
47
2006
$'000
2005
$'000
7. REVENUES FROM GOVERNMENT
Funding was received from the State Government for:
Operations*
South Australian Government Radio Network**
Capital works***
Funding was received from the Federal Government for:
Operations****
*
Includes $864 000 received from the Community Emergency Services Fund ($843 000 in 2004-05)
**
Includes $209 000 received from the Community Emergency Services Fund ($209 000 in 2004-05)
***
Includes, in 2004-05, $3 944 000 of AMS project assets transferred at nil consideration from the
Attorney-General's Dept (nil in 2005-06)
46 917
1 071
3 560
51 548
40 861
1 071
7 661
49 593
273
273
273
273
51 821
49 866
62 320
1 679
84
1 279
65 362
57 817
8 860
74
1 278
68 029
5 032
4 054
(5 382)
(2 025)
1 679
4 190
3 713
(4 584)
5 541
8 860
6 537
4 180
3 244
3 057
2 558
2 523
2 294
1 653
638
506
131
533
27 854
6 023
3 714
3 923
2 803
2 654
2 217
2 067
1 603
732
477
161
455
26 829
**** Grant from the Australian Taxation Office to fund the additional Fringe Benefits Tax impact on SA
Ambulance Service Incorporated as a result of the loss of PBI status
8. EMPLOYEE BENEFITS COSTS
Salaries and wages, annual leave and sick leave
Superannuation - defined benefit scheme
Superannuation - other
Long service leave
Amounts recognised in income in respect of the defined benefit scheme are as follows:
Current service cost *
Interest cost
Expected return on scheme assets
Actuarial (gains) losses
Total included in ‘employee benefits expense’
* service cost does not include the cost of 3% Award contributions for some members
9. SUPPLIES AND SERVICES
Bad and doubtful debts
Training, travel, uniforms and other staff expenses
Professional and administrative expenses
Medical
Communication
Vehicle operating
Occupancy
Information technology
Marketing
Discounts on ambulance transports
Consultancies
Other
48
2006
$'000
2005
$'000
68
58
500
175
4 732
466
706
1 054
7 633
482
156
4 918
546
700
257
7 059
1 637
1 760
123
1 349
1 568
219
2 512
2 635
931
3 244
4 394
10 974
2 889
8 085
9 576
2 451
7 125
2 652
797
3 449
1 218
429
1 647
Land
Opening balance
Additions
Revaluation increment
Closing balance
5 727
197
683
6 607
5 721
6
5 727
Net book value*
6 607
5 727
10. AUDITORS' REMUNERATION
Amounts paid and payable to the auditors for auditing this financial report
The auditors provided no other services.
11. DEPRECIATION
Buildings
Leasehold improvements
Motor vehicles
Medical equipment
Plant and equipment
Communication equipment
12. OTHER EXPENSES
Asset Disposals:
Revenue from the disposal of assets
Less: written-down value of disposed assets
Net expense from disposal of assets
Grant to Dept of Health
Workers compensation
13. RECEIVABLES
Debtors
Less: provision for doubtful debts & discounts
14. OTHER CURRENT ASSETS
Prepayments
Accrued revenue
15. PROPERTY, PLANT AND EQUIPMENT
49
2006
$'000
2005
$'000
Buildings
Opening balance
Additions
Revaluation decrement
Closing balance
8 228
1 208
( 177)
9 259
7 249
979
8 228
Accumulated Depreciation
Opening balance
Depreciation for the year
Revaluation write-back
Closing balance
482
500
( 969)
13
482
482
Net book value*
9 246
7 746
Leasehold Improvements
Opening balance
Additions
Closing balance
4 333
1 159
5 492
3 849
484
4 333
Opening balance
Closing balance
156
175
331
156
156
Net book value**
5 161
4 177
Motor Vehicles
Opening balance
Additions
Disposals
Closing balance
28 447
10 939
(6 577)
32 809
26 924
6 031
(4 508)
28 447
Opening balance
Disposals
Closing balance
15 125
4 732
(4 913)
14 944
13 162
4 918
(2 955)
15 125
Net book value***
17 865
13 322
Medical Equipment
Opening balance
Additions
Disposals
Closing balance
5 732
687
( 137)
6 282
5 523
631
(422)
5 732
Opening balance
Disposals
Closing balance
4 608
466
( 137)
4 937
4 483
546
(421)
4 608
Net book value***
1 345
1 124
50
2006
$'000
2005
$'000
Plant and Equipment
Opening balance
Additions
Disposals
Closing balance
5 028
1 557
(803)
5 782
4 594
708
( 274)
5 028
Opening balance
Disposals
Closing balance
3 585
706
(734)
3 557
3 148
700
( 263)
3 585
Net book value***
2 225
1 443
Communication Equipment
Opening balance
Additions
Disposals
Closing balance
8 808
93
( 239)
8 662
3 891
5 166
(249)
8 808
Opening balance
Disposals
Closing balance
3 507
1 054
( 212)
4 349
3 497
257
(247)
3 507
Net book value****
4 313
5 301
Total net book value
46 762
38 840
683
792
1 475
-
4 924
1 456
221
6 601
2 775
1 081
203
4 059
54
6 655
55
4 114
*
Land and buildings purchased prior to 2005-06 were revalued at 30 June 2006 based upon
appropriate price and value indices supplied by Liquid Pacific Holdings Pty Ltd under their
Valuation Continuity Plan.
**
Leasehold improvements were independently revalued on a fair value basis at 30 June 2004
by Liquid Pacific Holdings Pty Ltd.
***
Motor vehicles, medical equipment, and plant and equipment are recorded at cost.
**** Communication equipment was revalued on a deprival basis at 30 June 2001 by SA Ambulance Service
Incorporated management. It is considered that this equates fair value.
The net increase in asset revaluation reserve comprises:
Land write-up
Buildings write-up
16. PAYABLES
(a) Current
Trade creditors
Employment on-costs
Other creditors
(b) Non-current
Employment on-costs
Total payables
51
2006
$'000
2005
$'000
2 202
430
6 926
4 932
208
14 698
2 177
1 784
6 101
4 043
317
14 422
720
4 156
4 876
822
8 277
9 099
19 574
23 521
Annual Leave
Included in current payables (note 16)
Provision for employee benefits - current (note 17 (a))
Total liability for current annual leave benefit
843
6 926
7 769
605
6 101
6 706
Accrued Days Off
Total liability for current accrued days off benefit
246
2 202
2 448
209
2 177
2 386
Long Service Leave
Total liability for current long service leave benefit
367
4 932
5 299
267
4 043
4 310
Included in non-current payables (note 16 (b))
Provision for employee benefits - non-current (note 17 (b))
Total liability for non-current long service leave benefit
54
720
774
55
822
877
Superannuation - Defined Benefit Scheme
Total liability for Superannuation - defined benefit scheme
208
208
317
317
Provision for employee benefits - non-current (note 17 (b))
Total liability for Superannuation - defined benefit scheme
4 156
4 156
8 277
8 277
85 417
5 032
4 054
3 336
3 108
(2 815)
(1 689)
796
97 239
70 562
4 190
3 713
2 859
9 647
(4 874)
(1 412)
732
85 417
17. PROVISION FOR EMPLOYEE BENEFITS
(a) Current
Accrued days off
Accrued salaries and wages
Annual leave
Long service leave
(b) Non-current
Long service leave
Total provision for employee benefits
(c) Employee Benefits and Related On-cost Liabilities
(d) Defined Benefit Superannuation Scheme
Reconciliation of the present value of the defined benefit superannuation obligation:
Present value of defined benefit obligations at beginning of the financial year
Current service cost
Interest cost
Contributions from scheme participants
Net actuarial losses
Benefits paid
Taxes, premiums & expenses paid
Transfers in
Present value of defined benefit obligations at end of the financial year
52
2006
$'000
2005
$'000
Reconciliation of the fair value of scheme assets:
Fair value of scheme assets at beginning of the financial year
Expected return on scheme assets
Actuarial gains
Contributions from the employer
Contributions by scheme participants
Benefits paid
Taxes, premiums & expenses paid
Transfers in
Fair value of scheme assets at end of the financial year
76 823
5 382
4 717
6 325
3 336
(2 815)
(1 689)
796
92 875
65 527
4 584
4 285
5 122
2 859
(4 874)
(1 412)
732
76 823
The amount included in the balance sheet arising from SA Ambulance Service
Incorporated's obligations in respect of its defined benefit scheme is as follows:
Present value of defined benefit obligations
Fair value of scheme assets
Net liability arising from defined benefit obligations
97 239
92 875
4 364
85 417
76 823
8 594
208
317
4 156
4 364
8 277
8 594
97 239
92 875
4 364
(4 717)
5 425
85 417
76 823
8 594
(4 285)
6 707
Included in the balance sheet:
Current provision for employee benefits (note 17(a))
Defined benefit obligations
Non-current provision for employee benefits (note 17(b))
Defined benefit obligations
Net liability arising from defined benefit obligations
The percentage invested in each asset class at the 30 June 2006
is as follows:
2006*
2005
%
%
Australian Equity
35
36
International Equity
29
27
Fixed Income
23
22
Property
8
7
Cash
6
8
* The asset allocation at 31 May 2006 has been used as an estimate
The fair value of scheme assets includes no amounts relating to any of the employer's own financial
instruments or any property occupied by, or other assets used by, the employer. The expected return on
assets assumption is determined by weighting the expected long-term return for each asset class by the
target allocation of assets to each asset class and allowing for the correlations of the investment returns
between asset classes. The returns used for each asset class are net of investment tax and investment fees.
The actual return on scheme assets was $10 367 000 (2005: $ 8 869 000). Employer contributions of
$5 162 000 (excluding 3% award) are expected to be paid to the scheme for the year ending 30 June 2007.
Principal actuarial assumptions used (expressed as weighted
averages):
Discount rate (active members)
Expected return on scheme assets (active members)
Expected rate of salary increase
Historical Summary:
Present value of defined benefit obligation
Fair value of scheme assets
Deficit in scheme
Experience adjustments (gain) on scheme assets
Experience adjustments loss on scheme liabilities
2006
% pa
4.9
7.0
4.0
2005
% pa
4.3
7.0
4.0
53
54
2006
$'000
2005
$'000
Country Capital Reserve Fund
Balance at beginning of period
Transfers to retained earnings
Transfers from Country Branch Reserves
Transfer from Country Operating Reserve Fund
Balance at end of period
5 827
(2 957)
2
1 929
4 801
5 736
(1971)
4
2 058
5 827
Country Operating Reserve Fund
Transfers from retained earnings
Transfer to Country Capital Reserve Fund
1 929
(1 929)
-
2 058
(2058)
-
Total reserves
12 901
12 211
(b) Retained Earnings
Net result
Transfers from reserves to retained earnings
Transfers to reserves from retained earnings
20 734
8 314
2 985
(2 200)
29 833
21 546
( 666)
1 971
(2 117)
20 734
(c) Total Equity
Net result
Revaluation increment
39 243
8 314
1 475
49 032
39 909
( 666)
39 243
20. COMMITMENTS
(a) Lease Commitments (Excludes GST)
Operating contracted lease expenditure is payable as follows:
Not later than one year
Later than one year but not later than five years
Later than five years
279
642
192
1 113
150
230
286
666
390
353
182
971
1 374
1 556
1 596
2 567
SA Ambulance Service Incorporated has a number of operating lease arrangements for the use of
properties. The major commitments are for properties at Ashford, Eastwood, Port Adelaide, Thebarton,
Brooklyn Park, Kapunda, Nuriootpa, Pt Pirie and Murray Bridge. SA Ambulance Service Incorporated
has a number of other operating leases for the use of property. The value of these leases is immaterial.
Future operating lease commitments represent the present value of future cash outflows to be made as
per the lease agreements. Terms of renewal are as mutually agreed by SA Ambulance Service
Incorporated and the lessor.
Total rental expenditure was
(b) Capital Commitments (Excludes GST)
Agreements outstanding as at 30 June 2006:
Purchase of ambulances at estimated cost less payments made not later than one year
Construction and fit-out of buildings at estimated cost less payments made not later than one year
55
2006
$'000
2005
$'000
21. CONTINGENT ASSETS AND LIABILITIES
SA Ambulance Service Incorporated is not aware of any contingent assets or liabilities.
22. NOTES TO THE CASH FLOW STATEMENT
(a) Reconciliation of Cash and cash equivalents
For the purposes of the Cash Flow Statement and Balance Sheet, cash and cash equivalents
includes cash on hand, at bank and at call and short term investments. It comprises:
Cash assets
At Call and short term deposits
7 140
13 500
20 640
5 073
18 000
23 073
(b) Reconciliation of Net Cash provided by Operating Activities
to Net Cost of providing Services:
Net cash provided by operating activities
(less) Revenues from SA Government
(less) Net expense on the sale of non-current assets
(less) Add: non-cash items
Depreciation
Acquisition of assets for nil consideration
Net cash provided by operating activities before change in assets and liabilities
9 886
(51 548)
( 123)
7 790
(49 593)
( 219)
(7 633)
(49 418)
(7 059)
3 972
(45 109)
Change in assets and liabilities
Increase (decrease) in receivables
Increase (decrease) in inventory
Increase in other current assets
(Increase) decrease in accrued revenue for non-current asset disposals
(Increase) decrease in payables
Increase in non-current asset purchases
Decrease (increase) in employee benefits
Decrease (increase) in short and long term provisions
Net Cost of providing Services
960
49
1 802
( 23)
(2 541)
1 907
3 947
83
(43 234)
( 348)
(86)
465
43
1 436
57
(6569)
(148)
(50 259)
2006
Number of
Employees
2005
Number of
Employees
41
20
2
3
1
1
1
1
70
28
15
10
1
1
2
57
23. REMUNERATION OF EMPLOYEES
The number of employees whose remuneration, inclusive of superannuation and other benefits,
from SA Ambulance Service Incorporated fell within the following bands was:
$100 001–$110 000
$110 001–$120 000
$120 001–$130 000
$130 001–$140 000
$140 001–$150 000
$150 001–$160 000
$160 001–$170 000
$170 001–$180 000
$180 001–$190 000
$190 001–$200 000
The table above includes all employees who received remuneration of $100 000 or more during the
year. Remuneration of employees reflects all costs of employment including salaries and wages,
superannuation contributions, fringe benefits tax (over exempt threshold) and any other salary
sacrifice benefits but excludes leave entitlements on termination.
56
2006
Number of
Employees
2005
Number of
Employees
14
56
70
11
46
57
$'000
7 847
$'000
6 575
2006
Number of
directors
2005
Number of
directors
2
10
2
5
5
The figures comprise the following categories of employees:
Executive and Administration
Operational
The increase in employees receiving remuneration greater than $100 000 reflects the full year impact of
increased stability within the Executive and Administrative structure and Enterprise Bargaining increases
for Operational Staff. A number of other Operational Staff fall just below the threshold and with future
wage increase it is anticipated that the number of staff receiving remuneration of over $100 000 will
continue to increase.
The total remuneration received, or due and receivable, from SA Ambulance Service Incorporated by the
employees whose remuneration exceeded $100 000 was:
24. REMUNERATION OF DIRECTORS OF THE BOARD
The directors of the Ambulance Board during the period were:
Ms R Pak-Poy (Chairman)
Dr S Cole
Mr D O'Shea
Mr P Palmer
Dr C Baggoley to 17/02/06
Mr D Hawking to 17/02/06
Ms L Reed to 17/02/06
Dr W Griggs from 17/02/06
Ms A Alford from 17/02/06
Mr L Gregurke to 17/02/06 and from 26/04/06
Mr C Howie from 17/08/05 to 17/02/06 and from 28/06/06
Mr M Scott to 17/02/06 and from 26/04/06
Mr G Hockley to 04/08/05
Ms C King from 28/06/06
All persons served for the entire period unless otherwise indicated, although on 17 February 2006 all
appointments were terminated with some members being immediately reappointed. During the year, a
total of $88 000 ($102 000 in 2004–05) in directors' fees and other benefits, and $8 000 ($10 000 in
2004–05) in superannuation benefits were payable.
The number of directors whose remuneration was due or receivable from SA Ambulance Service
Incorporated within the following bands was:
$0
$1–$10 000
$10 001–$20 000
57
58
59
>
APPENDIX 5: STATION STATISTICS
Emergency
Patients
Ambulance
carried
kilometres
Non-emergency
Patients
Ambulance
carried
kilometres
89,840
893,829
34,155
Adelaide
6,573
36,878
Aldinga
1,543
Ashford
Ambulance
kilometres
392,476
123,995
1,286,305
36
388
6,609
37,266
38,877
16
290
1,559
39,167
4,575
31,297
97
716
4,672
32,013
Brooklyn Park
3,047
22,484
36
260
3,083
22,744
Camden Park
3,293
26,312
20
137
3,313
26,449
Campbelltown
6,456
61,920
4,569
39,435
11,025
101,355
11,951
106,733
13,985
150,891
25,936
257,624
Port Adelaide
4,357
37,530
21
202
4,378
37,732
Gawler
1,869
23,309
74
1,052
1,943
24,361
Marion
5,797
53,714
6,568
75,698
12,365
129,412
Mitcham
2,832
22,008
60
1,295
2,892
23,303
Noarlunga
7,920
130,805
565
8,183
8,485
138,988
O’Halloran Hill
2,677
31,254
24
316
2,701
31,570
Playford
4,319
34,216
54
807
4,373
35,023
Prospect
8,769
84,349
1,797
34,922
10,566
119,271
Redwood Park
6,130
59,676
618
8,560
6,748
68,236
Salisbury
6,721
67,631
5,426
63,767
12,147
131,398
Stirling
1,011
24,836
189
5,557
1,200
30,393
HILLS MURRAY
8,021
224,674
2,108
106,930
10,129
331,604
39
1,515
-
-
39
1,515
Goolwa
683
14,996
128
4,866
811
19,862
Gosse
11
124
-
-
11
124
Karoonda
35
2,344
8
928
43
3,272
Kingscote
265
3,010
21
235
286
3,245
Lameroo
69
3,648
19
2,218
88
5,866
Mannum
156
3,591
22
1,071
178
4,662
Meadows
41
1,084
3
129
44
1,213
1,370
36,054
172
5,570
1,542
41,624
197
5,836
93
3,654
290
9,490
1,815
45,806
666
43,132
2,481
88,938
Penneshaw
18
1,080
-
-
18
1,080
Pinnaroo
95
3,000
37
3,155
132
6,155
1,755
51,563
546
26,689
2,301
78,252
Strathalbyn
439
12,654
159
6,355
598
19,009
Tailem Bend
75
2,023
22
1,244
97
3,267
Woodside
684
21,377
160
5,031
844
26,408
Yankalilla
274
14,969
52
2,653
326
17,622
METROPOLITAN
Fulham
American River
Mount Barker
Mount Pleasant
Murray Bridge
South Coast
60
Total
Patients
carried
>
Emergency
Patients
Ambulance
carried
kilometres
Non-emergency
Patients
Ambulance
carried
kilometres
Total
Patients
carried
Ambulance
kilometres
NORTH EAST
6,435
160,478
3,731
192,551
10,166
353,029
Angaston
1,082
27,525
458
20,952
1,540
48,477
Ardrossan
161
5,586
50
4,736
211
10,322
Balaklava
172
6,958
75
5,467
247
12,425
Barmera
327
4,528
310
8,639
637
13,167
Berri
636
12,152
545
19,259
1,181
31,411
Burra
88
5,531
22
3,235
110
8,766
Clare
258
10,444
99
8,947
357
19,391
68
2,826
54
5,000
122
7,826
Hamley Bridge
104
4,433
92
5,162
196
9,595
Kadina
192
3,200
58
2,963
250
6,163
Kapunda
162
5,170
123
7,415
285
12,585
Loxton
390
4,554
305
9,349
695
13,903
Maitland
206
1,372
46
3,023
252
4,395
Mallala
378
11,230
141
10,480
519
21,710
Minlaton
156
4,826
39
1,990
195
6,816
Moonta
250
4,949
204
8,489
454
13,438
Morgan
44
1,871
-
-
44
1,871
Port Wakefield
80
3,471
8
658
88
4,129
Renmark
500
3,962
338
9,137
838
13,099
Snowtown
57
2,234
22
2,224
79
4,458
230
4,423
56
2,226
286
6,649
35
1,743
3
102
38
1,845
Waikerie
333
7,273
174
10,261
507
17,534
Wallaroo
430
16,426
500
42,305
930
58,731
Warooka
96
3,791
9
532
105
4,323
8,320
86,679
1,767
59,291
10,087
145,970
414
3,926
15
46
429
3,972
Cleve
69
1,785
32
2,152
101
3,937
Coffin Bay
21
945
1
166
22
1,111
350
4,476
7
148
357
4,624
42
700
27
2,192
69
2,892
132
3,118
77
3,858
209
6,976
Cummins
61
1,054
49
2,916
110
3,970
Elliston
32
1,552
24
2,551
56
4,103
Gladstone
99
4,022
43
3,671
142
7,693
Hawker
37
953
17
824
54
1,777
Kimba
64
1,850
22
2,416
86
4,266
Eudunda
Sthn Yorke Pen
Swan Reach
NORTH WEST
Ceduna
Coober Pedy
Cowell
Crystal Brook
61
>
NORTH WEST
continued
Emergency
Patients
Ambulance
carried
kilometres
Total
Patients
carried
Ambulance
kilometres
Leigh Creek
69
1,097
2
11
71
1,108
Lock
25
1,614
6
904
31
2,518
Marla
42
1,059
-
-
42
1,059
-
-
-
-
-
-
1,850
14,568
216
4,417
2,066
18,985
67
1,265
16
1,076
83
2,341
1,172
8,388
198
4,661
1,370
13,049
Port Neill
-
-
-
-
-
0
Port Pirie
1,273
13,582
570
11,927
1,843
25,509
48
739
17
681
65
1,420
Roxby Downs
149
1,441
5
47
154
1,488
Streaky Bay
101
1,786
15
596
116
2,382
Tumby Bay
103
1,291
47
2,007
150
3,298
1,998
12,938
331
9,498
2,329
22,436
Woomera
2
2
-
-
2
2
Wudinna
67
1,567
26
2,440
93
4,007
Yalata
20
20
3
3
23
23
Yunta
13
941
1
83
14
1,024
4,426
70,126
1,392
74,616
5,818
144,742
223
4,386
66
4,541
289
8,927
5
326
2
265
7
591
46
2,697
4
431
50
3,128
Keith
102
3,478
22
1,862
124
5,340
Kingston
141
3,399
31
3,079
172
6,478
Lucindale
48
1,037
1
1
49
1,038
Meningie
103
6,917
33
4,070
136
10,987
Millicent
520
7,197
113
5,805
633
13,002
2,446
21,858
849
36,037
3,295
57,895
Nangwarry
69
2,471
98
6,755
167
9,226
Naracoorte
496
6,772
138
8,544
634
15,316
Padthaway
17
788
6
486
23
1,274
Penola
44
1,128
12
722
56
1,850
-
-
-
-
-
-
121
5,326
14
1,611
135
6,937
45
2,346
3
407
48
2,753
117,042
1,435,786
43,153
825,864
160,195
2,261,650
Nullarbor
Port Augusta
Port Broughton
Port Lincoln
Quorn
Whyalla
SOUTH EAST
Bordertown
Coomandook
Coonalpyn
Mount Gambier
Port MacDonnell
Robe
Tintinara
Total
Emergency = Categories 1 to 4, Elective = Categories 5 and 6
62
Non-emergency
Patients
Ambulance
carried
kilometres

SA Ambulance Service Annual Report 2005-06

Transcription

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