- East Grampians Health Services

Transcription

ANNUAL REPORT
2013/14
improving the health of our community
Photos from left ro right: 1. Wacim Gami and Jayne Ball 2. Chris Jordan 3. Trent Fiscalini and Will Chamings
OUR VISION
To be leaders in
rural health care
OUR MISSION
East Grampians
Health Service will
improve our
community’s health
and quality of life
through strong
partnerships and
by responding to
changing needs
OUR VALUE STATEMENTS
INTEGRITY
We value integrity, honesty and respect
in all relationships
EXCELLENCE
We value excellence as the appropriate
standard for all services and practices
COMMUNITY
We respect the dignity and rights of
our community and acknowledge their
beliefs, regardless of their cultural,
spiritual or socioeconomic background
WORKING TOGETHER
We value equally all people who
make a contribution to EGHS to achieve
shared goals
LEARNING CULTURE
We strive to continually learn and
develop through education, training,
mentoring and by teaching others
Photos from left ro right: 1. Anna Greene 2. Dr Shantha Tellamburra 3. Lyn Davies
Contents
Establishment of the Health Service
Our Vision, Mission & Values
02
Establishment of our Health Service
03
Services and Programs
04
Statement of Priorities
Part A
05
Part B
08
Part C
09
Five year statistical information
09
Financial Summary
09
President’s Report
Responsible Bodies Declaration
Chief Executive’s Report
10 – 13
13
14 – 15
Divisional Reports
Integrity16
Excellence20
Community24
Working Together
28
Learning Culture
32
East Grampians Health Service (EGHS) is one of Victoria’s
most innovative and progressive rural health services. It
was established in 1995 and has developed its reputation
as a leader in the delivery of specialist rural health
through the provision of integrated acute, residential and
primary care.
East Grampians Health Service delivers quality health
care that meets the expectations of the community
living in Ararat, Willaura, East Grampians and throughout
Ararat Rural City. This has been achieved by the Board of
Management as it works with the Executive Team,
staff, all tiers of Governments and health partners in
delivering appropriate and financially effective programs
to the community.
The Annual Report will review the year’s progress towards
meeting established targets.
East Grampians Health Services’ Annual Report and
its Quality of Care Report Community Matters will be
presented for adoption at the Annual General Meeting to
be held at 6.00 pm on 25 November 2014 at the Ararat
Performing Arts Centre.
Corporate Governance
Responsible Officers
The Board
36
36 – 37
Executive Team
38
Senior Staff
39
Medical Staff
40
Organisational Structure
41
Legislative Compliance
Disclosure Index
42 – 44
45
Financial Report46
Site Directory and Contact Details
BC
Acknowledgements
Editor
Fiona Watson
Design & Layout
Digital Outlaw
Photography
EGHS Staff
Peter Pickering : Ararat Advertiser
Printing
FRP Printing
And thanks to the staff and community members who so
willingly shared their stories and experiences.
03
Services and Programs
East Grampians Health Service (EGHS) is a small rural health service
delivering a comprehensive range of programs and services to the
community that are accessed through in-patient, residential, home and
community-based services. The services and programs are located and
delivered at Ararat and Willaura as well as operating throughout the Local
Government Area of Ararat Rural City. EGHS has gained a reputation for
innovation, excellence, sustainability and growth through its demonstrated
leadership and commitment to improving the health of the community.
Please refer to the site directory and map on the back page for addresses and phone numbers.
Clinical
Aged Care
Medical Services
• Chemotherapy
• 70 Lowe Street
• General Medicine
• Infection Control
• Garden View Court Hostel
• General Surgery
• Inpatient Unit
• Patricia Hinchey Day
Centre Ararat
Executive Services
• Midwifery
• Pharmacy
• Post Acute Care
• Professional Development
• Urgent Care
Perioperative
Services
• Ear, Nose and Throat
• Emergency Surgery
• Dental
Medical Imaging
• CT Scanner
• General X-Ray
• Image Intensifier
• Ultrasound
• General Surgery
Primary Care
• Obstetrics and
Gynaecology
• Ante Natal
• Ophthalmology
• Dental
• Orthopaedics
• Urology
• Vascular
- Central Sterilising Unit
- Day Procedure Unit
- Haemodialysis
• Community Nurses
• Diabetes Education
• Dietetics
• Exercise Physiology
• Health Promotion
• Occupational Therapy
• Business Support
• Compliments and
Concerns
• Community Liaison
• Payroll Services - EGHS,
EWHS, SRH
• Purchasing - EGHS,
EWHS, SRH
*EGHS = East Grampians
Health Service
• Human Resources
*B&SHS = Beaufort & Skipton
Health Service
• Quality & Risk
Management
*BHS = Ballarat Health
Service
Support Services
*EWHS = East Wimmera
Health Service
• Catering (Internal/
external functions & Café
Pyrenees)
• Delivered Meals
• Environmental (Cleaning/
Linen/Waste)
• Fire & Emergency
• Maintenance Contracts/
Agreements
• Preventative Maintenance
• Security
• Physiotherapy
Community Nursing
Finance Services
• Podiatry
• Budget & Finance
• District Nursing
• Social Work
• Hospital Admission Risk
Program
• Speech Pathology
• Contract Information
Technology
• Women’s Health
• General Accounting
• Hospital in the Home
• Patient Billing
• Living at Home
Assessments
• Payroll
• Palliative Care
• Supply/Stores
• Wound and Stomal
therapy
04
• Willaura Aged Care
- Day Centre
- Lifestyle Team
- Parkland House
Grampians Health
Alliance*
• Reception
*SRH = Stawell Regional
Health
Statement of Priorities - Part A: Strategic Priorities
PRIORITY
ACTION
DELIVERABLE
OUTCOME
Developing a system
that is responsive to
people’s needs
Implement formal advance
care planning structures
and processes that provide
patients with opportunities
to develop, review and have
their expressed preferences
for future treatment and
care enacted.
By June 2014 all EGHS aged
care residents who consent
will have advance care
plans and EGHS will have
commenced advanced care
planning for Inpatient Unit
(IPU) patients.
Significant work has commenced
on advanced care plans in aged
care services. All aged care
residents have been offered
Advanced Care Planning
opportunity. As at 30 June
2014 30% of plans have
been documented.
Configure and distribute
services to address the health
needs of the local population
Submit an application for
Community Care Packages.
EGHS made submission to the
Commonwealth Government
to receive 20 aged community
care packages.
Improving every
Victorian’s health
status and
experiences
Increasing the
system’s financial
sustainability and
productivity
Undertake feasibility study
regarding the development
of a dementia friendly
environment in 70 Lowe
Street Residential Aged Care
facility. Feasibility report to be
completed by June 2014.
Concept plans for a dementia
friendly environment have been
developed. These plans together
with a grant received from the
Department of Health will
see increased environmental
and practice improvements
for the management of
challenging behaviours.
Improve thirty-day unplanned
readmission rates.
Maintain or improve
upon a readmission rate
to the inpatient unit
through improving
service coordination.
The EGHS unplanned readmission
rate remains low with less than 3%
of patients returning for admission
of a complication or issue to do
with the original admission.
Deliver care as close to home
as possible, when it is safe
and effective to do so.
Increase Hospital in the
Home (HITH) activity by
June 2014 through focusing
on providing increased
community nursing services.
Hospital In The Home activity has
exceeded budgeted for 2013/14
by 11 WIES. This increase in
activity has been supported by the
community nursing services and
it is expected that 2014/15 will
see continued growth. Ongoing
engagement with the General
Practitioners is supporting the
growth in activity.
Reduce variation in health
service administrative costs.
By June 2014 review surgical
activity and perioperative
operational model and
implement findings of the
Internal Theatre Audit to
reduce variation in theatre
administrative costs.
EGHS has implemented all
recommendations from the internal
theatre audit. The Health Service is
monitoring the changes to ensure
that improvements are being
achieved and evaluated. EGHS is
currently analysing associated
information to reduce variations in
theatre costs.
Identify opportunities for
efficiency and better value
service delivery.
Improve patient flow through
improved work practices with
particular focus on theatre
and community health areas.
Structural and administrative
reforms have assisted in the
improved flow of patients through
theatre and for the management of
surgical lists with the collaboration
of the visiting surgeons and
anaesthetists. These reforms have
enabled streamlining and improved
capacity to increase the number of
theatre cases while minimising an
increase in cost.
05
Statement of Priorities - Part A: Strategic Priorities
PRIORITY
ACTION
DELIVERABLE
OUTCOME
Expanding Service,
Workforce and System
Capacity
Identify service users who are
marginalised or vulnerable
to poor health, and develop
interventions that improve
their outcomes relative to
other groups, for example,
Aboriginal people, people
affected by mental illness,
people at risk of elder abuse,
refugees and asylum seekers.
Monitor referral numbers as
a result of the Budja Budja
Aboriginal Cooperative dental
health program. Target an
increase of 25% by June 2014.
EGHS has provided dental
screening session for Budja Budja
aboriginal cooperative clients in
May 2014. In order to reach a target
of 25% and improve attendance for
follow up treatments at the dental
clinics the use of a dental van in
Halls Gap is being investigated and
will likely be available in 2014/15.
Support excellence in
clinical training through
productive engagement in
clinical training networks and
developing health education
partnerships across the
continuum of learning.
Strengthen the Rural
Generalist Pathway with
Ballarat Health Services.
In negotiation with EGHS, Ballarat
Health Services has allocated
two ongoing rural generalist
training positions.
Increase the number of GP
Obstetricians, with one
further doctor to have
commenced obstetric training
by June 2014.
Develop a plan to progress
a Grampians Region Medical
Intern Program for up to
5 medical Interns. Achieve
theatre accreditation at
EGHS for Intern rotation by
June 2014.
Implementing
continuous
improvements and
innovation
This year two doctors took the
opportunity to complete their
Advanced Diploma of Obstetrics.
GPs from the Ararat Medical Centre
were unable to avail themselves of
the opportunity to undertake this
training in 2014.
EGHS has received confirmation
of funding and approval to
commence a medical intern
program commencing 2015. The
program has been accredited by
Post-Graduate Medical Council
of Victoria and will offer interns
a greater range of alternative
settings and increased
supervisor capacity.
Implement the Credentialing
and Scope of Practice
policy and ‘Partnering for
Performance’ framework for
senior clinicians.
All EGHS Visiting Medical
Officers to be receiving annual
performance development
and support by June 2014
in accordance with the
Credentialing and Scope of
Practice policy and ‘Partnering
for Performance’ framework.
Visiting Medical Officers were
provided with an opportunity
to participate in an annual
performance appraisal. 65% of
VMO’s elected to participate in
the first year. The Director of
Medical Services at EGHS will
provide ongoing performance
appraisals through out 2014/15
and link this activity to the
credentialing process.
Develop and implement
strategies that support service
innovation and codesign.
In collaboration with other
regional health services
improve credentialing via
implementation of virtual
credentialing. EGHS medical
staff to be enrolled and
utilising virtual credentialing
by June 2014.
EGHS has confirmed with its
regional partners that a regional
credentialing committee be
established. The first meeting
was held in June of 2014. At this
meeting EGHS medical staff were
credentialed using the Mercury
E-credentialing.
Other partner rural health services
agree to use e -credentialing
process, which will be rolled out
over the next year or two.
06
PRIORITY
ACTION
DELIVERABLE
OUTCOME
Increasing
accountability &
transparency
Prepare for the National
Safety and Quality Health
Service Standards, as
applicable.
Implement the EGHS
Consumer Participation Plan
by June 2014.
EGHS has provided a project officer
to investigate and implement new
and innovative ways to progress
consumer participation. The board
has approved the establishment
of a consumer committee to
assist in meeting the objectives
of the National Safety and Quality
Healthcare standards. This
committee is expected to
be operational in the second half
of 2014.
Implement systems that
support streamlined
approaches to clinical
governance at all levels of
the organisation.
Utilise the Victorian Clinical
Governance Framework audit
tools to determine knowledge
of Clinical Governance within
the Board, Executive and
key management staff and
identify opportunities for
improvement and professional
development
EGHS has established a clinical
governance reporting
framework aligned with the
Victorian Clinical Governance
Policy Framework. The report
development involved the input
of clinicians, management and the
Board. This report is provided to the
Board on a quarterly basis.
Maximise the use of health
ICT infrastructure.
Implement an electronic
patient management system
in EGHS theatre and urgent
care centre by June 2014.
EGHS implemented an electronic
patient management system in
theatre and the pre admission
clinic. Further roll out of
patient management systems is
progressing through the outpatient
clinic and the Urgent Care Centre.
Trial, implement and evaluate
strategies that use e-health
as an enabler of better
patient care.
Working with the Grampians
Medicare Local, develop
an implementation plan
for the Personally Controlled
Electronic Health Record
(PCEHR) at EGHS, by
June 2014.
EGHS is registered to receive
PCEH records with the consent
of the patient. Significant work
has occurred with Grampians
Medicare Local to engage General
Practitioner involvement. Further
planning to be completed in
2014/15.
Work with partners to better
connect service providers
and deliver appropriate and
timely services to rural and
regional Victorians.
Improve referral systems for
General Surgeons at EGHS
through implementation of
electronic referral technology
(Argus). 25% of referrals from
the Ararat Medical Centre
to General Surgeons will be
electronic by June 2014.
EGHS has been able to meet the
target of 25 % as GP referrals are
now being relayed electronically
through Argus. This result can be
strengthened and EGHS will with
work with local GPs to increase the
rate of compliance.
Improving utilisation
of e-health and
communications
technology.
07
Statement of Priorities - Part B: Performance Priorities
Financial Performance
Operating Result
Target
2013-14 Actuals
Annual Operating Result ($m)
0.052
0.089
WIES Activity Performance
Target
2013-14 Actuals
WIES (public and private) performance to target (%)
100%
99.19%
Cash Management
Target
2013-14 Actuals
Creditors
< 60 days
54 days
Debtors
< 60 days
26 days
Quality and Safety
Target
2013-14 Actuals
Health Service accreditation
Full compliance
Fully compliant
Residential aged care accreditation
Full compliance
Fully compliant
Cleaning standards (overall)
Full compliance
Fully compliant
Cleaning standards (AQL-A)
90%
99%
Cleaning standards (AQL-B)
85%
97%
Cleaning standards (AQL-C)
85%
99%
Submission of data to VICNISS (%)
Full compliance
Fully compliant
Health care worker immunisation - influenza
60%
Fully compliant
Hand Hygiene (rate)
70%
85%
Victorian Patient Satisfaction Monitor (OCI) - July to Decmber 2013
73%
Program discontinued
Consumer Participation Indicator - July to Decmber 2013
75%
Program discontinued
Victorian Palliative Care Satisfaction Survey (June 2014)
4.5/5
4.83/5
Victorian Hospital Experience Measurement Instrument (January to June 2014)
Full compliance
Not available in 2013/14
Residential Aged Care Services Organisational Readiness Tool
Full compliance
Fully compliant
People Matter Survey
Full compliance
Fully compliant
Palliative Care Nationals Standards Assessment program
100%
100%
Maternity
Target
2013-14 Actuals
Percentage of women with prearranged postnatal home care
100%
100%
Service Performance
08
Statement of Priorities - Part C: Activity and Funding
Funding Type
2013-14 Activity Achievement
ACUTE ADMITTED
WIES Public
2,142
WIES Private
335
WIES (Public and Private)
2,477
WIES DVA
51
WIES TAC
3
WIES TOTAL
2,532
East Grampians Health Service aims to service
our community’s health needs in a financially
sustainable manner and defines three primary
financial objectives: achieving a break-even
operating result, undertaking sufficient capital
investment to maintain and improve our
facilities and equipment and maintaining
adequate liquidity to meet commitments when
they fall due.
The operating result was an $89,000 surplus for
East Grampians Health Service (Parent Entity)
and a $44,000 deficit for the Consolidated Entity.
Around $1.8 million was invested in buildings
and equipment, and our cash position and
liquidity remains in a positive position, so that
the three primary financial objectives were met
in 2013/14.
SUBACUTE & NONACUTE ADMITTED
Maintenance Public
303
Maintenance Private
588
Palliative Care Public
67
Palliative Care Private
79
Financial Objectives
and Performance
Residential Aged Care
28,707 Bed Days
HACC
District Nursing 7,932 visits
Hospital in the Home 408 visits
The net result after capital for the Consolidated
Entity was a $1,573,000 deficit due largely to the
unfunded depreciation expense of $3,071,000
exceeding capital income for the year. The
comprehensive result was a $7,147,000 surplus
due to an increase in the asset revaluation
reserve resulting from a revaluation of the
health service’s land and buildings.
HARP 1,203 contacts
Net assets increased by 20.1% to approximately
$42.8 million dollars. The current asset ratio at
30 June 2013 was 1.02 compared to 1.06 the
prior year.
AGED CARE
PRIMARY HEALTH
Community Health / Primary Care Programs
9,916
Comparative Financial Results for the Past Five
Financial Years
2014
$000
2013
$000
2012
$000
2011
$000
2010
$000
Total Revenue
32,156
30,881
29,646
28,554
27,646
Total Expenses
33,729
31,880
31,048
29,116
28,600
7,147
1,742
(1,402)
(562)
(954)
(94)
1,289
2,304
3,711
4,286
51,629
45,632
43,121
44,604
43,287
8,832
9,982
9,213
9,294
7,415
Net Assets
42,797
35,650
33,908
35,310
35,872
Total Equity
42,797
35,650
33,908
35.310
35,872
Comprehensive Result for the Year
Retained Surplus / (Accumulated Deficit)
Total Assets
Total Liabilities
09
President’s Report
If the measure of success is consumer and employee satisfaction, I can
confidently state that East Grampians Health Service (EGHS) has achieved
success. The Board understands only too well, however, that success is not a
static state of affairs. The excellent results achieved from EGHS’ first survey
under the National Safety and Quality Health Service Standards and the
Department of Health’s People Matter Survey indicate the commitment,
dedication, and affiliation staff have to their workplace, patients, clients
and residents. EGHS consistently scored well, indicating a high level
of satisfaction of the work environment, employment principles, and
organisational values.
THE EFFECTIVE DELIVERY OF OUR
PROGRAMS IS POSSIBLE ONLY THROUGH THE
CO-OPERATION AND COMMITMENT OF STAFF
TO ACHIEVE AND CONTINUE TO STRIVE FOR
VERY HIGH STANDARDS.
As I finish my first twelve months in the President’s role,
I would like to thank Sally Philip for her stewardship of
EGHS over the past three years. Sally set high standards
that I am pleased to follow.
Sally Philip joined the board in 2006 and has held every
Board leadership role including President, Vice President
and Treasurer. After eight years of exemplary service Sally
retired from the Board on 30 June 2014. During her tenure
as President there were many highlights for EGHS, notably
the awarding of the Victorian Health Ministers award for
achieving a highly capable and engaged workforce in the
2012 Victorian Public Healthcare Awards. Sally’s work with
Grampians Medicare Local and her strong background
in Human Resource Management has helped influence
EGHS’ leadership role in workforce transformation. Sally’s
commitment to the establishment of EGHS as a Centre for
Excellence for Learning cannot be under estimated. She is
passionate about education and the benefits to both the
community and staff. Under her leadership EGHS certainly
created an educated and sustainable workforce.
This June also saw the retirement of another past Board
President, Graeme Foster from the Board. Graeme joined
the board in 2004 and has made a profoundly positive
contribution to EGHS. Graeme will leave a lasting legacy
in both the built form of the hospital but, as importantly,
in the links we have with the Ararat and Willaura
communities. As Vice-Chair of Building for the Future
appeal Graeme has been integral in the raising of over
$1million – a fantastic achievement. Under Graeme’s
leadership, the EGHS Building For the Future Foundation
was established creating a secure corpus of funds for the
benefit of the Health Service.
10
More recently, Graeme has chaired the Building
Steering Committee that has successfully overseen the
redevelopment of Oncology and Dialysis services. As a
business owner, Graeme’s many years’ experience of his
community has translated into a real understanding of
people’s potential and a belief in their capabilities. Graeme
has embraced so many aspects of the Health Service and
participated enthusiastically in fundraising ventures like
the Murray to Moyne, for which we thank him sincerely.
On 1 July 2013 the Victorian Minister for Health appointed
three new Board members: Don Cole, Ararat Rural City
Director of Asset, Finances and Corporate Services;
Bill Braithwaite, former Ararat Rural City Chief Executive
Officer; and Russell Barker, Business Manager at Marian
College. Heather Fleming was reappointed for a
further three years. The Board welcomes the new
appointees and is already benefitting from their input
into the Organisation.
Don Cole, Russell Barker, Louise Staley, Bill Braithwaite and Nick Bush
Matthew Wood, Louise Staley and Sally Philip
Louise Staley and Dan Tehan MP
Integrity
Community
As an Organisation, and as a Board, we very deliberately
chose integrity to be our first value. People and
organisations are said to have integrity when their
behaviours are in alignment with their statements. We seek
to demonstrate our integrity in all that we do.
In rural communities achievements are shared and
disappointments supported. That’s what it means to
contribute to the society in which we live and work.
Our considered approach to working with stakeholders is
to provide for and perform in an ethical and responsible
environment at all times. Our Duty of Care encompasses all
our stakeholders including consumers of services, health
practitioners, staff, volunteers and visitors.
We measure ourselves in a variety of ways. Effective
systems provide appropriate support to help staff embrace
each other’s differences, to increasing opportunities for
social interaction with colleagues and their families. The
results in The People Matter Survey demonstrate that staff
enjoy working for the Health Service.
The long-running “Compliments and Concerns” program
is instrumental in supporting our continual Quality of
Care initiatives and provides detailed and ongoing
information that all of our actions meet our goal of acting
with integrity.
Excellence
At EGHS we are determined to surpass the ordinary! We
know we can because some amazing results have already
been achieved in a relatively short space of time.
EGHS’s pursuit of excellence is demonstrated by its
successful accreditation under the National Safety
and Quality Health Service Standards, with surveyors
particularly commenting on the commitment and
dedication of staff to their patients, residents and clients.
DR GRAEME BERTUCH HAS BEEN AN ACTIVE
MEMBER OF THE ARARAT COMMUNITY FOR
OVER 36 YEARS. HE HAS WORKED WITH
THE COMMUNITY TO INITIATE AND IMPROVE
SERVICES THAT ENCOURAGE PEOPLE TO TAKE
MORE RESPONSIBILITY FOR THEIR HEALTH
AND WELLBEING.
He has embraced lifelong learning and mentored others to
carry on those same ethical traditions. So it is with sadness
that earlier this year Graeme resigned because of ill health.
We sincerely wish Graeme and his wife Caroline good
fortune as he faces his future challenges.
Programs are continually reviewed and assessed and,
in some instances, have been redesigned to reflect
government and the communities’ priorities. This means
that programs are sometimes delivered at venues more
appropriate to participants’ needs. The Board understands
that many people prefer treatment and support in their
homes or other community settings and we will continue
to work to balance these desires with our existing
investments in modern infrastructure.
These accomplishments reflect the vision of the Board
as it continues its ongoing transformation of EGHS into
a workplace of choice. Our commitment is to continue
to work with the community to improve and deliver
upon services.
This would not be possible without the leadership of
the Board, who recognise the potential of knowledge
management in an ever fiscally challenging environment.
Staff participate co-operatively in sharing and mentoring
throughout the Organisation as we move rapidly into new
technologies. This takes time and commitment and the
Board recognises and is grateful for the level of support
demonstrated by the Chief Executive and staff.
Dr Graeme Bertuch and Heather Fleming
11
Working Together
Trusting partnerships have been established to
ensure that high quality care and service delivery are
meeting the needs of the community. Building on
from work started last year, our Health Service and
Ararat Rural City have developed a Municipal Public
Health & Wellbeing Plan to improve the health of
residents. It is anticipated that real and measurable
results will be achieved over the next few years
following the enthusiasm and commitment generated
by The Biggest Loser’s focus on Ararat.
The Victoria Police Blue Ribbon Foundation is a
great supporter of the Organisation and during the
year, together with the EGHS Building for the Future
Foundation provided $350,000 which enabled
the purchase of a new 32 slice C.T. Scanner for the
Health Service.
As a Board it is our responsibility to develop an
effect policy through negotiation with all tiers
of Government in order to meet their priorities
while delivering services that reflect community
expectations. I, along with the Chief Executive, meet
with politicians at both Federal and State level,
Ararat Rural City and other local health services to
work with and lobby for better health planning for
our community.
Learning Culture
Life long learning truly begins at childhood with young
people enjoying the experience of learning in many
different ways. Encouraging young people to understand
the importance of good general and dental health
at an early age goes a long way to improving health
and wellbeing.
Ararat North Primary School was the first primary school to
participate in an exciting and innovative program based on
creating strong relationships between the Health Service
and primary schools. Links are being forged and messages
shared about the importance of good oral health, general
health and wellbeing. Happy Mouths, Happy Kids is an
initiative funded by generous donations from Philanthropic
Trusts and Foundations of $95,000, which include: $30,000
from The William Buckland Foundation, $30,000 from The
Sidney Myer Fund, $30,000 from The Collier Charitable
Fund/The Lord Mayor Foundation and $5,000 from Pacific
Hydro Sustainable Communities Fund. This funding has
enabled EGHS to conduct a dental program specifically
targeted at primary school students.
Due to the success of the initial project, Ararat West
Primary School, St Mary’s Primary School and Ararat 800
Primary School are participating in the Happy Mouths,
Happy Kids program.
In conjunction with Federation University Australia, a
second Diploma of Nursing program has commenced with
23 students enrolling.
12
Don Cole and Dr Eric Van Opstal
Nick Bush, Mayor Paul Hooper, Louise Staley and Andrew Evans
The part time option provides more flexibility and
opportunities for local people to study. With an increase in
workforce requirements we are optimistic of meeting our
staffing needs into the future. Students from across the
region will be attending classes at various stages of the
program to up-skill. This has increased opportunities for
our teaching staff to expand their own skills base.
DISCUSSIONS HAVE ALSO COMMENCED
BETWEEN OUR HEALTH SERVICE, ST JOHN
OF GOD HEALTHCARE BALLARAT AND
MARYBOROUGH DISTRICT HEALTH SERVICE TO
DEVELOP A RURAL INTERN TRAINING PROGRAM.
The aim of the Grampians Medical Training is to increase
the number and capability of rural doctors by providing
a comprehensive training program for medical graduates
in rural locations. This will hopefully lead to the intern
staying locally and progressing to procedural General
Practitioners in anaesthetics and obstetrics.
Looking Forward
Reform and change are always part of the delivery of
health services. Medical advancements change the way
we care for patients. Program and funding alterations
challenge our planning processes and can force tough
choices. Changes to community expectations can require
reconfiguration of services, and more community-based
services. For us, that is occurring both in aged care and in
the development of hospital in the home.
Professor Steven Holt, Max Howden, Jane Smith and Terry Driscoll
THE BOARD OF EGHS UNDERSTANDS WE
MUST BE FLEXIBLE IN THE FACE OF CHANGE
WHILE REMAINING STEADFAST TO OUR
MISSION OF IMPROVING OUR COMMUNITY’S
HEALTH AND QUALITY OF LIFE THROUGH
STRONG PARTNERSHIPS.
As we steward the Organisation at the Board level, our
key partnership is with the Chief Executive Nick Bush. On
behalf of the Board I thank Nick and all of the staff for
your magnificent efforts for the community this year.
Louise Staley
Board President
East Grampians Health Service
31 July 2014
Sally Philip and Graeme Foster
Responsible Bodies Declaration
at 30 June 2014
In accordance with the Financial Management Act 1994,
I, Louise Staley, am pleased to present the Report of
Operations for East Grampians Health Service for the year
ending 30 June 2014.
Louise Staley
Board President
31 July 2014
13
Chief Executive’s Report
The Annual Report gives me a great opportunity to reflect on our
Organisation’s achievements over the past year. What stands out
significantly is the way in which the Health Service works as a team
to achieve some remarkable outcomes for our community. Our team is
made up of over 360 individuals who contribute different skills, opinions
and beliefs.
Together we are a major force in the delivery of an
efficient and highly skilled Health Service. I acknowledge
everyone’s contribution to ensure we maintain our position
as a health service striving to improve the health of our
community. This year’s report will reflect the users and
providers of services in order for the reader to gain a
better understanding of the challenges consumers and
clinicians face in their daily interactions.
Integrity
The Statement of Priorities, a formal agreement between
our Health Service and the Department of Health
continues to be one of the Organisation’s most important
documents, providing us with a framework to prioritise
our service delivery. It is very much a component of our
responsibilities in providing good corporate governance.
Policies and procedures are developed and reviewed
regularly to provide a systematic structure for the Board
and staff to understand their level of accountability and
responsibilities. As we encourage staff to take on more
responsibility we are mindful of the importance of having
in place structures to guide their thinking.
Excellence
At EGHS our aim is to encourage our community to
experience a healthy lifestyle through taking greater
responsibility for their wellbeing. We are responsive to our
community’s health needs and prior to service delivery we
consult with key stakeholders to ensure that our methods
are appropriate and are meeting expectations.
Our commitment to deliver EGHS’ Dental Initiative Happy
Mouths Happy Kids is certainly attracting a positive
response from primary schools in the Ararat Rural City
community. Four schools have signed a Memorandum of
Understanding that supports the delivery of the program
through promoting decay prevention and positive oral
hygiene practices. This initiative has also received
strong community attention with generous donations
from Philanthropic Trusts and Foundations. This level of
commitment ensures that an excellent level of service is
provided to our young community members.
14
Claire Homburg, Nick Bush, Anna Greene & Rachael Cooper
Happy Mouths Happy Kids
wins 2014 Australian
Business Award for
Community Contribution.
I am delighted to report that our initiative Happy
Mouths Happy Kids has won the 2014 Australian
Business Award for Community Contribution.
The award is in recognition for the way in which
this project has made a positive impact on the
community and will continue to generate outcomes
that deliver long term benefits.
This is a great result for our staff, the students and
teachers of the four schools involved and for those
Philanthropic Trusts that supported our endeavours.
We were offered a wonderful opportunity to
benchmark against top performers nationally. We
are all very proud of this award knowing we have
made a real difference to the lives of the younger
members of our community.
Considerable effort has been put toward ongoing
quality improvement. The outcomes demonstrate
that the hard work by all staff has paid off, with
EGHS achieving successful Accreditation across
the Organisation, one of the first in Victoria
under the National Standards. Continuous quality
improvement is part of our daily activity and I
acknowledge the work of staff and volunteers who
use both formal and informal means to improve
services and programs.
Community
Learning Culture
How we care and provide for each member of our
community defines how, as an Organisation, we respond
to individual principles, philosophies and perceptions. As
Chief Executive it is my role to encourage diversity within
the workforce and ensure appropriate support is provided
to assist in the transition of workers whose place of origin
might not be Australia. Over the past few years we have
welcomed some staff who were born overseas and have
chosen to make Ararat and Willaura their home. They have
all brought immeasurable pleasure to our community
as they share their cultures. We, in return, have offered
comradeship and security as they begin another journey to
living in Ararat.
In planning for our future it’s imperative that statistical
demographic information is taken into account. Projections
demonstrate that the East Grampians Local Government
Authority is expected to grow by 1% and ageing. We have
to be ready to provide a workforce that is appropriately
qualified to meet our and the next generation’s health
requirements. In conjunction with the Ararat Medical
Centre General Practitioners are undertaking procedural
training to upskill in readiness for future requirements.
There are now 15 qualified Doctors working in Ararat,
with the capability to increase to 19. Of this number four
have qualified in obstetrics and anaesthetics. This is a
great outcome for the community who will no longer be
disadvantaged by having to travel for some treatments.
Graduate and Postgraduate nursing courses delivered at
the Health Service have extended opportunities for our
local workforce and means that our community will be
cared for by clinicians who are more highly educated to
embrace future clinical challenges.
Our effective relationship with our community is also how
we communicate with them. EGHS has moved rapidly into
the world of social media, connecting with clients through
the use of smart phones to confirm appointments and
facebook to notify a larger audience of events, news and
health information.
Support Services staff have also accepted the challenge
of further education and training. Throughout the
Organisation learning is a journey in itself.
Doreen McLoughlan
Working Together
To achieve our shared goals EGHS collaborates with
many stakeholders on projects that benefit the whole
community. We understand that good health and wellbeing
is a whole of community responsibility. We are delighted
therefore to be working with the Ararat Rural City and
other health service providers in developing the Ararat
Rural City Municipal Public Health and Wellbeing Plan.
Four times a year senior leaders from EGHS, Grampians
Pyrenees Primary Care Partnership, Grampians Goldfields
Healthy Together, Grampians Community Health and
the Department of Health will monitor and report on
strategies to improve the health of our community. This is
a really important initiative and I am confident that when
the health of the Ararat community is measured again in
2018, the results will be much better than anticipated.
Nick Bush, Tracey Hunt and Peter Armstrong
Looking Forward
This is an exciting time for the Health Service as we
continue to assemble our organisational values and
translate them into aspects of our daily working life.
I am supported by my skilled Executive Team and
their staff. I thank them for their willingness to share
their knowledge through acknowledgement, teaching,
mentoring and motivating results in better performance
throughout the Organisation. In turn, we provide an
enhanced health service to our community.
Nick Bush
Chief Executive
31 July 2014
Graeme Foster And Sarah Woodburn
15
INTEGRITY
16
At 70 Lowe Street we
work with residents and
families to understand
their anxieties, share their
concerns and identify their
needs. Our philosophy is
that this is now their home
and residents play a major
role in managing their
affairs in the way that
suits them.
Integrity is the over riding principle for the Board in its decision making
to prioritise services that meet both government and community
expectations. Through the provision of high standards of quality care
integrity establishes the values for the interaction between staff and all
consumers our services.
Acute Care
Living in Aged Care
What can you say when your wife of 56 years dies? It’s a
terrible loss. But Edie was a wonderful woman who loved
her family and loved life and made everyone feel good
around her. For the last ten years of her life Edie was a
patient at the Ararat hospital. The Doctors and Nurses
were fantastic and I could not fault their care and concern.
The Nurses in particular treated her like she was some one
very special; which she was to me. There wasn’t a thing
that the Doctors and Nurses could have done to make
her more comfortable. And in her last days the care from
Doctors Pretorius, Wong and Fonseka was wonderful. They
helped the family and me as much as they helped Edie. I
will always remember that.
It’s a difficult and emotional time when an elderly person
makes the decision to move from home into a residential
aged care facility. At 70 Lowe Street we work with
residents and families to understand their anxieties, share
their concerns and identify their needs. Our philosophy is
that this is now their home and the residents play a major
role in managing their affairs in the way that suits them. To
achieve this, a Person Centred Model of care is employed
and all staff members support this model which supports
the transition from living independently to residential care.
Brook Webb
husband of Edie
Midwifery
I feel privileged to be at the birth of a new life. Every birth
is a unique experience. As a midwife I am a member of a
multidisciplinary team who cares for the mother and her
unborn baby, from antenatal through to birth and beyond.
The antenatal midwife books in the mother for group
education or 1:1 education, whichever is requested by
the mother. At EGHS the birthing experience is very
much directed by the mother and as staff we respect the
choices made. Depending on the mother’s needs we can
provide a Diabetic educator, Dietitian and Physio, which
are all accessed through the Centre of Community Health.
Following birth we are also able to refer the mother
to Post Acute Care, Physio, Child and Family Services or
Perinatal Emotional Health. We are fortunate that qualified
Obstetricians practice in Ararat, which means that mums
don’t have to travel to regional centres, unless really
necessary. We provide information that helps mothers
understand the range of services to assist her in the
birth of her baby. As EGHS is a training hospital medical
and midwifery students may assist at the birth, with the
permission of the mother. This is really important as it
gives real life opportunities to students to enhance their
knowledge of obstetrics.
Kerry Sturmfels
RN, Midwife
An important aspect of feeling good is to look good. 70
Lowe Street Auxiliary undertook a magnificent fundraising
effort to set up a beauty salon for residents. Our residents
can now enjoy a new hairstyle, facial or manicure. We are
so grateful for the support we receive from our Auxiliary
members and volunteers who work with us to ensure that
our residents get the best care possible and enhance their
quality of life.
Sharon Taylor
Manager 70 Lowe Street
Patricia Hinchey Day Centre
I’ve been coming to the day centre since October 2013. I
didn’t think it was for me…but really it’s changed my life
around. A few years ago I broke my ankle and the District
Nurse suggested I come to the day centre.
FIRST OF ALL I DIDN’T THINK I’D NEED ANY
HELP OR COMPANY. BUT I RECONSIDERED –
AND I HAVEN’T LOOKED BACK! I KNOW I
CAN DISCUSS MY TROUBLES WITH THE DAY
CENTRE STAFF; THEY LISTEN TO ME AND IT
GOES NO FURTHER.
That’s really important to know I can share my worries. I
feel that Ararat is so lucky to have this wonderful facility.
I get picked up from home, have a decent meal and take
part in so many wonderful activities. I feel so alive as I am
still learning and enjoying new activities. I feel so much
happier by coming to the day centre where I get to talk to
everyone. It’s all about choice.
Jean Cluff
Day Centre client
17
Compliments and Concerns
Regional Medical Credentialing Committee
For our Organisation to grow it’s important that we
encourage and respond to community feedback. It can
be an intimidating process – to put into writing concerns
about an issue. But I believe that the timely way in which
we respond to all feedback reassures the community that
EGHS is serious in addressing concerns. Concerns and
compliments give us an opportunity to review service
delivery, working with staff members to determine an
appropriate response. An initial acknowledgement is
made within 24 hours, with a follow up response at the
conclusion of investigations.
Credentialing of Medical staff is an important and
sometimes onerous duty, for all health services. Directors
of Medical Services and Quality and Risk Managers
understand the importance of reviewing clinicians’
registration and scope of practice of all medical clinicians.
EGHS has a well-developed credentialing process that has
been refined over many years.
Glenys Andrew
Manager Executive Services
Pyrenees House Education Centre
I’ve been fortunate to be one of four Nurses on the
Graduate Nurse Program at EGHS. The program supports
me in my first year of practice, providing a workplace
where I can strengthen and further develop further my
knowledge, skills and experience. The teaching staff,
Heather Phillips, Suzanna Rice, Deborah Bennett and Kate
Pitcher, have been really supportive, with positive feedback
allowing for ongoing growth in my knowledge base in
both theory and practical.
THE ROTATION THROUGHOUT ACUTE,
COMMUNITY NURSING AND AGED CARE
HAS PROVIDED ME WITH AN EXCELLENT
FOUNDATION FROM WHERE I WAS ABLE TO
CONSIDER MY FUTURE OPTIONS.
In recognition of the work undertaken at EGHS, the
Department of Health invited the Organisation to
investigate the implementation of a regional approach
to credentialing. This will assist smaller health services
throughout the Grampians Region.
The first meeting took place in June this year with
plans developed to establish a process that will meet
the needs of those health services involved. At this
meeting EGHS medical staff were credentialed using the
Mercury E-credentialing. Over the next two years other
partner rural health services have agreed to use the
e-credentialing process.
The expected outcome is increased cooperation between
health services that will lessen the administrative burdens
on individual services, and also upon doctors, many of
whom work across a number of services.
Dr Eric Kennelly
Director Medical Service
Cleaning Audit
As infectious sources can be found throughout
healthcare settings cleanliness is indeed an important
aspect of our overall healthcare at EGHS. Unfortunately
research indicates that there is an association between
poor environmental hygiene and the transmission of
infections in healthcare settings so we take seriously our
responsibility to ensure that our Health Service meets
cleaning Standards. Our audits are conducted against
stringent guidelines as established in Cleaning Standards
for Victorian health facilities 2011.
IT IS PLEASING TO REPORT THAT THE OVERALL
SCORE FOR VERY HIGH RISK AREAS WAS 99%,
WITH PATHOLOGY, PUBLIC AREAS, FRONT
RECEPTION, DAY ONCOLOGY AND DIALYSIS
RECEIVING 100%.
Kate Pitcher, Nicole Carlyle, Sahra Jasper, Cathryn Manton and Lea McCourt
Within such a supportive and friendly environment I
have grown both professionally and personally and have
recommended the Health Service to future graduate
nurses. Following the completion of my graduate year
I was delighted to accept a permanent position in the
Inpatient Unit and am keen to pursue post-graduate
studies in Emergency Nursing in the future.
Lea McCourt
RN
18
This is a great achievement and reflects the commitment
from our staff. The Authorised Cleaning Standards Auditor
Michelle Bibby congratulated the staff saying it was
wonderful to see such high standards being maintained.
Our aim is to ensure that all areas receive a score of 100%.
Dayle Smith
Environmental Services, Fire & Emergency Co-ordinator
Primary Care
I had a client who really wanted to lose weight, and
it was proving to be a bit of a challenge. But my
client was committed to the task and together we
identified barriers that had been stopping him. He
had spent many years feeling anxious about being
judged in relation to his size. For him to achieve his
goals it was important that my client was actively
involved in the treatment program.
USING HEALTH COACHING PRINCIPLES
HAS HELPED HIM CHANGE HIS
HEALTH RELATED BEHAVIOURS AND
HAS CERTAINLY GIVEN HIM MORE
CONFIDENCE TO ACHIEVE THE RESULTS
HE WANTS.
By including him in all decision making, I am
confident he will attain his goal.
Rhys Duncan
Dietitian
Lucas Byrne and Kimberley Brown
Dr Scott Mason
Brook Webb and Lorine Paterson
19
EXCELLENCE
20
The appointment of
Mr Scott Mason,
Orthopaedic Surgeon,
is going to greatly benefit
the community as we
improve local services
in the provision of
timely consultations
and treatment.
To maintain EGHS’ excellent standard of performance staff are encouraged
to pursue research, learning and technologies that translate into skills
development, new strategies and techniques.
Accreditation
EGHS was one of the first health services in Victoria to be
accredited for three years under the new National Safety
and Quality Health Service Standards. The Standards have
been designed to assist us deliver safe and high quality
care. Staff throughout the Organisation understand that
quality care underpins our Vision to be a leader in rural
health. The ten Standards helped us identify and address,
through evidence-based improvement strategies, gaps in
service delivery. Significant work across the Organisation
was undertaken over 18 months to prepare for these
changes in Standards.
I’VE BEEN IN A FEW HOSPITALS OVER MY LIFE
AND YOURS IS THE BEST I’VE BEEN IN OF ALL.
THE STAFF, DOCTORS WERE VERY FRIENDLY,
HELPFUL AND THOUGHTFUL, BEST SERVICE
BAR NONE.
Comments received from the Surveyors included:
• Loved continuity of structures e.g. each Standard
exhibited similarities.
• Comprehensive policies and clinical practice guidelines
• EGHS demonstrated uniform reporting and auditing
throughout the Organisation.
• Integration of Working Groups to support outcomes staff from all areas of the hospital including aged care,
involved in decision making.
• “there was pride in service delivery and a genuine
caring approach”.
Garden View Court received full accreditation for three
years from the Commonwealth Aged Care Standards
Accreditation Agency. The surveyors particularly
commented on the:
• happy atmosphere within the facility
• fact that residents spoke so highly of the facility
• residents’ inclusion in all aspects of their care
• clinical care of residents that was clearly attended to.
Our Home and Community Care (HACC) services also
received three year Accreditation under the Community
Common Care Standards. Our HACC programs include
District Nursing, Day Centre and Primary Care.
Surveyors’ comments included: “planned activity group files
were the best they had ever seen”.
Risk Management, providing greater insight
for organisational excellence
Risk Management is integral to improving our
Organisation’s performance from both a strategic and
operational perspective. Risk Management incorporates
identification, assessment and prioritisation of potential
risks. These risks can range from financial, legal liabilities,
project development, Occupational Health and Safety
through to environmental such as floods and fires.
Each discipline is governed by its own set of policies
and procedures that manages perceived threats and
vulnerabilities. For example, EGHS is guided in its
Occupational Health and Safety (OH&S) responsibilities
by the Occupational Health and Safety Act 2004 and its
Schedules of 2007. Designated work groups have been
established with access to trained OH&S representatives.
An OH&S committee develops strategic thinking,
establishing lead and lag indicators that are reported
to the Board quarterly. These indicators include staff
participation in training, the number of incidents, types
of incidents and how they are managed, the number
of days lost to injury and the cost of the injury, and
measurement of our Organisation’s performance against
industry Standards. On a regular basis the Health Service
participates in WorkCover inspections. There were no
Provisional Improvement Notices issued during the year.
Mario Santilli
Director Development and Improvement
Environmental Performance
Since 2005 EGHS has recognised the importance of
reducing its environmental impact. It achieved Waste Wise
Certification, achieving bronze in 2008 and silver in 2010,
prior to this system being phased out.
We continue to demonstrate our commitment to a more
sustainable environment through recycling appropriate
waste, reducing energy consumption and reusing
stationery and equipment where feasible.
EGHS environmental performance is reported annually
on our website, in the Quality of Care Report Community
Matters and quarterly in the internal Performance
Indicator Report.
Stuart Kerr
Director Support Services
Sarah Woodburn
Clinical Governance Coordinator
21
CT Scanner
The installation of a new 32-slice CT Scanner has
been a real community event and its installation
will be of enormous benefit to the Ararat district
and beyond.
As a past member of the Board and now Chair of
the Building for the Future Foundation it makes me
extremely proud to see what can be achieved when
we work together with our community partners.
We have received magnificent ongoing support
from the Ararat branch of Victoria Police Blue
Ribbon Foundation. Over the years the Blue Ribbon
Foundation has donated over $750,000 including
the recent contribution of $150,000 towards the
CT Scanner. What an amazing achievement. EGHS’
Building for the Future Foundation added an
additional $200,000 to complete the
purchase of the scanner, ensuring that our
community would have access to one of the bestequipped health services in Victoria.
To dedicate the CT Scanner we were delighted to
welcome the Minister for Police and Emergency
Services the Hon Kim Wells, along with Mr
Bill Noonan Chair of the Victoria Police Blue
Ribbon Foundation. We are delighted with our
accomplishments and it is particularly pleasing to
have these achievements acknowledged by both
State and Federal Governments.
In his speech Minister Wells concurred that we all
could be rightly proud of the efforts of the two
Foundations. Their generosity has made a really
positive contribution to the wellbeing of the
community. Prior to the CT scanner’s installation
local people had to travel out of town to access
this level of technology. Now Visiting Surgeons and
local Doctors will be able to access more detailed
information from which to make their diagnoses.
Assistant Commissioner Robert Hill, Bill Noonan OAM and
David Hosking
Assistant Commissioner Robert Hill, Terry Weeks OAM, The Hon.
Kym Wells MP, Louise Staley and Bill Noonan OAM
I PARTICULARLY WANT TO THANK THE
ARARAT AND DISTRICT COMMUNITY. IT’S
THROUGH THEIR FUNDRAISING AND
PHILANTHROPY THAT THE BUILDING FOR
THE FUTURE FOUNDATION IS ABLE TO
MAKE SUCH A GENEROUS DONATION FOR
THE CT SCANNER.
I cannot emphasise enough how fortunate EGHS is
to have such strong community partners.
David Hosking
Chair of EGHS’ Building for the Future Foundation
Infection Control
Expansion of Orthopaedic Services
This year all health services were required to increase
the annual influenza vaccination for staff from 64%
to 74%. All EGHS staff are encouraged to receive the
vaccination although it is not a mandatory requirement.
Staff whose individual philosophies have made them
opposed to having the vaccination have, upon receiving
advice on the risk of transmitting influenza to highly
immunocompromised patients, understood the risk and
agreed to have the vaccination. Staff vaccinations have
increased from 60% to 74% this year.
The appointment of Orthopaedic Surgeon Mr Scott Mason
has greatly enhanced the diversity of surgical services at
EGHS. Mr Mason is practicing at Ballarat Health Services
and St John of God Healthcare Ballarat and will work with
us for two days per month, operating and consulting in
Ararat. He will progressively increase his time in Ararat as
we continue to grow our surgical services. This is going
to greatly benefit the community as we improve local
services in the provision of timely surgical consultations
and treatment. We are also reviewing our pre-admission
procedures to reduce cancellations. Mr Mason is already
making a positive contribution to our Organisation. He
specialises in joint replacements, fixing fractures and
sports medicine involving reconstructions. Given the
amount of sports fixtures in the Ararat district, I can see
Mr Mason being particularly busy!
Linden Marland
Infection Control Officer
Eric Kennelly
Director Medical Services
22
Dialysis Unit
I was a pretty fit person, with never a day’s illness, until
a few years ago when one of my kidneys packed up.
That turned my life upside down. But what’s the use of
complaining. I have to get on with life. And for me that
means having dialysis three days a week. I thought I would
have to be travelling down to Ballarat for treatment. But
no, right here in Ararat I’ve got access to the best care I
could ask for. I was delighted when they told me that the
Dialysis Unit was being expanded. It used to be a bit too
close for comfort. While the unit was being extended the
contractors and maintenance guys made sure we were not
disadvantaged. They really understood how important it
was that we could get back in there quick smart. When I
first started having treatment there were only two chairs.
Now there are six chairs and each of us has more privacy.
And it was a real privilege to be invited to the opening and
to meet Dan Tehan MP. What a gentleman. He was more
than happy to chat with me.
I don’t particularly want to have dialysis but the service
is really excellent now that we are in the larger space
that copes with the growing number of people on dialysis.
So much better for me and my family who come and pick
me up.
Max Howden
Dialysis patient
Community Liaison
It’s quite amazing how our community has embraced
social media. Staff, volunteers, clients and the wider
community are accessing information on the Health
Service and connecting with each other through this fairly
recent technology.
As part of media strategy, EGHS has recently re-launched
its website and it now provides contemporary interactive
information on EGHS, with links to other practical sites.
Incorporated into the site is a link to Facebook. Through
this link we are able to connect with interested people
instantaneously, updating community news and health
messages at a click of a button.
SMARTPHONE IS BEING USED BY COMMUNITY
CENTRE STAFF TO REMIND CLIENTS OF
APPOINTMENTS. CANCELLATIONS AND MISSED
APPOINTMENTS HAVE BEEN REDUCED GREATLY
BY THE INTRODUCTION OF THIS SERVICE.
Social media is changing how we communicate in ways
that would have seemed quite unfamiliar to us even a
few years ago. We should not underestimate its benefit to
the Health Service. However, with this rapid growth and
application of social media, EGHS recognises the need to
develop policies and procedures to provide guidance to
ensure appropriate social media use.
In developing these policies I have investigated work
already undertaken at other health services to determine
the challenges they may encounter. At EGHS our aim is
to develop an overarching social media strategy that
leverages social media in healthcare with various usages,
such as marketing or customer service.
This initiative has given the young children of our
community every opportunity to keep their smile for life.
We have introduced programs targeting decay prevention
and positive oral hygiene practices. A Memorandum of
Understanding has been established with four Ararat
Primary Schools with the school Principals committing to
the Happy Mouths Happy Kids initiative that will enhance
the young students’ overall health and wellbeing. We
know, through research, that most oral health problems
in children can be prevented with oral health education,
regular dental examinations and preventative procedures.
We are, of course, extremely grateful for the fantastic
philanthropic support from Trusts and Foundations that
has enabled EGHS to deliver this important program.
These grants have meant the dental program includes
appointment scheduling, transportation of students to
and from school and all other associated dental costs.
Happy Mouths Happy Kids is also helping to shape positive
oral and general health messages as well as building
constructive relationships between the Health Service and
the primary schools.
Anna Greene
Oral Health Project Officer
It was a big decision to study nursing as an international
and mature age student. But it’s something I have wanted
to do – and I thought, well now is the time. It’s been such
a bonus to access free student accommodation. It certainly
was a positive when I was weighing up whether I could
afford to study. I’m enrolled through Federation University
at Ballarat and have completed one of my placements at
Ararat. Clinical teachers Deborah Bennett and Zoe Flavell
have been awesome and their feedback has certainly
guided me through my placement. It really was beyond all
my expectations. The learning opportunities have been
non-stop. In this rural setting I have been able to observe,
learn and engage in a multitude of different departments,
which probably would not have been possible in a larger
health service. My clinical teachers and staff have gone
beyond the call of duty to assist me with achieving my
learning objectives. Having this rural placement has
certainly given me a wider perspective on career prospects
when I complete my Bachelor of Nursing.
Minh Do
2nd year nursing student at Federation University
Danny Drake
Community Liaison
23
COMMUNITY
24
So many supporters add
extraordinary value to our
Organisation. Fundraising
ventures like the Murray to
Moyne cycling event bring
together enthusiastic
members of the
community who annually
raise thousands of dollars
so that we can purchase
essential equipment.
Our community comes together sharing common values and offering
genuine support to staff at EGHS. It involves our patients, clients, residents,
volunteers, students and staff in significant activities to enhance their
experience of being cared for, working or participating in our Health Service.
Willaura Healthcare
Community Nursing
For 21 years Dr Graeme Bertuch visited our hospital.
In 1995 he worked hard on our behalf to keep the
hospital open. The amalgamation with EGHS did more
than just ensure that locals could be cared for in their
own environment, he literally saved our community.
Both hospital and town are thriving. There is fantastic
community support for our residents and clients from
the Lions Club and our volunteers who help at the day
centre, with luncheons and lifestyle activities. Members
of different church denominations also provide afternoon
teas to our residents.
You get to know people really well when you care for
someone who is dying. Our philosophy is that our care is
delivered respectfully in the way that the person we are
caring for wants. We go into people’s homes; we get to
know them and their family incredibly well. I believe that
my role as a Community Nurse is an absolute privilege.
Recently we received a letter thanking us for the wonderful
care and support for a patient in the last months of his life
and for the support to the writer as she managed this time
of grief. When a patient dies we don’t stop our care and
the palliative care bereavement support program provides
ongoing support by phone or home visits to families and
carers, helping to map out an individual’s grief journey.
OUR LIFESTYLE CO-ORDINATOR IS ALWAYS
DEVISING NEW AND INTERESTING PROJECTS
FOR OUR RESIDENTS AND CLIENTS. PERHAPS
THE MOST POPULAR ACTIVITY IS THE ANNUAL
WILLAURA MARKET. NOW IN ITS 9TH YEAR THE
MARKET GETS BIGGER AND BETTER
WITH QUALITY STALLS, MUSICAL
ENTERTAINMENT AND THIS YEAR THERE WAS
A PERFORMANCE FROM THE LOCAL CHILDREN’S
CIRCUS BAMBOOZLE.
Margaret Stephens, Joy Wheeler and Jan Ayer
This is a wonderful opportunity for residents and clients
to mingle with the community to meet friends and talk
over some old times. The Auxiliary members do a fantastic
job, not only with the market, but all the other fundraising
activities that over the years have raised many thousands
of dollars to assist with the ongoing redevelopment and
maintenance of Willaura Healthcare.
At Willaura we also offer outreach programs for people
living in the community. This year an exercise program
aimed at improving the quality of life of participants
started. A band of loyal participants regularly attend and
have reported feeling so much better.
A new initiative introduced this year is the Palliative Care
Disability Services Link project, designed to facilitate
choices for people living in disability services. We are very
proud to be part of this project to develop Advance Care
Planning, End of Life Pathways and an understanding of
the palliative approach.
Mary Kinsella
(Palliative care) Community Nursing
70 Lowe Street
What I like about living at 70 Lowe Street is the absolute
knowledge that I still matter as a person. My own doctor
still visits, just the same as when I was living at home.
And the nursing staff always seem to have time to go
above and beyond what is required of them. Never rushed,
always happy to oblige. My family and friends are made to
feel welcome and can join me when there’s a concert. The
volunteers are fantastic and with their support I’m able
to go on bus trips and shopping. Ron Jukes always comes
back on Tuesday and Thursday afternoons full of tales
about what’s been going on at the Men’s Shed. He says life
is better than when he was living at home. He feels more
secure and he seems to be thriving on these activities just
for the men!
And there is this lovely group of people who have raised
money for a hairdressing salon. I can’t tell you what a
difference it has made to how I feel. Every week I go
and get my hair done and it’s wonderful that there is a
qualified hairdresser every week. The friendly volunteers
quietly go about their business, helping others. It really is a
great place. I feel so lucky.
Shirley Carmichael
Resident 70 Lowe Street
Chris Jordan
Nurse Unit Manager Willaura Healthcare
25
Our staff
With over 360 individuals working for us, our staff
make up a huge component of our community. It
is absolutely vital we have in place policies and
procedures that reflect contemporary recruitment
practice in attracting staff to work for the Health
Service. In recruiting the best employees we
identify key roles and allocate resources to ensure
we, orientate, train, support and manage people
effectively to perform these roles. We have had some
challenges in recruiting specialist staff, so we are
now using new and media savvy ways to promote
our vacancies. We have been able to use this
effectively to employ Podiatrists.
OUR STAFF ARE MEMBERS OF AN
INCREASINGLY MULTI-CULTURAL SOCIETY,
WHICH HAS CERTAINLY BENEFITED THE
WIDER ARARAT COMMUNITY.
We support staff who have come from a non-English
speaking background and encourage activities that
celebrate diversity. Our Human Resources guidelines
reflect these ideals in regard to recruitment,
promotion and movement within the Organisation.
Union membership is also a matter of personal
preference and staff have access to the following
Unions: Australian Nursing & Midwifery Federation
(ANMF) Health Services Union Australia (HSUA)
Health Workers Union (HWU). EGHS enjoys open
dialogue with Union representatives and no days
have been lost due to industrial action.
EGHS adheres to eight separate Awards to ensure all
employees are remunerated in the most equitable
and fair manner in accordance with employment and
conduct principles. Staff are correctly classified and
paid automatically according to their Award. This is
reflected in workforce data collections.
To maintain and work towards exceeding our
everyday staff performance, the Organisation
participates in the Victorian Government’s People
Matter Survey. Results from 2013 indicate that staff
enjoy their working environment and would certainly
promote EGHS as a workplace of choice. Over 80% of
staff have completed Personal Development Plans
that assist managers to plan both their department
and the individual’s future direction.
We value our staff and career development is
important to shaping our sustainable future. It’s also
about making sure that personal and professional
goals reflect organisational aims. We provide many
options and opportunities and staff throughout
the Organisation are to be acknowledged for their
commitment to ongoing education and training.
Apprentices
2nd year Chef
3rd year Carpenter
3rd year Dental Technician
26
Traineeships
Diploma of Nursing – 5
EGHS Supported Education
Bachelor of Nursing -3
Advanced Diploma of Management - 9
Master in Business Management – 1
Diploma of Nursing – 9
Graduate Certificate in Advanced Nursing Practice - 2
Scholarships
Graduate Diploma in Sonography
Graduate Diploma in Midwifery
Graduate Diploma of Lactation
Graduate Certificate of Agricultural Health & Medicine
Master in Business Management
Supported Training Packages
Disability Employment - 26 weeks - 3
Jobseeker Employment - 26 weeks – 2
Labour Category
JUNE
Current Month FTE*
JUNE
YTD FTE**
2013
2014
2013
2014
Nursing
115.2
118.75
113.38
117.43
Administration and
Clerical
34.23
40.21
32.92
35.53
Medical Support
7.51
7.63
6.79
7.47
Hotel and Allied
Services
54.24
47.22
56.60
47.27
Medical Officers
0.13
0.18
0.14
0.14
Hospital Medical
Officers
0.11
0.26
0.08
0.08
Sessional Clinicians
0.00
0.00
0.00
0.00
22.19
19.11
20.57
19.91
Ancillary Staff
(Allied Health)
Work Experience
Year 10 and 11 students from Ararat College, Marian College,
Stawell Secondary College, Ballarat and Clarendon College and
Hamilton College attended at various times during the year.
Annually staff are recognised at our Annual General Meeting
with Achievement Awards, Long Service Awards, Visiting
Medical Staff Services Award, Nursing Awards, Angela Laidlaw
Scholarship, Freemasons Victoria and Building for the Future
Bursaries. All staff are listed and it is a wonderful recognition of
their contribution to our future.
We also acknowledge staff and remember significant community
members who have died during the year. Urgent Care Registered
Nurse Marg Winnell who has been with the Health Service for
30 years, died as a result of an accident; Mary Leslie a stalwart
volunteer for 60 years also died. We recognise their contribution
to our Health Service and remember them with affection.
Ros Bloomfield
Human Resources Manager
Life Governors
This project initiated by our local Health Service
is so much more than improving the oral health
of our students at Ararat North Primary School.
EGHS’ Dietitian Rachael Cooper’s innovative
approach to demonstrating good food choices
really met with our young students’ approval.
The program fits in well with our Stephanie
Alexander Kitchen where students learn to grow
their own vegetables and cook healthy foods.
But it’s more than that – we’ve noticed that
students who are involved in the project also
have a better understanding of maths and are
better engaged with each other. We are already
starting to see some very positive results with
students starting to work on the building blocks
of healthy eating and oral hygiene. As the pilot
school we are absolutely delighted to learn that
three other primary schools within the catchment
area have introduced the Happy Mouths Happy
Kids program.
Life Governor awards are presented to members of the
community who have made a significant contribution to the
Health Service either through voluntary service or financial
donation. This level of commitment is greatly appreciated
and recognised.
Wendy Byrne
Ararat North Primary School Principal
Volunteers and Auxiliaries
I joined the hospital auxiliary about 15 years
ago because I wanted to give back something
to the community. I’d worked at the hospital
prior to becoming a volunteer and really enjoyed
my time there. I felt that with my background
I still had something to offer, but in a different
way. The Health Service has helped so many
people. And in some small way I wanted to show
my appreciation.
Mr G Anderson
Mr L Gason
Mrs A Milvain
Mrs P Armstrong
Mr D Haddow
Mrs M Murray
Dr G Bertuch
Mrs S Handscombe
Mrs J Nunan
Mr H Bright
Mrs K Harvey
Mr A O’Neill
Mrs J Burke
Mrs W Heard
Dr M Plunkett
Mr R Carthew
Mrs M Heard
Mrs D Radford
Mr L Clark
Mrs F Hull
Mr D Reid
Mrs N Dalkin
Mrs J Jenkinson
Mr R Roberts
Mr I Daly
Mr B Jones
Mrs S Shannon
Mr C de Fegely
Mrs L King
Mr K Shea
Mrs R de Fegely OAM
Mr G Laidlaw
Mrs V Tosch
Mrs P Ervin
Mrs J Liddle
Mr N Tosch
Mr J Evans
Mr B McCutcheon
Miss K Turner
Mr N Faneco
Mrs J Millear
Mr T Weeks OAM
Mrs C Forster
Mr G Millear
Mr E Wilson
Mr I Foster
Marlene Low
As an Auxiliary Member I really like the way that
EGHS has in place procedures to value us as
members of its community. It really does make
me feel appreciated.
And the volunteers are afforded the same
respect, whether they are working in the Ark
Toy Library, a member of the Victoria Police
Blue Ribbon Foundation or one of the lifestyle
volunteers in residential and primary care.
And one of the reasons that the auxiliaries and
volunteers work so well is that we share the
same values and really enjoy achieving some
great results for the Health Service.
Liz de Fegely
EGHS Auxiliary member
Jan Pope
Reg Wiltshire
27
WORKING TOGETHER
28
It’s been inspiring working
with a group of people
who were absolutely
passionate about
succeeding and delivering
on a promise to refurbish
Garden View.
At EGHS we understand that to deliver the best health care for our
community we must collaborate and form partnerships with other
like-minded agencies and health services and create significant strategic
alliances with all tiers of government.
Council and Health Service Together on
Health Planning
The Ararat Rural City Municipal Public Health and
Wellbeing Plan has been developed jointly between
Ararat Rural City, EGHS and other health service
providers. This plan is a road map to improve the health
of the community.
FOUR TIMES A YEAR SENIOR MANAGERS FROM
THE GRAMPIANS REGION DEPARTMENT OF
HEALTH, GRAMPIANS COMMUNITY HEALTH,
GRAMPIANS PYRENEES PRIMARY CARE
PARTNERSHIP, GRAMPIANS GOLDFIELDS
HEALTHY TOGETHER, TOGETHER WITH EGHS
AND ARARAT RURAL CITY WILL MONITOR
STRATEGIES AND REPORT ON OUTCOMES.
IT IS ABSOLUTELY CRUCIAL THAT WE WORK
TOGETHER TO PROMOTE AND PLAN FOR A
BETTER, HEALTHIER COMMUNITY.
Ararat has gained a somewhat unwelcome notoriety for
being called Arafat by some sections of the media. I think
they will be telling a different story when the results are
again analysed in 2018. Working with Nick Bush CEO at
EGHS I am confident that we are truly planning for the
future wellbeing of our community. Nick and his staff have
embraced the challenges of turning around what has
become an uncomfortable nomenclature for Ararat. This is
only the start of some very innovative programs to secure
the good health of our community.
Andrew Evans
Chief Executive Ararat Rural City
Pyrenees Education Centre
One of the biggest ongoing issues for regional and rural
health services is workforce sustainability. At EGHS we
are working hard to overcome this. Our education
program has been recognised for its innovative Learning,
Education and Training program. We are certainly building
on this reputation as we increase our graduate intake and
clinical placements.
The establishment of a collaborative Graduate Nursing/
Midwifery program, in conjunction with Ballarat Health
Services and Djerriwarrh Health Services has resulted in
the growth and sustainability of our midwifery workforce.
Registered Nurse Sally Price completed a Bachelor of
Nursing and Midwifery at LaTrobe University in 2013. Sally
is currently participating in the collaborative Graduate
Nursing/Midwifery program which has certainly enhanced
our Maternity Services. A holistic multidisciplinary
Antenatal clinic provides pregnant women with access to
a midwife, medical practitioner, physiotherapist and social
worker and, if required, linking into services at Ballarat
Health Services.
Effective partnerships with tertiary institutions and
other health services increase our ability to offer clinical
placements for students. This year we have established
a 52-week graduate nurse program with provision of
rotation for one graduate nurse from Ballarat Health
Services and there has been an overall 25% increase in
graduate nurse numbers in 2014. The 2014 graduate
nurse intake provides evidence of strong training
partnerships, with Bachelor of Nursing and graduates
from both Federation University and Australian Catholic
University, and Bachelor of Nursing and Midwifery
graduates from LaTrobe University. Federation University
Ballarat, LaTrobe University, Australian Catholic University,
Deakin University, Monash University, Charles Sturt
University and Ballarat Health Services are to be
acknowledged for their ongoing commitment to educating
and training in a rural environment.
In conjunction with Denielle Beardmore, Director of
Nursing Clinical Education and Practice Development
at Ballarat Health Service and Lynne Gleeson from
Springtech Services we have been developing a research
project Enhancing Clinical Supervision and support for
regional nurses: the impact of preceptorship education
on organisational change. This has provided a wonderful
opportunity to work with colleagues to investigate ways in
which health services high quality learning experiences for
undergraduate students and clinicians in the early years
post registration.
Heather Phillips
Education Manager
Jan Ayer, Stuart Kerr, Nick Bush, Kaye Chamings and Ceal Gubbins
29
70 Lowe Street
The rights of residents are respected and their quality of
life continues throughout their journey in residential care.
This includes all aspects of clinical care required such
as; personal choice of visiting GP, pharmacy services, all
allied health services, dental services, palliative care, acute
hospital in the home, external services (hearing Australia,
visiting optometry, visiting medical specialists) and access
to 24 hour emergency/medical care.
We would not be able to provide our clients with so much
support and fun without the commitment of our family of
staff and volunteers.
Our main focus is to ensure privacy, dignity and comfort.
70 Lowe Street is staffed with qualified nursing staff who
provide excellent complex clinical care 24hours a day.
I have a cast on my leg that had to be replaced. 70 Lowe
Street staff organised a technician to visit me in Lowe
Street from Ballarat to assess what I required prior to my
appointment. This meant that when I arrived the Specialist
knew exactly what I needed. Transport for me was also
organised by 70 Lowe Street to attend the appointment
in Ballarat using non-urgent patient transport. My brother
accompanied me to the appointment, which was fantastic.
I felt very anxious about the trip and having everything
organised for me as well as having my brother with me
made the whole experience pleasurable. I can’t thank 70
Lowe Street enough.
Patricia Reynolds
Care Recipient, 70 Lowe Street
TOGETHER WE DEVELOP AND DELIVER
PROGRAMS THAT GIVE OUR FRIENDS OF THE
DAY CENTRE A REAL BOOST AND CERTAINLY
HAVE THEM COMING BACK FOR MORE – ON A
DAILY BASIS!
This year we have increased the number of clients
attending the Day Centre. The annual ball is a wonderful
experience with clients preparing for it many weeks in
advance. We are very lucky to have a team of dancers who
each year delight our clients with their deft footwork and
brilliant costumes. It’s this level of commitment and pretty
good documentation that impressed the surveyors as we
successfully gained accreditation from the Community Care
Common Standards and the Department of Health. We’ve
been fortunate to secure funding from Disability Services
and Home and Community Care to upgrade our kitchen.
This will have such a positive impact on our ability to do
even more cooking activities with our clients.
Jacinta Harman
Manager Patricia Hinchey Day Centre
Willaura Healthcare
Geoff has been a resident at Willaura Healthcare since
2012. He was a keen gardener at home – and he still is.
That’s what it means to live at Willaura Healthcare. What
you enjoyed doing before you became a resident you
can still enjoy. But when Geoff gets out in the garden, he
attracts all sorts of other good people from the community
who come and give him a hand. With additional help from
the EGHS maintenance staff Geoff has made sure that the
grounds of the Willaura nursing home are all shipshape
and Bristol fashion!
The support we receive from the main campus in Ararat
is terrific and it enables us to focus on providing the
best care for our residents and patients. In line with the
Department of Health’s Advanced Care Planning: have
the conversation; A strategy for Victorian health services
2014-2018 we have begun to introduce advance care
planning at Willaura.
Balint Nemeth
IT’S IMPORTANT FOR OUR RESIDENTS
THAT THEY FEEL CONFIDENT THAT THEIR
WISHES ARE KNOWN ABOUT THE LEVEL OF
HEALTHCARE AND THE QUALITY OF LIFE THEY
WANT, IF THEY ARE NOT ABLE TO CONTRIBUTE
TO THE CONVERSATION.
Currently five residents have completed their advance
care plans.
Christine Jordan
Manager Willaura Healthcare
Patricia Mooney
30
Garden View Court
My mum’s been in Garden View Court for
five years. She loves it, but we both agreed
that it was looking a bit tired. I suppose I
was one of the instigators to try and get
the Health Service to spend a bit of money
on the place. Garden View is so important
to the community and I’d heard that
admissions were down – no doubt a result
of the facility looking a little out dated.
But you can’t fault the staff. Absolutely
marvellous. So we all got together - the
staff and the community to seek funding
to refurbish Garden View. Fortunately we
secured a generous donation from the Ian
Rollo Currie Estate Foundation and we were
all set to go.
I was lucky enough to be appointed onto
the User Group made up of staff, residents
and family members. It’s been inspiring
working with a group of people who were
absolutely passionate about succeeding
and delivering on a promise to refurbish
Garden View. Areas that we considered
were improving the flow and accessibility
throughout the building. This has really
helped the staff as they care for the
residents. The refurbishment was only
achieved through the determination of
the whole community to provide the best
facilities for people who have worked long
and hard and deserve some well-earned
comfort. The new and modern amenities
and updated facilities will be of great
benefit to all involved: residents, staff,
volunteers and family members. My family
particularly like the spacious modern plan
with lots of light from the windows, which
will of great value for the staff caring for
the residents.
THE RENOVATIONS HAVE BEEN A
GREAT POSITIVE TALKING POINT
WITH MUM AND THE OTHER
RESIDENTS. IT’S WONDERFUL TO
SEE HER SO HAPPY AS EVERYTHING
STARTED TO COME TOGETHER.
My congratulations to the Board and
management of EGHS and especially the
wonderful staff at Garden View Court. It’s
an absolute credit to you all. It’s given
mum a real boost. I am sure all the other
residents and their families feel the same
and will make great use of all the areas
when completed.
Cheryl Byron
Daughter of Beatrice Trotter, Garden View
Court resident
Len Willox
Doreen McLoughlan
Primary Care
The efficient management of the Perioperative
departments with Primary Care has seen a reduction
in cancellations for clients referred to the General and
Orthopaedic Surgeons.
Our aim is to provide access and easy transition from
consultation to theatre for our General Surgeons Mr
Shantha Tellumbura and Mr Abrar Maqbool, Orthopaedic
Surgeon Mr Scott Mason and their patients.
Staff from Primary Care work with the Surgeons to ensure
that clients and patients have an awareness of the joint
responsibility of meeting surgical appointments.
To ensure this operational transition works effectively
protocols have been established between administrative
staff and Surgeons to streamline the service to give clients
a stress-free experience.
This collaboration has been most effective as we all have a
much better understanding of expectations and during the
past year cancellations have been reduced by 10%.
In collaboration with the Ararat Medical Centre we have
developed more efficient pathways with GPs who also
refer patients directly to our rooms in the Community
Centre. Once the necessary paperwork is completed and
passed to Preadmission and Perioperative staff patients
and clients are added to the theatre lists.
This collaborative approach to providing an effective
preadmission and perioperative service has certainly
streamlined the overall elective surgery waiting list. It’s a
great example of what can be achieved when all staff work
co-operatively.
Julia Ogdin
Manager Primary Care
31
EGHS has to be ready to
provide a workforce that
is appropriately qualified
to meet our and the
next generation’s health
requirements.
LEARNING CULTURE
32
Graduate and Postgraduate
nursing courses have
extended opportunities
for our local workforce.
Our community will be
cared for by clinicians
who are more highly
educated to embrace
future clinical challenges.
Our philosophy at EGHS is committed to the development of professional
and personal growth through reflection, ideas and experiences translated
into practices and processes of teaching and learning.
Executive and Support Services
Primary Care
To truly meet our Vision to be leaders in rural health
care we give our staff every opportunity to broaden their
knowledge base to upgrade their skills as they seek
excellence in the provision of their work. Our commitment,
in return, is to support staff who accept this challenge of
continuing education.
A key strategy has been the work undertaken towards
upskilling in student supervision and support for all Allied
Health and Dental staff. This gives staff the confidence
and skills to mentor students effectively and ensures a
positive experience for both staff and students from their
discipline. Feedback certainly indicates that students feel
very supported by staff and have valued the broad range of
experiences available in a rural health service.
It was pleasing to see staff from across the Organisation
take up this challenge and to reward them for their efforts
by presenting them with certificates at our Annual General
Meeting. I am optimistic that we will be presenting even
more this year.
• Chris Jordan: awarded Angela Laidlaw Clinical
Scholarship to enable her to complete a Graduate
Certificate of Agricultural Health & Medicine
• Sarah Power: awarded Building for the Future
Foundation Bursary to complete a Diploma
of Midwifery
• Margaret Driscoll: awarded Building for the Future
Foundation Bursary to complete a Graduate Certificate in
Lactation
• Amy Leeke: awarded Freemasons Victoria Bursary to
undertake a Diploma of Sonography
Nick Bush
Chief Executive
Benefits of further study
Dental students on a 16-week rotation also commented
on the variety of the caseload and the independence
they have with the parallel consulting model that has
been adopted. Again, student feedback indicated that the
placement at EGHS was most worthwhile.
Julia Ogdin
Community Nursing
The Community Nursing team likes to get together on a
monthly basis to videoconference to the Palliative Care
twilight education sessions.
IT’S BEEN A REALLY SUCCESSFUL WAY OF
BRINGING PEOPLE TOGETHER TO DISCUSS
OUR CLIENTS AND OUR CARE IN A RELAXED,
NON-CLINICAL ENVIRONMENT.
The Master of Business Management has provided me
with a deeper understanding of management functions
and processes. A highly strategic orientation has helped to
build leadership capacity and capability. My major actionlearning project was the Grampians Health Services Rural
Training Program. This innovative intern training program
is a partnership between East Grampians Health Service,
St John of God Ballarat Hospital and Maryborough District
Health Service. It provides participants exposure to both
public and private health services in regional and rural
locations. As a community based intern program the intern
can gain a relevant and thoroughly hands on experience
in the roles and procedures of the rural doctor. The core
surgical term of up to 20 weeks was under the supervision
of visiting specialists and included daily sessions in theatre
and significant exposure to anaesthetics. This was a first
for a Victorian rural health service. The intern program has
now been accredited and funded through the Department
of Health to commence in 2015 for five interns.
Perhaps it’s got something to do with the food we bring
to share!
Sarah Woodburn
Clinical Governance Coordinator
Amanda Hastings
Manager Garden View Court
Jane Bourman
Community Nursing
Garden View Court
Mentoring students is an important component of all
aspects of our Health Service and integral to securing
our sustainable future. We have been fortunate to
have both students from the Diploma of Nursing and,
this year, a group of Paramedic students from LaTrobe
University. These students took part in communication
exercises to talk to residents to engage with them to
access information on their complex needs. The residents
thoroughly enjoyed the activity and it was certainly very
beneficial for the students, giving them the confidence to
talk with a whole range of people, which they will come
across in real life situations.
33
Willaura Healthcare
Apprentice Training
Located in a rural community it’s really important that as
clinicians we understand the issues affecting farmers and
their families. There is a high incidence of Diabetes and
two of my senior staff are currently enrolled in advanced
training to assist the local community in Diabetes
management. For one of our nurses it is a particularly
personal journey on which she has embarked. She
identified a gap in the current service provision to Willaura
Healthcare as well as providing her with strategies to
manage her own Diabetes.
While the majority of formal education is focussed on
Nursing and Medical training, there are other opportunities
for staff to gain accredited qualifications in a range of
other disciplines.
This year I was awarded the Angela Laidlaw Clinical
Scholarship to complete a Graduate Certificate of
Agricultural Health and Medicine. I am extremely grateful
to EGHS for this opportunity. The course provides me with
a broad knowledge base regarding the causes of poor
health and helps me to recognise the risks in agricultural
communities. It will improve my understanding of
the physical and mental health issues experienced by
agricultural men, women and children. Poor health has
wider implications, not only on family wellbeing but also
on production and sustainability.
Chris Jordan
Intern Program
At both a national and State level the number of medical
graduates requiring training positions is increasing.
To address these issues EGHS, in conjunction with St
John of God Healthcare Ballarat (SJOG) and Maryborough
District Health Service (MDHS), has developed five intern
training positions, commencing in 2015.
These positions have been accredited by the Post-graduate
Medical Council of Victoria and will offer interns a greater
range of alternative settings and increased supervisor
capacity. I would like to acknowledge the input from
the Medical Council of Victoria as it seeks to improve
educational and training opportunities to support the
career development of Doctors.
The program has been developed to align with the
National Registration Standard for Internship and
National Framework for Intern Accreditation, developed
by the Medical Board of Australia and the Australian
Medical Council.
I started working at EGHS three years ago, when I became
a cookery apprentice studying Certificate III in Hospitality
– Commercial Cookery. I’ve always loved cooking and
I applied for a position at EGHS because I felt that the
range of experiences would really help me in my aim to
become a qualified chef. I study at Gordon Institute of TAFE
in what is called block release. It’s a great way to train as
I can come back and put into practice what I have learnt.
Café Pyrenees gives me a unique opportunity in dealing
with the public and is very different from the hospital
experience. I love it all. Working with staff, patients and
the wider Ararat community. Currently I am learning more
about gourmet style cooking. I think people eating at
Café Pyrenees are delighted to see this decorative style
when they order their lunch at the counter. The feedback is
pretty positive!
I HAVE LEARNT SO MUCH AS AN APPRENTICE.
THE SCHEME HAS HELPED ME GAIN
EXPERIENCE AND A QUALIFICATION TO SET
ME UP FOR THE FUTURE.
Mandy Schoenfelder
3rd year apprentice
Infection Control
On a very cold June morning I, along with my colleagues
Zoe Flavell and David Schreuder, set off to attend
an Infection Prevention study day in Colac. We view
attendance at these days as very important. Topics
covered were Antimicrobial Stewardship, Emergence of
antimicrobial resistant organisms and an update on
blood borne viruses. Our attendance demonstrated the
passion we have to update and maintain our knowledge
and skills. It also is an opportunity for us to share this
knowledge with other staff to update and develop policies
and procedures.
Linden Marland
Infection Control Co-ordinator
EACH INTERN WILL UNDERTAKE FIVE
10-WEEK TERMS, INCLUDING SURGERY AT EGHS,
MEDICINE AND EMERGENCY DEPARTMENT
TERMS AT SJOG BALLARAT, AND TERMS IN
SURGERY AND GENERAL PRACTICE AT MDHS.
The focus of appointment to one of the five positions will
be towards Doctors with an interest in rural procedural
General Practice. The recruiting process to find suitable
interns has commenced and we are confident that these
positions will offer excellent training opportunities for
interns in this very important year in their careers.
Dr Eric Kennelly
Director Medical Services
Carolyn Akesson
34
Since 2009 there has been an increase of 2,231 clinical
placement days. This is a phenomenal increase and
recognition must go to our clinical staff and the tertiary
institutions that have supported us in our training
programs. In particular we would like to acknowledge
Deakin University, LaTrobe University, Federation University
Ballarat, Australian Catholic University, Monash University
and Charles Sturt University.
Calendar Year
Clinical Placement Days
2009
1083
2010
1244
2011
1562
2012
3157
2013
3314
Sarah Poul and Russell Barker
• 20% clinical staff have attended foundational level
Clinical Supervision and Support training
• 71 foundational level and 23 intermediate level training
places allocated for 2014
Yvette Brady, Delaney Humphris, Deborah Bennett, Rommy Nicht,
Kimberley Hewlett, Naomi Schott
• 42 students enrolled in 2nd intake of Diploma of
Nursing
• Since the commencement of Diploma of Nursing in 2012
- 28% of Enrolled Nurse workforce have upskilled
from Hospital Certificate or Certificate IV into Diploma
of Nursing
- An additional 13% of Enrolled Nurse workforce are
due to complete Diploma of Nursing within the next
12 months.
Coordination and provision of aged and
acute care clinical placements for Diploma
of Nursing students.
Kathy Galletti and Graeme Foster
Supervised by Clinical Teachers, Deborah Bennett and
Zoe Flavell, who have completed Certificate IV in Training
and Assessment.
Financial Year
No. completed
formal qualification
% completed
formal qualification
2010/11
16
-
2011/12
15/303
5%
2012/13
35/296
12%
2013/14
22/318
7%
Jessica Williamson, Joey Collins, Sally Price, Rebecca Kirsopp,
Louise Westrup and Suzanna Rice
• 18% of employees upskilling to formal qualifications in
2013/2014.
• Formal qualifications range from Certificate III – Master
level on Australian Qualifications Framework.
• Over 90% of employees completed mandatory training.
Chris Jordan and Geoff Laidlaw
35
Corporate Governance
Responsible Officers
for the reporting period
1 July 2013 – 30 June
2014
State
• Hon David Davis MLC
Minister for Health and
Minister for Ageing
Member for Southern
Metropolitan
• Joe Helper MLA
Member for Ripon
Department of Health
• Dr Pradeep Philip
Secretary
Department of Human Services
• Gill McAllister
Secretary
Grampians Region
• Tom Nierdele
Regional Director
Board of Management
As at 30 June 2014
Committees
• Audit and Risk
President:
Louise Staley
• Clinical Consultative
Vice President:
Matthew Wood
• Clinical Governance
Treasurer:
Sally Philip
Board Members:
Russell Barker Bill Braithwaite
Don Cole
Heather Fleming
Graeme Foster • Grampians Health Alliance
• Capital Project Control
Audit & Risk Committee
• Matthew Wood (chair)
• Sally Philip
• Russell Barker
Chief Executive
Nick Bush
Bankers
Commonwealth Bank of Australia
Solicitors
DLA Phillips Fox
Auditors
Coffee Hunt Chartered Accountants
Internal Auditors
Deloitte Touche Tohmatsu
Board of Management
President
Louise Staley
BA, Postgrad Dip Fin, M PubPol, CFA (US), FINSIA, FAICD
Term of Appointment
01.07.11 – 30.06.14
Farmer
Non-Executive Director Grampians Medicare Local
Networking Health Victoria, Fed Square Pty Ltd
Committee Membership
Grampians Health Alliance
Clinical Governance
Building for the Future Foundation
Vice President
Matthew Wood
Board Member since 01.07.11
Manager of Risk, Emergency Services and Local Laws
Ararat Rural City
Treasurer
Sally Philip
BappSci (PE), MBA (HRMan)
Grampians Medicare Local
36
Term of Appointment
01.07.12 – 30.06.15
Audit & Risk
Term of Appointment
01.07.08 – 30.06.14
Audit & Risk
Building for the Future Foundation
The Board
The Board comprises community members who are appointed by the Governor-in Council
on the advice of the Minister for Health, usually for a period of three years, with the option
of applying for reappointment. The powers and functions of the Board are regulated by
the Health Services Act 1988 and the By-Laws made in accordance with the Act. Members
of the Board receive no remuneration, but can be reimbursed for expenses incurred when
undertaking Board member duties.
Member
Russell Barker
Business Manager
Marian College
Member
Bill Braithwaite
Owner/Director
Bratf Olives
Member
Don Cole
Director of Assets, Finances and Corporate Services
Ararat Rural City Council
Member
Heather Fleming
BEd (Sec)
Term of Appointment
01.07.13 – 30.06.15
Audit & Risk
Term of Appointment
01.07.13 – 30.06.16
Clinical Governance
Capital Project Control
Term of Appointment
01.07.13 – 30.06.16
Clinical Consultative
Term of Appointment
01.07.13 – 30.06.16
Farmer & Retired Teacher
Clinical Governance
Member
Graeme Foster
Director
Foster’s Mensland
Term of Appointment
01.07.11 – 30.06.14
Capital Project Control
37
Executive Team
Chief Executive
Nick Bush
MHA, GradDip HSc(Admin),
GradCertCritCare, DipHSc(Nsg), GAICD
Appointed 2011
Director of
Clinical Services
Peter Armstrong
RN, RPN, BNsg, GradDipPsychNsg, MBA
Appointed 2013
Director of Finance
Mike Finch
BBus, CPA
The Chief Executive takes responsibility to lead an effective
workforce that delivers appropriate health care within the
parameters of government policy, financial responsibility
and demographic sensitivity. The Chief Executive works with
the community to explore ways in which our Health Service
continues to deliver services and programs to the diverse rural
community of Western Victoria. The Chief Executive also has
line management for Primary Care, Medical Imaging, Business
Support including Compliments and Concerns, Human
Resources and Community Liaison.
The Director of Clinical Services is responsible for the
management of the Acute Inpatient Unit, Urgent Care Centre,
Oncology Services, Perioperative Services, which includes Day
Procedure, Pre Admission and Dialysis, Education Centre, Aged
Care, Willaura Health Care, Pathology Services, Community
Nursing Services and Infection Control.
The Director of Finance has financial and operational
responsibility for Budget and Finance, Contract Information
Technology, General Accounting, Payroll, Inpatient and Sundry
Billing, Reception, Supply and Medical Imaging.
Appointed 2010
Director
Support Services
Stuart Kerr
PIHHC, DipBus
Appointed 2007
Director
Medical Services
Eric Kennelly
BSc, MBBS, DipRACOG
Appointed 2011
Director Development
and Improvement
Mario Santilli
MBA, RPN, GradCertBusMan,
GradDipPsychNsg
Appointed 2011
38
The Director Support Services is responsible for Catering,
Café Pyrenees/Functions, Environmental/Cleaning and Linen
Services, Fire & Emergency/Security, Maintenance (including
Preventative Maintenance Programs, Building Maintenance,
Project works and Compliance Reporting), Management of
Contractors and Agreements.
The Director of Medical Services is responsible for
credentialing and privileging of all Visiting Medical Officers to
define their scope of practice. The DMS is also responsible for
aspects of the Health Services’ Medico legal work. He liaises
closely with his colleagues from other Grampians Region
health services to ensure that clinical practice throughout the
region reflects current best practice in rural health care.
The Director Development & Improvement has responsibility
to integrate Risk Management across the Organisation,
to ensure that all Standards for Accreditation are met by
providing safe and quality care. The Director also investigates
ways in which the Health Service can reflect Government
priorities strategically.
Senior Staff
Executive Services
Clinical Services
Support Services
Chief Executive
(Freedom of Information Principal Officer)
Nick Bush
Director
Peter Armstrong
Director
Stuart Kerr PIHHC, DipBus
MHA, GradDipHSc(Admin) GradCertCritCare,
DipHSc(Nsg), GAICD
(Complaints Officer)
Glenys Andrew
Julia Ogdin BHSc (SpPath), CPSP, Grad Cert HM,
MIHM, AFCHSE
Ros Bloomfield Cert IV in Employment Services
Community Liaison
Danny Drake GradCert Community Services
Admin & Financial Services
Director of Finance
Mike Finch BBus, CPA
Chief Medical Imaging Technologist
Craig Newson
BApSci Medical Imaging, GradDipApSc Medical
Ultrasound
Information Technology Consultant
Ian Seaman DipLG
Development & Improvement
Director
Mario Santilli
RPN, Grad Cert Bus Man, Grad Dip Psych Nsg
Clinical Governance Co-ordinator
Sarah Woodburn B AppSc(Pod), Grad Dip HSci
(Ex.Rehab), Grad Cert Mgmt
RN, RPN, BNsg, GradDipPsychNsg, MBA
Manager Acute Services
Lorine Paterson RN, DipBus
Manager Perioperative Services
Jane Smith
RN, BNsg, GradDipNsg(PeriOp), Cert.
Infection Control & Sterilisation
Manager Health Information
Catriona Byrne BHIM
Les Moy BHIM, BInfoSys
Executive Chef / Co-ordinator
Michael Kelly Cert III in Commercial
Cookery, DipBus, Cert IV in Workplace
Training and Assessment
Maintenance
Ann Grierson DipMgmt
Environmental, Fire &
Emergency Co-ordinator
Dayle Smith
Manager 70 Lowe Street
Sharon Taylor RN, Grad Cert HPE
Manager Garden View Court
Amanda Hastings EN End, Dip Bus Man
Manager Patricia Hinchey
Day Centre
Jacinta Harman EN End, Dip Bus Man
Christine Jordan
RN, PostGradNsg, CertGerontology, RPN
Manager Community Nursing including District Nursing and
Palliative Care
Jane Bourman RN, Grad Cert Health
Education Manager
Heather Phillips RN, Dip AppSci –
Nursing, Crit Care Cert, Cert IV in Training
and Assessment
Pharmacist
Olga Karia BPharm(Hons)(Russia),
Post Grad Cert Clin Pharm(UK), MSHP, MPS
Infection Control Co-ordinator
Linden Marland
B Nsg, RN, Cert Steril & Inf Cont
39
Medical Services Staff
Director of
Medical Services
Dr Eric Kennelly
BSc MB BS DipRACOG, AFRACMA
Visiting Medical Staff
Dr Graeme Bertuch MBBS, FACRRM
Dr Garry Chung MBBS
Palliative Care Dr David Brumley
MBBS, BMedSci.(Hons), FACRRM
MBBS, FRACGP, FAChPM MSc
Cardiologist
Dr Christopher Hengel MBBS, FRACP
Dr Rodney Reddy MB ChB, FRACP
MBBS, DRANZCOG, FRACGP, FACRRM
Ear, Nose & Throat
Surgeon Dr Mark Deary MBBS, (Zimbabwe)
Mr Niall McConchie MBBS, FRACS
Dr Michael Connellan
Dr Mario Fernando MBBS
Dr Prasad Fonseka MBBS (Sri Lanka)
Gynaecologist Dr Felicity Gould
Dr Michael Bardsley
MBBS (HONS), MRANZCOG, Dip Languages
MBBS, DRANZCOG, FRANZCOG
Dr Arvind Jhamb MBBS
Dr Michael Carter MBBS
Dr Edgardo Lou MD (Phillippines)
Dr Katrina Guerin
Dr Derek Pope MBBS, DRANZCOG, FACRRM
MBBS, DRANZCOG, FRANZCOG
Dr Pieter Pretorius MBChB (Pretoria) M.Med
Dr Greg Mewett
MBBS, DRCOG, FRACGP, FACHPM
Pathologist
Dr Mark Pilbeam
MBBS, BMedSci., Ph.D, FRCPA
Psychiatrist Dr Ramesh Chandra MBBS
Radiologists
Dr Damien Cleeve MBBS, FRANZCR
Dr John Eng MBBS, FRANZCR
Dr Robert Jarvis MBBS, FRANZCR
Dr Sarah Skinner MBBS FRANZCR
Dr Jill Wilkie MBBS RCR
(Family Medicine) FRACGP
Nephrology
Dr Novreen Rasool MBBS
Dr John Richmond MBBS, FRACP
MBChB (Hons), MSc, FRCR
Urologists Dr Chee Sheng Wong
Oncologist &
Haematologist MBBS DRANZCOG (Advanced), FRACGP
Dr Craig Carden MBBS, FRACP
Dr Eric Van Opstal MBBS, DGM, D.Pall Med
FRACGP, DRANZCOG, FACRRM
Dr Michael Zhou MBBS
General Surgeons Dr Ruth Bollard MBChB, FRCS, FRACS
Dr Michael Condous MBBS, FRACS
Dr David Deutscher MBBS, BSC, FRACS
Dr Thomas Fisher MBBS (Melb) FRACS
Ophthalmic Surgeon
Dr David Francis MBBS, FRANZCO
Dr David McKnight MBBS, FRANZCO
Dr Trent Roydhouse MBBS, FRANZCO
Dr Michael Toohey MBBS, FRANZCO
Mr Abrar Maqbool MBBS, FRACS
Orthopaedic Surgeon
Mr Shanthapriya Tellambura MBBS, FRACS
Mr John Patrikios MBBS, MS, FRACS
Dr Ben Yokhanis
Mr Scott Mason MBBS, FRACS
MBCHB (Mosul), FRACS, FRCS (UK)
40
Anaesthetist Dr Neil Provis-Vincent
Dr Julius Tamangani
Dr Lydia Johns Putra MBBS, FRACS
Visiting Dental Staff
Dr Charles Reid BDSc (Liverpool)
Dr Yea Lee Shu BDS
Dr Wacim Gami BDS (India)
Dr Kalyan Nalluri BDS
Ms Kaylene Jackson (Dental Therapist)
Organisational Structure
Board of Governance
President: Louise Staley
Chief Executive
Glenys Andrew
Nick Bush
Director of Support Services
Stuart Kerr
Director of Finance
Mike Finch
Director Clinical Services
Peter Armstrong
Board Members
Catering Services
Environmental Services
Maintenance
Projects/Contracts/Agreements
Budget & Finance
Payroll
Information & Communication
Technology
Supply / Stores
Contracts
Clinical Services
Perioperative Services
Aged Care Services
Community Nursing Services
Education
Infection Control
Russell Barker
Bill Braithwaite
Don Cole
Heather Fleming
Graeme Foster
Sally Philip
Louise Staley
Matthew Wood
Director Development
& Improvement
Mario Santilli
Finance Officer
Tanya O’Brien
Manager Acute Services
Lorine Paterson
Strategic Planning
Quality & Risk Management
Organisational Development
General Accounting
Accounts Receivable
Accounts Payable
Reception
Inpatient Unit
Urgent Care
Chemotherapy
Midwifery Services
Nursing Supervisors
Pharmacy
Post Acute Care
Audit & Risk
Clinical Governance
Grampians Health Alliance
Project Control
Julia Ogdin
Chief Radiographer
Craig Newson
Manager Perioperative Services
Jane Smith
Director of Medical Services
Dr Eric Kennelly
Community Nurses
Dental Services
Diabetic Education
Dietetics
Health Promotion
Occupational Therapy
Physiotherapy
Podiatry
Social Work
Speech Pathology
Women’s Health
Medical Imaging
Perioperative Services
Day Procedure
Dialysis
Ros Bloomfield
Aged Care Services
Community Liaison Officer
Danny Drake
Manager Communtiy
Nursing Services
Jane Bourman
District Nursing
Hospital Admission Risk
Program (HARP)
Hospital In The Home
Palliative Care
Education Centre Manager
Heather Phillips
Board Sub-Committees
Nurse Unit Manager
70 Lowe Street
Nurse Unit Manager
Garden View Court
Nurse Unit Manager
Willaura Health Care
Manager
Health Information Manager
Catriona Byrne
41
Attestation for Compliance with
Australian /New Zealand Risk
Management Standard
I, Nick Bush certify that East Grampians Health Service
has risk management processes in place consistent with
the AS/NZS ISO 31000:2009 (or an equivalent designated
standard) and an internal control system is in place
that enables the executive to understand, manage and
satisfactorily control risk exposures. The Audit Committee
verifies this assurance and that the risk profile of the East
Grampians Health Service has been critically reviewed
within the last 12 months.
Nick Bush
Accountable Officer
31 July 2014
Attestation on Data Integrity
I, Nick Bush certify that East Grampians Health Service has
put in place appropriate internal controls and processes
to ensure that reported data reasonably reflects actual
performance. The East Grampians Health Service has
critically reviewed these controls and processes during
the year.
East Grampians Health Service complies with the Building
Act 1993 – Guidelines issued by the Minister for Finance
for publicly owned buildings.
The Project Control Group guarantees that all works
requiring building approvals have plans certified, works
in progress inspected and Occupancy Permits issued by
independent Building Surveyors.
The Project Control Group ensures that plans for these
works are lodged with the relevant Local Council. It
requires all building practitioners engaged on its works to
show evidence of current registration and to maintain their
registered status for the course of their contract.
All practitioners engaged by the Health Service maintained
their registered status throughout the year.
During the year the following works and maintenance
were undertaken to ensure conformity within the relevant
standards.
Number
Building Works
3
Building certified for approval
3
Works in construction and subject of mandatory inspections
3
Occupancy Permits Issued
(Stage 1a and 1b)
2
MaintenanceNumber
Notices issued for rectification of Substandard buildings requiring urgent attention
Nil
Involving major expenditure and urgent attention Nil
Nick Bush
Accountable Officer
Building Condition Assessment Yes
Essential Services Maintenance
Yes
31 July 2014
Carers Recognition Act 2012
Attestation for Compliance with
the Ministerial Standing Direction
4.5.5.1- Insurance
I, Nick Bush certify that East Grampians Health Service has
complied with Ministerial Direction 4.5.5.1 - Insurance.
Nick Bush
Accountable Officer
31 July 2014
42
Building Act 1993
East Grampians Health Service has in place policies
to ensure employees understand their obligations in
relation to this Act, and carry out their duties to reflect
the care relationship principles in developing, providing
or evaluating support and assistance for persons in care
relationship.
Competitive Neutrality
All competitive neutrality requirements were met in
accordance with Government costing policies for
public hospitals and complied with the National
Competition Policy.
Consultancies
There were no consultancies over $10,000 during the year.
In 2013-14, East Grampians Health Service engaged
six consultancies where the total fees payable to
the consultants were less than $10 000, with a total
expenditure of $12,090 (excl. GST).
Information Privacy Act 2000 and Health
Records Act 2001
Privacy Legislation commenced July 1 2002 and comprises
• Health Records Act 2001
• Information Privacy Act 2000
Ex-Gratia Payments
Information Privacy Act 2001 covers the privacy
principles of:
No ex-gratia payments were incurred in 2013/2014.
• The collection of health information
Fees
All fees charged by East Grampians Health Service are
regulated by the Commonwealth Department of Health
and Aged Care, the Commonwealth Department of Family
Services of the Hospital and Charities (Fees) Regulations
1986, or as otherwise determined by the Victorian
Department of Health.
Financial Management Act 1994 (FMA)
In accordance with the Direction of the Minister for
Finance (Part 9.1.3 (iv) information requirements have
been prepared and are available to the relevant Minister,
Members of Parliament and the public on request to the
Chief Executive Officer. The Board of East Grampians
Health Service is confident that it has complied with the
obligations as set out in the FMA.
Freedom of Information
East Grampians Health Service is an agency subject to the
Freedom of Information Act 1982. As required under The
Act, East Grampians Health Service has nominated the
Chief Executive, Nick Bush, as the Principal Officer and
Manager Executive Services, Glenys Andrew, as the Officer.
The legislated application fee for the 2013/14 financial
year was $25.10 per application, and the processing fee
included a search fee of $20 and a photocopying fee of 20
cents per A4 page. All reports requested from the Director
of Medical Services, Eric Kennelly, incurred a fee of $100.
Exemptions applied that related to privacy of patients and
third parties.
• Use and disclosure of health information
• Data quality
• Data security and retention of information
• Openness
• Access to health information
East Grampians Health Service has policies to ensure that
the personal health information of patients, residents and
clients remains confidential and secure, will only be used
by non-service staff with the consent of the consumer
and is accessible by the consumer under Freedom of
Information guidelines.
Patients, families, residents and clients are informed of
their rights regarding their health information on first
contact with the Health Service.
The Chief Executive Officer is the designated Privacy
Officer and manages all enquiries relating to these
two Acts.
52 written requests were received in 2013/14.
Occupational Health and Safety 2004
East Grampians Health Service is guided in its
occupational health and safety responsibilities by the
Occupational Health and Safety Act 2004 and its Schedules
of 2007. Designated work groups are in operation with
trained OH&S representatives available to consult on
matters of an OH&S nature. A committee operates to
develop strategic thinking in relation to the safety and
welfare of workers. A set of lead and lag indicators are
set and quarterly reported to the Board. These indicators
include the participation of staff in training; the number
In 2013/14 East Grampians Health Service received 52
of incidents and the types of incidents and how they
requests, all of which were processed and granted in full.
have been managed; the numbers of days lost to injury;
the cost of injury and measurement of our performance
against industry Standards. The Health Service participates
Requests in WorkCover inspections. No Provisional Improvement
2013/14 2012/13
2011/12 2010/11 Notices were issued in 2013/14.
52
61
58
57
43
(continued)
Pecuniary Interest
Publications
During the Reporting Period there were no instances that
required a declaration of Pecuniary Interest.
East Grampians Health Service produces a number of
publications for the community in order to give them a
better understanding of our services and programs. They
include the Annual Report, Quality of Care Report and a
range of patient information brochures. They are available
at Ararat and Willaura. These publications are also
available on line at www.eghs.net.au
Protected Disclosure Act 2012
East Grampians Health Service takes very seriously all
allegations of improper conduct by its employees or the
Board of Management. This can include corrupt conduct,
substantial mismanagement of public resources or conduct
involving substantial risk to public health or safety.
The Protected Disclosure Act 2012 is designed to
protect people who disclose information about serious
wrongdoings within the Victorian Public Sector and to
provide a framework for the investigation of these matters.
Disclosures of improper conduct by East Grampians Health
Service or its employees may be made to:
The Protected Disclosure Co-ordinator
Nick Bush
[email protected]
or
The Ombudsman Victoria
Level 22, 459 Collins Street, Melbourne, 3000
Tel: 9613 6222 Toll free: 1800 806 314
In 2013/14 there were no disclosures or notifications of
disclosure relevant to the Protected Disclosure Act received.
44
Registration
All practitioners engaged by the Health Service maintained
their registered status throughout the year.
Victorian Industry Participation Policy
East Grampians Health Service complies with the
requirements of the Victorian Industry Participation Policy
Act 2003 and wherever practicable and fiscally responsible
will make every endeavour to purchase locally.
Compliance Disclosure Index
The Annual Report of East Grampians Health Service is prepared in accordance with all relevant Victorian legislation. This
index has been prepared to facilitate identification of the Department’s compliance with statutory disclosure requirements.
Ministerial Directions
Financial statements required under
Part 7 of the FMA
Report of Operations - FRD Guidance
Legislation Requirement
Page
Legislation Requirement
Charter and Purpose
FRD 22E
Manner of establishment and the relevant Ministers 03, 36
FRD 22E
Objectives, functions, powers and duties
02
FRD 22E
Nature and range of services provided
04
SD 4.2(a)
SD 4.2(b)
SD 4.2(b)
SD 4.2(b)
Management and structure
FRD 22E
Organisational structure
Other requirements under Standing
Directions 4.2
41
Financial and other information
FRD 10
Disclosure index
45
FRD 11A Disclosure of ex-gratia expenses
43
FRD 12A Disclosure of major contracts
43
FRD 21B Responsible person and executive 13, 43, FR
officer disclosures FRD 22E
Application and operation of Protected 44
Disclosure Act 2012
FRD 22E
Application and operation of Carers Recognition Act 2012 42
FRD 22E
Application and operation of Freedom of Information 43
Act 1982
FRD 22E
Compliance with building and maintenance provisions 42
of Building Act 1993
FRD 22E
Details of consultancies over $10,000
43
FRD 22E
Details of consultancies under $10,000
43
FRD 22E
Employment and conduct principles 26
FRD 22E
Major changes or factors affecting performance 09
FRD 22E
Occupational Health and Safety
43
FRD 22E
FRD 22E
FRD 22E
FRD 22E
FRD 22E
FRD 22E
FRD 22E
FRD 22E
FRD 25B
FRD 29
SD 4.2(g)
SD 4.2(j)
SD 3.4.13
SD 4.5.5.1
SD 4.5.5
Operational and budgetary objectives and 10-13
performance against objectives
Reporting of office-based environmental impacts
21
Significant changes in financial position during the year 09
Statement of availability of other information
43
Statement on National Competition Policy
42
Subsequent events
FR
Summary of the financial results for the year
09
Workforce Data Disclosures including a statement on 26
the application on employment and conduct principles. Victorian Industry Participation Policy disclosures
44
Workforce Data disclosures
26
Specific information requirements 05-09
Sign-off requirements
13, 43, FR
Attestation on Data Integrity
42
Ministerial Standing Direction 4.5.5.1 42
compliance attestation
Risk Management compliance attestation
42
FR = Financial Report
SD 4.2(a)
SD 4.2(c)
SD 4.2(c)
SD 4.2(d)
Page
Statement of Changes in Equity
FR
Operating Statement
FR
Balance Sheet
FR
Cash Flow StatementFR
Compliance with Australian accounting standards and other authoritative pronouncements
Accountable officer’s declaration
Compliance with Ministerial Directions
Rounding of amounts Legislation
Freedom of Information Act 1982
Protected Disclosure Act 2012
Carers Recognition Act 2012
Victorian Industry Participation Policy Act 2003
Building Act 1993
Financial Management Act 1994
FR
FR
43, FR
FR
43
44
42
44
42
43
Additional information (FRD 22E)
In compliance with the requirements of FRD 22E Standard Disclosures in the
Report of Operations, details in respect of the items listed below have been
retained by East Grampians Health Service and are available to the relevant
Ministers, Members of Parliament and the public on request (subject to the
freedom of information requirements, if applicable):
a) A statement of pecuniary interest has been completed;
b) Details of shares held by senior officers as nominee or held
beneficially;
c) Details of publications produced by the Department about the
activities of the Health Service and where they can be obtained;
d) Details of changes in prices, fees, charges, rates and levies charged by
the Health Service;
e) Details of any major external reviews carried out on the Health
Service;
f) Details of major research and development activities undertaken by
the Health Service that are not otherwise covered either in the Report
of Operations or in a document that contains the financial statements
and Report of Operations;
g) Details of overseas visits undertaken including a summary of the
objectives and outcomes of each visit;
h) Details of major promotional, public relations and marketing activities
undertaken by the Health Service to develop community awareness of
the Health Service and its services;
i) Details of assessments and measures undertaken to improve the
occupational health and safety of employees;
j) General statement on industrial relations within the Health Service
and details of time lost through industrial accidents and disputes,
which is not otherwise detailed in the Report of Operations;
k) A list of major committees sponsored by the Health Service, the
purposes of each committee and the extent to which those purposes
have been achieved;
l) Details of all consultancies and contractors including consultants/
contractors engaged, services provided, and expenditure committed for
each engagement.
45
2013/14
FINANCIAL REPORT
Contents
Certification
Victorian Auditor General’s Report
Disclosure Index
FRD 22B Relevant Ministers
FRD 15B Executive Officer disclosures
FRD 21A Responsible person and
Executive officer disclosures
Subsequent Events
i
ii-iii
FR 48
FR 49
FR 48/FR 49
FR 49
Financial Statements required under Part 7 of the FMA
SD 4.2(a) Statement of changes in equity
SD 4.2(b) Operating statement
SD 4.2(b) Balance sheet
SD 4.2(b) Cash flow statement
Other requirements under Standing Directions 4.2
SD 4.2(a) Compliance with Australian
Accounting Standards and other authoritative
pronouncements
SD 4.2(c) Accountable officer’s declaration
SD 4.2(c) Compliance with Ministerial Directions
SD 4.2(d) Rounding of amounts
FR 3
FR 1
FR 2
FR 4
FR 5
i
FR 5
FR 8
i
ii
iii
Annual Report 2013/2014
Comprehensive Operating Statement
For the Year Ended 30 June 2014
Note
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Consolidated Consolidated
Entity
Entity
2014
2013
$'000
$'000
Revenue from Operating Activities
2
30,380
28,970
30,456
29,028
Revenue from Non-operating Activities
2
-
-
51
57
Employee Expenses
3
(19,040)
(18,305)
(19,040)
(18,305)
Non Salary Labour Costs
3
(2,996)
(2,491)
(2,996)
(2,491)
Supplies & Consumables
3
(3,737)
(3,880)
(3,737)
(3,880)
Administrative Expenses
3
(1,458)
(1,415)
(1,715)
(1,425)
Other Expenses From Continuing Operations
3
(3,060)
(2,816)
(3,063)
(2,819)
Net Result Before Capital & Specific Items
89
63
2
1,649
1,796
1,649
1,796
Depreciation and Amortisation
4
(3,071)
(2,774)
(3,071)
(2,774)
Expenditure using Capital Purpose Income
3
(107)
(186)
(107)
(186)
(1,440)
(1,101)
(1,573)
(999)
Other comprehensive income
Changes in physical asset revaluation surplus
8,720
2,741
8,720
2,741
COMPREHENSIVE RESULT FOR THE YEAR
7,280
1,640
7,147
1,742
Capital Purpose Income
NET RESULT FOR THE YEAR
This Statement should be read in conjunction with the accompanying notes.
FR1
(44)
165
Balance Sheet
As at 30 June 2014
Note
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
Current Assets
Cash and Cash Equivalents
5
6,067
7,324
7,229
8,593
Receivables
6
908
1,104
914
1,124
Inventories
7
54
46
54
46
Other Current Assets
8
147
147
147
147
7,176
8,621
8,344
9,910
Total Current Assets
Non-Current Assets
Receivables
6
841
723
841
723
Property, Plant & Equipment
9
41,339
34,999
41,339
34,999
Investment Properties
1,105
-
1,105
-
Total Non-Current Assets
10
43,285
35,722
43,285
35,722
TOTAL ASSETS
50,461
44,343
51,629
45,632
Current Liabilities
Payables
11
943
2,450
946
2,453
Provisions
12
4,180
3,882
4,180
3,882
Other Liabilities
13
3,052
3,037
3,064
3,037
8,175
9,369
8,190
9,372
Total Current Liabilities
Non-Current Liabilities
Provisions
12
642
610
642
610
642
610
642
610
8,817
9,979
8,832
9,982
41,644
34,364
42,797
35,650
Total Non-Current Liabilities
TOTAL LIABILITIES
NET ASSETS
EQUITY
Property, Plant & Equipment Revaluation Surplus
14a
22,456
13,736
22,456
13,736
General Purpose Surplus
14a
140
139
140
139
Restricted Specific Purpose Surplus
14a
399
590
399
590
Contributed Capital
14b
19,896
19,896
19,896
19,896
Accumulated Surpluses/(Deficits)
14c
(1,247)
TOTAL EQUITY
14
Contingent Assets and Contingent Liabilities
18
Commitments for Expenditure
17
41,644
3
34,364
(94)
42,797
1,289
35,650
FR2
Restricted
Specific
Purpose
Surplus
General
Purpose
Surplus
Property, Plant
& Equipment
Revaluation
Surplus
Accumulated
Surpluses/
(Deficits)
Total
Contributions
by Owners
-
-
-
(1,573)
1,297
(8)
-
(999)
-
8,720
(1,573)
35,650
-
2,741
(999)
33,908
$'000
-
19,896
-
2,304
$'000
-
-
(5)
19,896
$'000
33,908 -
-
590
Total
$'000
Statement of Changes in Equity
General
Purpose
th Service Consolidated Entity
s in Equity
une 2014
Property, Plant
& Equipment
Restricted
Contributions Accumulated
$'000
$'000
SpecificNote by Owners
Surpluses/
Purpose
(Deficits)123
10,995
Surplus
(999)
590
-
Surplus
Revaluation
Balance
at 30 June 2012Surplus
--
2,741
-
-
-
-
2,741
14a
8
- 2013
Balance at 30 June
14a,cNet result for the year
-
-
13,736
-
35,650 -
-
(8)-
-
-
Net result for the year
--
1,2975
(281)
$'000
8,720
19,896
-
(5)
-
(999)
131
2,3048
-
19,896 -
(1,573)
590
Balance at 30 June
- 2014
-
$'000
14a
(1,573)
136
19,896 -
590
14a,c
22,456
$'000 2,741
Other comprehensive income for the year
-
590
14a,c
131
Transfer to / 13,736
(from) accumulated surplus
-
$'000 14a
-
123
-
NoteOther comprehensive
$'000
income$'000
for the year
8,720
5
590
-
Contributions
by Owners
Accumulated
Surpluses/
(Deficits)
Total
-
-
11
(8)
-
(1,101)
(1,440)
34,364
-
2,741
(1,101)
32,724
$'000
-
(1,440)
-
8,720
1,120
$'000
-
19,896
-
19,896
$'000
-
-
(5)
590
Restricted
Specific
42,797
Purpose
Surplus
Total
$'000
42,797
14a
-
Parent Entity
136
General
Purpose
(281)
Surplus
8,720
14a,c
22,456
Property, Plant
& Equipment
19,896
Revaluation
Surplus
Accumulated
Surpluses/
(Deficits)123
32,724 -
-
General
Purpose
Revaluation
Balance
at 1 July 2012 Surplus
Property, Plant
& Equipment
Restricted
Contributions
SpecificNote by Owners
$'000
Purpose
10,995
Surplus
-
(1,101)
590
-
Surplus
-
-
Net result for the year
34,364 -
$'000
-
-
-
-
-
--
-
(8)-
-
--
2,741
1,120 8
-
-
8,720
(1,101)
131
8
-
13,736
14a
(5)
41,644
-
(1,434)
-
Balance at 30 June
- 2014
2,741
14a,cNet result for the year
-
- 2013
Balance at 30 June
-
115
$'000
8,720
(1,434)
19,896 -
19,896 -
19,896
$'000 2,741
14a
(1,440)
590
590
14a,c
590
14a,c
(1,440)
136
$'000 14a
Other comprehensive income for the year
22,456
123
Transfer to /10,995
131
-
NoteOther comprehensive
$'000
income for the year
-
-
19,896
41,644
-
8,720
590
14a
136
14a,cThis Statement should
- be read in conjunction
5
with the accompanying
notes.
22,456
FR
East Grampians Health Serv
FR3
Cash Flow Statement
Note
Parent
Entity
2013
$'000
Parent
Entity
2014
$'000
Entity
Entity
2014
2013
$'000
$'000
CASH FLOWS FROM OPERATING ACTIVITIES
Operating Grants from Government
24,418
23,682
24,418
23,682
Patient and Resident Fees Received
2,726
2,825
2,726
2,825
Donations and Bequests Received
132
13
208
71
GST Received from/(paid to) ATO
1,033
717
1,033
717
Interest Received
Other Receipts
Employee Expenses Paid
-
17
51
57
2,919
2,504
2,945
2,504
(18,710)
(18,418)
(18,710)
(18,418)
(3,296)
(2,740)
(3,296)
(2,740)
Payments for Supplies & Consumables
(5,308)
(3,299)
(5,312)
(3,303)
(5,144)
(4,974)
(5,400)
(4,983)
(1,230)
327
(1,337)
Other Payments
Cash Generated from Operations
412
Capital Grants from Government
921
1,095
921
1,095
Capital Donations and Bequests Received
328
322
328
322
Other Capital Receipts
347
402
347
402
366
2,146
259
2,231
NET CASH INFLOW/(OUTFLOW) FROM
OPERATING ACTIVITIES
15
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for Non-Financial Assets
(1,789)
Proceeds from sale of Non-Financial Assets
61
NET CASH INFLOW/(OUTFLOW) FROM
INVESTING ACTIVITIES
(1,728)
NET INCREASE/(DECREASE) IN CASH HELD
(1,362)
CASH AND CASH EQUIVALENTS AT BEGINNING OF
PERIOD
CASH AND CASH EQUIVALENTS AT END OF
PERIOD
5
(2,104)
140
(1,964)
182
(1,789)
61
(1,728)
(1,469)
(2,104)
140
(1,964)
267
4,387
4,205
5,656
5,389
3,025
4,387
4,187
5,656
FR4
Notes To and Forming Part of the Financial Statements
Note 1: Statement of Significant Accounting Policies
These annual financial statements represent the audited general purpose financial statements for East Grampians
Health Service for the year ended 30 June 2014. The purpose of the report is to provide users with information
about East Grampians Health Service's stewardship of resources entrusted to it.
(a)
Statement of Compliance
These financial statements are a general purpose financial report which have been prepared in accordance with the
Financial Management Act 1994 and applicable Australian Accounting Standards (AASs), which include
interpretations issued by the Australian Accounting Standards Board (AASB). They are presented in a manner
consistent with the requirements of AASB 101 Presentation of Financial Statements.
The financial statements also comply with relevant Financial Reporting Directions (FRDs) issued by the Department
of Treasury and Finance, and relevant Standing Directions (SDs) authorised by the Minister for Finance.
East Grampians Health Service is a not-for profit entity and therefore applies the additional Aus paragraphs
applicable to "not-for-profit" entities under the AASs.
The annual financial statements were authorised for issue by the Board of East Grampians Health Service on 26
August 2014.
(b)
Basis of preparation
Accounting policies are selected and applied in a manner which ensures that the resulting financial information
satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions
or other events is reported.
The accounting policies set out below have been applied in preparing the financial statements for the year ended 30
June 2014, and the comparative information presented in these financial statements for the year ended 30 June
2013.
The going concern basis was used to prepare the financial statements.
These financial statements are presented in Australian dollars, the functional and presentation currency of East
Grampians Health Service.
The financial statements, except for cash flow information, have been prepared using the accrual basis of
accounting. Under the accrual basis, items are recognised as assets, liabilities, equity, income or expenses when
they satisfy the definitions and recognition criteria for those items, that is they are recognised in the reporting
period to which they relate, regardless of when cash is received or paid.
The financial statements are prepared in accordance with the historical cost convention, except for:
- non current physical assets, which subsequent to acquisition, are measured at a revalued amount
being their fair value at the date of the revaluation less any subsequent accumulated depreciation and
subsequent losses. Revaluations are made and are reassessed with sufficient regularity to ensure that
the carrying amounts do not materially differ from their fair values;
- The fair value of assets other than land is generally based on their depreciated replacement value.
Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities
that are not readily apparent from other sources. The estimates and associated assumptions are based on
professional judgements derived from historical experience and various other factors that are believed to be
reasonable under the circumstances. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimate is revised if the revision affects only that period or in the period of
the revision, and future periods if the revision affects both current and future periods. Judgements made by
management in the application of AASs that have significant effects on the financial statements and estimates, with
a risk of material adjustments in the subsequent reporting period, related to:
- the fair value of land, buildings, infrastructure, plant and equipment (refer to note 1(j);
- actuarial assumptions for employee benefit provisions based on likely tenure of existing staff,
patterns of leave claims, future salary movements and future discount rates (refer to note 1(k)).
Consistent with AASB 13 Fair Value Measurement, East Grampians Health Service determines the policies and
procedures for both recurring fair value measurements such as property, plant and equipment, investment
properties and financial instruments, and for non-recurring fair value measurements such as non-financial physical
assets held for sale, in accordance with the requirements of AASB 13 and the relevant FRDs.
FR 5
FR5
All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised
within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair
value measurement as a whole:
Level 1 – Quoted (unadjusted) market prices in active markets for identical assets or liabilities
Level 2 – Valuation techniques for which the lowest level input that is significant to the fair value
measurement is directly or indirectly observable
Level 3 – Valuation techniques for which the lowest level input that is significant to the fair value
measurement is unobservable.
For the purpose of fair value disclosures, East Grampians Health Service has determined classes of assets and
liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value
hierarchy as explained above.
In addition, East Grampians Health Service determines whether transfers have occurred between levels in the
hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value
measurement as a whole) at the end of each reporting period.
The Valuer-General Victoria (VGV) is East Grampians Health Service’s independent valuation agency.
East Grampians Health Service, in conjunction with VGV monitors the changes in the fair value of each asset and
liability through relevant data sources to determine whether revaluation is required.
(c)
Reporting Entity
The financial statements include all the controlled activities of East Grampians Health Service.
Its principal address is:
Girdlestone Street, Ararat, Victoria 3377.
A description of the nature of East Grampians Health Service’s operations and its principal activities is included in
the report of operations, which does not form part of these financial statements.
Objectives and funding
East Grampians Health Service's overall objective is to improve our communities health and quality of life through
strong partnerships and by responding to changing needs, as well as improve the quality of life to Victorians.
East Grampians Health Service is predominantly funded by accrual based grant funding for the provision of outputs.
(d)
Principles of Consolidation
In accordance with AASB 127 Consolidated and Separate Financial Statements, the consolidated financial
statements of East Grampians Health Service incorporates the assets and liabilities of all entities controlled by East
Grampians Health Service as at 30 June 2014, and their income and expenses for that part of the reporting period in
which control existed. Control exists when East Grampians Health Service has the power to govern the financial and
operating policies of an entity so as to obtain benefits from its activities. In assessing control, potential voting rights
that presently are exercisable are taken into account. The consolidated financial statements include the audited
financial statements of the controlled entities listed in note 23.
Where control of an entity is obtained during the financial period, its results are included in the comprehensive
operating statement from the date on which control commenced. Where control ceases during a financial period, the
entity’s results are included for that part of the period in which control existed. Where dissimilar accounting policies
are adopted by entities and their effect is considered material, adjustments are made to ensure consistent policies
are adopted in these financial statements.
Bodies consolidated into East Grampians Health Service reporting entity include:
-
East Grampians Health Building For The Future Foundation
Intersegment Transactions
Transactions between segments within East Grampians Health Service have been eliminated to reflect the extent of
the East Grampians Health Service’s operations as a group.
Jointly controlled assets or operations
Interests in jointly controlled assets or operations are not consolidated by East Grampians Health Service, but are
accounted for in accordance with the policy outlined in note 1(j) Financial assets.
FR 6
FR6
(e)
Scope and presentation of financial statements
Fund Accounting
East Grampians Health Service operates on a fund accounting basis and maintains three funds: Operating, Specific
Purpose and Capital Funds. East Grampians Health Service’s Capital and Specific Purpose Funds include unspent
capital donations and receipts from fundraising activities conducted solely in respect of these funds.
Services Supported By Health Services Agreement and Services Supported By Hospital and Community
Initiatives
Activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the
Department of Health and includes Residential Aged Care Services (RACS) and are also funded from other sources
such as the Commonwealth, patients and residents, while Services Supported by Hospital and Community Initiatives
(H&CI) are funded by the Health Service's own activities or local initiatives and/or the Commonwealth.
Residential Aged Care Service
Residential Aged Care Service operations are an integral part of East Grampians Health Service and shares its
resources. An apportionment of land and buildings has been made based on floor space. The results of the two
operations have been segregated based on actual revenue earned and expenditure incurred by each operation in
note 19 to the financial statements.
Residential Aged Care Services are substantially funded from Commonwealth bed-day subsidies.
Comprehensive operating statement
The comprehensive operating statement includes the subtotal entitled ‘Net result Before Capital & Specific Items’ to
enhance the understanding of the financial performance of East Grampians Health Service. This subtotal reports the
result excluding items such as capital grants, assets received or provided free of charge, depreciation, and items of
an unusual nature and amount such as specific income and expenses. The exclusion of these items is made to
enhance matching of income and expenses so as to facilitate the comparability and consistency of results between
years and Victorian Public Health Services. The ‘Net result Before Capital & Specific Items’ is used by the
management of East Grampians Health Service, the Department of Health and the Victorian Government to measure
the ongoing performance of health services in operating hospital services.
Capital and specific items, which are excluded from this sub-total, comprise:
-
Capital purpose income, which comprises all tied grants, donations and bequests received for the
purpose of acquiring non-current assets, such as capital works, plant and equipment or intangible
assets. It also includes donations of plant and equipment (refer note 1 (f)). Consequently the
recognition of revenue as capital purpose income is based on the intention of the provider of the
revenue at the time the revenue is provided.
-
Depreciation as described in note 1 (g).
-
Assets provided or received free of charge (refer to Notes 1 (f) and (g)); and
-
Expenditure using capital purpose income, comprises expenditure which either falls below the asset
capitalisation threshold or doesn’t meet asset recognition criteria and therefore does not result in the
recognition of an asset in the balance sheet, where funding for that expenditure is from capital purpose
income.
Balance sheet
Assets and liabilities are categorised either as current or non-current (non-current being those assets and liabilities
expected to be recovered/settled more than 12 months after reporting period), are disclosed in the notes where
relevant.
Statement of changes in equity
The statement of changes in equity presents reconciliations of each non-owner and owner equity opening balance at
the beginning of the reporting period to the closing balance at the end of the reporting period. It also shows
separately changes due to amounts recognised in the comprehensive result and amounts recognised in other
comprehensive income related to other non owner changes in equity.
Cash flow statement
Cash flows are classified according to whether or not they arise from operating activities, investing activities, or
financing activities. This classification is consistent with requirements under AASB 107 Statement of Cash Flows.
FR 7
FR7
Rounding
All amounts shown in the financial statements are expressed to the nearest $1,000 unless otherwise stated.
Minor discrepancies in tables between totals and sum of components are due to rounding.
AASB 13 Fair Value Measurement
AASB 13 establishes a single source of guidance for all fair value measurements. AASB 13 does not change when a
health service is required to use fair value, but rather provides guidance on how to measure fair value under
Australian Accounting Standards when fair value is required or permitted. The health service has considered the
specific requirements relating to highest and best use, valuation premise, and principal (or most advantageous)
market. The methods, assumptions, processes and procedures for determining fair value were revised and adjusted
where applicable. In light of AASB 13, the health service has reviewed the fair value principles as well as its current
valuation methodologies in assessing the fair value, and the assessment has not materially changed the fair values
recognised.
AASB 13 has predominantly impacted the disclosures of the health service. It requires specific disclosures about fair
value measurements and disclosures of fair values, some of which replace existing disclosure requirements in other
standards, including AASB 7 Financial Instruments: Disclosures.
The disclosure requirements of AASB 13 apply prospectively and need not to be provided for comparative periods,
before initial application. Consequently, comparatives of these disclosures have not been provided for 2012-13,
except for financial instruments, of which the fair value disclosures are required under AASB 7 Financial Instruments
Disclosures.
AASB 119 Employee Benefits
In 2013-14, the health service has applied AASB 119 Employee Benefits (Sep 2011, as amended), and related
consequential amendments for the first time.
The revised AASB 119 changes the accounting for defined benefit plans and termination benefits. The most
significant change relates to the accounting for changes in defined benefit obligation and plan assets. As the current
accounting policy is for the Department of Treasury and Finance to recognise and disclose the State’s defined benefit
liabilities in its financial statements, changes in defined benefit obligations and plan assets will have limited impact
on the health service.
The revised standard also changes the definition of short-term employee benefits. These were previously benefits
that were expected to be settled within 12 months after the end of the reporting period in which the employees
render the related service, however, short-term employee benefits are now defined as benefits expected to be
settled wholly within 12 months after the end of the reporting period in which the employees render the related
service. As a result, accrued annual leave balances which were previously classified as short-term employee benefits
no longer meet this definition and are now classified as long-term employee benefits. This has resulted in a change
of measurement for the annual leave provision from an undiscounted to discounted basis.
The change in classification has not materially altered East Grampians Health Service's measurement of it's annual
leave provision.
(f)
Income from transactions
Income is recognised in accordance with AASB 118 Revenue and is recognised as to the extent that it is probable
that the economic benefits will flow to East Grampians Health Service and the income can be reliably measured.
Unearned income at reporting date is reported as income received in advance.
Amounts disclosed as revenue are, where applicable, net of returns, allowances and duties and taxes.
Government Grants and other transfers of income (other than contributions by owners)
In accordance with AASB 1004 Contributions, government grants and other transfers of income (other than
contributions by owners) are recognised as income when East Grampians Health Service gains control of the
underlying assets irrespective of whether conditions are imposed on East Grampians Health Services use of the
contributions.
Contributions are deferred as income in advance when East Grampians Health Service has a present obligation to
repay them and the present obligation can be reliably measured.
Indirect Contributions from the Department of Health
-
Insurance is recognised as revenue following advice from the Department of Health.
FR 8
FR8
-
Long Service Leave (LSL) – Revenue is recognised upon finalisation of movements in LSL liability in line
with the arrangements set out in the Metropolitan Health and Aged Care Services Division Hospital
Circular 5/2013.
Patient and Resident Fees
Patient fees are recognised as revenue at the time invoices are raised.
Revenue from commercial activities
Revenue from commercial activities is recognised at the time invoices are raised.
Donations and Other Bequests
Donations and bequests are recognised as revenue when received. If donations are for a special purpose, they may
be appropriated to a reserve, such as the restricted specific purpose reserve.
Interest Revenue
Interest revenue is recognised on a time proportionate basis that takes in account the effective yield of the financial
asset, which allocates interest over the relevant period.
Fair value of assets and services received free of charge or for nominal consideration
Resources received free of charge or for nominal consideration are recognised at their fair value when the transferee
obtains control over them, irrespective of whether restrictions or conditions are imposed over the use of the
contributions, unless received from another Health Service or agency as a consequence of a restructuring of
administrative arrangements. In the latter case, such transfer will be recognised at carrying value. Contributions in
the form of services are only recognised when a fair value can be reliably determined and the service would have
been purchased if not received as a donation.
(g)
Expense Recognition
Expenses are recognised as they are incurred and reported in the financial year to which they relate.
Cost of Goods Sold
Costs of goods sold are recognised when the sale of an item occurs by transferring the cost or value of the item/s
from inventories.
Employee expenses
Employee expenses include:
Wages and salaries;
Annual leave;
Sick leave;
Long service leave; and
Superannuation expenses which are reported differently depending upon whether employees are
members of defined benefit or defined contribution plans.
Defined contribution plans
In relation to defined contribution (i.e. accumulation) superannuation plans, the associated expense is simply the
employer contributions that are paid or payable in respect of employees who are members of these plans during the
reporting period. Contributions to defined contribution superannuation plans are expensed when incurred.
Defined benefit plans
The amount charged to the comprehensive operating statement in respect of defined benefit superannuation plans
represents the contributions made by East Grampians Health Service to the superannuation plans in respect of the
services of current Health Service staff during the reporting period. Superannuation contributions are made to the
plans based on the relevant rules of each plan, and are based upon actuarial advice.
Employees of East Grampians Health Service are entitled to receive superannuation benefits and East Grampians
Health Service contributes to both the defined benefit and defined contribution plans. The defined benefit plan
provide benefits based on years of service and final average salary.
FR 9
FR9
The name and details of the major employee superannuation funds and contributions made by East Grampians
Health Service are as follows:
Fund
Defined benefit plans:
Health Super Superannuation Fund
Defined contribution plans:
Health Super Superannuation Fund
HESTA Superannuation Fund
Total
Contributions Paid or
Payable for the year
2014
2013
$'000
$'000
120
135
1,106
263
1,489
1,076
227
1,438
Depreciation
All infrastructure assets, buildings, plant and equipment and other non-financial physical assets that have finite
useful lives are depreciated. Depreciation begins when the asset is available for use, which is when it is in the
location and condition necessary for it to be capable of operating in a manner intended by management.
Depreciation is generally calculated on a straight line basis, at a rate that allocates the asset value, less any
estimated residual value over its estimated useful life. Estimates of the remaining useful lives and depreciation
method for all assets are reviewed at least annually, and adjustments made where appropriate. This depreciation
charge is not funded by the Department of Health. Assets with a cost in excess of $1,000 are capitalised and
depreciation has been provided on depreciable assets so as to allocate their cost or valuation over their estimated
useful lives.
The following table indicates the expected useful lives of non current assets on which the depreciation charges are
based.
Buildings
- Structure Shell Building Fabric
- Site Engineering Services and Central Plant
Central Plant
- Fit Out
- Trunk Reticulated Building Systems
Plant & Equipment
Medical Equipment
Computers and Communication
Furniture and Fitting
Motor Vehicles
2014
2013
5 to 50 years
5 to 50 years
5 to 50 years
5 to 50 years
5 to 50 years
5 to 50 years
5 to 15 years
5 to 15 years
3 to 5 years
5 to 15 years
5 to 7 years
5 to 50 years
5 to 50 years
5 to 15 years
5 to 15 years
3 to 5 years
5 to 15 years
5 to 7 years
As part of the buildings valuation, building values were separated into components and each component assessed
for its useful life which is represented above.
Other operating expenses
Other operating expenses generally represent the day-to-day running costs incurred in normal operations and
include:
Supplies and consumables
Supplies and services costs which are recognised as an expense in the reporting period in which they are incurred.
The carrying amounts of any inventories held for distribution are expensed when distributed.
Bad and doubtful debts
Refer to Note 1 (j) Impairment of financial assets.
(h)
Other comprehensive income
Other comprehensive income measures the change in volume or value of assets or liabilities that do not result from
transactions.
FR 10
FR10
Net gain/(loss) on non-financial assets
Net gain/(loss) on non-financial assets and liabilities includes realised and unrealised gains and losses as follows:
Revaluation gains/(losses) of non-financial physical assets
Refer to Note 1(j) Revaluations of non-financial physical assets.
(i)
Financial instruments
Financial instruments arise out of contractual agreements that give rise to a financial asset of one entity and a
financial liability or equity instrument of another entity. Due to the nature of East Grampians Health Service’s
activities, certain financial assets and financial liabilities arise under statute rather than a contract. Such financial
assets and financial liabilities do not meet the definition of financial instruments in AASB 132 Financial Instruments:
Presentation. For example, statutory receivables arising from taxes, fines and penalties do not meet the definition of
financial instruments as they do not arise under contract.
Where relevant, for note disclosure purposes, a distinction is made between those financial assets and financial
liabilities that meet the definition of financial instruments in accordance with AASB 132 and those that do not.
The following refers to financial instruments unless otherwise stated.
Categories of non-derivative financial instruments
Loans and receivables
Loans and receivables are financial instrument assets with fixed and determinable payments that are not quoted on
an active market. These assets are initially recognised at fair value plus any directly attributable transaction costs.
Subsequent to initial measurement, loans and receivables are measured at amortised cost using the effective
interest method, less any impairment.
Loans and receivables category includes cash and deposits (refer to Note 1(j)), term deposits with maturity greater
than three months, trade receivables, loans and other receivables, but not statutory receivables.
Financial liabilities at amortised cost
Financial instrument liabilities are initially recognised on the date they are originated. They are initially measured at
fair value plus any directly attributable transaction costs. Subsequent to initial recognition, these financial
instruments are measured at amortised cost with any difference between the initial recognised amount and the
redemption value being recognised in profit and loss over the period of the interest-bearing liability, using the
effective interest rate method.
Financial instrument liabilities measured at amortised cost include all of East Grampians Health Service’s contractual
payables, deposits held and advances received, and interest-bearing arrangements other than those designated at
fair value through profit or loss.
(j)
Assets
Cash and cash equivalents recognised on the balance sheet comprise cash on hand and cash at bank, deposits at
call and highly liquid investments (with an original maturity of three months or less), which are held for the purpose
of meeting short term cash commitments rather than for investment purposes, which are readily convertible to
known amounts of cash with an insignificant risk of changes in value.
For cash flow statement presentation purposes, cash and cash equivalents include bank overdrafts, which are
included as liabilities on the balance sheet.
Receivables
Receivables consist of:
-
Contractual receivables, which consists of mainly debtors in relation to goods and services and accrued
investment income; and
-
Statutory receivables, which includes predominantly amounts owing from the Victorian Government
and GST input tax credits recoverable.
Receivables that are contractual are classified as financial instruments and categorised as loans and receivables.
Statutory receivables are recognised and measured similarly to contractual receivables (except for impairment), but
are not classified as financial instruments because they do not arise from a contract.
Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective
interest method, less any accumulated impairment.
FR 11
FR11
Trade debtors are carried at nominal amounts due and are due for settlement within 30 days from the date of
recognition. Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectible
are written off. A provision for doubtful debts is recognised when there is objective evidence that the debts may not
be collected and bad debts are written off when identified.
Investments and Other Financial Assets
Investments are recognised and derecognised on trade date where purchase or sale of an investment is under a
contract whose terms require delivery of the investment within the timeframe established by the market concerned,
and are initially measured at fair value, net of transaction costs.
Investments are classified in the following categories:
-
Financial assets at fair value through profit or loss;
-
Held-to-maturity;
-
Loans and receivables; and
-
Available-for-sale financial assets.
East Grampians Health Service classifies its other financial assets between current and non-current assets based on
the purpose for which the assets were acquired. Management determines the classification of its other financial
assets at initial recognition.
East Grampians Health Service assesses at each balance sheet date whether a financial asset or group of financial
assets is impaired.
All financial assets, except those measured at fair value through profit or loss are subject to annual review for
impairment.
Inventories
Inventories include goods and other property held either for sale, consumption or for distribution at no or nominal
cost in the ordinary course of business operations. It includes land held for sale and excludes depreciable assets.
Inventories held for distribution are measured at cost, adjusted for any loss of service potential. All other
inventories, including land held for sale, are measured at the lower of cost and net realisable value.
Inventories acquired for no cost or nominal considerations are measured at current replacement cost at the date of
acquisition.
The bases used in assessing loss of service potential for inventories held for distribution include current replacement
cost and technical or functional obsolescence. Technical obsolescence occurs when an item still functions for some
or all of the tasks it was originally acquired to do, but no longer matches existing technologies. Functional
obsolescence occurs when an item no longer functions the way it did when it was first acquired.
Cost for all other inventory is measured on the basis of weighted average cost.
Property, Plant and Equipment
All non-current physical assets are measured initially at cost and subsequently revalued at fair value less
accumulated depreciation and impairment. Where an asset is acquired for no or nominal cost, the cost is its fair
value at the date of acquisition. Assets transferred as part of a merger/machinery of government are transferred at
their carrying amount.
More details about the valuation techniques and inputs used in determining the fair value of non-financial physical
assets are discussed in Note 9 Property, plant and equipment.
Crown Land is measured at fair value with regard to the property’s highest and best use after due consideration is
made for any legal or physical restrictions imposed on the asset, public announcements or commitments made in
relation to the intended use of the asset. Theoretical opportunities that may be available in relation to the asset(s)
are not taken into account until it is virtually certain that any restrictions will no longer apply. Therefore, unless
otherwise disclosed, the current use of these non-financial physical assets will be their highest and best uses.
Land and Buildings are recognised initially at cost and subsequently measured at fair value less accumulated
depreciation and impairment.
Plant, Equipment and Vehicles are recognised initially at cost and subsequently measured at fair value less
accumulated depreciation and impairment. Depreciated historical cost is generally a reasonable proxy for fair value
because of the short lives of the assets concerned.
FR 12
FR12
Revaluations of Non-current Physical Assets
Non-current physical assets are measured at fair value and are revalued in accordance with FRD 103E Non-current
physical assets. This revaluation process normally occurs at least every five years, based upon the asset’s
Government Purpose Classification, but may occur more frequently if fair value assessments indicate material
changes in values. Independent valuers are used to conduct these scheduled revaluations and any interim
revaluations are determined in accordance with the requirements of the FRDs. Revaluation increments or
decrements arise from differences between an asset’s carrying value and fair value.
Revaluation increments are recognised in ‘other comprehensive income’ and are credited directly in equity to the
asset revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect
of that same class of asset previously recognised as an expense in net result, the increment is recognised as income
in the net result.
Revaluation decrements are recognised in ‘other comprehensive income’ to the extent that a credit balance exists in
the asset revaluation surplus in respect of the same class of property, plant and equipment.
Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against
one another within that class but are not offset in respect of assets in different classes.
Revaluation surplus are normally not transferred to accumulated funds on derecognition of the relevant asset.
In accordance with FRD 103E, East Grampians Health Service's non-current physical assets were assessed to
determine whether revaluation of the non-current physical assets was required. A managerial revaluation was
undertaken as a result of this review (refer to Note 9).
Investment properties
Investment properties represent properties held to earn rentals or for capital appreciation or both. Investment
properties exclude properties held to meet service delivery objectives of the health services.
Investment properties are initially recognised at cost. Costs incurred subsequent to initial acquisition are capitalised
when it is probable that future economic benefits in excess of the originally assessed performance of the asset will
flow to the Health Service.
Subsequent to initial recognition at cost, investment properties are revalued to fair value, determined annually by
independent valuers. Fair values are determined based on a market comparable approach that reflects recent
transaction prices for similar properties. Investment properties are neither depreciated nor tested for impairment.
Rental revenue from leasing of investment properties is recognised in the comprehensive operating statement in the
periods in which it is receivable on a straight line basis over the lease term.
Prepayments
Other non-financial assets include prepayments which represent payments in advance of receipt of goods or services
or that part of expenditure made in one accounting period covering a term extending beyond that period.
Disposal of Non-Financial Assets
Any gain or loss on the sale of non-financial assets is recognised in the comprehensive operating statement. Refer to
Note 1(h) – ‘other comprehensive income’.
Impairment of Non-Financial Assets
Assets are assessed annually for indications of impairment, except for:
-
inventories; and
investment properties that are measured at fair value.
If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds
their possible recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference
is written-off as an expense except to the extent that the write-down can be debited to an asset revaluation surplus
amount applicable to that same class of asset.
If there is an indication that there has been a reversal in the estimate of an asset’s recoverable amount since the
last impairment loss was recognised, the carrying amount shall be increased to its recoverable amount. This reversal
of the impairment loss occurs only to the extent that the asset’s carrying amount does not exceed the carrying
amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been
recognised in prior years.
FR 13
FR13
It is deemed that, in the event of the loss or destruction of an asset, the future economic benefits arising from the
use of the asset will be replaced unless a specific decision to the contrary has been made. The recoverable amount
for most assets is measured at the higher of depreciated replacement cost and fair value less costs to sell.
Recoverable amount for assets held primarily to generate net cash inflows is measured at the higher of the present
value of future cash flows expected to be obtained from the asset and fair value less costs to sell.
Investments in jointly controlled assets and operations
In respect of any interest in jointly controlled assets, East Grampians Health Service recognises in the financial
statements:
-
its share of jointly controlled assets;
-
any liabilities that it had incurred;
-
its share of liabilities incurred jointly by the joint venture;
-
any income earned from the selling or using of its share of the output from the joint venture; and
-
any expenses incurred in relation to being an investor in the joint venture.
For jointly controlled operations East Grampians Health Service recognises:
-
the assets that it controls;
-
the liabilities that it incurs;
-
its share of liabilities incurred jointly by the joint venture;
-
expenses that it incurs; and
-
the share of income that it earns from selling outputs of the joint venture.
Derecognition of financial assets
A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is
derecognised when:
-
the rights to receive cash flows from the asset have expired; or
-
East Grampians Health Service retains the right to receive cash flows from the asset, but has assumed
an obligation to pay them in full without material delay to a third party under a ‘pass through’
arrangement; or
-
East Grampians Health Service has transferred its rights to receive cash flows from the asset and
either:
(a) has transferred substantially all the risks and rewards of the asset; or
(b) has neither transferred nor retained substantially all the risks and rewards of the asset, but has
transferred control of the asset.
Where East Grampians Health Service has neither transferred nor retained substantially all the risks and rewards or
transferred control, the asset is recognised to the extent of East Grampians Health Service’s continuing involvement
in the asset.
Impairment of Financial Assets
At the end of each reporting period East Grampians Health Service assesses whether there is objective evidence that
a financial asset or group of financial asset is impaired. All financial instrument assets, except those measured at fair
value through profit or loss, are subject to annual review for impairment.
Receivables are assessed for bad and doubtful debts on a regular basis. Bad debts considered as written off and
allowances for doubtful receivables are expensed.
The amount of the allowance is the difference between the financial asset’s carrying amount and the present value
of estimated future cash flows, discounted at the effective interest rate.
In assessing impairment of statutory (non-contractual) financial assets, which are not financial instruments,
professional judgement is applied in assessing materiality using estimates, averages and other computational
methods in accordance with AASB 136 Impairment of Assets.
FR 14
FR14
(k)
Liabilities
Payables
Payables consist of:
-
Contractual payables which consist predominantly of accounts payable representing liabilities for goods
and services provided to East Grampians Health Service prior to the end of the financial year that are
unpaid, and arise when East Grampians Health Service becomes obliged to make future payments in
respect of the purchase of those goods and services.
The normal credit terms for accounts payable are usually Nett 30 days.
-
Statutory payables, such as goods and services tax and fringe benefits tax payables.
Contractual payables are classified as financial instruments and are initially recognised at fair value, and then
subsequently carried at amortised cost. Statutory payables are recognised and measured similarly to contractual
payables, but are not classified as financial instruments and not included in the category of financial liabilities at
amortised cost, because they do not arise from a contract.
Provisions
Provisions are recognised when East Grampians Health Service has a present obligation, the future sacrifice of
economic benefits is probable, and the amount of the provision can be measured reliably.
The amount recognised as a provision is the best estimate of the consideration required to settle the present
obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a
provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the
present value of those cash flows, using a discount rate that reflects the time value of money and risks specific to
the provision.
When some or all of the economic benefits required to settle a provision are expected to be received from a third
party, the receivable is recognised as an asset if it is virtually certain that recovery will be received and the amount
of the receivable can be measured reliably.
Employee Benefits
This provision arises for benefits accruing to employees in respect of wages and salaries, annual leave and long
service leave for services rendered to the reporting date.
Wages and Salaries, Annual Leave, Sick Leave and Accrued Days Off
Liabilities for wages and salaries, including non-monetary benefits, annual leave, and accumulating sick leave are all
recognised in the provision for employee benefits as ‘current liabilities’, because the health service does not have an
unconditional right to defer settlements of these liabilities.
Depending on the expectation of the timing of settlement, liabilities for wages and salaries, annual leave and sick
leave are measured at:
Undiscounted value – if the health service expects to wholly settle within 12 months; or
Present value – if the health service does not expect to wholly settle within 12 months.
Long Service Leave
The liability for long service leave (LSL) is recognised in the provision for employee benefits.
Unconditional LSL is disclosed in the notes to the financial statements as a current liability, even where the health
service does not expect to settle the liability within 12 months because it will not have the unconditional right to
defer the settlement of the entitlement should an employee take leave within 12 months.
The components of this current LSL liability are measured at:
Undiscounted value – if the health service expects to wholly settle within 12 months; or
Present value – if the health service does not expect to wholly settle within 12 months.
Conditional LSL is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the
entitlement until the employee has completed the requisite years of service. This non-current LSL liability is
measured at present value.
Any gain or loss followed revaluation of the present value of non-current LSL liability is recognised as a transaction
in the operating statement.
FR 15
FR15
Termination Benefits
Termination benefits are payable when employment is terminated before the normal retirement date or when an
employee decides to accept an offer of benefits in exchange for the termination of employment.
East Grampians Health Service recognises termination benefits when it is demonstrably committed to either
terminating the employment of current employees according to a detailed formal plan without possibility of
withdrawal or providing termination benefits as a result of an offer made to encourage voluntary redundancy.
Benefits falling due more than 12 months after the end of the reporting period are discounted to present value.
On-Costs
Provisions for on-costs, such as workers compensation and superannuation are recognised together with provisions
for employee benefits.
Superannuation liabilities
East Grampians Health Service does not recognise any unfunded defined benefit liability in respect of the
superannuation plans because East Grampians Health Service has no legal or constructive obligation to pay future
benefits relating to its employees; its only obligation is to pay superannuation contributions as they fall due.
(l)
Leases
A lease is a right to use an asset for an agreed period of time in exchange for payment. Leases are classified at their
inception as either operating or finance leases based on the economic substance of the agreement so as to reflect
the risks and rewards incidental to ownership.
A lease is a right to use an asset for an agreed period of time in exchange for payment. Leases are classified at their
inception as either operating or finance leases based on the economic substance of the agreement so as to reflect
the risks and rewards incidental to ownership.
For service concession arrangements, the commencement of the lease term is deemed to be the date the asset is
commissioned.
All other leases are classified as operating leases.
Finance Leases
East Grampians Health Service does not hold any finance lease arrangements with other parties.
Operating Leases
Entity as lessor
Rental income from operating lease is recognised on a straight-line basis over the term of the relevant lease.
All incentives for the agreement of a new or renewed operating lease are recognised as an integral part of the net
consideration agreed for the use of the leased asset, irrespective of the incentive’s nature or form or the timing of
payments.
In the event that lease incentives are given to the lessee, the aggregate cost of incentives are recognised as a
reduction of rental income over the lease term, on a straight-line basis unless another systematic basis is more
appropriate of the time pattern over which the economic benefit of the leased asset is diminished.
Entity as lessee
Operating lease payments, including any contingent rentals, are recognised as an expense in the comprehensive
operating statement on a straight line basis over the lease term, except where another systematic basis is more
representative of the time pattern of the benefits derived from the use of the leased asset. The leased asset is not
recognised in the balance sheet.
Lease Incentives
All incentives for the agreement of a new or renewed operating lease are recognised as an integral part of the net
consideration agreed for the use of the leased asset, irrespective of the incentive’s nature or form or the timing of
payments.
In the event that lease incentives are received by the lessee to enter into operating leases, such incentives are
recognised as a liability. The aggregate benefits of incentives are recognised as a reduction of rental expense on a
straight-line basis, except where another systematic basis is more representative of the time pattern in which
economic benefits from the leased asset is diminished.
FR 16
FR16
(m)
Equity
Contributed Capital
Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public
Sector Entities and FRD 119 Contributions by Owners, appropriations for additions to the net asset base have been
designated as contributed capital. Other transfers that are in the nature of contributions or distributions that have
been designated as contributed capital are also treated as contributed capital.
The asset revaluation surplus is used to record increments and decrements on the revaluation of non-current
physical assets.
General Reserves
A general purpose reserve is established where East Grampians Health Service has placed a restriction and/or
condition on the use of particular funds received.
Specific Restricted Purpose Reserve
A specific restricted purpose reserve is established where East Grampians Health Service has possession or title to
the funds but has no discretion to amend or vary the restriction and/or condition underlying the funds received.
(n)
Commitments
Commitments for future expenditure include operating and capital commitments arising from contracts. These
commitments are disclosed by way of a note (refer to note 17) at their nominal value and are inclusive of the goods
and services tax (GST) payable. In addition, where it is considered appropriate and provides additional relevant
information to users, the net present values of significant individual projects are stated. These future expenditures
cease to be disclosed as commitments once the related liabilities are recognised on the balance sheet.
(o)
Contingent assets and contingent liabilities
Contingent assets and contingent liabilities are not recognised in the balance sheet, but are disclosed by way of note
and, if quantifiable, are measured at nominal value. Contingent assets and contingent liabilities are presented
inclusive of GST receivable or payable respectively.
(p)
Goods and Services Tax (GST)
Income, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not
recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or
as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST
recoverable from, or payable to, the taxation authority is included with other receivables or payables in the balance
sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing
activities which are recoverable from, or payable to the taxation authority, are presented as an operating cash flow.
Commitments for expenditure and contingent assets and liabilities are presented on a gross basis.
(q)
AASs issued that are not yet effective
Certain new Australian accounting standards have been published that are not mandatory for the 30 June 2014
reporting period. DTF assesses the impact of all these new standards and advises East Grampians Health Service of
their applicability and early adoption where applicable.
As at 30 June 2014, the following standards and interpretations had been issued by the AASB but were not yet
effective. They become effective for the first financial statements for reporting periods commencing after the stated
operative dates as detailed in the table below. East Grampians Health Service has not and does not intend to adopt
these standards early.
FR 17
FR17
Standard /
Interpretation
AASB 12 Disclosure of
Interests in Other Entities
AASB 127 Separate
Financial Statements
AASB 128 Investments in
Associates and Joint
Ventures
(r)
Summary
Applicable for annual
reporting periods
beginning or ending
on
Impact on financial
statements
The new standard is
1 Jan 2014
This Standard requires disclosure
likely to require
of information that enables users (not-for-profit entities)
of financial statements to evaluate
additional disclosures and
the nature of, and risks associated
ongoing work is being
done to determine the
with, interests in other entities and
extent of additional
the effects of those interests on
disclosure required.
the financial statements. This
Standard replaces the disclosure
requirements in AASB 127
Separate Financial Statements and
AASB 131 Interests in Joint
Ventures.
This revised Standard prescribes
1 Jan 2014
the accounting and disclosure
(not-for-profit entities)
requirements for investments in
subsidiaries, joint ventures and
associates when an entity prepares
separate financial statements.
Current assessment
indicates that there is
limited impact on
Victorian Public Sector
entities. Ongoing work is
being done to monitor
and assess the impact of
this standard.
1 Jan 2014
(not-for-profit entities)
Current assessment
indicates that there is
limited impact on
Victorian Public Sector
entities. Ongoing work is
being done to monitor
and assess the impact of
this standard.
This revised Standard sets out the
requirements for the application of
the equity method when
accounting for investments in
associates and joint ventures.
Category Groups
East Grampians Health Service has used the following category groups for reporting purposes for the current and
previous financial years.
Admitted Patient Services (Admitted Patients) comprises all recurrent health revenue/expenditure on admitted
patient services, where services are delivered in public hospitals, or free standing day hospital facilities, or alcohol
and drug treatment units or hospitals specialising in dental services, hearing and ophthalmic aids.
Aged Care comprises revenue/expenditure form Home and Community Care (HACC) programs, Allied Health, Aged
Care Assessment and support services.
Primary Health comprises revenue/expenditure for Community Health Services including health promotion and
counselling, physiotherapy, speech therapy, podiatry and occupational therapy.
Off Campus, Ambulatory Services (Ambulatory) comprises all recurrent health revenue/expenditure on public
hospital type services including palliative care facilities and rehabilitation facilities, as well as services provided
under the following agreements: Services that are provided or received by hospitals (or area health services) but
are delivered/received outside a hospital campus, services which have moved from a hospital to a community
setting since June 1998, services which fall within the agreed scope of inclusions under the new system, which have
been delivered within hospital’s i.e. in rural/remote areas.
Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as
psychogeriatric residential services, comprises those Commonwealth-licensed residential aged care services in
receipt of supplementary funding from DH under the mental health program. It excludes all other residential
services funded under the mental health program, such as mental health funded community care units (CCUs) and
secure extended care units (SECs).
FR 18
FR18
Other Services excluded from Australian Health Care Agreement (AHCA) (Other) comprises
revenue/expenditure for services not separately classified above, including: Public Health Services including
Laboratory testing, Blood Borne Viruses / Sexually Transmitted Infections clinical services, Kooris liaison officers,
immunisation and screening services, Drugs services including drug withdrawal, counselling and the needle and
syringe program, Dental Health services including general and specialist dental care, school dental services and
clinical education, Disability services including aids and equipment and flexible support packages to people with a
disability, Community Care programs including sexual assault support, early parenting services, parenting
assessment and skills development, and various support services. Health and Community Initiatives also falls in this
category group.
FR 19
FR19
Note 2: Revenue
Note 2:Note
Revenue
2: Revenue
HSA
HSA
Total
Total
HSA
Total
Total
FR 20
FR 20
EastofGrampians
Health
Service
Notes To and
Notes
Forming
To and
PartForming
of the Financial
Part
the
Statements
Financial
Statements
AnnualService
Report
2013/2014
East Grampians
East Health
Grampians
Health
Service
Annual Report
Annual
2013/2014
Report 2013/2014
CONSOLIDATED
HSA
H&CI
H&CI
CONSOLIDATED
CONSOLIDATED
Total
2013
$'000
2013
$'000
8,315
8,840
8,315
130
8,840
741
130
741
4,063
1,544
4,063
23,633
1,544
Total
Total
2014
$'000
2014
2013
$'000
$'000
5,459
12,239
5,459
8,315
133
12,239
8,840
1,284
133
130
1,284
741
4,278
1,151
4,278
4,063
24,544
1,151
1,544
23,633
31
51
31
51
82
H&CI
Total
2013
$'000
2013
2014
$'000
$'000
5,459
12,239
133
1,284
4,278
-1,151
24,544
23,633
40
118
40
31
118
51
158
82
1,098
1,668
1,098
2,766
1,668
H&CI
H&CI
2014
$'000
2013
2014
$'000
$'000
------- -
24,544
40
118
-
158
82
891
1,926
1,098
891
2,817
1,926
1,668
2,766
1,063
261
1,063
114
261
22
114
1,460
22
71
1,460
304
71
712
304
29,028
712
PARENT
HSA PARENT
H&CIPARENT
H&CI
HSA
H&CI
2013
$'000
2013
2014
$'000
$'000
8,315
8,840
8,315 130
8,840 741
130 741 4,063
1,544
4,063 23,633
1,544 -
----
158
891
-1,926
2,817
2,766
1,218
257
1,218
1,063
132
257
261
40
132
114
1,647
40
22
208
1,647
1,460
343
208
71
739
343
304
30,456
739
712
29,028
57
HSA
HSA
2014
$'000
2014
2013
$'000
$'000
5,459
12,239
5,459
8,315
133
12,239
8,840
1,284
133
130
1,284
741
4,278
1,151
4,278
4,063
24,544
1,151
1,544
23,633 31
51
31 51 82
---- -
2,817
1,063
261
1,063
1,218
114
261
257
22
114
132
1,460
22
40
58
1,460
1,647
12
58
208
51
12
343
1,581
51
739
30,456
29,028
51
Total
HSA
2013
$'000
2014
2013
$'000
$'000
8,315
8,840
8,315
5,459
130
12,239
8,840
741
130
133
1,284
741
4,063
1,544
4,063
4,278
23,633
1,544
1,151
24,544
23,633
40
118
40
31
118
51
158
82 1,098
1,668
1,098 2,766
1,668 -
-1,218
257
1,218
1,063
132
257
261
40
132
114
1,647
40
22
82
1,647
1,460
14
82
58
43
14
12
1,786
43
51
30,456
1,581
57
Total
Total
2014
$'000
2014
2013
$'000
$'000
5,459
12,239
5,459
8,315
133
12,239
8,840
1,284
133
130
1,284
741
4,278
1,151
4,278
4,063
24,544
1,151
1,544
23,633
24,544
31
51
31
40
51
118
82
158
82
891
1,926
1,098
891
2,817
1,926
1,668
2,766 1,218
257
132
-40
13
1,647
292
13
82
661
292
14
27,447
661
43
1,786
1,581
51
H&CI
Total
2013
$'000
2013
2014
$'000
$'000
5,459
12,239
133
1,284
4,278
-1,151
24,544
23,633
40
118
40
31
118
51
158
158
82
1,098
1,668
1,098
891
2,766
1,668
1,926
2,817
2,766
----- 126
-329
126
13
696
329
292
28,670
696
661
27,447
1,786
-
H&CI
H&CI
2014
$'000
2014
2013
$'000
$'000
------- 24,544
40
118
-
158
82
891
1,926
1,098
891
2,817
1,926
1,668
2,766
2,817
1,063
261
1,063 114
261 22
114 1,460
22 13
1,460 304
126
13
712
304
329
28,970
712
696
28,670
27,447
-
57
57
57
HSA
H&CI
2013
$'000
2013
2014
$'000
$'000
8,315
8,840
8,315 130
8,840 741
130 741 4,063
1,544
4,063 23,633
1,544 ---158
891
-1,926
2,817
2,766
1,218
257
1,218
1,063
132
257
261
40
132
114
1,647
40
22
132
1,647
1,460
343
132
13
739
343
304
30,380
739
712
28,970
28,670
-
51
57
51
57
51
HSA
HSA
2014
$'000
2014
2013
$'000
$'000
5,459
12,239
5,459
8,315
133
12,239
8,840
1,284
133
130
1,284
741
4,278
1,151
4,278
4,063
24,544
1,151
1,544
23,633 31
51
31 51 82
---- -
2,817
1,063
261
1,063
1,218
114
261
257
22
114
132
1,460
22
40
1,460
1,647
12
132
51
12
343
1,523
51
739
30,380
28,970
-
57
51
57
51
57
2014
$'000
24,544
23,633
40
118
40
31
118
51
158
82 1,098
1,668
1,098 2,766
1,668 -1,218
257
1,218
1,063
132
257
261
40
132
114
1,647
40
22
6
1,647
1,460
14
643
14
12
1,710
43
51
30,380
1,523
-
51
57
51
57
51
5,459
12,239
133
1,284
158
82
891
1,926
1,098
891
2,817
1,926
1,668
2,766 1,218
257
132
-40
13
1,647
292
136
661
292
14
27,447
661
43
1,710
1,523
-
51
-
4,278
1,151
Indirect
ContributionsGrants
by Department of Health24,544
Total Government
Total Government
Grants
- Insurance
Indirect Contributions
byof
Department
of Health
by Department
Health
- Long Service Leave
- Insurance - Insurance
40
Total
Indirect
by Department of 118
- Long
ServiceContributions
Leave
- Long Service
Leave
Health
Total Indirect
Contributions
by Department
of
Total
by Department
of
Patient
Health
Healthand Resident Fees
158
- Patient and Resident Fees (refer note 2b)
Patient and Resident
Patient and
FeesResident Fees
- Residential Aged Care (refer note 2b)
- Patient and -Resident
Patient and
FeesResident
(refer note
Fees
2b)
(refer note 2b)
891
Patient
& Resident
Fees
- ResidentialTotal
Aged
- Residential
Care (refer
Aged
note
Care
2b)
(refer
note 2b)
1,926
2,817
2,766
----- 126
-329
126
13
696
329
292
28,670
696
661
27,447
1,710
-
51
Revenue from Operating Activities
Government Grants
Revenue from
Revenue
Operating
from
Activities
Operating Activities
- Department of Health
Government Grants
Government Grants
- Victorian Health Funding Pool
- Department-of
Department
Health
of Health
- Department of Human Services
- Victorian Health
- Victorian
Funding
Health
Pool Funding Pool
- Dental Health Services Victoria
- Department-of
Department
Human Services
of Human Services
- Commonwealth Government
- Dental Health
- Dental
Services
Health
Victoria
Services Victoria
- Residential Aged Care Subsidy
- Commonwealth
- Commonwealth
Government Government
- Other
- Residential -Aged
Residential
Care Subsidy
Aged Care Subsidy
Total Government
Grants
- Other
- Other
Commercial
Activities
& Specific
Total Patient
Total
& Resident
Patient
Fees
& Resident
FeesPurpose Funds 2,817
- Commercial diagnostic Imaging
Commercial Activities
Commercial
& Specific
Activities
Purpose
& Specific
Funds
Purpose Funds
- Catering
- Commercial -diagnostic
Commercial
Imaging
diagnostic Imaging
- Cafeteria
- Catering
- Catering
- Property Income
- Cafeteria
- Cafeteria
Total
Business
Units & Specific Purpose Funds - Property Income
- Property
Income
Donations & Bequests
Total Business
Total
Units
Business
& Specific
Units
Purpose
& Specific
Funds
Purpose Funds Share of Jointly Controlled Reveneue (note 20)
126
Other Revenue from Operating Activities
Share of Jointly
Share
Controlled
of Jointly
Reveneue
Controlled
(note
Reveneue
20)
(note 20)
329
Sub-Total
Revenue
from Operating
Other Revenue
Other
fromRevenue
Operating
from
Activities
Operating
ActivitiesActivities 696
28,670
27,447
-
--
1,796
30,881
1,095
1,095
(23)
208
(23)
322
208
194
322
194
1,796
--
1,649
1,796
32,156
537
384
537
1,095
37
384 37 16
165
16
(23)
328
165
208
182
328
322
182
194
1,649
--
1,649
701
2,339
537
384
37
(23)
208
(23)
16
322
208
165
194
322
328
194
182
701
--
691
701
2,528
---16
165
16
(23)
328
165
208
182
328
322
182
194
691
--
1,095
1,095 --16
165
328
182
1,095
--
537
384
537
1,095
37
384 37 ----958
--
1,095
1,095
537
384
37
(23)
208
(23)322
208 194
322 194 1,796
--
1,649
1,796
32,029
537
384
537
1,095
37
384 37 16
165
16
(23)
328
165
208
182
328
322
182
194
1,649
--
1,649
701
2,224
537
384
37
(23)
208
(23)
16
322
208
165
194
322
328
194
182
701
--
---16
165
16
(23)
328
165
208
182
328
322
182
194
691
-1,095
1,095 --16
165
328
182
1,095
691
701
2,401
1,095
691
28,542
--
537
384
537
1,095
37
384 37 ----958
1,095
691
28,542
1,095
958
29,628
--
1,095
958
29,628
1,796
958
30,766
--
Revenue
from
Non-Operating
Activities
Sub-Total Revenue
Sub-Total
from
Revenue
Operating
from
Activities
Operating
Activities
28,670
Interest & Dividends
Revenue from
Revenue
Non-Operating
from Non-Operating
Activities
Activities
Sub-Total
Revenue from Non-Operating
Activities
Sub-Total Revenue
Sub-Total
from
Revenue
Non-Operating
from Non-Operating
Activities
Activities
Revenue from Capital Purpose Income
State Government Capital Grants
Revenue
Capital
Purpose Income
Revenue from
Capitalfrom
Purpose
Income
- Targeted Capital Works and Equipment
State Capital
Government
State Government
GrantsCapital Grants
Commonwealth Government Capital Grants
- Targeted
Works and Equipment
- Targeted Capital
WorksCapital
and Equipment
537
Assets Received Free of Charge (refer note 2d)
Commonwealth Capital
Government
Capital Grants
Commonwealth
Grants
NetGovernment
Gain/(Loss) on Disposal
of Non-Financial Assets384
Assets
Free
of Charge
(refer note 2d)
Assets Received
FreeReceived
of Charge
(refer
note 2d)
37
(refer note 2c)
Neton
Gain/(Loss)
Disposal of Non-Financial
Assets
Net Gain/(Loss)
Disposal ofon
Non-Financial
Assets
Capital Interest
(refer note 2c)
(refer note 2c)
Capital Interest
Capital Interest
Other Capital Purpose Income
Donations &Revenue
Bequestsfrom Capital Purpose
Sub-Total
Other Capital Other
Purpose
Capital
Income
Purpose Income
Income
Sub-Total Revenue
Sub-Total
from
Revenue
Capitalfrom
Purpose
Capital Purpose
Income
Income
958
Total Revenue (refer to note 2a)
Total Revenue
Total
(refer
Revenue
to note
(refer
2a) to note 2a)
29,628
29,628
28,542
28,542
2,401
2,401
2,224
32,029
2,224
32,029
30,766
30,766
29,628
29,628
28,542
28,542
2,528
2,528
2,339
32,156
2,339
32,156
30,881
30,881
Indirect contributions by Department of Health: Department of Health makes certain payments on behalf of the Health Service. These amounts have been brought to account in determining the operating result for the year by
recording them as revenue and expenses.
Indirect contributions
Indirect contributions
by Department
byof
Department
Health: Department
of Health:of
Department
Health makes
of Health
certainmakes
payments
certain
on payments
behalf of the
on Health
behalf of
Service.
the Health
These
Service.
amounts
These
haveamounts
been brought
have been
to account
brought
in to
determining
account inthe
determining
operating the
result
operating
for the result
year by
for the year by
recording them
recording
as revenue
them
and
as expenses.
revenue and expenses.
FR 20
FR20
Note 2a: Analysis of Revenue by Source
Note 2a: Analysis of Revenue by Source
(based on the consolidated view of note 2)
14,369
14,369
$'000
141
694
25
14,369
141
202 141
694
316 694
494 2525
202
202
16,241 316
316
494
494
16,241
16,241
-
727
- 727
727
8,043
- 8,043
Total
2014
$'000
East
Grampians
Notes To and
Forming
Part Health
of the Service
Financial Statements
AnnualEast
Report
2013/2014Health Service
Grampians
Notes To and Forming Part of the Financial
Statements
Annual
Report 2013/2014
24,544
$'000
158
2,817
24,544
158
2,817
126
329
696
958
1,341
$'000
1
55
1,341
126
124,544
329 158
55
6962,817
95
958 126
10 329
29,628
16 696
- 958
1,757
$'000
3
80
915
1,757
95
1,757
2
3 1,341
21
10
3
1
107
80
114 80
16 55
37
95
10
21
21
10
2,012
1,518
40
114
114
16
13
37
37
-
-
1,087
2,012
-
2,012
4,046
691
2,528
82
1,647
14
94
691
32,156
4,046
32,156
2,528
94 82
82
6911,647
1,647
14
14
2,528
94
94
32,156 691
29,628
-
94 82
6911,647
14
2,528
94
4,046 691
29,628
1,518
82
1,647
14
-
-
2,012
1,518
2,012 82
1,647
14
-
-
2,012
1,087
1,087
-
1,087
-
8,043
1,087
2,528
2,528
Health Service. These amounts have been brought to
-
631
5,531
915
$'000
$'000
$'000
1
10
2
1,881
107
631
5,531
6
- 915
631
5,531
1
10
7
79 10
10
1
2
1,881
88
1221,881
40 107
6
414
13
6
7
79
7
79
10
727
8,043
1,087
88 88
122 122
40
- 414 414
13
RAC incl.
Note
2a:
Analysis
of
Revenue
by
Source
Mental
Admitted
Primary
RAC incl.
Health
Patients
Health
Ambulatory
Aged
Care
Other
Total
Mental
Admitted
Primary
2014
2014
2014
2014
2014
2014
2014
RAC
incl.
$'000
$'000 Health
$'000 Aged Care
$'000
$'000
$'000
Patients $'000
Ambulatory
Health
Other
Mental
Admitted
Primary
2014
2014
2014 Aged Care
2014 Health2014 Other 2014 Total
Health
Patients
Ambulatory
$'000
$'000
$'000
2014
2014
2014
2014$'000 2014 $'000 2014 $'0002014
Share of Jointly Controlled Revenue (note 20)
Revenue from Services Supported by Health
Services Agreement
Government Grants
Indirect contributions by Department of Health
Revenue
from Services Supported by Health
Services
Agreement
Patient
& Resident
Fees (refer note 2b)
Services
Agreement
Government
Grants
Donations
& Bequests
(non capital)
Government
Grants
Indirect
contributions
by Department of Health
ShareIndirect
of Jointly
Controlled by
Revenue
(note 20)
contributions
Department
of Health
Patient & Resident Fees (refer note 2b)
OtherPatient
Revenue
from Operating
Activities
& Resident
Fees (refer
note 2b)
Donations
& Bequests (non
capital)
Capital
Purpose&Income
(refer
2)
Donations
Bequests
(nonnote
capital)
Sub-Total
Revenue
from Services
Supported
Share of
Jointly Controlled
Revenue
(note 20)by
Health
Servicesfrom
Agreement
Other
Revenue
Operating
Activities
Other
Revenue from
Operating
Activities
Capital
Purpose
Income
(refer
note
2)2)
Capital
Purpose
Income
(refer
note
Revenue
from
Services
Supported
by
Hospital and
Sub-Total
Revenue
from
Services
Sub-Total
Revenue
from
ServicesSupported
Supported by
Community
Initiatives
Health
Services
Agreement
Health
Services
Agreement
Donations
& Bequests
(non
capital)
16,241
Commercial
Activities
and Specific
Purpose by
Funds
Revenue
from
Services
Supported
Hospital and
Revenue
from
Services
Supported
by Hospital
and
ShareCommunity
of Jointly Controlled
Revenue (note 20)
Initiatives
Community Initiatives
OtherDonations & Bequests (non capital)
- - Donations & Bequests (non capital)
Capital
Purpose Income
(refer
note 2) Purpose Funds
Commercial
Activities
and Specific
Commercial
Activities
and Specific Supported
Purpose Funds
Sub-Total
Revenue
from Services
Share of
Jointly Controlled
Revenue (note 20)by
Share of and
Jointly
ControlledInitiatives
Revenue (note 20)
Hospital
Community
Other
Other
Purpose Income (refer note 2)
TotalCapital
Revenue
16,241
727
8,043
Capital
PurposeRevenue
Income from
(refer
note 2) Supported by
Sub-Total
Services
Sub-Total
Revenue
from Services
Supported by
Hospital
and Community
Initiatives
Indirect contributions by Department of Health: Department of Health makes certain payments on behalf of the
Hospital and Community Initiatives
account
in determining
them as revenues and
Total
Revenue the operating result for the year by recording 16,241
727expenses.8,043
Total Revenue
Revenues
andcontributions
expenses of by
Support
Services
distributed
to categories
a number
allocation
estimated
usage,
percentage
total
revenue
Indirect
Department
of are
Health:
Department
of Healthusing
makes
certain of
payments
onbases
behalfincluding
of the Health
Service.
These
amounts of
have
been
brought to
and equivalent full time (EFT) staff.
account
in determining
the operatingof
result
for the
year by recording
them
as revenues
expenses.
Indirect
contributions
by Department
Health:
Department
of Health
makes
certain and
payments
on behalf of the Health Service. These amounts have been brought to
account in determining the operating result for the year by recording them as revenues and expenses.
Revenues and expenses of Support Services are distributed to categories using a number of allocation bases including estimated usage, percentage of total revenue
FR 21
FR 21
FR 21
FR21
674
569
1
9
95
-
Ambulatory
2013
$'000
-
7,148
5,238
8
1,631
3
80
128
60
-
-
1,077
887
1
87
12
40
50
1,904
-
-
1,904
1,680
3
97
21
103
-
3,148
2,339
58
1,460
12
108
701
809
746
1
45
9
9
(1)
30,881
2,339
58
1,460
12
108
701
28,542
23,633
82
2,766
13
292
661
1,095
Total
2013
$'000
14,513
68
906
10
161
286
986
-
-
1,077
Other
2013
$'000
16,930
Admitted
Patients
2013
$'000
-
-
7,148
Primary
Health
2013
$'000
-
674
Aged Care
2013
$'000
16,930
RAC incl.
Mental
Health
2013
$'000
Note 2a: Analysis of Revenue by Source (Continued)
Services Agreement
Government Grants
Indirect contributions by Department of Health
Patient & Resident Fees (refer note 2b)
Donations & Bequests (non capital)
Other Revenue from Operating Activities
Capital Purpose Income (refer note 2)
Sub-Total Revenue from Services Supported by
Health Services Agreement
Revenue from Services Supported by Hospital and
Donations & Bequests (non capital)
Commercial Activities & Specific Purpose Funds
Other
Capital Purpose Income (refer note 2)
Sub-Total Revenue from Services Supported by
Hospital and Community Initiatives
Total Revenue
Indirect contributions by Department of Health: Department of Health makes certain payments on behalf of the Health Service. These amounts have been brought to
account in determining the operating result for the year by recording them as revenues and expenses.
FR 22
FR22
Note 2b: Patient and Resident Fees
Patient and Resident Fees Raised
Recurrent:
Acute
– Inpatients
Residential Aged Care
– Generic
– Residential Accommodation Payments
Other
Total Recurrent
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
650
870
650
870
1,395
531
241
1,204
464
228
1,395
531
241
1,204
464
228
2,817
2,766
2,817
2,766
Note 2c: Net Gain/(Loss) on Disposal of Non-Financial Assets
Parent
Entity
2014
$'000
Proceeds from Disposals of Non-Current Assets
Plant and Equipment
Motor Vehicles
Total Proceeds from Disposal of Non-Current
Assets
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
6
55
5
135
6
55
5
135
61
140
61
140
Less: Written Down Value of Non-Current Assets
Sold
Plant and Equipment
Motor Vehicles
Total Written Down Value of Non-Current Assets
Sold
7
38
163
7
38
163
45
163
45
163
Net gains/(losses) on Disposal of Non-Current
Assets
16
(23)
16
(23)
Note 2d: Assets Received Free of Charge or For Nominal
Consideration
During the reporting period, the fair value of assets
received free of charge, was as follows:
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
Plant and Equipment
37
-
37
-
TOTAL
37
-
37
-
FR23
Note 3: Expenses
PARENT
CONSOLIDATED
15,818
207
37
531
1,497
2,159
314
17,295
15,096
205
126
446
1,422
1
467
176
35
35
950
852
11
21
66
24
64
1
4
29
29
(3)
2
103
12
593
1
423
169
18
18
1,010
905
12
1
23
69
4,518
13
24
577
549
373
112
592
213
200
26
45
1,458
336
3,737
682
2,234
132
689
2,996
2,618
378
19,040
16,670
218
37
552
1,563
186
186
4,231
9
26
547
530
274
106
585
196
192
(3)
41
1,415
313
3,880
790
2,290
132
668
2,491
2,159
332
18,305
16,001
217
127
469
1,491
2,771
49
49
49
4,252
12
23
556
498
358
108
556
153
200
25
43
1,397
323
3,093
681
1,767
132
513
2,961
2,618
343
18,090
15,818
207
37
531
1,497
2,503
2,503
133
133
133
3,965
9
25
523
466
273
102
556
167
192
39
1,312
301
3,287
789
1,867
132
499
2,473
2,159
314
17,295
15,096
205
126
446
1,422
300
300
58
58
58
526
4
1
21
51
15
4
36
60
1
2
318
13
644
1
467
176
35
35
950
852
11
21
66
271
271
53
53
53
279
3
1
24
64
1
4
29
29
(3)
2
113
12
593
1
423
169
18
18
1,010
905
12
1
23
69
3,071
3,071
107
107
107
4,778
16
24
577
549
373
112
592
213
200
26
45
1,715
336
3,737
682
2,234
132
689
2,996
2,618
378
19,040
16,670
218
37
552
1,563
2,774
2,774
186
186
186
4,244
12
26
547
530
274
106
585
196
192
(3)
41
1,425
313
3,880
790
2,290
132
668
2,491
2,159
332
18,305
16,001
217
127
469
1,491
Total
2013
$'000
18,090
2,473
644
1
107
186
2,771
Total
2014
$'000
2,618
343
789
1,867
132
499
21
51
15
4
36
60
1
2
61
13
266
107
2,774
H&CI
2013
$'000
2,961
3,287
1
1
53
107
2,774
31,880
H&CI
2014
$'000
681
1,767
132
513
523
466
273
102
556
167
192
39
1,312
301
266
53
3,071
33,729
HSA
2013
$'000
3,093
9
25
58
53
3,071
2,224
HSA
2014
$'000
556
498
358
108
556
153
200
25
43
1,397
323
3,965
58
271
2,513
Total
2013
$'000
12
23
133
58
271
29,656
Total
2014
$'000
4,252
133
300
31,216
H&CI
2013
$'000
49
133
300
31,867
H&CI
2014
$'000
49
2,503
33,469
HSA
2013
$'000
49
2,503
2,211
HSA
2014
$'000
2,771
2,253
Total Expenditure using Capital Purpose Income
Other Expenses
Total Other Expenses
Total Other Expenses from Continuing Operations
Other Expenses from Continuing Operations
Domestic Services & Supplies
Fuel, Light, Power and Water
Insurance costs funded by the Department of Health
Motor Vehicle Expenses
Repairs & Maintenance
Maintenance Contracts
Patient Transport
Bad & Doubtful Debts
Lease Expenses
Administrative Expenses
Share of Jointly Controlled Expenses (note 20)
Audit Fees
- VAGO - Audit of Financial Statements
- Other
Total Supplies & Consumables
Drug Supplies
Medical, Surgical Supplies and Prosthesis
Pathology Supplies
Food Supplies
Total Non Salary Labour Costs
Fees for Visiting Medical Officers
Contractors and consultants
Total Employee Expenses
2,771
29,656
Employee Expenses
Salaries & Wages
WorkCover Premium
Departure Packages
Long Service Leave
Superannuation
Total
Depreciation (refer note 4)
31,216
Total Expenses
FR 24
FR24
Note 3a: Analysis of Expenses by Source
(based on the consolidated view of Note 3)
7,216
5,540
71
481
78
1,046
-
-
971
-
754
11
51
10
145
-
-
-
-
1,744
1,423
34
30
20
237
107
107
2,155
950
35
644
13
513
1,182
680
9
358
9
126
107
107
2,155
950
35
644
13
513
28,396
18,090
2,961
3,093
323
3,929
Total
2014
$'000
518
11
21
7
66
-
-
Other
2014
$'000
623
-
-
Primary
Health
2014
$'000
9,175
2,825
2,152
199
2,309
-
-
Aged Care
2014
$'000
16,660
-
-
RAC incl.
Mental
Health
2014
$'000
-
-
Ambulatory
2014
$'000
-
-
Admitted
Patients
2014
$'000
Services Supported by Hospital and Community Initiatives
Employee Expenses
Share of Jointly Controlled Expense (note 20)
-
Services Supported by Health Services Agreement
Employee Expenses
Sub-Total Expense from Services Supported by Hospital and
-
1,440
1,440
652
29
29
8,221
1,005
1,005
1,095
124
124
1,899
155
155
3,762
318
318
33,729
3,071
3,071
Sub-Total Expenses from Services Supported by Health Services
Agreement
Sub-Total Expenditure using Capital Purpose Income
Other Expenses
Sub-total Expenditure from Services supported by Health Services
Agreement and by Hospital and Community Initiatives
18,100
Total Expenses
Revenues and expenses of Support Services are distributed to categories using a number of allocation bases including estimated usage, percentage of total revenue and equivalent full time (EFT)
staff.
FR 25
FR25
Note 3a: Analysis of Expenses by Source (Continued)
(based on the consolidated view of Note 3)
625
513
29
14
9
60
-
-
7,020
5,407
73
483
82
975
-
-
-
-
942
732
11
42
13
144
-
-
-
-
1,731
1,435
21
44
22
209
186
186
1,900
1,010
18
593
12
267
719
553
8
66
9
83
186
186
1,900
1,010
18
593
12
267
27,020
17,295
2,473
3,287
301
3,664
Total
2013
$'000
8,655
2,331
2,638
166
2,193
-
-
2,774
Other
2013
$'000
15,983
-
-
288
2,774
Primary
Health
2013
$'000
-
-
140
288
31,880
Aged Care
2013
$'000
Services Supported by Hospital and Community Initiatives
Employee Expenses
-
-
112
140
3,093
RAC incl.
Mental
Health
2013
$'000
Sub-Total Expense from Services Supported by Hospital and
-
908
112
1,871
Ambulatory
2013
$'000
Other Expenses
-
26
908
1,054
Admitted
Patients
2013
$'000
Sub-Total Expenditure using Capital Purpose Income
1,300
26
7,928
Services Supported by Health Services Agreement
Employee Expenses
1,300
651
Sub-Total Expenses from Services Supported by Health Services
Agreement
Sub-total Expenditure from Services supported by Health Services
Agreement and by Hospital and Community Initiatives
17,283
Total Expenses
Revenues and expenses of Support Services are distributed to categories using a number of allocation bases including estimated usage, percentage of total revenue and equivalent full time (EFT)
staff.
FR 26
FR26
Note 3b: Analysis of Expenses by Internal and Restricted Specific
Purpose Funds for Services Supported by Hospital and
Parent
Entity
2014
$'000
Diagnostic Imaging
Catering
Property Expenses
Fundraising and Community Support
TOTAL
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
1,593
659
1
1,288
577
27
6
1,593
659
261
1,288
577
27
6
2,253
1,898
2,513
1,898
Note 4: Depreciation
Depreciation
Buildings
Plant & Equipment
Medical Equipment
Total Depreciation
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
2,361
350
360
2,083
332
359
2,361
350
360
2,083
332
359
3,071
2,774
3,071
2,774
FR 27
FR27
Note 5: Cash and Cash Equivalents
For the purposes of the cash flow statement, cash assets includes cash on hand and in banks, and short-term
deposits which are readily convertible to cash on hand, and are subject to an insignificant risk of change in value,
net of outstanding bank overdrafts.
Parent
Entity
2014
$'000
Cash on Hand
Cash at Bank
Short Term Money Market
Jointly Controlled Cash and Cash Equivalents (note 20)
TOTAL
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
3
1,008
5,000
56
3
1,230
6,000
91
3
1,040
6,130
56
3
1,239
7,260
91
6,067
7,324
7,229
8,593
3,025
4,387
4,187
5,656
1
750
2,291
1
750
2,186
1
750
2,291
1
750
2,186
6,067
7,324
7,229
8,593
Represented by:
Cash for Health Service Operations (as per Cash Flow
Statement)
Cash for Monies Held in Trust
- Cash on Hand
- Cash at Bank
- Short Term Money Market
TOTAL
Note 6: Receivables
CURRENT
Contractual
Inter Hospital Debtors
Trade Debtors
Jointly Controlled Receivables (note 20)
Patient Fees
Accrued Investment Income
Accrued Revenue - Other
Less Allowance for Doubtful Debts
Parent
Entity
2014
$'000
TOTAL CURRENT RECEIVABLES
NON CURRENT
Statutory
Long Service Leave - Department of Health
TOTAL NON-CURRENT RECEIVABLES
TOTAL RECEIVABLES
Entity
Entity
2014
2013
$'000
$'000
34
162
43
316
47
131
51
311
67
252
53
101
34
162
43
316
6
178
51
311
67
252
60
114
(19)
(1)
(45)
(19)
(1)
(45)
- Trade Debtors
- Patient Fees
Statutory
GST Receivable
Parent
Entity
2013
$'000
714
789
720
809
194
315
194
315
908
1,104
914
1,124
841
723
841
723
841
723
841
723
1,749
1,827
1,755
1,847
(a) Movement in the Allowance for doubtful contractual receivables
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
Balance at beginning of year
Amounts written off during the year
Increase/(decrease) in allowance recognised in net result
46
20
(47)
46
(2)
2
46
20
(47)
46
(2)
2
Balance at end of year
19
46
19
46
(b) Ageing analysis of receivables
Please refer to note 16(b) for the ageing analysis of contractual receivables
(c) Nature and extent of risk arising from receivables
Please refer to note 16(b) for the nature and extent of credit risk arising from contractual receivables
FR 28
FR28
Note 7: Inventories
Pharmaceuticals
At cost
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
12
10
12
10
Medical and Surgical Lines
At cost
42
36
42
36
TOTAL INVENTORIES
54
46
54
46
Note 8: Other Assets
Parent
Entity
2014
$'000
Prepayments
Rental Property Bonds
Jointly Controlled Other Assets (note 20)
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
136
8
3
139
5
3
136
8
3
139
5
3
CURRENT
147
147
147
147
TOTAL
147
147
147
147
Note 9: Property, Plant & Equipment
(a) Gross carrying amount and accumulated depreciation
Parent
Entity
2014
$'000
Land
Crown Land at Fair Value
Land Improvements at Fair Value
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
1,035
710
2,063
-
1,035
710
2,063
-
Total Land
1,745
2,063
1,745
2,063
Buildings
Buildings Under Construction at cost
Buildings at Fair Value
36,213
1,157
28,585
36,213
1,157
28,585
36,213
29,742
36,213
29,742
Total Buildings
Plant and Equipment
Plant and Equipment at Fair Value
Less Accumulated Depreciation
3,540
(2,206)
3,478
(2,115)
3,540
(2,206)
3,478
(2,115)
Total Plant and Equipment
1,334
1,363
1,334
1,363
Medical Equipment
Medical Equipment at Fair Value
4,446
(2,479)
4,040
(2,274)
4,446
(2,479)
4,040
(2,274)
Total Medical Equipment
1,967
1,766
1,967
1,766
Jointly Controlled Property, Plant & Equipment
Jointly Controlled Property, Plant & Equipment at Fair
Value
Total Jointly Controlled Property, Plant &
Equipment
TOTAL
157
(77)
129
(64)
157
(77)
129
(64)
80
65
80
65
41,339
34,999
41,339
34,999
FR 29
FR29
Note 9: Property, Plant & Equipment (Continued)
(b) Reconciliations of the carrying amounts of each class of asset
Plant &
Equipment
$'000
364
1,761
Medical
Equipment
$'000
-
-
48
Jointly
Controlled
PP&E
$'000
-
(164)
2,104
33,074
Reconciliations of the carrying amounts of each class of asset for the consolidated entity at the beginning and end of the previous and current
financial year is set out below.
1,440
-
17
2,742
$'000
Total
27,762
419
-
17
Buildings
1,321
-
(164)
-
Land
2,063
-
-
$'000
-
2,742
-
$'000
Additions
-
-
-
Balance at 1 July 2012
Revaluation Increments/(Decrements)
Disposals
Movement in Jointly Controlled Property, Plant &
Equipment (note 20)
(2,774)
34,999
-
65
(45)
1,826
(359)
1,766
-
(332)
1,363
561
(2,083)
29,742
366
-
2,063
899
-
Balance at 1 July 2013
-
-
Depreciation (note 4)
Additions
-
8,720
-
(1,105)
(45)
15
-
-
(3,071)
7,933
-
15
-
-
-
787
-
-
Revaluation Increments/(Decrements)
(1,105)
-
Disposals
Net Transfers to Investment Properties (note 10)
-
41,339
Movement in Jointly Controlled Property, Plant &
Equipment (note 20)
80
1,967
(360)
1,334
(350)
36,213
(2,361)
1,745
-
Balance at 30 June 2014
Depreciation (note 4)
Land and buildings carried at valuation
An independent valuation of the Health Service's land and buildings was performed by the Valuer-General Victoria to determine the fair value of the land and
buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could be exchanged
between knowledgeable willing parties in an arm's length transaction. The valuation was based on independent assessments. The effective date of the valuation
is 30 June 2014.
FR 30
FR30
(c) Fair value measurement hierarchy for assets as at 30 June 2014
Carrying
amount as at
30 June 2014
Land at fair value
Specialised land
Total land at fair value
Buildings at fair value
Specialised buildings
Total building at fair value
Level 2
(1)
Level 3
(1)
-
-
1,745
-
-
1,745
36,213
-
-
36,213
36,213
-
-
36,213
498
836
-
-
498
836
1,334
-
-
1,334
1,967
-
-
1,967
1,967
-
-
1,967
80
-
-
80
80
-
-
80
41,339
-
-
41,339
Jointly controlled property, plant & equipment at
fair value
Specialised ICT equipment
Total jointly controlled property, plant &
equipment at fair value
TOTAL
(1)
1,745
Medical equipment at fair value
Specialised medical equipment
Total medical equipment at fair value
Level 1
1,745
Plant and equipment at fair value
Plant equipment and vehicles at fair value
- Vehicles
- Plant and equipment
Total plant, equipment and vehicles at fair value
Fair value measurement at end of
reporting period using:
(i) Classified in accordance with the fair value hierarchy, see Note 1
Specialised land and specialised buildings
The market approach is used for specialised land and specialised buildings although is adjusted for the
community service obligation (CSO) to reflect the specialised nature of the assets being valued.
Specialised assets contain significant, unobservable adjustments; therefore these assets are classified
as Level 3 under the market based direct comparison approach.
The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated
with an asset to the extent that is also equally applicable to market participants. This approach is in
light of the highest and best use consideration required for fair value measurement, and takes into
account the use of the asset that is physically possible, legally permissible and financially feasible. As
adjustments of CSO are considered as significant unobservable inputs, specialised land would be
classified as Level 3 assets.
For the health services, the depreciated replacement cost method is used for the majority of specialised
buildings, adjusting for the associated depreciation. As depreciation adjustments are considered as
significant and unobservable inputs in nature, specialised buildings are classified as Level 3 for fair
value measurements.
An independent valuation of the Health Service’s specialised land and specialised buildings was
performed by the Valuer-General Victoria. The valuation was performed using the market approach
adjusted for CSO. The effective date of the valuation is 30 June 2014.
31
FR31
Vehicles
The Health Service acquires new vehicles and at times disposes of them before completion of their
economic life. The process of acquisition, use and disposal in the market is managed by the Health
Service who set relevant depreciation rates during use to reflect the consumption of the vehicles. As a
result, the fair value of vehicles does not differ materially from the carrying value (depreciated cost).
Plant and equipment
Plant and equipment is held at carrying value (depreciated cost). When plant and equipment is
specialised in use, such that it is rarely sold other than as part of a going concern, the depreciated
replacement cost is used to estimate the fair value. Unless there is market evidence that current
replacement costs are significantly different from the original acquisition cost, it is considered unlikely
that depreciated replacement cost will be materially different from the existing carrying value.
There were no changes in valuation techniques throughout the period to 30 June 2014.
For all assets measured at fair value, the current use is considered the highest and best use.
32
FR32
34,999
Jointly
Controlled
PP&E
$'000
1,796
(d) Reconciliation of Level 3 fair value
Medical
Equipment
$'000
65
(1,105)
(3,071)
$'000
Total
Plant &
Equipment
$'000
1,766
-
15
561
-
(3,071)
Buildings
1,363
-
561
321
(360)
-
8,720
Land
29,742
-
321
899
(350)
(360)
-
8,720
$'000
2,063
-
899
(2,361)
(350)
-
-
41,339
$'000
-
Opening Balance
(1,105)
-
(2,361)
-
-
80
Items recognised in other comprehensive income
691
- Depreciation
-
7,933
-
1,967
Purchases (sales)
Transfers in (out) of Level 3
(1,105)
Subtotal
787
7,933
1,334
15
Subtotal
- Revaluation
787
36,213
Gains or losses recognised in net result
Subtotal
1,745
Closing Balance
FR33
(e) Description of significant unobservable inputs to Level 3 valuations:
Significant
Valuation technique unobservable inputs
Range (weighted
average)
Sensitivity of fair
value measurement
to changes in
significant
unobservable inputs
Specialised land
Market approach
Community Service
Obligation (CSO)
adjustment
20 - 20% (20%)
A significant increase or
decrease in the CSO
adjustment would result
in a significantly lower
(higher) fair value
Specialised buildings
Depreciated replacement Direct cost per square
cost
metre
Useful life of specialised
buildings
$455 - $4,545/m2
($1,933)
decrease in direct cost
per square meter
adjustment would result
in a significantly higher or
lower fair value
5-50 years (22 years)
decrease in the estimated
useful life of the asset
would result in a
significantly higher or
lower valuation.
$0 - $48,681 ($1,325)
decrease in cost per unit
would result in a
lower fair value
would result in a
lower valuation.
Plant and equipment at fair value
Depreciated replacement
cost
Cost per unit
Useful life of PPE
Vehicles at fair value
cost
Cost per unit
Useful life of vehicles
decrease in cost per unit
$3,292-$43,824 per unit would result in a
($20,748 per unit)
lower fair value
5-7 years (7 years)
would result in a
lower valuation.
$0 - $351,338 ($4,149)
Increase (decrease) in
gross replacement cost
would result in a
significantly higher
(lower) fair value
Increase (decrease) in
useful life would result in
a significantly higher
(lower) fair value
Medical equipment at fair value
cost
Cost per unit
Useful life of medical
equipment
FR 34
FR34
Note 10: Investment Properties
(a) Movements in carrying value for investment properties as at 30 June 2014
Parent
Entity
2014
$'000
Balance at Beginning of Period
Transfers
Balance at End of Period
Parent
Entity
2013
$'000
1,105
1,105
Entity
Entity
2014
2013
$'000
$'000
-
1,105
1,105
-
(b) Fair value measurement hierarchy for investment properties as at 30 June 2014
Carrying
amount as at
30 June 2014
Investment properties
Fair value measurement at end of
reporting period using:
Level 1
(1)
Level 2
(1)
Level 3
(1)
1,105
-
1,105
-
1,105
-
1,105
-
(i) Classified in accordance with the fair value hierarchy, see Note 1
The fair value of East Grampians Health Service’s investment properties at 30 June 2014 have been arrived on the basis of an
independent valuation carried out by the Valuer-General Victoria. The valuation was determined by reference to market
evidence of transaction process for similar properties with no significant unobservable adjustments, in the same location and
condition and subject to similar lease and other contracts.
Note 11: Payables
Parent
Entity
2014
$'000
CURRENT
Contractual
Trade Creditors
Accrued Expenses
Salary Packaging
Jointly Controlled Payables (note 20)
Statutory
Department of Health
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
307
305
43
1,540
329
4
104
307
308
43
1,540
332
4
104
655
1,977
658
1,980
288
473
288
473
288
473
288
473
TOTAL CURRENT
943
2,450
946
2,453
TOTAL
943
2,450
946
2,453
(a) Maturity analysis of payables
Please refer to note 16c for the ageing analysis of contractual payables.
(b) Nature and extent of risk arising from payables
Please refer to note 16c for the nature and extent of risks arising from contractual payables.
35
FR35
Note 12: Provisions
Parent
Entity
2014
$'000
Current Provisions
Employee Benefits (i) (Note 12(a))
Annual leave (Note 12(a))
- Unconditional and expected to be settled
within 12 months (ii)
12 months (iii)
Accrued days off (Note 12(a))
Accrued salaries and wages (Note 12(a))
Long service leave (Note 12(a))
12 months (iii)
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
wholly
wholly after
1,271
1,197
1,271
1,197
118
156
118
156
40
55
40
55
360
303
360
303
313
289
313
289
wholly
wholly
wholly
wholly after
Provisions related to Employee Benefit On-Costs
- Unconditional and expected to be settled within 12
months (ii)
- Unconditional and expected to be settled wholly after
12 months (iii)
Total Current Provisions
Non-Current Provisions
Employee Benefits (i)
Provisions related to Employee Benefit On-Costs
Total Non-Current Provisions
Total Provisions
1,630
1,466
1,630
1,466
3,732
3,466
3,732
3,466
238
221
238
221
210
195
210
195
448
416
448
416
4,180
3,882
4,180
3,882
573
69
545
65
573
69
545
65
642
610
642
610
4,822
4,492
4,822
4,492
2,177
1,555
403
45
1,965
1,516
339
62
2,177
1,555
403
45
1,965
1,516
339
62
(a) Employee Benefits and Related On-Costs
Current Employee Benefits and related on-costs
Unconditional LSL Entitlement
Annual Leave Entitlements
Accrued Wages and Salaries
Accrued Days Off
Non-Current Employee Benefits and related oncosts
Conditional Long Service Leave Entitlements (iii)
Total Employee Benefits
On-Costs
Current On-Costs
Non-Current On-Costs
Total On-Costs
Total Employee Benefits and Related On-Costs
642
610
642
610
4,822
4,492
4,822
4,492
448
69
416
65
448
69
416
65
517
481
517
481
4,822
4,492
4,822
4,492
Notes:
(i) Provisions for employee benefits consist of amounts for annual leave and long service leave accrued by employees, not
including on-costs.
(ii) The amounts disclosed are nominal values
(iii) The amounts disclosed are discounted to present values
(b) Movements in provisions
Movement in Long Service Leave:
Balance at start of year
Provision made during the year
- Revaluations
- Expense recognising Employee Service
Settlement made during the year
Balance at end of year
Parent
Entity
2014
$'000
2,575
90
461
(307)
2,819
Parent
Entity
2013
$'000
2,501
(30)
499
(395)
2,575
Entity
Entity
2014
2013
$'000
$'000
2,575
90
461
(307)
2,819
2,501
(30)
499
(395)
2,575
FR 36
FR36
Note 13: Other Liabilities
Parent
Entity
2014
$'000
CURRENT
Monies Held in Trust*
- Patient Monies Held in Trust*
- Accommodation Bonds (Refundable Entrance Fees)*
- Other Monies Held in Trust*
Other
Total Current
Total Other Liabilities
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
30
3,008
4
10
42
2,891
4
100
30
3,008
4
22
42
2,891
4
100
3,052
3,037
3,064
3,037
3,052
3,037
3,064
3,037
* Total Monies Held in Trust
Represented by the following assets:
Cash Assets (refer to note 5)
TOTAL
3,042
2,937
3,042
2,937
3,042
2,937
3,042
2,937
Note 14: Equity
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
(a) Reserves
Balance at the beginning of the reporting period
Revaluation Increment/(Decrements)
- Land
- Buildings
13,736
10,995
13,736
10,995
787
7,933
2,741
787
7,933
2,741
Balance at the end of the reporting period*
22,456
13,736
22,456
13,736
2,612
19,844
1,825
11,911
2,612
19,844
1,825
11,911
22,456
13,736
22,456
13,736
139
123
139
123
* Represented by:
- Land
- Buildings
General Purpose Reserve
Transfer to General Reserve
- Allied Health CRAFT Fund
- A Laidlaw Bursary Reserve
Balance at the end of the reporting period
Restricted Specific Purpose Reserve
(4)
5
8
8
(4)
5
8
8
140
139
140
139
590
590
590
590
Transfer to and from Restricted Specific Purpose Reserve
- Aged Care Reserve
(191)
399
590
399
590
22,995
14,465
22,995
14,465
Total Reserves
(b) Contributed Capital
(c) Accumulated Surpluses/(Deficits)
Net Result for the Year
Transfers to Reserve
- Allied Health CRAFT Fund
- A Laidlaw Bursary Reserve
- Aged Care Reserve
-
(191)
-
19,896
19,896
19,896
19,896
19,896
19,896
19,896
19,896
3
(1,440)
1,120
(1,101)
1,289
(1,573)
2,304
(999)
4
(5)
191
(8)
(8)
-
4
(5)
191
(8)
(8)
-
3
(94)
(1,247)
Total Equity at end of financial year
41,644
34,364
42,797
1,289
35,650
FR 37
FR37
Note 15: Reconciliation of Net Result for the Year to Net Cash
Inflow/(Outflow) from Operating Activities
Parent
Entity
2014
$'000
Net Result for the Year
Depreciation & Amortisation
Provision for Doubtful Receivables
Change in Inventories
Resources/Assets Received Free of Charge
Net (Gain)/Loss from Sale of Plant and Equipment
Change in Operating Assets & Liabilities
(Increase)/Decrease in Receivables
(Increase)/Decrease in Other Assets
(Increase)/Decrease in Prepayments
Increase/(Decrease) in Payables
Increase/(Decrease) in Provisions
Increase/(Decrease) in Other Liabilities
NET CASH INFLOW/(OUTFLOW) FROM OPERATING
ACTIVITIES
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
(1,440)
(1,101)
(1,573)
(999)
3,071
(27)
(8)
(37)
(16)
2,774
(5)
4
23
3,071
(27)
(8)
(37)
(16)
2,774
(5)
4
23
102
(120)
3
(1,507)
330
15
(352)
121
(87)
978
(113)
(96)
116
(120)
3
(1,507)
330
27
(369)
121
(87)
978
(113)
(96)
366
2,146
259
2,231
FR38
Note 16: Financial Instruments
(a) Financial Risk Management Objectives and Policies
East Grampians Health Service's principal financial instruments are comprise of:
- Cash Assets
- Term Deposits
- Receivables (excluding statutory receivables)
- Payables (excluding statutory payables)
- Accommodation Bonds
Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the
basis on which income and expenses are recognised, with respect to each class of financial asset, financial liability and equity instrument are
disclosed in note 1 to the financial statements.
The main purpose in holding financial instruments is to prudentially manage East Grampians Health Service's financial risks within the
government policy parameters.
2014
Contractual Financial Assets
Cash and cash equivalents
Receivables
- Trade Debtors
- Other Receivables
Total Financial Assets
(i)
Financial Liabilities
Payables
Other Financial Liabilities
- Accomodation bonds
- Other
Total Financial Liabilities
(ii)
2013
Contractual Financial Assets
Cash and cash equivalents
Receivables
- Trade Debtors
- Other Receivables
(i)
Payables
- Accomodation bonds
- Other
(ii)
Contractual Contractual
financial
financial
assets/liabil assets/liabil
ities
ities held-for- Contractual Contractual Contractual
designated
trading at
financial
financial
financial
at fair value
fair value
assets assets liabilities at
through
through
loans and
available for amortised
profit/loss
profit/loss
receivables
sale
cost
$'000
$'000
$'000
$'000
$'000
Total
$'000
-
-
7,229
-
-
7,229
-
-
423
297
-
-
423
297
-
-
7,949
-
-
7,949
658
658
-
-
-
-
3,008
56
3,008
56
-
-
-
-
3,722
3,722
Contractual Contractual
financial
financial
assets/liabil assets/liabil
ities held-for- Contractual Contractual Contractual
ities
trading at
designated
financial
financial
financial
fair value
at fair value
assets assets liabilities at
through
through
loans and
available for amortised
profit/loss
profit/loss
receivables
sale
cost
$'000
$'000
$'000
$'000
$'000
Total
$'000
-
-
8,593
-
-
8,593
-
-
602
207
-
-
602
207
-
-
9,402
-
-
9,402
1,980
1,980
-
-
-
-
2,891
146
2,891
146
-
-
-
-
5,017
5,017
(i) The total amount of financial assets disclosed here excludes statutory receivables (i.e. GST input tax credit recoverable).
(ii) The total amount of financial liabilities disclosed here excludes statutory payables (i.e. Taxes payable).
Net holding gain/(loss) on financial instruments by category
2014
Financial Assets
Net holding
gain/(loss)
$'000
(i)
Total
interest
income /
(expense)
$'000
Fee income Impairment
/ (expense)
loss
$'000
$'000
Total
$'000
-
51
-
-
51
-
51
-
-
51
2013
Financial Assets
(i)
-
57
-
-
57
-
57
-
-
57
FR 39
FR39
Note 16: Financial Instruments (continued)
(b) Credit Risk
Credit risk arises from the contractual financial assets of the Health Service, which comprise cash and deposits and non-statutory
receivables financial assets. The Health Service’s exposure to credit risk arises from the potential default of a counter party on their
contractual obligations resulting in financial loss to the Health Service. Credit risk is measured at fair value and is monitored on a regular
basis.
Credit risk associated with the Health Service’s contractual financial assets is minimal because the main debtor is the Victorian
Government. For debtors other than the Government, it is the Health Service’s policy to only deal with entities with high credit ratings of a
minimum Triple-B rating and to obtain sufficient collateral or credit enhancements, where appropriate.
In addition, the Health Service does not engage in hedging for its contractual financial assets and mainly obtains contractual financial
assets that are on fixed interest, except for cash assets, which are mainly cash at bank. As with the policy for debtors, the Health
Service’s policy is to only deal with banks with high credit ratings.
Provision of impairment for contractual financial assets is recognised when there is objective evidence that the Health Service will not be
able to collect a receivable. Objective evidence includes financial difficulties of the debtor, default payments, debts which are more than
60 days overdue, and changes in debtor credit ratings.
Except as otherwise detailed in the following table, the carrying amount of contractual financial assets recorded in the financial
statements, net of any allowances for losses, represents East Grampians Health Service’s maximum exposure to credit risk without taking
account of the value of any collateral obtained.
Credit quality of contractual financial assets that are neither past due nor impaired
Financial
institutions
$'000
Government Government
agencies
agencies
(AAA credit (BBB credit
rating)
rating)
$'000
$'000
Other
Total
$'000
$'000
2014
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
7,229
-
-
-
7,229
-
-
-
423
297
423
297
7,229
-
-
720
7,949
8,593
-
-
-
8,593
-
-
-
602
207
602
207
8,593
-
-
809
9,402
2013
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
Ageing analysis of Financial Asset as at 30 June
Consolidated Not Past Due
Carrying
and Not
Amount
Impaired
$'000
$'000
Past Due But Not Impaired
1-3 Months
3 months 1 Year
Less than
1 Month
$'000
$'000
$'000
1-5 Years
Impaired
Financial
Assets
$'000
$'000
2014
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
7,229
7,229
-
-
-
-
-
423
297
355
94
31
71
26
6
11
107
-
19
7,949
7,678
102
32
118
-
19
8,593
8,593
-
-
-
-
-
602
207
588
65
12
32
10
1
55
-
1
45
9,402
9,246
44
10
56
-
46
2013
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
FR 40
FR40
(c) Liquidity Risk
In the context of East Grampians Health Service, liquidity risk refers to the risk that the Health Service will encounter difficulty
in meeting obligations associated with financial liabilities.
Financial instruments particular to East Grampians Health Service which would be subject to liquidity risk include:
- Trade Creditors and Accruals
- Monies Held In Trust and Aged Care Accommodation Bonds
- Other Liabilities
East Grampians Health Service’s maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed
on the face of the balance sheet. It is the Board's policy to manage the organisation under the Financial Management Act to
ensure that it meets its financial obligations as and when they fall due.
Trade Creditors and Accruals are generally paid within trading terms. It is the Health Service's policy to monitor and review the
capabilities and credit worthiness of counter parties on a regular basis. The Health Service maintains a list of approved suppliers
and overlays a delegation of authority for supplies over certain monetary thresholds.
The Board also recognises that, where obligated by specific legislation to quarantine financial assets to meet future financial
liabilities such as Aged Care Accommodation Bonds, that it does so without using these financial assets to meet day to day
liquidity needs.
Monies Held In Trust and Aged Care Accommodation Bonds are paid in accordance with the terms or conditions stipulated under
the relevant legislation applying to them, for example the Aged Care Act (Cwlth) for the refunding of Aged Care Accommodation
Bonds.
The following table discloses the contractual maturity analysis for East Grampians Health Service's financial liabilities. For
interest rates applicable to each class of liability refer to individual notes to the financial statements.
Maturity analysis of Financial Liabilities as at 30 June
Carrying
Amount
$'000
Contractual
Cash Flows
$'000
Less than
1 Month
$'000
Maturity Dates
1-3 Months
3 months 1 Year
$'000
$'000
1-5 Years
$'000
2014
Payables
- Other
658
658
658
-
-
-
3,008
56
3,008
56
3,008
56
-
-
-
3,722
3,722
3,722
-
-
-
1,980
1,980
1,980
-
-
-
2,891
146
2,891
146
2,891
146
-
-
-
5,017
5,017
5,017
-
-
-
2013
Payables
- Other
FR41
(d) Market Risk
East Grampians Health Service's exposures to market risk are primarily through interest rate risk with only
insignificant exposure to foreign currency and other price risks. Objectives, policies and processes used to
manage each of these risks are disclosed in the paragraph below.
Currency Risk
East Grampians Health Service is exposed to insignificant foreign currency risk through its payables relating
to purchases of supplies and consumables from overseas. This is because of a limited amount of purchases
denominated in foreign currencies and a short timeframe between commitment and settlement.
Interest Rate Risk
Exposure to interest rate risk might arise primarily through the Health Service's interest bearing liabilities.
Minimisation of risk is achieved by mainly undertaking fixed rate or non-interest bearing financial
instruments. For financial liabilities, the health service mainly undertake financial liabilities with relatively
even maturity profiles.
Other Price Risk
East Grampians Health Service has not identified any other price risks.
Interest Rate Exposure of Financial Assets and Liabilities as at 30 June
Weighted
Average
Effective
Interest
Rate (%)
Carrying
Amount
$'000
Interest Rate Exposure
Fixed
Variable
NonInterest
Interest
Interest
Rate
Rate
Bearing
$'000
$'000
$'000
2014
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
Payables
- Other
4.05
7,229
6,130
1,096
3
423
297
-
-
423
297
7,949
6,130
1,096
723
-
658
-
-
658
-
3,008
56
-
-
3,008
56
3,722
-
-
3,722
8,593
7,260
1,330
3
602
207
-
-
602
207
9,402
7,260
1,330
812
-
1,980
-
-
1,980
-
2,891
146
-
-
2,891
146
5,017
-
-
5,017
-
2013
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
Payables
- Other
5.32
-
FR 42
FR42
(d) Market Risk (continued)
Sensitivity Disclosure Analysis
Interest Rate Risk
+1%
-1%
Other Price Risk
+1%
-
Payables
8,593
-
-
(86)
-
-
(86)
-
-
86
-
-
-
86
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Payables
FR 43
Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets,
East Grampians Health Service believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from the
Reserve Bank of Australia).
- A shift of +1% and -1% in market interest rates (AUD) from year-end rates of 4.4%;
- A parallel shift of +1% and -1% in inflation rate from year-end rates of 2.4%
-1%
-
$'000
-
-
Equity
-
-
$'000
-
-
-
Profit
-
-
-
$'000
-
-
-
-
Equity
-
-
-
$'000
72
-
-
-
Profit
-
-
-
$'000
72
-
-
-
Equity
-
-
-
$'000
(72)
-
-
-
Profit
-
-
-
$'000
(72)
-
-
72
Equity
-
-
-
$'000
7,229
-
-
72
Profit
423
-
-
Amount
Carrying
The following table discloses the impact on net operating result and equity for each category of financial instrument held by East Grampians Health
Service at year end as presented to key management personnel, if changes in the relevant risk occur.
2014
297
-
(72)
Financial Assets
658
-
- Trade Debtors
3,008
(72)
Receivables
- Other Receivables
56
- Other
2013
602
-
-
Financial Assets
207
-
-
- Trade Debtors
-
-
Receivables
- Other Receivables
1,980
-
-
-
-
-
-
-
-
-
86
-
86
146
(86)
2,891
- Other
(86)
FR43
(e) Fair Value
The fair values and net fair values of financial instrument assets and liabilities are determined as
follows:
• Level 1 - the fair value of financial instrument with standard terms and conditions and traded in
active liquid markets are determined with reference to quoted market prices;
• Level 2 - the fair value is determined using inputs other than quoted prices that are observable for
the financial asset or liability, either directly or indirectly; and
• Level 3 - the fair value is determined in accordance with generally accepted pricing models based
on discounted cash flow analysis using unobservable market inputs.
East Grampians Health Services holds only Level 1 category financial assets.
East Grampians Health Services considers that the carrying amount of financial instrument assets
and liabilities recorded in the financial statements to be a fair approximation of their fair values,
because of the short-term nature of the financial instruments and the expectation that they will be
paid in full.
The following table shows that the fair values of the contractual financial assets and liabilities are
the same as the carrying amounts.
Comparison between carrying amount and fair value
Consolidated
Carrying
Amount
Fair value
Consolidated
Carrying
Amount
Fair value
2014
$'000
2014
$'000
2013
$'000
2013
$'000
Financial Assets
Receivables
- Trade Debtors
- Other Receivables
Payables
- Other
7,229
7,229
8,593
8,593
423
297
423
297
602
207
602
207
7,949
7,949
9,402
9,402
658
658
1,980
1,980
3,008
56
3,008
56
2,891
146
2,891
146
3,722
3,722
5,017
5,017
FR44
FR 44
Note 17: Commitments for Expenditure
Parent
Entity
2014
$'000
Parent
Entity
2013
$'000
Entity
Entity
2014
2013
$'000
$'000
Capital expenditure commitments
Payable:
Land and Buildings
70
861
70
861
9
362
9
362
79
1,223
79
1,223
Not later than one year
79
1,223
79
1,223
Total
79
1,223
79
1,223
Plant and Equipment
Total capital expenditure commitments
Land and Buildings
Lease commitments
Commitments in relation to leases contracted for at the
reporting date:
Operating Leases
36
79
36
79
Total lease commitments
36
79
36
79
36
45
36
45
-
34
-
34
36
79
36
79
115
1,302
115
1,302
Operating Leases
Cancellable:
Not later than one year
Later than 1 year and not later than 5 years
TOTAL
Total Commitments for Expenditure (inclusive of
GST)
Less GST recoverable from the Australian Tax Office
Total Commitments for Expenditure (exclusive of
GST)
(10)
105
(118)
1,184
(10)
105
(118)
1,184
Note 18: Contingent Assets and Contingent Liabilities
As at 30 June 2014 East Grampians Health Service has no knowledge of any contingent assets or liabilities. (Nil for 30
June 2013.)
FR45
Note 19: Operating Segments
17,604
7,094
7,094
6,072
6,072
32,105
32,105
30,824
30,824
Other
17,604
(31,880)
Acute
16,968
(33,729)
(1,056)
(31,880)
RAC
16,968
(6,018)
(1,624)
(33,729)
Consolidated
2014
2013
$'000
$'000
7,148
(6,756)
54
(6,018)
2013
$'000
7,148
(17,934)
338
(6,756)
2014
$'000
8,043
(18,752)
(330)
(17,934)
2013
$'000
8,043
(7,928)
(1,784)
(18,752)
2014
$'000
Total Revenue
REVENUE
External Segment Revenue
(8,221)
(780)
(7,928)
2013
$'000
EXPENSES
External Segment Expenses
(178)
(8,221)
2014
$'000
Total Expenses
4,950
19,073
19,073
(178)
-
-
694
5,303
5,303
17,067
17,067
(780)
-
-
1,469
968
3,071
3,071
25,753
25,753
(1,784)
-
-
1,326
1,115
3,702
3,702
22,596
22,596
(330)
-
-
597
256
811
811
6,803
6,803
389
-
51
540
295
978
978
5,969
5,969
111
-
57
3,071
1,826
8,832
8,832
51,629
51,629
(1,573)
-
51
2,774
2,104
9,982
9,982
45,632
45,632
(999)
-
57
Net Result from ordinary activities
4,950
908
Net Result for Year
Total Assets
OTHER INFORMATION
Segment Assets
603
Interest Income
Share of Net Result of Joint Ventures using
Equity Method
Total Liabilities
Segment Liabilities
1,005
Acquisition of Property, Plant and
Equipment
Depreciation & Amortisation Expense
Physiotherapy, Podiatry, Dietetics, Speech Pathology, Occupational Therapy & Dental
High and Low Level Aged Care
Acute Medical & Surgical Services
Services
The major products/services from which the above segments derive revenue are:
Business Segments
Residential Aged Care Services (RAC)
Acute Health
Others
-Primary Health
-District Nursing
-Radiology Services
-Catering Services
-Day Centre
-Consulting Rooms
-Fundraising
Geographical Segment
East Grampians Health Service operates predominantly in the Grampians region in Victoria. 100% of revenue, net surplus from ordinary activities and segment assets relate to
operations in the Grampians region, Victoria.
FR 46
FR46
Note 20: Jointly Controlled Operations and Assets
Name of Entity
Principal Activity
Grampians Region Health IT Alliance
ICT Systems
Ownership Interest
2014
2013
%
%
6.96
6.70
East Grampians Health Service's interest in assets and liabilities employed in the above jointly
controlled operations and assets is detailed below. The amounts are included in the financial
statements under their respective asset and liability categories:
2014
$'000
Current Assets
Receivables
Other Current Assets
2013
$'000
56
43
3
91
67
3
102
161
Non Current Assets
Property, Plant and Equipment
80
65
Total Non Current Assets
80
65
182
226
Current Liabilities
Payables
43
105
Total Current Liabilities
43
105
Total Liabilities
43
105
Total Current Assets
Total Assets
East Grampians Health Service's interest in revenues and expenses resulting from jointly controlled
operations and assets is detailed below:
2014
$'000
Revenues
Other
Total Revenue
Expenses
Information Technology and Administrative Expenses
Total Expenses
Net result
2013
$'000
343
304
343
304
336
313
336
313
7
Contingent Liabilities and Capital Commitments
As at 30 June 2014 the Grampians Region Health IT Alliance has not reported any contingent liabilities.
FR47
(9)
Note 21a: Responsible Persons Disclosures
Mrs H Fleming
Mr G Foster
Ms S Philip
Mr M Wood
Ms L Staley
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
1/07/2013 - 30/06/2014
Period
In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994 , the following disclosures
are made regarding responsible persons for the reporting period.
Responsible Minister:
The Honourable David Davis, MLC, Minister for Health and Ageing
Mr R Barker
1/07/2013 - 30/06/2014
Governing Boards
Mr D Cole
1/07/2013 - 30/06/2014
2014
Parent
2013
Consolidated
2014
2013
-
1
7
-
No.
1
8
No.
-
1
8
7
-
9
$189,875
8
1
8
$199,282
No.
No.
1/07/2013 - 30/06/2014
Mr B Braithwaite
Accountable Officers
Mr N Bush
Remuneration of Responsible Persons
The number of Responsible Persons are shown in their relevant income bands;
Income Band
$190,000 - $199,999
$180,000 - $189,999
9
$189,875
$0 - $9,999
Total Number of Responsible Persons
$199,282
Total remuneration received or due and receivable by Responsible Persons from the
reporting entity amounted to:
Amounts relating to Responsible Ministers are reported in the financial statements of the Department of Premier and Cabinet
FR 48
FR48
Note 21b: Executive Officer Disclosures
Executive Officers' Remuneration
The numbers of executive officers, other than Ministers and Accountable Officers, and their total remuneration during the reporting period are shown in the first two
columns in the table below in their relevant income bands.
-
-
1
-
1
-
1
1
-
-
-
2
1
1
4
2
-
2
-
-
4
-
2
1
-
1
4
2
-
1
1
-
-
-
2
1
1
CONSOLIDATED
Total Remuneration
Base Remuneration
2014
2013
2014
2013
No.
No.
No.
No.
2
2
4
PARENT
Total Remuneration
Base Remuneration
2014
2013
2014
2013
No.
No.
No.
No.
The base remuneration of executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long-service leave payments,
redundancy payments and retirement benefits.
Income Band
$130,000 - $139,999
$120,000 - $129,999
-
2
$110,000 - $119,999
$140,000 - $149,999
4
Country of
incorporatio
n
100%
Equity
Holding
552,970
570,374
526,602
4
-
$
4
$
2
578,212
4.00
$
4
$
4.00
526,602
4.00
$
4.00
570,374
4.00
$
4.00
552,970
4.00
578,212
4.00
$
Total Number of Executives
(i)
$
$150,000 - $159,999
Total Annualised Employee Equivalent (AEE)
Total Remuneration
(i) Annualised Employee Equivalent (AAE) is based on working 38 ordinary hours per week over the reporting period.
Note 22: Events Occurring after the Balance Sheet Date
No significant events occurred after the reporting date.
Name of entity
Australia
Note 23: Controlled Entities
East Grampians Health Building for the Future
Foundation
FR 49
FR49
Notes
99
Site Directory and location maps
POMONAL
35km
ELMHURST
25km
ARARAT
MOYSTON
15km
Ararat Rural City
WARRAK
(Part of Central Grampians)
BUANGOR
MAROONA
18km
WILLAURA
TATYOON
34km
MININERA
Wimmera
Central Grampians
Central Highlands
WICKLIFFE
WESTMERE
STREATHAM
54km
LAKE BOLAC
49km
PO Box 155
Girdlestone Street, Ararat 3377
P: 03 5352 9300
F: 03 5352 5676
70 Lowe Street
Willaura Health Care
Aged Care Facility
70 Lowe Street, Ararat 3377
P: 03 5352 9323
Delacombe Way, Willaura 3379
P: 03 5354 1600
Garden View Court Hostel
Delacombe Way, Willaura 3379
P: 03 5354 1613
E: [email protected]
Lowe Street, Ararat 3377
P: 03 5352 9324
www.eghs.net.au
Girdlestone Street, Ararat 3377
P: 03 5352 9326
improving the health of our community
Parkland House Hostel

- East Grampians Health Services

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