SALE MAFFRA HEYFIELD · Central Gippsland Health Service is the major provider of health and aged...

CEN

TRAL G

IPPSLAN

D H

EALTH

SERVIC

E A

NN

UA

L QU

ALITY

OF C

ARE REPO

RT 2013

www.cghs.com.au SALE MAFFRA HEYFIELD

All Correspondence Acute Care Services 48 Kent Street 14 Licola RoadChief Executive Offi cer 155 Guthridge Parade PO Box 313, Heyfi eld VIC 3858Central Gippsland Health Service Sale VIC 3850 Maffra, VIC 3860 Telephone 03 5139 7979155 Guthridge Parade Telephone 03 5143 8600 Telephone 03 5147 0100 Facsimile 03 5139 7922Sale VIC 3850 Facsimile 03 5143 8633 Facsimile 03 5147 0152Telephone 03 5143 8319 Facsimile 03 5143 8633 Community ServicesEmail [email protected] Telephone 03 5143 8800 Facsimile 03 5143 8889

Wilson Lodge Nursing Home Telephone 03 5143 8540 Facsimile 03 5143 8542

Our Vision: A safe and healthy community where everyone feels they are valued, supported and have the opportunity to participate.

Our Mission: Our Mission is to provide health and community services that will best meet the current and future needs of our community.

In doing so we will focus on:• supportingcommunityidentifiedneedand

genuinecommunityparticipation;

• placingourclients/patientsandcommunityatthecentreofourwork;

• supportingindividuals,groupsandcommunitiestomaintainandimprovetheirhealthandwellbeingandminimisethenegativeimpactofchronicdiseaseandinjury;

• integratingandco-ordinatingourserviceswithinaninterdisciplinaryservicedeliverymodel;

• allocatingandusingourresourceseffectivelyandefficiently;

• achievingthroughcollaborationandpartnerships;

• beingcreative,innovativeandopentodiscovery.

Our Values:Inachievingourgoalsandobjectiveswewilldevelopanorganisationalculturethatsupports:

Social Justice - equity of outcome. To do this we will: • focusonachievingequalityofoutcome

forindividualsandgroups;

• understandtheimpactofpovertyanddisadvantageonbehaviorandhealthstatus;

• supportaffirmativeactionforthedisadvantagedandmarginalisedamongstus;

• ensureourfeespolicytakesintoaccountabilitytopay;

• supportharmminimisationandtargetedcommunitysupportprograms;and

• becompassionate,tolerantandembracediversity.

Honesty, transparency and integrity.To do this we will:

• setandmodelstandardsofbehaviourconsistentwiththeVictorianpublicsectorcodeofconduct;

• embraceopendisclosureandprovidemeaningfulandclearinformationtoourstakeholders;and

• supportethicalleadershipdevelopmentatalllevelsoftheorganisation.

Quality – Excellence with the client at the centre. To do this we will:

• embedaqualitycultureofcontinuousimprovementacrosstheorganisationsuchthatourclients’experiencewithCGHSischaracterisedbythefollowing:

• seamless,coordinated,integratedandtimelyprovisionofpersoncentredcare;

• capableindividualsandteamsworkingwithinstructuresandprocessesthatsupportqualityoutcomesandcontinuousimprovement;

• facilitiesandequipmentthatenabletheprovisionofefficient,effectiveandsustainableservicedelivery;and

• aworkforcethatplacesaveryhighvalueonexcellentcustomerserviceandclient/patientadvocacy.

Caring – Support, compassion and tolerance. To do this we will:

• bewelcoming,caring,supportive,shareknowledgefreelyandsupportlearningineverysetting;

• relatetoourcommunitywithtoleranceandcompassion;

• assistourcommunitytounderstandtheirrightsandresponsibilitiesandhaveaccesstogenuinecomplaintsresolutionprocesses;

• supportourcommunitytoidentifytheneedforandmakedecisionsrelatingtothedevelopment,deliveryandevaluationofservices;and

• workwithinanintersectoralandcollaborativeframeworktomaximisebenefitsforourcommunity;appreciatethepositiveimpactonorganisationalandcommunity capacity that comes from diversity.

People – Respect and support. In doing so we will:

• strivetoprovideanenvironmentthatassistsourstaffto: achievetheirpersonalgoalsandobjectives;

liveethicallywithintheirpersonalvaluesystem;and enthusiastically support CGHS to achieve our strategicandservicedeliverygoalsandobjectives.

• developaworkplacewherepeopleareenabledto: beefficientandeffective; put forward ideas and

participateindecisionmaking; be creative and innovative;and developtheirlearningandcareerinamannerconsistentwiththeirstrengthsandinterests.

• fosterveryhighlevelsofstaffcapabilityandsatisfaction.

ContentsWho we are ______________________________________________________________________________________ 2

Current Accreditation Status _________________________________________________________ 3

Board President’s Report _______________________________________________________________ 4

CEO Report ______________________________________________________________________________________ 5

Introduction/Strategic Plan Released ___________________________________________ 6

Key areas

Population health planning _________________________________________________________ 7

Workforce capability ___________________________________________________________________ 7

Acute Services – Sustainability ____________________________________________________ 8

Sustainability of Specialist Medical Services ______________________________ 9

Care Co-ordination ____________________________________________________________________ 10

Koori Wellbeing _________________________________________________________________________ 11

Cultural and Linguistic Diversity ________________________________________________ 12

Business Units ____________________________________________________________________________ 12

Building Infrastructure _______________________________________________________________ 13

Energy Efficiency _______________________________________________________________________ 14

Quality of Care Report _________________________________________________________________ 15

Our History ____________________________________________________________________________________ 23

Governance ____________________________________________________________________________________ 23

Board of management __________________________________________________________________ 23

Executive Staff ______________________________________________________________________________ 24

Workforce data _____________________________________________________________________________ 24

Overview of Services ____________________________________________________________________ 26

Our Structure _________________________________________________________________________________ 28

Support Groups _____________________________________________________________________________ 29

Senior Personnel ___________________________________________________________________________ 33

Senior Medical and Dental ___________________________________________________________ 34

Statutory Information ___________________________________________________________________ 36

Report of Operations ___________________________________________________________________ 38

Statement of Priorities _________________________________________________________________ 40

Disclosure Index ____________________________________________________________________________ 43

Financial Statements _____________________________________________________________________ 44

2 CGHS ANNUAL QUALITY OF CARE REPORT 2013

Who we are

Central Gippsland Health Service (CGHS) is the major provider of health and residential aged care services in the Wellington Shire.

It serves an immediate population of around 42,000 in Central Gippsland, while acute specialist services reach a wider community in East Gippsland and parts of South Gippsland.

At your service

Central Gippsland Health Service, being a sub-regional health service, works within the Victorian Health Priorities Framework 2012-2022 with a focus on implementing at a local and area-wide level the priorities and actions contained in the Rural and Regional Health Plan.

Within the Gippsland region, there is one Regional Health Service, Latrobe Regional Hospital, which is the key specialist service resource for the region and the four sub regional health services.

Central Gippsland Health Service is the major provider of health and aged care services in the Wellington Shire. It serves an immediate population of approximately 42,000 in Central Gippsland, and reach a wider community in East Gippsland and parts of South Gippsland in terms of more specialised services such as perinatal services, critical care, obstetrics and surgery.

Central Gippsland Health Service is unusual being both a sub-regional and an integrated health service, providing a broad range of primary, secondary and tertiary services, including a near comprehensive range of HACC services, through to adult intensive, coronary care and level 2 neonatal care.

Acute services include a full time emergency department, critical care unit, neonatal critical care unit, operating theatres, day procedure unit, and oncology and dialysis services in addition to general medical and surgical services and subacute services including rehabilitation.

The Health Service has acute campuses at Sale, Maffra and Heyfield; community and home support services are provided throughout the Shire of Wellington (with the exception of Yarram and District) with centres in Maffra, Sale, Heyfield, Rosedale and Loch Sport. Residential aged care services are provided at Sale, Maffra and Heyfield.

The current focus of the Health Service is to use its integration and break down the traditional program barriers

and service delivery silos that have flourished. We aim to develop a highly efficient system that responds to people’s needs by placing them at the centre of a service delivery system focused on supporting them to achieve their goals and aspirations, consistent with the principles embedded in the ‘active service model.’ To achieve these ends a number of “redesigning” projects have been in progress for a number of years and have recently been supported by the establishment of a combined patient service and centralised intake and information area.

In 2012-13 Central Gippsland Health Service released a comprehensive ten year Health Plan as a consultation document. The Central Gippsland Health Service Health Plan 2012-2022 represents a detailed response to the the Victorian Health Priorities Framework, 2012-2022, Rural and Regional Health Plan. The Plan describes how we will support an area-based planning approach to develop a system that is responsive to peoples’ needs.

Our services

Population served approximately 42,000

Emergency attendances 17,708

Inpatient services 12,481

Mothers delivered 490

Community Services hours of service 95,589

Non-admitted Subacute and Specialist Outpatient Clinic Service Events 3,937

People

634 Full Time Equivalent employees

1192 people employed, including casual, part time and full time active employees at 30 June 2013.

Assets and Revenue

$56m in Net Assets

$52m in Buildings

$5m in Plant & Equipment

$79m in Revenue and Budgeted Operations

33

Quality of Care Report

Central Gippsland Health Service is committed to quality and excellence with the client/patient at the centre of our care.

In line with the Central Gippsland Health Service Strategic Plan the Health Service reviews and improves its existing quality framework to support the development of structures, systems and processes that embed a quality culture of continuous improvement across the organisation. As part of this we actively seek engagement from staff, both clinical and non-clinical, consumers and other key stakeholder groups.

The quality team is an integral part of Central Gippsland Health Service and is central to the Clinical Governance and Risk Group which meets twice a month to identify and monitor issues relating to patient, client and resident safety and quality of service.

The Clinical Governance and Risk Group reports to the Quality and Risk Committee which meets bi-monthly, has Board of Management and consumer representation and reports directly to the Board of Management. Community and consumer participation groups work with us to enable community and consumer perspectives to be at the centre of our continuous improvement efforts.

Comprehensive accountability reports relating to performance and legislative compliance are presented to the Board on a monthly basis.

A more extensive Quality of Care Report is included in this document.

Current Accreditation Status

Central Gippsland Health Service is currently accredited with the Australian Council on Healthcare Standards.

A full, organisation-wide survey was held in 2011, when Central Gippsland Health Service gained full accreditation valid for four years. Central Gippsland Health Service was successful in meeting all standards and in addition gaining 11 Extensive Achievement ratings at this survey.

The Australian Commission on Safety and Quality in Health Care has implemented new Australia-wide National Safety and Quality Health service standards. These standards will apply to all public hospitals and public dental services from 1 January 2013. Central Gippsland Health Service is due to be accredited against these national standards in October 2013.

The Aged Care Facilities – Laurina Lodge, Wilson Lodge, Stretton Park and McDonald Wing – all hold current Aged Care Accreditation. Accreditation surveys were carried out at Wilson Lodge in 2011 and Laurina Lodge and Stretton Park in 2012. All three facilities gained full accreditation, meeting all 44 Aged Care standards.

The National Respite for Carers Program also underwent an accreditation in 2012. An action plan has been developed in line with the recommendations from this survey.

4 CGHS ANNUAL QUALITY OF CARE REPORT 20134 CGHS ANNUAL QUALITY OF CARE REPORT 2013

Report by the Chair,Board of ManagementBOARD MEMBERSHIP

Glenn Stagg, Helene Booth, Elizabeth (Libby) Thomson, Lesley Fairhall, Louise McMahon and myself, constituted the Board of Management from the commencement of the 2012/2013 year. We were joined by Tony Anderson on 9 April 2013.

Helene Booth and Elizabeth Thomson’s terms expired on 30 June 2013. Both members have been reappointed for terms of a further three years each.

CHIEF EXECUTIVE

Frank Evans continued in his role as Chief Executive Offi cer of the Health Service, ably supported by members of the Senior Executive.

During the year the relocation of the Care Coordination Centre was completed and patients are now receiving the benefi t of one central coordinating centre for their care.

HEALTH PLAN

At the open access Board Meeting on 5 June 2013 the Board received the Ten Year Population Health Plan. The Plan is now available on the Health Service website and I would recommend that all persons interested in the future of the Health Service read this document. The Plan, in conjunction with the Regional and State Health Plans, will form the basis for future decision making for the direction of our Health Service and the services we will provide.

FINANCE

Most readers would be aware of the very diffi cult fi nancial circumstances in which we had to operate during this fi nancial year. In December we were advised that as a result of changes to Commonwealth/State funding arrangements, $638,000.00 would be removed from our

previously committed government grants. The Board was able to meet this challenge without reducing patient services and was relieved when the grant was ultimately restored by the Commonwealth Government

Despite these setbacks, we are pleased to report that the Health Service has recorded a modest operating surplus which will enable continued investment in capital items so necessary for the ability to continue to deliver high quality services to the community.

CONCLUSION

On behalf of all members of the Board, I would like to thank all members of staff for their contribution to not only the successful fi nancial operation of the Health Service, but also the delivery of the services demanded by our community.

I also, again, wish to acknowledge the substantial assistance that we received from across the community through the various auxiliaries, support groups and volunteers. Finally, I wish to acknowledge the contributions of the Commonwealth Government’s Department of Health and Ageing and the State Government’s Department of Health, especially the team at the Gippsland Regional Offi ce. In addition, we continue to work cooperatively with our neighbours at Latrobe Regional Hospital, Bairnsdale Regional Health Service and Monash University to produce better outcomes in health for all in our community.

John Sullivan - Board Chair

55

Chief Executive Offi cer’s ReportThe 2012/13 reporting period represents a milestone year with the completion of the Central Gippsland Health Service Health Plan 2012-2022, which represents a key deliverable of our 2009 Strategic Plan. Our health plan recognizes the individual characteristics and attributes of our region and population and addresses the particular issues facing our community.

The plan, informed by detailed service delivery plans, is now supporting us to implement a comprehensive service delivery capability framework capable of aligning all the capability dimensions of Central Gippsland Health Service: people; business processes; facilities and equipment; information and communication technologies; knowledge and accountability / governance.

The plan understands that our population is ageing much more rapidly than all Victoria and Australia and as a consequence will be characterised by higher than average prevalence of chronic disease, disability and health service utilization.

The plan recognizes the need for the Health Service to build on existing relationships and collaborative approaches within the Gippsland region and sub region and to continue to build care pathways for people to facilitate access to appropriate and cost effective care.

The highlights of the plan include how Central Gippsland Health Service will:

• Acttobepartofanadaptableruralandregionalhealthsystem that is tailored to the needs and circumstances of our community and support collaborative, clinically appropriate and cost effective service delivery

• BuildontheexistingconfigurationwithGippslandand beyond and build on the developing sub regional or area based approach to service delivery

• Supportandenablethesystematicuseofclinicalguidelines and evidence informed patient pathways to enable our community to receive appropriate and timely care in the most appropriate setting

• BuildontheexistingGippslandhealthservicepartnering arrangements to better support people as they move between service providers and settings

• Clarifyourroles,responsibilitiesanddesireswithregard to the implementation of the Victorian Public Health and Wellbeing Plan 2011-2015

• Supporttheworkforcecapabilitydevelopment required to sustain and grow our workforce’s capability and capacity

• SupportLatrobeRegionalHospitaltostrengthentheirclinical leadership responsibilities in the region and to enable us to meet our sub regional responsibilities.

Our sincere thanks go to our Community Liaison Group and Chronic Disease and Disability Network, for their advice on how to improve our services and continuing to provide us with insight into what it is like to live with or care for someone with a chronic illness, injury or disability. In particular these groups continue to assist us to progress our Care Coordination and other redesign projects. Our ongoing thanks go out to our quiet achievers, the Rosedale Community Health Centre Advisory Committee for their work supporting the delivery of responsive health services in Rosedale and surrounds.

This year we completed a capital works project that has enabled us to establish an integrated patient intake and information service. This was a critical deliverable for our Care Coordination project and along with the implementation of the community services module of our patient administration system (iPM), has allowed us to put in place many of the improvements identifi ed through our Care Coordination and Home Support Workforce Redesign Projects.

We are also delighted to have been able to signifi cantly renovate our Palliative Care room, to create a palliative care suite inclusive of a lounge, ensuite bedroom, kitchenette and covered courtyard.

Our sincere thanks go out to staff for their continuing efforts to provide quality health services for their community. The number of staff who took on leadership roles and showed initiative with regard to improvement projects has been remarkable.

Major initiatives in addition to Care Coordination and Home Support Workforce Redesign include: Surgical Patient Journey Project; Emergency Department Patient Journey Project; Maternity Domiciliary Care and Vulnerable Family Project; Hardwiring Excellence; Evidence Based Patient Care Projects; and the recently commenced Effi cient Ward; and Effi cient Theatre Projects.

We continue to be indebted to our many volunteers for their tireless work across so many areas of our service. This includes our hospital and health centre auxiliary members, who work hard to raise important funds for equipment to meet the needs of our patients, residents and clients.

Our Consumer Health Advocate has had a busy year helping people to


navigate our service and the wider health system and to have their concerns heard and addressed. Alan Murray is our Consumer Health Advocate in addition to being a volunteer community driver. Alan continues to participate on a number of committees and project teams helping to keep consumer issues at the forefront of our thinking and our work. We are grateful to Alan for his seemingly tireless efforts.

We would also like to thank the Department of Health, the Department of Health and Ageing and in particular our Regional Offi ce for their ongoing commitment and support for Central Gippsland Health Service and all the health services within the region. We work in a very cooperative environment and we are grateful for the positive relationship we have with our Regional Hospital (Latrobe), our neighbours Bairnsdale Regional Health Service, Yarram and District Health Service and others across the region.

These relationships will enable us to implement our health plan and establish pathways for patients and clients to enable them to be at the centre of what is undoubtedly a highly complex system.

You can provide feedback on our annual and quality report or any matter you might like to bring to our attention via the community feedback portal on our new website. Please visit www.cghs.com.au and follow the prompts.

Frank Evans - Chief Executive Offi cer

Introduction

In this annual report, the activities of the organisation are reported against the key areas of the Strategic Plan.

In 2012 Central Gippsland Health Service released its Health Plan 2012-2022, which is a consultation document that represents a detailed response to the the Victorian Health Priorities Framework, 2012-2022, Rural and Regional Health Plan. The Plan describes how the Health Service can support an area-based planning approach to develop a system that is responsive to people’s needs.

Strategic planning

Central Gippsland Health Service has adopted a service delivery capability planning model. The intention is to align all the capability dimensions of Central Gippsland Health Service in a way that enables us to achieve our mission: to provide health and community services that will best meet the current and future needs of our community

The Health Plan represents a key deliverable of our 2009 Strategic Plan. Our Health Plan has been developed to determine what we will do from the perspective of service delivery (the work we need to do) and describes the service delivery capability required to enable us to do this work.

Subsequently the Central Gippsland Health Service Health Plan 2012 - 2022 has been released as a consultation document and forms the primary vehicle for stakeholder participation in the development of our 2014 Strategic Plan.

Stakeholder consultation will be extended beyond the scope of the Health Plan, as will a comprehensive environmental scan which will look beyond the service delivery and service

Figure 1: Health planning cycle

capability requirements of the health service. Once again staff and VMOs are considered key stakeholders and will be encouraged to participate at key times through the planning process.

Being underpinned by a comprehensive health plan it is expected the 2014 Strategic Plan will deal with issues at higher level and in less detail than the 2009 version.

7

KEY AREA Population Health Planning

Goal: To adopt a population health approach to health service planning and delivery.

In 2012/13 the Board of Management approved the Central Gippsland Health Service Health Plan 2012-2022. The Health Plan represents a key deliverable of our 2009 Strategic Plan and recognises the individual characteristics and attributes of our region and population and addresses the particular issues facing our community.

The plan, informed by a comprehensive needs assessment, is now supporting us to implement a comprehensive service delivery capability framework, capable of aligning all the capability dimensions of CGHS: people; business processes; facilities and equipment; information and communication technologies; knowledge and accountability / governance.

The plan understands that our population is ageing much more rapidly than all Victoria and Australia and as a consequence will be characterised by higher than average prevalence of chronic disease, disability and health service utilization.

The plan recognizes the need for Central Gippsland Health Service to build on existing relationships and collaborative approaches within the Gippsland region and sub region and to continue to build care pathways for people to facilitate access to appropriate and cost effective care.

A copy of the health plan and associated technical paper is available on our website. You are invited to comment on the plan through our community feedback portal. Please visit www.cghs.com.au

KEY AREA Workforce Capability

Goal: To develop and implement a comprehensive workforce capability development framework.

Central Gippsland Health Service continues to develop its workforce capability framework as part of an overall service delivery capability model. Service delivery (or organisational) capability can be defined as “the sum of all things that enable an organisation to deliver services.”

The implementation of this framework supports high levels of personal performance and service excellence. The framework is based on an understanding that capability is the critical link between strategy and performance and the importance of the relationship between what is needed to be done (the work) and the personal abilities and attributes needed to do it.

The framework provides the link between functional capabilities and processes such as:

• strategicworkforceplanning,workandroledesign,

• recruitmentandselection,

• careerandsuccessionplanning,

• performancemanagementandlearningmanagement.

With Health Service support, another group of 35 middle managers and service coordinators this year gained a nationally recognised Diploma of Management qualification. The course was delivery through the Australian Institute of Flexible Learning (AIFL) by flexible delivery, combining online, face to face and on the job learning and assessments.

The Health Service is continuing to build capability within its trainees/apprentices program, with a number of those who have qualified able to gain ongoing employment into permanent vacant positions.

A significant achievement has been the employment of three Aboriginal Allied Health Assistants into permanent positions after completion of their traineeship.

The Health Service was successful in receiving a $45,000 training grant from the Department of Health’s Closing the Gap Management strategy in June 2012 and $15,000 in December.

This funding enabled three local indigenous people to start an 18 month allied health assistant traineeship and one local indigenous person to commence a Diploma of Nursing traineeship.

Continuing to upskill the existing workforce is an important initiative within the Health Service. This year has seen Community Carers undertaking a number of Nationally Accredited units of learning to enhance their knowledge and skills which will enable them to expand their scope of work.

Eight Community Carers have successfully achieved a double qualification, Certificate III in Home and Community Care and Certificate III in Aged Care, and staff within Laundry Services and Food Services have gained a Certificate III in Health Support Services.

The online learning management system, Moodle, continues to expand with an increasing number of staff able to access learning in a flexible and resource efficient way.


First group oF AboriginAl Allied HeAltH AssistAnts gAin quAliFiCAtion

A program to provide training and a qualification for local Aboriginal people has proved a success, with a group of three completing an Allied Health Traineeship.

Two of the group, Kayla Kennedy-Hills and Tina Towers have been employed in permanent Allied Health positions at the Health Service, while the third, Kimberley Pepper, is expecting a child but may return to the employment market at a later date.

A new training program started in March 2013, with three local people, Jasmine Ryan, Sue van Rossum and Angela Chester, undertaking the 18 month course. Another local Aboriginal woman, Madeline Berry also started a Diploma of Nursing traineeship in March.

The Health Service is delighted that the first group of Aboriginal women has completed the allied health traineeship.

While the cohort was the first involving only Aboriginal people, the group was part of the second Allied Health

Pictured are, in the front row from left, Kayla Kennedy-Hills, Tina Towers and Sue van Rossum, while in the back from left are Jasmine Ryan, Madeline Berry and Angela Chester.

trainee program run by CGHS. Those involved in the first group completed a similar traineeship early in 2011, and a number are still employed at the Health Service.

The Allied Health Traineeship program is part of a long term workforce strategy. The most recent group combined practical work with a flexible online course through the Australian Institute of Flexible Learning and have earned a Certificate IV in Allied Health Assistance. Through their course they undertook rotations at Central Gippsland Health Service in Physiotherapy, Occupational Therapy, Speech Therapy, Social Health and Dietetics.

KEY AREA Acute Services - Sustainability

Goal: To provide acute care services efficiently and effectively and within designated funding and associated revenue streams while continuing to improve quality of care.

As with most health services, Central Gippsland Health Service has a pressing need to improve the efficiency of its acute care services.

While this is very challenging, the Health Service is clear about the need to continuously improve the quality of services and ensure that achieving improved efficiency supports improved quality of care.

This year, Central Gippsland Health Service commenced a number of projects including an evidence based redesign project focused on the Surgical Patient Journey, collaborative redesign of our theatre list management to improve utilisation, continuation of the Hardwiring Excellence project focused on effective care and commencement of a Productive Ward and Theatre project focused on releasing more time for care.

We are also undertaking an evidence based care pathways project targeting key conditions, of which we have completed Management of the Unwell Neonate with Hypoglycaemia and Enhanced Recovery for Colorectal Surgery Patients.

HeAltH serViCe WelCoMes equipMent inVestMent

Staff in two key acute support areas at Central Gippsland Health Service welcomed the installation of new equipment late in 2012.

Three new anaesthetic units were installed in the operating theatres along with two new operating tables, through the State Government’s medical equipment program.

The fluoroscopy and x-ray areas of the Medical Imaging Department have also received a boost with a refit of each of the rooms and installation of new equipment.

The $783,815.00 investment in equipment was welcomed by the Health Service.

In the Medical Imaging area the fluoroscopy room was refurbished to complement the new equipment, as was the case in the x-ray room.

Pictured in one of the operating rooms are, from left, Anaesthetist Dr Arthur Dell next to one of the new anaesthetic units, operating room nursing staff Heather Ronchi, Debbie Meester and Sue Butcher and Operating Room technician Maurice Fernando. In front is one of the operating tables.

9

Goal: To sustain a specialist medical workforce capable of supporting our sub regional role in delivering specialist medical, maternity and procedural services.

Central Gippsland Health Service has continued to recruit high quality medical specialists.

In early 2013 two medical officers were appointed, Senior Emergency Department Medical Officer Dr John Hambly and Director of Medical Services, Dr Sergey Bibikov (part time 0.75 EFT).

Dr Hambly was trained in the UK and is a member of the College of Emergency Medicine in the UK. During the latter part of the reporting period he was at the very final stage of his Fellowship training with the College of Emergency Medicine.

Dr Hambly has special interest in Emergency Medicine and intensive care, as well as postgraduate education of junior medical staff. He has taken a lead as clinical educator for all HMOs, running weekly educational sessions and providing mentoring and coaching on an individual basis.

This appointment had enabled the Emergency Department to meet the Intern supervision requirements of the PMCV and to provide greater continuity of care, support and supervision for Junior Medical Staff. Dr Hambly has also spent significant time building relationships with local General Practitioners to improve the management of primary care patients presenting to the Emergency Department.

Dr Bibikov has worked in Russia and New Zealand for more than 25 years in Obstetrics, Gynaecology and Oncology. He also worked as a Senior Advisor for the New Zealand Ministry of Health for five years after completion of a Master of Business Administration Degree with Victoria University of Wellington in 2005.

Dr Bibikov has broad medical and managerial experience, which has been recognised by the Royal Australasian

College of Medical Administrators (RACMA) in the form of recognition of prior learning which allowed a specialist pathway for registration in Australia. During the reporting period he was at the very last stage of his fellowship training.

Dr Bibikov has a special interest in the implementation of a clinical governance model in a rural hospital setting, as well as policy implementation targeting junior and senior medical staff.

Three Senior Medical Officers have been granted Fellowship this year. Dr Vineetha Das has been granted a Fellowship by the Royal Australasian College of Physicians, Dr Arthur Dell, Director of Anaesthetics, has been granted Fellowship with the Royal Australian and New Zealand College of Anaesthetists and Mr Paul Strauss has been granted Fellowship with the Royal Australasian College of Surgeons.

The junior medical workforce of 20 Interns, Registrars and HMOs was enhanced with the Gippsland Medical Workforce Partnership offering a five year training program for local medical students to undertake the Victorian General Practitioner – Rural Generalist (GP-RG) program.

The program supports organisations working together to establish a GP-RG training pathway in the areas of obstetrics, anesthetics, surgery and/or emergency medicine. Rotations at Central Gippsland Health Service will include anesthetics, obstetrics and emergency medicine.

The Health Service is working consistently to improve experience and training of junior medical staff and enhance their ability to provide a high standard of comprehensive medical care for all patients.

In order to meet this goal the Health Service runs a number of training and educational programs targeting junior doctors and facilitating their participation and attendance.

The Health Service has expanded its accredited specialist training positions available and supports training for Registrars in General Surgery, General Medicine, Paediatrics and Obstetrics and Gynaecology.

KEY AREA Sustainability of Specialist Medical Services


sAle experienCe HigHly rAted by interns

The Emergency Department at Central Gippsland Health Service in Sale has been recognised as a preferred destination by junior doctors starting out on their careers.

Interns from the Alfred Hospital undertake rotations at CGHS and, in end of year feedback, the 2012 cohort nominated the Emergency Department as the Most Supportive Unit.

Under the program, two interns at a time work in the Emergency Department, with 10 interns at CGHS during 2012. They also work at a number of other hospitals, including metropolitan hospitals like the Alfred. CGHS was one of only a few to receive multiple nominations.

All of the Alfred interns are asked to take part in a survey when they are about to complete their internship. As well as commenting generally on their rotation, they are given an opportunity to nominate specific units that they feel have made a difference.

Pictured in the Emergency Department are this year’s Alfred interns, Dr Pana Kakridas (third from left) and Dr Jade Goodge (right) with, from left, registered nurse Andrew Webb, Dr Darious Jerome-Frank, assistant nurse unit manager Darren Jacob and nurse unit manager Kate Roberts.

KEY AREA Care Co-ordination

Goal: To enhance the health and wellbeing of people with chronic illness and or complex health care needs through access to a highly coordinated health care and community support system.

Central Gippsland Health Service has further advanced implementation of the major change activity, the Care Coordination Project, this year.

There has been significant inroads and milestones achieved since it started in 2009.

The project’s objective is to support patients and clients who have complex care needs to achieve their goals and aspirations. This is achieved by integrating a coordinated approach to their care by providing the right service by the right person(s), at the right time, in the right setting to achieve the best outcome.

Central Gippsland Health Service has developed a number of Care Coordination definitions which underpin and support a shared understanding of the way in which it works with clients and patients as they progress towards achieving their goals.

These definitions include: Patient/Client Determined Goals; Person Centred Care; and Multidisciplinary teams working in an Interdisciplinary Manner, with Comprehensive Service Delivery Plans being the key deliverable.

During the year the Care Coordination model was rolled out into the community setting along with the implementation of the Health Service Information and Intake service. Six Information and Intake Officers have been appointed to support the point of entry to the Health Service.

Their role includes updating patient information; screening clients and patients for complexity in terms of their health care needs, and referring on to a Care Coordinator if appropriate; processing referrals; and the making of appointments, amongst a number of other duties. Position descriptions were developed and staff received support to gain the required knowledge and skills for the new role. Information and Intake is co-located with patient services.

The Information and Intake area was refurbished with significant input in the choice of décor from the Consumer and Carer Advisory group and the Chronic Disease and Disability Network. Central Gippsland Health Service has gained invaluable understanding of navigating the health care system from members of these well established groups. Thanks to the knowledge and insight of this network there have been a number of improvements implemented with regard to consumer and community access at the Health Service.

Phase Two of the HACC Workforce Redesign Project has involved working on systems such as the introduction of the software program, IPM Healthsmart, and Care Coordination processes to support the project.

A number of Community Carers have transitioned to rostered, guaranteed hours of work.

Community Carers are supporting Care Coordination processes such as delivering Service Delivery Plans to their clients. These Service Delivery Plans are then available for all support staff who attend the clients home enabling them to monitor and gauge a client’s progress.

11

CoMMunity CAre CoordinAtors Appointed

Five Community Care Coordinators have been appointed to support clients to remain living safely and as independently as possible in their community. Capability development needs were identified with staff who undertook additional learning modules enabling transition into those positions.

Care Coordination aligns with a very significant supplementary project, the Home and Community Care (HACC) Workforce Redesign Project and this has been another major focus this year.

The HACC Workforce Redesign Project’s goal is to have the capability to work with clients and patients to maximise dignity, with a shared understanding of their goals and expectations, while avoiding duplication. The end result should be to achieve continuity of care resulting in a happy and satisfied client and workforce.

To achieve this aim it was highlighted that there was a need to review and redesign the HACC workforce. Primarily the objective was to improve workforce satisfaction for Community Carers; to provide them with regular hours of work; and to increase their workforce capability by

increasing their skills and knowledge, including health promotion and chronic disease management.

There was also a need to avoid duplication of ‘in home’ assessments and service providers, and to provide locality based planning and service delivery.

In 2012 the HACC Workforce Redesign Project Team worked through issues relating to Community Carers capability, work practices and the Active Service Model. As a result all Community Carers undertook Nationally Accredited units of learning. These units of learning have been provided by a Registered Training Organisation, the Australian Institute of Flexible Learning.

At the 2013 graduation ceremony, eight Community Carers were presented with the double qualification Certificate III in Home and Community Care and Certificate III in Aged Care. Another six Community Carers successfully completed all required units of learning and obtained their Statements of Attainment.

These units of learning are expanding the skills and knowledge of our Community Carers, and will enable them to provide a range of services during the one visit.

KEY AREA Koori Wellbeing

Goal: To receive direction from our Koori communities about what is required of Central Gippsland Health Service to enhance Koori health and wellbeing.

In the 2011 census, 586 people in the Wellington Shire reported to be an Aboriginal or Torres Strait Islander, which equated to 1.42% of the total Shire population. This is up from the 1.07% at the 2006 Census, and an increase of 155 people.

This population continues to be a significant group within the Health Service catchment because of the enduring health inequities that exist in comparison to the non-Aboriginal population.

Central Gippsland Health Service is again proud to acknowledge the local Aboriginal community. It is important to us that we walk beside and with our local Aboriginal community.

The annual Flag Raising Ceremony through NAIDOC week in July of each year is one point at which Central Gippsland Health Service emphasises this relationship.

The Health Service has employed some of the Aboriginal Allied Health Assistant trainees into permanent positions as Allied Health Assistants and has commenced a second Allied Health Assistant traineeship program for local Aboriginal people.

The relationship with Ramahyuck District Aboriginal Corporations’ home and community care team has

strengthened, through networking and placement exchanges.

The Aboriginal Employment Strategy 2012-2015 was developed which aims to increase employment participation of Aboriginal people at Central Gippsland Health Service to at least one percent of the total workforce.

The Health Service has continued to participate in the regional Koolin Balit “Closing the Health Gap” planning and implementation.

As well a staff cultural diversity competency program was revised and established and is now available on line to all staff.

The Health Plan which includes a wide range of recommendations and strategies to support our Aboriginal community was developed and the Health Service pledges to undertake this work with the community.

The Health Service looks forward to continuing to strengthen our links and partnerships with the Aboriginal community into the future.

One of the Community Carers at the graduation night, Sharlene Niegut, centre, is pictured with Sue Morley, Australian Institute of Flexible Learning (left) and Kylie Clarke, Manager Home Nursing and Support Services.


HeAltH serViCe Wins MultiCulturAl serViCe AWArd

Central Gippsland Health Service has been recognised for its work with the community, winning an award presented by Gippsland Multicultural Services.

The Health Service was nominated for its work in developing an Aboriginal Allied Health Assistant traineeship program and was awarded the Gippsland and Cardinia Regional Diversity - Excellence in Service Delivery Award.

The award recognises excellence in the areas of community services including aged services and youth services.

The Aboriginal Allied Health Assistant traineeship program was developed with assistance from the State Department of Health and matching support from the Health Service. A group of young Aboriginal people was employed as part of a broader plan to develop allied health assistants from the local community.

The Aboriginal Allied Health traineeships program is also part of the Health Service’s commitment to provide career opportunities for Aboriginal people. The program was made possible by a $75,000 grant through the Department of Health’s ‘Closing the Health Gap in Victoria’ program with matching support from the Health Service.

KEY AREA Culturally and Linguistically Diverse Backgrounds

Goal: Ensure people from culturally and linguistically diverse backgrounds experience equitable access to services to maximise their health and wellbeing.

A significant number of people from Culturally and Linguistically Diverse backgrounds live in the Wellington Shire and it is very important that the Health Service continues to support this ageing population sector to access

services and maximise their health and wellbeing.

Through the Central Gippsland Health Service Health Plan, we understand the current and future demographic of our diverse population, so that we can build plans that will match the needs of these population groups.

The Health Service provides health information to people in a format that they will understand and continues to use Interpreter Services on an as-needs basis.

KEY AREA Business Units

Goals: To develop and protect profit centres to enable the generation of discretionary funds that can be targeted to address priority needs.

Central Gippsland Health Service includes two major business units, the Sale Linen Service and Medical Imaging departments. The business units generate a significant net financial benefit for the Health Service and provide high quality services to the community and other health and private industries.

Linen Service

Redevelopment of the linen service has continued, with the roof replacement completed. Another significant step forward was the decision to replace the washing and associated infrastructure within the department, one of this year’s strategic goals.

It is a substantial step forward that will drive the business, with some of the positive improvements including

13

considerable reduction in water and utilities, removal of manual handling issues and the ability to increase production.

The infrastructure project is due for installation in November 2013. It has proved to be a challenging project but both the staff and management are all extremely excited for the next stage.

Medical Imaging

Medical Imaging has had a much needed revamp to its main reception and waiting room as part of the information and intake refurbishment.

As well, the services have expanded in Sale. The Health Service has leased the premises of a former private provider, enabling it to extend its service capability across the two sites. The CBD location allows an additional location for general x-rays, ultrasound and bone density scans.

The end of life general x-ray machine at Maffra Hospital has been replaced with a new unit, and an investigation into the

viability of operating a limited outpatient facility in Maffra is taking place.

The CT scanner and two of the ultrasound machines are due for replacement in the new financial year, so a lot of work has gone into tendering for the new equipment to make sure the Health Service maintains and improves its current service capability. The new equipment will be installed by November 2013 and is in line with the recommendations of the Central Gippsland Health Service Health Plan.

Caption: The new-look medical imaging centre in the Sale CBD, now operated by Central Gippsland Health Service to complement its services at the Guthridge Parade campus.

MediCAl iMAging serViCe extended to CentrAl sAle

Central Gippsland Health Service extended its medical imaging capacity, providing further services to the local community with the opening of a new centre in the Sale CBD.

The Health Service took over the lease and equipment from Sale Medical Imaging and, after a refit, was operating from the premises in Raymond Street by September 2012.

The Medical Imaging Department has continued to provide the full range of services at the Sale Campus of Central

Gippsland Health Service, with the new service a significant addition.

It has provided more access to medical imaging services, including general X-Ray, ultrasound, BMD, OPG and ECHO cardiography imaging services.

At around the same time, the equipment at the Health Service campus in Guthridge Parade was expanded with the installation of new Fluoroscopy equipment. The new equipment enables all fluoroscopic procedures, including for paediatric patients.

KEY AREA Building Infrastructure

Goal: To meet our short to medium term infrastructure requirements and to position ourselves to receive the major capital funding required to meet our long term needs.

It has proved to be another busy year for the Engineering Services Department with several capital projects completed. They include:

• InstallationofFireSafetySprinklersthroughout all bed based areas

• Completionofthecentralisedinformationandintake area refurbishment project based in the old outpatient area of the Sale campus

• Refurbishmentofthepalliativecaresuitehasbeen successfully completed providing a more

appropriate area for both patients and families

• ReplacementoftheMaffraHospitalchillersandinstallation of a building management system to better manage the environment of the Health Service

• InstallationofpipedoxygentoacutebedsatMaffraHospital to provide efficiency and cost savings

• Conversionofcurrentdomestichotwaterboilerto efficient redundant bank of instant hot water units as identified in the energy efficiency audit

• ConnectionofthewatertankssituatedatWilsonLodge to the main hospital building flushing tanks, enabling the use of the captured rain water to flush all toilets within the main acute building.


substAntiAl donAtions support onCology upgrAde

A number of extraordinary donations during the year provided a kick start to fundraising for redevelopment of the oncology unit.

Four individual donations totalling $175,000 were received soon after a ‘Gippsland’s Got Talent’ event and a Cracker Jack Bowls night at the Lakeside Club.

The major donations were made by the John Leslie Foundation, which pledged a contribution of $150,000, Bill and Mavis Jennings, Carolyn Fordham and Graham Chalmer. The initial cost estimate for the redevelopment is $1 million.

The planned redevelopment will extend the current oncology area to create nine separate patient bays, allowing more privacy for patients and more room for staff and patients. It currently has room for only five patients at a time, with another two squeezed in when necessary.

The expansion is necessary as there are more patients being treated locally. The benefits of this facility include that the Health Service will be able to provide chemotherapy treatments for more people while decreasing the travel requirements for patients.

Further donations can be made by cash, cheque or card directly to the cashier at reception or by post addressed to Executive Secretary, Central Gippsland Health Service, 155 Guthridge Parade, Sale VIC 3850. Donations of more than $2.00 are tax deductible.

Architect’s plans show the extended oncology department.

KEY AREA Energy Efficiency

Goal: Our goal is to significantly improve our energy related performance and to engage in activities that will support substantial and long-lasting reductions in energy use and generation of waste.

The two main projects completed this year are the conversion of the heating for the acute buildings domestic hot water from a traditional boiler system to a more efficient redundant bank of instant hot water services. This was a key item identified in the energy efficiency audit conducted in 2011.

Water from the rain water tanks at Wilson Lodge have been redirected to the flushing tank of the main acute building. This water will be used to flush all toilets within the main Sale acute building, with anticipated annual water savings of close to 1.7 megalitres.

The team is continually looking for technologies to reduce the organisation’s energy footprint. Two exciting projects planned this year for 2013/2014 include a total infrastructure upgrade to the industrial laundry and an upgrade to CT scanner and ultrasound machines within the medical imaging department.

Quality of Care ReportCentral Gippsland Health Service is committed to quality, safety and excellence with the client/patient at the centre of care.

In line with the Central Gippsland Health Service Strategic Plan, the Health Service reviews and improves on its existing quality framework to ensure systems which embed a culture of continuous improvement across the organisation.

Processes are in place to seek engagement from clinical and non-clinical disciplines, consumers and other key stakeholder groups.

The quality team is an integral part of Central Gippsland Health Service and is central to the Clinical Governance and Risk Group, which meets twice a month to identify and monitor issues relating to patient/client/resident safety and quality of service.

The Clinical Governance and Risk Group reports to the Quality and Risk Committee which meets bi-monthly, has Board of Management and consumer representation and reports directly to the Board of Management. Community and consumer participation groups work with the Health Service to enable community and consumer perspectives to be at the centre of continuous improvement efforts.



The Acute and Community Services of Central Gippsland Health Service are currently accredited with the Australian Council on Healthcare Standards to EQuIP 5 Standards.

The Australian Commission on Safety and Quality in Health Care has implemented 10 new Australia wide National Safety and Quality Health Service Standards. These standards will apply to all public hospitals and public dental services from 1 January 2013.

Central Gippsland Health Service provided a progress report in October 2012 against the fi rst three National Standards. These are:

• Standard1:GovernanceforSafetyandQuality in Health Service organisations,

• Standard2:PartneringwithConsumersand

• Standard3:PreventingandControllingHealthcare Associated Infections.

Positive feedback was received by the accreditation body, the Australian Council on Healthcare Standards following this report.

Central Gippsland Health Service is due to be accredited against all ten National Standards in October 2013 through an organisation-wide survey visit.

Aged Care Facilities, Laurina Lodge, Wilson Lodge, Stretton Park and McDonald Wing, all hold current Aged Care Accreditation. The JHF McDonald Wing at Maffra underwent its accreditation survey in July 2013 and met all 44 standards.

The National Respite for Carers Program accreditation recommendations action plan has been developed to meet recommendations from the 2012 accreditation visit.

The Evidence Based Clinical Practice (EBCP) initiative

The Evidence Based Clinical Practice initiative allows examination of current practices in light of related bodies of evidence. It also assists to formulate standardised care recommendations and translate evidence to clinical practice to achieve safe, effective and effi cient gold standard care delivery.

Through the Central Gippsland Health Service Evidence Based Clinical Practice initiative, multidisciplinary advisory groups developed and implemented pathways focused on colorectal surgery and neonatal care. The development of pathways included examination of treatment recommendations made by both peer and peak organisations along with those from specialist clinician bodies.

As the body of evidence for clinical practice has increased globally, many clinicians have provided implementation guides or treatment recommendations based on this evidence.

Colorectal pathway to enhanced recovery after surgery

Central Gippsland Health Service started its Enhanced Recovery after Surgery (ERAS) Implementation Program in September 2012.

Colorectal cancer accounts for 15% of all new cancers diagnosed in Gippsland. At Central Gippsland Health Service many of these patients undergo major abdominal surgery, often performed by a general surgeon, resulting in a wide disparity in Length of Stay fi gures and patient outcomes for each clinician when compared to state averages.

Evidence-based consensus reviews conducted by the Health Service strongly supported the adoption of ERAS care principles to patients undergoing colonic resection for colorectal cancers. Victorian metropolitan experiences support the facilitation of ERAS programs.

15

Quality of Care ReportCentral Gippsland Health Service is committed to quality, safety and excellence with the client/patient at the centre of care.

In line with the Central Gippsland Health Service Strategic Plan, the Health Service reviews and improves on its existing quality framework to ensure systems which embed a culture of continuous improvement across the organisation.

Processes are in place to seek engagement from clinical and non-clinical disciplines, consumers and other key stakeholder groups.

The quality team is an integral part of Central Gippsland Health Service and is central to the Clinical Governance and Risk Group, which meets twice a month to identify and monitor issues relating to patient/client/resident safety and quality of service.

The Clinical Governance and Risk Group reports to the Quality and Risk Committee which meets bi-monthly, has Board of Management and consumer representation and reports directly to the Board of Management. Community and consumer participation groups work with the Health Service to enable community and consumer perspectives to be at the centre of continuous improvement efforts.



The Acute and Community Services of Central Gippsland Health Service are currently accredited with the Australian Council on Healthcare Standards to EQuIP 5 Standards.

The Australian Commission on Safety and Quality in Health Care has implemented 10 new Australia wide National Safety and Quality Health Service Standards. These standards will apply to all public hospitals and public dental services from 1 January 2013.

Central Gippsland Health Service provided a progress report in October 2012 against the fi rst three National Standards. These are:

• Standard1:GovernanceforSafetyandQuality in Health Service organisations,

• Standard2:PartneringwithConsumersand

• Standard3:PreventingandControllingHealthcare Associated Infections.

Positive feedback was received by the accreditation body, the Australian Council on Healthcare Standards following this report.

Central Gippsland Health Service is due to be accredited against all ten National Standards in October 2013 through an organisation-wide survey visit.

Aged Care Facilities, Laurina Lodge, Wilson Lodge, Stretton Park and McDonald Wing, all hold current Aged Care Accreditation. The JHF McDonald Wing at Maffra underwent its accreditation survey in July 2013 and met all 44 standards.

The National Respite for Carers Program accreditation recommendations action plan has been developed to meet recommendations from the 2012 accreditation visit.

The Evidence Based Clinical Practice (EBCP) initiative

The Evidence Based Clinical Practice initiative allows examination of current practices in light of related bodies of evidence. It also assists to formulate standardised care recommendations and translate evidence to clinical practice to achieve safe, effective and effi cient gold standard care delivery.

Through the Central Gippsland Health Service Evidence Based Clinical Practice initiative, multidisciplinary advisory groups developed and implemented pathways focused on colorectal surgery and neonatal care. The development of pathways included examination of treatment recommendations made by both peer and peak organisations along with those from specialist clinician bodies.

As the body of evidence for clinical practice has increased globally, many clinicians have provided implementation guides or treatment recommendations based on this evidence.

Colorectal pathway to enhanced recovery after surgeryColorectal pathway to enhanced recovery after surgeryColorectal pathway to enhanced

Central Gippsland Health Service started its Enhanced Recovery after Surgery (ERAS) Implementation Program in September 2012.

Colorectal cancer accounts for 15% of all new cancers diagnosed in Gippsland. At Central Gippsland Health Service many of these patients undergo major abdominal surgery, often performed by a general surgeon, resulting in a wide disparity in Length of Stay fi gures and patient outcomes for each clinician when compared to state averages.

Evidence-based consensus reviews conducted by the Health Service strongly supported the adoption of ERAS care principles to patients undergoing colonic resection for colorectal cancers. Victorian metropolitan experiences support the facilitation of ERAS programs.

15

Staff were happy to take part on the new research on colorectal recovery.

ERAS places the patient at the centre of the surgical experience with extensive patient education regarding expected outcomes that enable the patient to ‘drive’ their own care post operatively.

The ERAS experience includes a number of evidence based interventions, which challenge historical practice, and include:

• Limitedornobowelpreparation

• Nosolidfoodforsixhours

• FluidandCarbohydrateloadingtwohourspreoperatively

• Nonasogastric/draintubes

• IVfluidrestrictionwithIVfluidsremovedinRecovery

• Mobilitypathwayswithsettargetse.g.,sittingout of bed the evening after surgery for two hours, and ambulating on day one

• FluidandFoodintakeassoonaswantedpostoperatively

• Painbusterforpost-operativepain+-PCA

Shorter Length of Stay and reduction in invasive/uncomfortable interventions are the priority of ERAS and a marked recovery process and reduced length of stay for colorectal patients has been demonstrated through this pathway.

Transitional Care Program

The Transitional Care Program (TCP) provides care and restorative services to older people who no longer need hospital care but who do need some additional time and support to recover.

The Transitional Care Program is provided for patients who are assessed by the Aged Care Assessment Service as suitable for the program. The Transitional Care is provided either in a patient’s own home or in a ‘home like’ setting at Maffra or Heyfi eld Hospital.

Through the Transitional Care Program and care coordination processes patients receive nursing care and ongoing therapy from a team of therapists, dependant on goals of care.

Many people use transitional care while they are waiting for a place in a residential care facility, or while their condition improves to the point that they can return home with support from the Central Gippsland Health Service team. These packages help older people to return home with enhanced support and can also support people so they do not enter residential care prematurely.

How does Central Gippsland Health Service monitor issues?

The Limited Adverse Occurrence Screening process has been in place at Central Gippsland Health Service since April 2005.

The occurrences screened include:

• MedicalEmergencyTeamcalls

• CardiacArrest

• UnplannedreturntoTheatrewithinsevendays

• Deaths

• UnplannedtransferstoCriticalCareUnit

• Unplannedreadmissionswithin28days

• AsuiteofobstetricscreeningsincludingEmergency caesarean and perineal tears

• Asuiteofanaestheticscreeningeventsincluding anaesthetist call back for pain, respiratory, nausea and vomiting

A major improvement in managing the LAOS system at the Health Service has been the introduction of the Quality Improvement/LAOS module in the Riskman system. All LAOS screening events are now entered electronically into the system and reviewers electronically provide their review. This has improved the timeliness of reporting and review and enables enhanced reports to be generated from the information.


Staff were happy to take part on the new research on colorectal recovery.

ERAS places the patient at the centre of the surgical experience with extensive patient education regarding expected outcomes that enable the patient to ‘drive’ their own care post operatively.

The ERAS experience includes a number of evidence based interventions, which challenge historical practice, and include:

• Limitedornobowelpreparation

• Nosolidfoodforsixhours

• FluidandCarbohydrateloadingtwohourspreoperatively

• Nonasogastric/draintubes

• IVfluidrestrictionwithIVfluidsremovedinRecovery

• Mobilitypathwayswithsettargetse.g.,sittingout of bed the evening after surgery for two hours, and ambulating on day one

• FluidandFoodintakeassoonaswantedpostoperatively

• Painbusterforpost-operativepain+-PCA

Shorter Length of Stay and reduction in invasive/uncomfortable interventions are the priority of ERAS and a marked recovery process and reduced length of stay for colorectal patients has been demonstrated through this pathway.

Transitional Care Program

The Transitional Care Program (TCP) provides care and restorative services to older people who no longer need hospital care but who do need some additional time and support to recover.

The Transitional Care Program is provided for patients who are assessed by the Aged Care Assessment Service as suitable for the program. The Transitional Care is provided either in a patient’s own home or in a ‘home like’ setting at Maffra or Heyfi eld Hospital.

Through the Transitional Care Program and care coordination processes patients receive nursing care and ongoing therapy from a team of therapists, dependant on goals of care.

Many people use transitional care while they are waiting for a place in a residential care facility, or while their condition improves to the point that they can return home with support from the Central Gippsland Health Service team. These packages help older people to return home with enhanced support and can also support people so they do not enter residential care prematurely.

How does Central Gippsland Health Service monitor issues?

The Limited Adverse Occurrence Screening process has been in place at Central Gippsland Health Service since April 2005.

The occurrences screened include:

• MedicalEmergencyTeamcalls

• CardiacArrest

• UnplannedreturntoTheatrewithinsevendays

• Deaths

• UnplannedtransferstoCriticalCareUnit

• Unplannedreadmissionswithin28days

• AsuiteofobstetricscreeningsincludingEmergency caesarean and perineal tears

• Asuiteofanaestheticscreeningeventsincluding anaesthetist call back for pain, respiratory, nausea and vomiting

A major improvement in managing the LAOS system at the Health Service has been the introduction of the Quality Improvement/LAOS module in the Riskman system. All LAOS screening events are now entered electronically into the system and reviewers electronically provide their review. This has improved the timeliness of reporting and review and enables enhanced reports to be generated from the information.


17

Review of LAOS events is undertaken by a multidisciplinary clinical screening process, with records determined to require further review forwarded to the Clinical Governance and Risk Group for further discussion and recommendations.

Some examples of changes to practice as a result include:

• Reviewofresuscitationandend of life plans to ensure improved patient involvement in discussion about resuscitation choices

• ImprovedreportingofLAOSeventsthrough the Perinatal Audit

• Procedure/guidelinesdevelopedtoassistin care for bariatric obstetric patients

• Replacementof“Code”phone

• Developmentofproceduretoassiststaffto determine a person’s capacity to make decisions in relation to health care issues

• ReviewofLAOScriteria–“Unplannedreturns to theatre within seven days”

• Revisedcriteria“Unplannedreturntotheatrewithin same admission” will allow benchmarking through Australian Council on Health Care Standards Indicators from July 2012

• Reviewandrevisionoftransferinformationsent between Campuses

• Reviewofdischargeinformationprovidedto gynaecological surgery patients

• ImprovedavailabilityofECGmonitoringthrough existing cardiac monitoring equipment in the Emergency Department

Medication Management

Delivering medication safely depends on providing the right medication to the right patient in the right dose at the right time.

Central Gippsland Health Service has an active program of monitoring any incidents relating to drug administration.

Signifi cant incidents are reviewed through the Clinical Governance and Risk Group and the Drugs and Therapeutics Committee. Incident numbers and trends are also monitored through the Clinical Safety Group.

All Registered Nurses and medication-endorsed Enrolled Nurses complete an annual medication administration education program, as part of their ongoing professional development and credentialing program. Central Gippsland Health Service also participates in the National Medication Chart audit program.

This year the Health Service participated in an Australian

Commission pilot study on Safety and Quality in Health Care, to develop pre-printed Venous thromboembolism (VTE) prophylaxis section within the National Inpatient Medication Chart (NIMC). This project has led to the introduction nationally of an amended NIMC, which should improve management of VTE prophylaxis Australia wide.

ACHS Medication IndicatorJuly - December 2012

Series 1 0 0.02

CGHS Peer Hospitals

0.0250.0200.0150.0100.0050.000

CGHS

Peer Hospitals

This graph shows that Central Gippsland Health Service had no signifi cant medication incidents, and compares well when benchmarked through the Australian Council on Healthcare Standard Indicators.

Antimicrobial Stewardship

The Central Gippsland Health Service Director of Pharmacy, Mamdouh George, has developed an innovative approach to implementing the Australian Commission on Safety and Quality in Health Care’s Antimicrobial Stewardship program in a rural setting.

Working in conjunction with all clinicians including local GPs and with the support of metropolitan microbiology services, Mr George has produced a policy that guides use of antimicrobial medications in the Health Service.

Inappropriate use of antimicrobial medication in hospitals contributes to the emergence of resistant organisms and causes patient harm. Patients infected with resistant organisms are more likely to experience ineffective treatment, recurrent infection, delayed recovery or even death.

Antimicrobial Stewardship (AMS) is an evidence-based effective approach for improving antimicrobial use in hospitals. Effective programs have been shown to decrease inappropriate antimicrobial usage, improve patient outcomes and reduce adverse consequences of antimicrobial use (including antimicrobial resistance, toxicity and unnecessary costs).

The target audience for the Central Gippsland Health Service policy is the clinical workforce including Medical Offi cers, Pharmacists and Nurses who are involved in prescribing, dispensing, administration and monitoring of antibiotics.

The policy guides the prescribing and use of antimicrobial drugs throughout Central Gippsland Health Service, and is intended to support the process of antimicrobial prescription, to provide a practical and effective structure

17

Review of LAOS events is undertaken by a multidisciplinary clinical screening process, with records determined to require further review forwarded to the Clinical Governance and Risk Group for further discussion and recommendations.

Some examples of changes to practice as a result include:

• Reviewofresuscitationandend of life plansto ensure improved patient involvement in discussion about resuscitation choices

• ImprovedreportingofLAOSeventsthrough the Perinatal Audit

• Procedure/guidelinesdevelopedtoassistin care for bariatric obstetric patients

• Replacementof“Code”phone

• Developmentofproceduretoassiststaffto determine a person’s capacity to make decisions in relation to health care issues

• ReviewofLAOScriteria–“Unplannedreturns to theatre within seven days”

• Revisedcriteria“Unplannedreturntotheatrewithin same admission” will allow benchmarking through Australian Council on Health Care Standards Indicators from July 2012

• Reviewandrevisionoftransferinformationsent between Campuses

• Reviewofdischargeinformationprovidedto gynaecological surgery patients

• ImprovedavailabilityofECGmonitoringthrough existing cardiac monitoring equipment in the Emergency Department

Medication Management

Delivering medication safely depends on providing the right medication to the right patient in the right dose at the right time.

Central Gippsland Health Service has an active program of monitoring any incidents relating to drug administration.

Signifi cant incidents are reviewed through the Clinical Governance and Risk Group and the Drugs and Therapeutics Committee. Incident numbers and trends are also monitored through the Clinical Safety Group.

All Registered Nurses and medication-endorsed Enrolled Nurses complete an annual medication administration education program, as part of their ongoing professional development and credentialing program. Central Gippsland Health Service also participates in the National Medication Chart audit program.

This year the Health Service participated in an Australian

Commission pilot study on Safety and Quality in Health Care, to develop pre-printed Venous thromboembolism (VTE) prophylaxis section within the National Inpatient Medication Chart (NIMC). This project has led to the introduction nationally of an amended NIMC, which should improve management of VTE prophylaxis Australia wide.

ACHS Medication IndicatorJuly - December 2012

Series 1 0 0.02

CGHS Peer Hospitals

0.0250.0200.0150.0100.0050.000

CGHS

Peer Hospitals

This graph shows that Central Gippsland Health Service had no signifi cant medication incidents, and compares well when benchmarked through the Australian Council on Healthcare Standard Indicators.

Antimicrobial Stewardship

The Central Gippsland Health Service Director of Pharmacy, Mamdouh George, has developed an innovative approach to implementing the Australian Commission on Safety and Quality in Health Care’s Antimicrobial Stewardship program in a rural setting.

Working in conjunction with all clinicians including local GPs and with the support of metropolitan microbiology services, Mr George has produced a policy that guides use of antimicrobial medications in the Health Service.

Inappropriate use of antimicrobial medication in hospitals contributes to the emergence of resistant organisms and causes patient harm. Patients infected with resistant organisms are more likely to experience ineffective treatment, recurrent infection, delayed recovery or even death.

Antimicrobial Stewardship (AMS) is an evidence-based effective approach for improving antimicrobial use in hospitals. Effective programs have been shown to decrease inappropriate antimicrobial usage, improve patient outcomes and reduce adverse consequences of antimicrobial use (including antimicrobial resistance, toxicity and unnecessary costs).

The target audience for the Central Gippsland Health Service policy is the clinical workforce including Medical Offi cers, Pharmacists and Nurses who are involved in prescribing, dispensing, administration and monitoring of antibiotics.

The policy guides the prescribing and use of antimicrobial drugs throughout Central Gippsland Health Service, and is intended to support the process of antimicrobial prescription, to provide a practical and effective structure

ACHS Falls IndicatorJuly - December 2012

Series 1 0.29 0.43

CGHS Peer Hospitals

0.50.40.30.20.10.0

CGHS

Peer Hospitals


for best practice prescribing of antimicrobial agents.

The work of Mr George means Central Gippsland Health Service has a well-developed policy and supportive framework that will benefi t all patients as well as staff.

Prevention of Pressure Ulcers

Pressure Ulcers result from damage to the skin when patients are unable to move freely in bed.

There are six levels of severity. Recognising the subtle changes in the skin before it breaks down has a major infl uence on reducing the occurrence of pressure ulcers.

Central Gippsland Health Service submits Pressure Ulcer Clinical Indicators on a six monthly basis to the Australian Council on Health Care Standards.

A Post Pressure Ulcer management fl ow chart has been introduced as part of the Health Service’s ongoing risk assessment and management of pressure ulcers.

ACHS pressure Area IndicatorJuly - December 2012

Series 1 0.13 0.09

CGHS Peer Hospitals

0.140.120.100.080.060.040.020.00

CGHS

Peer Hospitals

This graph shows Central Gippsland Health Service comparison with peer hospitals.

Falls Monitoring

Central Gippsland Health Service continues to identify those patients who are at increased risk of falls in the hospital setting and in their home environment.

Falls risk assessment tools and falls minimisation plans are developed and continuous improvements implemented in acute, community services and aged care. Completion of assessments and implementation of plans continue to be audited.

The Clinical Safety Group meets regularly and continues to monitor data related to falls, especially incidents reported.

Falls minimisation education strategies continue to be highlighted and include poster displays and education quizzes.

The result of benchmarking through submission of Falls Clinical Indicators to the Australian Council on Health Care Standards is presented in this graph and shows the Health Service remains below the peer benchmark.

Safe use of blood and blood products

Central Gippsland Health Service employs a Transfusion Trainer Nurse who monitors use of blood and blood products and reports through to the Blood Transfusion Group.

Any serious adverse reactions to blood or blood products are reported through the Serious Transfusion Incident reporting system. The Health Service also participates in the Blood Matters survey.

A comprehensive audit of blood transfusion consent was undertaken in October 2012, with results for the 2012 survey expected to be fi nalised by the Blood Matters Program in August 2013.

The graphs below show the incidence of signifi cant adverse transfusion events relating to a blood transfusion benchmarked through the National Safety and Quality Health Care Standards – Standard 7.

Each reported event is reviewed by the STIR expert group, which consists of medical specialists, transfusion nurse consultants and transfusion laboratory Scientists. The group assesses causality and provides a severity score based on the evidence presented in each report. Figure 1 a (and b) outline the breakdown of reports for each jurisdiction reporting during this period.

Inco

rrect

blo

od

com

pone

nt

trans

fusio

n (IB

CT)

Acut

e tra

nsfu

sion

reac

tion

(ATR

)D

elay

ed tr

ansfu

sion

reac

tion

(DTR

)Tr

ansfu

sion

- rel

ated

acut

e lu

ng in

jury

(TRA

LI)

Post

tran

sfusio

n

purp

ura

(PTP

)Su

spec

ted

bact

eria

l

infe

ctio

n

Wro

ng b

lodd

in

tube

(WBI

T)

Nea

r miss

Num

ber

of

rep

ort

s

180

144

108

72

36

18

54

90

126

162

0

STIR event type

Figure 1a: Jurisdictional STIR reports 2009-11

Australian Capital Territory Northern Territory Tasmania Victoria

ACHS Falls IndicatorJuly - December 2012

Series 1 0.29 0.43

CGHS Peer Hospitals

0.50.40.30.20.10.0

CGHS

Peer Hospitals


for best practice prescribing of antimicrobial agents.

The work of Mr George means Central Gippsland Health Service has a well-developed policy and supportive framework that will benefi t all patients as well as staff.

Prevention of Pressure Ulcers

Pressure Ulcers result from damage to the skin when patients are unable to move freely in bed.

There are six levels of severity. Recognising the subtle changes in the skin before it breaks down has a major infl uence on reducing the occurrence of pressure ulcers.

Central Gippsland Health Service submits Pressure Ulcer Clinical Indicators on a six monthly basis to the Australian Council on Health Care Standards.

A Post Pressure Ulcer management fl ow chart has been introduced as part of the Health Service’s ongoing risk assessment and management of pressure ulcers.

ACHS pressure Area IndicatorJuly - December 2012

Series 1 0.13 0.09

CGHS Peer Hospitals

0.140.120.100.080.060.040.020.00

CGHS

Peer Hospitals

This graph shows Central Gippsland Health Service comparison with peer hospitals.

Falls Monitoring

Central Gippsland Health Service continues to identify those patients who are at increased risk of falls in the hospital setting and in their home environment.

Falls risk assessment tools and falls minimisation plans are developed and continuous improvements implemented in acute, community services and aged care. Completion of assessments and implementation of plans continue to be audited.

The Clinical Safety Group meets regularly and continues to monitor data related to falls, especially incidents reported.

Falls minimisation education strategies continue to be highlighted and include poster displays and education quizzes.

The result of benchmarking through submission of Falls Clinical Indicators to the Australian Council on Health Care Standards is presented in this graph and shows the Health Service remains below the peer benchmark.

Safe use of blood and blood products

Central Gippsland Health Service employs a Transfusion Trainer Nurse who monitors use of blood and blood products and reports through to the Blood Transfusion Group.

Any serious adverse reactions to blood or blood products are reported through the Serious Transfusion Incident reporting system. The Health Service also participates in the Blood Matters survey.

A comprehensive audit of blood transfusion consent was undertaken in October 2012, with results for the 2012 survey expected to be fi nalised by the Blood Matters Program in August 2013.

The graphs below show the incidence of signifi cant adverse transfusion events relating to a blood transfusion benchmarked through the National Safety and Quality Health Care Standards – Standard 7.

Each reported event is reviewed by the STIR expert group, which consists of medical specialists, transfusion nurse consultants and transfusion laboratory Scientists. The group assesses causality and provides a severity score based on the evidence presented in each report. Figure 1 a (and b) outline the breakdown of reports for each jurisdiction reporting during this period.

Inco

rrect

blo

od

com

pone

nt

trans

fusio

n (IB

CT)

Acut

e tra

nsfu

sion

Acut

e tra

nsfu

sion

reac

tion

(ATR

)D

elay

ed tr

ansfu

sion

Del

ayed

tran

sfusio

n

reac

tion

(DTR

)Tr

ansfu

sion

- rel

ated

Tran

sfusio

n - r

elat

ed

acut

e lu

ng in

jury

(TRA

LI)

acut

e lu

ng in

jury

(TRA

LI)

Post

tran

sfusio

n

Post

tran

sfusio

n

purp

ura

(PTP

)Su

spec

ted

bact

eria

l

Susp

ecte

d ba

cter

ial

infe

ctio

n

Wro

ng b

lodd

in

Wro

ng b

lodd

in

tube

(WBI

T)

Nea

r miss

Num

ber

of

rep

ort

s

180

144

108

72

36

18

54

90

126

162

0

STIR event type

Figure 1a: Jurisdictional STIR reports 2009-11


19

Inco

rrect

blo

od

com

pone

nt

trans

fusio

n (IB

CT)

Acut

e tra

nsfu

sion

reac

tion

(ATR

)D

elay

ed tr

ansfu

sion

reac

tion

(DTR

)Tr

ansfu

sion

- rel

ated

acut

e lu

ng in

jury

(TRA

LI)

Post

tran

sfusio

n

purp

ura

(PTP

)Su

spec

ted

bact

eria

l

infe

ctio

n

Wro

ng b

lodd

in

tube

(WBI

T)

Nea

r miss

Num

ber

of

rep

ort

s10

8

6

4

2

0

STIR event type

Figure 1b: Jurisdictional STIR reports 2009-11 (enlarged)


Central Gippsland Health Service also monitors transfusion episodes where informed patient consent was not documented; and RBC Transfusions when the Haemoglobin reading is 100g/L or more.

Blood transfusion for Haemoglobin reading of 100 g/L or more is considered not likely to be appropriate unless there are specifi c indications. (National Health and Medical Research Council).

These graphs show benchmarked results for July – December 2012. There has been a marked improvement in these two indicators over the past 12 months.

Signifi cant adverse transfusion eventsJuly - December 2012

Series 1 0.00 0.35

CGHS Peer Hospitals

0.400.350.300.20 0.250.150.100.050.00

CGHS

Peer Hospitals

Transfusion episodes where informed patient consent was not documented July - December 2012

Series 1 0 3.83

CGHS Peer Hospitals

543210

CGHS

Peer Hospitals


Series 1 0 3.83

CGHS Peer Hospitals

543210

CGHS

Peer Hospitals

RBC transfusions where haemoglobin level is100g/I or more July - December 2012

Series 1 2.07 1.74

CGHS Peer Hospitals

2.12.01.91.81.71.61.5

CGHS

Peer Hospitals

Incident Reporting

Central Gippsland Health Service promotes a robust incident reporting system.

Regular monitoring and management of incidents takes place within the Quality Department. Signifi cant reported incidents are tabled at the fortnightly meeting of the Clinical Governance and Risk Group, with specifi ed reporting to the Quality and Risk Committee.

Central Gippsland Health Service is part of the Department of Health Incident Monitoring system Victorian Hospitals Incident Management System (VHIMS).

Reporting of incident information to the Department of Health, with the people involved de-identifi ed, occurs monthly. This reporting helps enable state-wide trending of incident types and frequency, which shall be provided to health services by the Department of Health.

Public Sector Residential Aged Care Quality Indicators

Central Gippsland Health Service submits Aged Care Quality Indicators for its public sector residential Aged Care facilities, Wilson Lodge and JHF McDonald Wing.

Benchmarked results show that the Health Service is below the state average in all indicators, except fractures as a result of a fall.

These graphs show results for Central Gippsland Health Service aged care, from 1 October 2012 to 31 March 2013.

19

Inco

rrect

blo

od

com

pone

nt

trans

fusio

n (IB

CT)

Acut

e tra

nsfu

sion

reac

tion

(ATR

)D

elay

ed tr

ansfu

sion

reac

tion

(DTR

)Tr

ansfu

sion

- rel

ated

acut

e lu

ng in

jury

(TRA

LI)

Post

tran

sfusio

n

purp

ura

(PTP

)Su

spec

ted

bact

eria

l

infe

ctio

n

Wro

ng b

lodd

in

tube

(WBI

T)

Nea

r miss

Num

ber

of

rep

ort

s10

8

6

4

2

0

STIR event type

Figure 1b: Jurisdictional STIR reports 2009-11 (enlarged)


Central Gippsland Health Service also monitors transfusion episodes where informed patient consent was not documented; and RBC Transfusions when the Haemoglobin reading is 100g/L or more.

Blood transfusion for Haemoglobin reading of 100 g/L or more is considered not likely to be appropriate unless there are specifi c indications. (National Health and Medical Research Council).

These graphs show benchmarked results for July – December 2012. There has been a marked improvement in these two indicators over the past 12 months.

Signifi cant adverse transfusion eventsJuly - December 2012

Series 1 0.00 0.35

CGHS Peer Hospitals

0.400.350.300.20 0.250.150.100.050.00

CGHS

Peer Hospitals


Series 1 0 3.83

CGHS Peer Hospitals

543210

CGHS

Peer Hospitals


Series 1 0 3.83

CGHS Peer Hospitals

543210

CGHS

Peer Hospitals

RBC transfusions where haemoglobin level is100g/I or more July - December 2012

Series 1 2.07 1.74

CGHS Peer Hospitals

2.12.01.91.81.71.61.5

CGHS

Peer Hospitals

Incident Reporting

Central Gippsland Health Service promotes a robust incident reporting system.

Regular monitoring and management of incidents takes place within the Quality Department. Signifi cant reported incidents are tabled at the fortnightly meeting of the Clinical Governance and Risk Group, with specifi ed reporting to the Quality and Risk Committee.

Central Gippsland Health Service is part of the Department of Health Incident Monitoring system Victorian Hospitals Incident Management System (VHIMS).

Reporting of incident information to the Department of Health, with the people involved de-identifi ed, occurs monthly. This reporting helps enable state-wide trending of incident types and frequency, which shall be provided to health services by the Department of Health.

Public Sector Residential Aged Care Quality Indicators

Central Gippsland Health Service submits Aged Care Quality Indicators for its public sector residential Aged Care facilities, Wilson Lodge and JHF McDonald Wing.

Benchmarked results show that the Health Service is below the state average in all indicators, except fractures as a result of a fall.

These graphs show results for Central Gippsland Health Service aged care, from 1 October 2012 to 31 March 2013.


Hand Hygiene better than target

For the three reporting periods in the 2012/13 year, Central Gippsland Health Service achieved an overall average result of 80.5% compliance in relation to hand hygiene, well above the target of 70%.

The areas targeted were the Critical Care Unit, the Surgical Ward and the Emergency Department.

This complied with the requirement for at least 100 moments for hand hygiene that must be observed by a qualifi ed and accredited Hand Hygiene Australia auditor. These must be from two nominated wards for each period, one of which must be CCU.

Consumer, carer and community participation

Consumer, Carer and Community participation assists the Health Service to continually improve and provide the services that best meet the needs of the community. This is important from the perspective of consumers of health and community services, and from the wider community. Over the past year, this has been achieved in a variety of ways.

The Consumer Advocate, Alan Murray, continues to play an active and important role in advocating for patients and clients.

The Community Liaison Group meets on a monthly basis, with the Central Gippsland Health Service Executive Team. Among many achievements over the past year, members have played a key role in the design of the new Central Information and Intake area.

Falls% Rate

Series 1 6.88 7.1

CGHS State

7.157.107.056.95 7.006.906.856.806.75

CGHS

State

Unplanned weightloss % rate

Series 1 0.3 0.76

CGHS State

0.80.70.60.4 0.50.30.20.10.0

CGHS

State

Restraint% rate

Series 1 1 1.1

CGHS State

1.121.101.081.061.02 1.041.000.980.960.94

CGHS

State

Fractures as a result ofa fall % rate

Series 1 0.22 0.13

CGHS State

0.250.200.150.100.050.00

CGHS

State

Multiple medicationuse % rate

Series 1 2.75 4.63

CGHS State

543210

CGHS

State

Pressure areas% Rate

Series 1 0.30 0.56

CGHS State

0.60.50.40.30.20.10

CGHS

State


Hand Hygiene better than target

For the three reporting periods in the 2012/13 year, Central Gippsland Health Service achieved an overall average result of 80.5% compliance in relation to hand hygiene, well above the target of 70%.

The areas targeted were the Critical Care Unit, the Surgical Ward and the Emergency Department.

This complied with the requirement for at least 100 moments for hand hygiene that must be observed by a qualifi ed and accredited Hand Hygiene Australia auditor. These must be from two nominated wards for each period, one of which must be CCU.

Consumer, carer and community participation

Consumer, Carer and Community participation assists the Health Service to continually improve and provide the services that best meet the needs of the community. This is important from the perspective of consumers of health and community services, and from the wider community. Over the past year, this has been achieved in a variety of ways.

The Consumer Advocate, Alan Murray, continues to play an active and important role in advocating for patients and clients.

The Community Liaison Group meets on a monthly basis, with the Central Gippsland Health Service Executive Team. Among many achievements over the past year, members have played a key role in the design of the new Central Information and Intake area.

Falls% Rate

Series 1 6.88 7.1

CGHS State

7.157.107.056.95 7.006.906.856.806.75

CGHS

State

Unplanned weightloss % rate

Series 1 0.3 0.76

CGHS State

0.80.70.60.4 0.50.30.20.10.0

CGHS

State

Restraint% rate

Series 1 1 1.1

CGHS State

1.121.101.081.061.02 1.041.000.980.960.94

CGHS

State

Fractures as a result ofa fall % rate

Series 1 0.22 0.13

CGHS State

0.250.200.150.100.050.00

CGHS

State

Multiple medicationuse % rate

Series 1 2.75 4.63

CGHS State

543210

CGHS

State

Pressure areas% Rate

Series 1 0.30 0.56

CGHS State

0.60.50.40.30.20.10

CGHS

State

21

Group member Jim McLeod provided a formal report to the open Health Service Board meeting in June 2013, talking about the group’s role in designing and implementing the consumer consultation component of the Central Gippsland Health Service Health Plan, a two year effort.

The group regularly provides its comments on written information that has been developed for distribution to clients and patients. It has most recently commissioned the Health Service to work towards becoming a ‘Communication Access for All’ accredited organisation. This work is in the commencement phase.

The Consumer and Carer Chronic Disease and Disability Network continues to meet monthly with a prime focus on the care coordination framework. The support and advice this group brings to the direct service delivery has been invaluable and it continues to assist in improving direct care to clients.

The network provides membership to the organisation’s Care Coordination Project Steering Group as well as the Quality and Risk Committee, which is a subcommittee of the Board of Management.

The Rosedale Community Health Centre Advisory Committee meets on a two monthly basis and provides one of the links between this community and the Health Service. Chaired by Tom Wallace, the Committee has supported the development of the Health Service’s Health Plan, as well as advocating on behalf of its community on a variety of issues.

Central Gippsland Health Service also has many less formal, but equally important links to other community based groups. We would like to acknowledge the tremendous work and dedication from all of our community and consumer groups, whether formal or informal.

Governance

During the year, there was consultation with the Community Liaison Group seeking their input into this Quality of Care Report.

The governance Accountability Framework is continuously modifi ed and improved to ensure that key performance indicators adequately report our performance across the governance domains.

This framework enables accountability and transparency on a number of fronts, including to various funding bodies, local government and more importantly to the community. The framework responsibilities have been assigned to the various Committees within the organisation’s Quality Structure, ultimately reporting through to the Board of Management.

Ambulance transfer rate better than benchmark

Central Gippsland Health Service has performed at a high level in relation to ambulance transfer benchmarks.

The benchmarks are based on percentage of patients transferred from paramedic care to hospital emergency care within 40 minutes of ambulance arrival.

The Health Service achieved a rate of 94%, well in front of the state-wide benchmark of 90%.

Carers recognition

Central Gippsland Health Service has a Chronic Disease and Disability Network, which consists of people who have a chronic disease or disability, or are carers of someone with a chronic disease or disability. This network provides advice and suggestions for improvement to Central Gippsland Health Service based on members’ experiences of navigating the health care system.

For example the new Information and Intake area was refurbished with signifi cant input from the Chronic Disease and Disability Network.

As well this year fi ve Community Care Coordinators have been appointed to support clients to remain living safely and as independently as possible in their community.

In order to improve the knowledge and capacity of all Community Carers, nationally accredited units of training were provided to a number of people.

Eight Community Carers were presented with the double qualifi cation Certifi cate III in Home and Community Care and Certifi cate III in Aged Care. Another six Community Carers successfully completed all required units of learning and obtained their Statements of Attainment.

21

Group member Jim McLeod provided a formal report to the open Health Service Board meeting in June 2013, talking about the group’s role in designing and implementing the consumer consultation component of the Central Gippsland Health Service Health Plan, a two year effort.

The group regularly provides its comments on written information that has been developed for distribution to clients and patients. It has most recently commissioned the Health Service to work towards becoming a ‘Communication Access for All’ accredited organisation. This work is in the commencement phase.

The Consumer and Carer Chronic Disease and Disability Network continues to meet monthly with a prime focus on the care coordination framework. The support and advice this group brings to the direct service delivery has been invaluable and it continues to assist in improving direct care to clients.

The network provides membership to the organisation’s Care Coordination Project Steering Group as well as the Quality and Risk Committee, which is a subcommittee of the Board of Management.

The Rosedale Community Health Centre Advisory Committee meets on a two monthly basis and provides one of the links between this community and the Health Service. Chaired by Tom Wallace, the Committee has supported the development of the Health Service’s Health Plan, as well as advocating on behalf of its community on a variety of issues.

Central Gippsland Health Service also has many less formal, but equally important links to other community based groups. We would like to acknowledge the tremendous work and dedication from all of our community and consumer groups, whether formal or informal.

Governance

During the year, there was consultation with the Community Liaison Group seeking their input into this Quality of Care Report.

The governance Accountability Framework is continuously modifi ed and improved to ensure that key performance indicators adequately report our performance across the governance domains.

This framework enables accountability and transparency on a number of fronts, including to various funding bodies, local government and more importantly to the community. The framework responsibilities have been assigned to the various Committees within the organisation’s Quality Structure, ultimately reporting through to the Board of Management.

Ambulance transfer rate better than benchmark

Central Gippsland Health Service has performed at a high level in relation to ambulance transfer benchmarks.

The benchmarks are based on percentage of patients transferred from paramedic care to hospital emergency care within 40 minutes of ambulance arrival.

The Health Service achieved a rate of 94%, well in front of the state-wide benchmark of 90%.

Carers recognition

Central Gippsland Health Service has a Chronic Disease and Disability Network, which consists of people who have a chronic disease or disability, or are carers of someone with a chronic disease or disability. This network provides advice and suggestions for improvement to Central Gippsland Health Service based on members’ experiences of navigating the health care system.

For example the new Information and Intake area was refurbished with signifi cant input from the Chronic Disease and Disability Network.

As well this year fi ve Community Care Coordinators have been appointed to support clients to remain living safely and as independently as possible in their community.

In order to improve the knowledge and capacity of all Community Carers, nationally accredited units of training were provided to a number of people.

Eight Community Carers were presented with the double qualifi cation Certifi cate III in Home and Community Care and Certifi cate III in Aged Care. Another six Community Carers successfully completed all required units of learning and obtained their Statements of Attainment.



IMPROVED PLASTERING HELPS EMERGENCY TIMES

Successful implementation of a new training program has resulted in a better service for patients at the Central Gippsland Health Service Emergency Department.

Emergency Department Nurse Unit Manager Kate Roberts had identifi ed that with appropriate training, senior registered nurses could play a greater role in plastering of less complicated fractures.

Following an initial training program, registered nurses started undertaking some of the plastering work. A review of the program after 35 full plasters and 16 half plasters showed that results for patients had been good, with an

improvement in plaster wait times and the ongoing quality of plastering.

The other benefi t and one of the key reasons for implementing the program was to free up medical staff so they can see new patients awaiting emergency care.

Under the program, two nurses worked with patients with fractures to the arms or legs, with oversight by a senior doctor. Any more complicated conditions are managed by the doctors on duty.

The result of the program has been that patients with fractures are seen and treated more quickly, while other patients have also benefi ted from a more rapid treatment by doctors.

Senior and approved registered nurses have been completing six month refresher programs to continually improve their skills.

A happy customer: patient Jamie Counahan has a plaster applied by approved Emergency Department nurse Jade Beechey.



IMPROVED PLASTERING HELPS EMERGENCY TIMES

Successful implementation of a new training program has resulted in a better service for patients at the Central Gippsland Health Service Emergency Department.

Emergency Department Nurse Unit Manager Kate Roberts had identifi ed that with appropriate training, senior registered nurses could play a greater role in plastering of less complicated fractures.

Following an initial training program, registered nurses started undertaking some of the plastering work. A review of the program after 35 full plasters and 16 half plasters showed that results for patients had been good, with an

improvement in plaster wait times and the ongoing quality of plastering.

The other benefi t and one of the key reasons for implementing the program was to free up medical staff so they can see new patients awaiting emergency care.

Under the program, two nurses worked with patients with fractures to the arms or legs, with oversight by a senior doctor. Any more complicated conditions are managed by the doctors on duty.

The result of the program has been that patients with fractures are seen and treated more quickly, while other patients have also benefi ted from a more rapid treatment by doctors.

Senior and approved registered nurses have been completing six month refresher programs to continually improve their skills.

A happy customer: patient Jamie Counahan has a plaster applied by approved Emergency Department nurse Jade Beechey.

23

Board of Management

The Board members are:

John Sullivan, Board Chair: Lawyer, former Chair of the Gippsland Base Hospital Board and member of the CGHS Credentials and Appointments Committee.

Our History

The Gippsland Base Hospital, forerunner to the current Central Gippsland Health Service, was established nearly 150 years ago.

In the intervening years, various other service entities were established in the surrounding districts of what is now the Wellington Shire.

These included home and community services, community health centres and maternal and child health centres established by municipalities based in and around Maffra, Sale and Rosedale in the 1970s.

Through a series of amalgamations, the Gippsland Base Hospital, Maffra and District Hospital, the JHF McDonald Nursing Home and Evelyn Wilson Nursing Home became the Central Gippsland Health Service in 1999. As well, the Heyfield Hospital, Stretton Park and Laurina Lodge Hostel became associated by management agreement with the Central Gippsland Health Service.

Central Gippsland Health Service is responsible for the majority of acute and residential aged care as well as a wide range of community services throughout Wellington Shire, excluding Yarram and district.

The Health Service provides management and corporate services to two not-for-profit private facilities, Stretton Park Hostel Inc and Heyfield Hospital Inc. These facilities have acute and aged care services as well as 19 independent living units.

Governance

Central Gippsland Health Service is a Body Corporate listed in the Victorian Health Services Act 1988 and operates under the provisions of this Act.

The Minister responsible for the administration of the Victorian Health Services Act during the reporting period was The Hon. David Davis.

The registered office of Central Gippsland Health Service is 155 Guthridge Parade, Sale, 3850. Telephone (03) 5143 8319.

Glenn Stagg, Vice Chair: Accountant, Director of DMG Financial, former Board member of the Gippsland Base Hospital and Chair of the CGHS Quality and Risk Committee.

Helene Booth: Accountant, partner of Booth Cartledge Accountants in Sale and member of the CGHS Audit Committee.

Libby Thomson: Long term Division 1 nurse, former staff member of Maffra and Sale Hospitals and member of the CGHS Quality and Risk Committee. Libby is also involved in the agricultural sector through involvement in the family farm.

Lesley Fairhall: Finance Manager at the Wellington Shire Council, former Resource Officer at the Department of Defence and member of the CGHS Quality and Risk Committee.

Louise McMahon: Manager of Rosedale Pharmacy, Pharmacist at Findlay & Weymouth, former secretary of Traralgon Arts Council and member of the CGHS Credentials and Appointments Committee.

Tony Anderson: Rabobank Branch Manager, Rural Division and former Manager, Sales and Marketing – Agribusiness Financial Services.


Executive Staff As at 30 June 2013

Chief Executive Officer Dr Frank Evans

Director Medical Services Dr Sergey Bibikov (from August 2012)

Director of Nursing Ms Bronwyn Beadle

Director Community Services Ms Mandy Pusmucans

Director of Affiliated Health Services Mr Wayne Sullivan

Solicitors Ms Lucy Hunter, Latrobe Regional Hospital, Legal Counsel

Banker National Australia Bank Limited

Workforce Data

Central Gippsland Health ServiceLabour Category DetailsFor Period YTD June

Labour Category Female Headcount % Male

Headcount % TOTAL FTE

Administration & Clerical 118 12.22% 15 6.64% 133 82.41Ancilliary Support Services 66 6.83% 10 4.42% 76 43.32Hospital Medical Officers 34 3.52% 48 21.24% 82 26.14Hotel & Allied Services 182 18.84% 62 27.43% 244 153.60Medical Officers 9 0.93% 36 15.93% 45 19.12Medical Support Services 76 7.87% 22 9.73% 98 45.34Nursing Services 481 49.79% 33 14.60% 514 264.76 Total 966 81.04% 226 18.96% 1192 634.69

Labour Category Female Headcount % Male

Headcount % TOTAL FTE

Central Gippsland Health Service 966 90.45% 226 97.41% 1192 634.69Heyfield 63 5.90% 4 1.72% 67 40.68Stretton Park 39 3.65% 2 0.86% 41 24.97

Total No. of Staff Employed by the Whole Network 1068 82.15% 232 17.85% 1300 700.34

This report includes casual, part-time and full-time active employees as at 30 June 2013

25

Central Gippsland Health Service accepts its legislated requirements to develop both a safe environment and an organisation and culture that embraces and operationalises the principles of merit, equity and diversity.

Internal Health Service training promotes staff capacity

The Central Gippsland Health Service celebrated another successful internal training program across its staff group in June.

As well as 30 people completing a Diploma of Management, staff have graduated in courses as diverse as Certificate III in Health Support Services, Certificate III in Home and Community Care and Certificate III in Aged Care. Two graduates received their Certificate IV in Allied Health Assistance in a specific program for Aboriginal people and there were also seven certificates of attainment for community carers.

The Health Service started its innovative internal training program in 2009, providing staff with an opportunity to study for a Diploma of Management. The program is structured to meet the needs of the Health Service by including topics in the program that have direct relevance to its operation.

The program is open to frontline management staff and also other talented people in the organisation that have the capacity and interest to become frontline managers or support management and leadership development, such as Learning Services staff.

Critical Care nurse manager earns national award

The Nurse Unit Manager in Critical Care, Jenny Dennett, has received a major national award for her contribution to developing and promoting resuscitation skills in the medical and broader community.

Ms Dennett was presented with the Australian Resuscitation Council’s highest award, the ARC Medal, at its most recent conference this month. She is just the second recipient of the award in the organisation’s 36 year history.

The award was based on Ms Dennett’s work on the Council where she served in a variety of roles over 17 years, all while working at Central Gippsland Health Service.

The ARC Medal was presented in front of 650 delegates and many international experts in the field at the Australian Resuscitation Council’s biennial ‘Spark of Life’ conference, a reference to the role of resuscitating people who are suffering from heart attack and other life threatening conditions.

Ms Dennett represented the Australian College of Critical Care Nurses Ltd on the Australian Resuscitation Council, attending her first meeting in 1994 and her last in 2011, marking 17 years of outstanding service. She was Scientific Convenor for the ARC ‘Spark of Life’ Conferences in 2005, 2007 and 2009 with her organisational skills ensuring that the programs ran smoothly. As well Ms Dennett contributed to a number of International Liaison Committee on Resuscitation (ILCOR) meetings as an ARC representative.

Jenny Dennett is presented with the medal by the inaugural recipient, Associate Professor Vic Callanan, past Chairman of the ARC.


Overview of ServicesAcute Care

Clinical

CardiologyCritical CareDay ProcedureDialysisEmergencyRehabilitationHospital in the HomeObstetrics and GynaecologyPaediatricsOncologyGeneral MedicineGeneral SurgeryOperating TheatresPre Admission

Visiting Specialist Services

General SurgeryGeneticsOncologyOphthalmologyPaediatric SurgeryPaediatric EndocrinologyPaediatric RehabilitationColorectal SurgeryEar, Nose and ThroatDermatologyGastroenterologyUrologyOrthopaedicsRenalIVFVascular Surgery

Support Services - Acute

Infection ControlWound ManagementProfessional DevelopmentPharmacyEnvironmentalCare Coordination

Outpatient Services

ContinencePodiatryCystic FibrosisAudiologyAntenatalStomal Therapy

Aged Care Services

Residential Care

Maffra – McDonald WingSale – Wilson Lodge Nursing HomeHeyfi eld – Laurina LodgeMaffra – Stretton Park

Respite Care

Heyfi eld - Laurina LodgeMaffra - Stretton Park Hostel

Independent Living Units

Maffra – Stretton Park

Community Services

Allied Health to both the Acute and Community Settings

PhysiotherapyOccupational TherapyExercise PhysiologyPodiatry and foot careDieteticsSpeech TherapySocial HealthKoori Liaison

Community Health

Community Health NursingRespiratory EducatorDiabetes EducatorMaternal and Child HealthVolunteer Program (CAVA)Community Dental ProgramHealth Promotion

Home Support and Service Co-ordination

Personal CareRespite CareDelivered MealsProperty MaintenancePlanned Activity GroupsCommunity TransportCare CoordinationCarer RespiteCentralised Information and Intake

Home Nursing

District NursingPalliative CareContinence Nurse Consultancy

Partnerships

Wellington Primary Care PartnershipWellington ShireGippsland Region Palliative Care ConsortiumGippsland Sustainable Health ServicesGippsland Health Services PartnershipGippsland Closing the GapGippsland Regional Cancer Services

Community Support Groups

Childbirth Education ClassesParkinson’s Support GroupCarers’ Support GroupsNew Mothers’ Group

Co-located Visiting Services

Community Mental HealthFamily Court CounsellingFamily MediationPrimary Mental HealthDisability Services

27

Support Services

Finance

Financial and Management ReportingAccounts PayableAccounts ReceivableFleet Management

Payroll

PayrollSalary Packaging

Human Resources

Occupational Health & SafetyRisk ManagementWorkSafe/Return to Work

Support Services

EngineeringBuilding Maintenance & Development

Supply Services

SupplyAccommodation Management

Food Services and Catering

Information Services

Medical RecordsFreedom of Information / Privacy

Information Technology Library Education

Administration

Strategic PlanningFundraisingQuality Management

Business Units

Medical ImagingLinen ServiceConsulting Suites


Chi

ef E

xecu

tive

Med

ical

Sp

ecia

lists

V

isiti

ng M

edic

al O

ffice

rs

Hos

pita

l Med

ical

Offi

cers

Acu

te In

pat

ient

U

nits

Hum

an R

esou

rce

Man

agem

ent

Sale

Lin

en

Serv

ice

Eng

inee

ring

and

M

aint

enan

ce

CG

HS

Con

sulti

ng

room

s

Hos

pita

l Clin

ical

O

per

atio

ns &

Sp

ecia

list

Nur

sing

Ser

vice

s

Thea

tre

Suite

(In

c C

SSD

)

HIT

H

Stre

tton

Par

k In

corp

orat

ied

Hey

field

H

osp

ital

Inco

rpor

ated

Phar

mac

y

Emer

gen

cy

Dep

artm

ent

Hom

e an

d

Com

mun

ity

Sup

por

t Se

rvic

es

Com

mun

ity

Hea

lth &

Pa

rtne

rshi

ps

Med

ical

Im

agin

g

Serv

ice

Occ

upat

iona

l Hea

lth

and

Saf

ety

& F

leet

M

anag

emen

t

Inta

ke a

nd C

are

Coo

rdin

atio

n

Patie

nt &

Clie

nt S

ervi

ces

(Inc.

Pre

-ad

mis

sion

& G

ener

al In

take

Maf

fra

Dis

tric

t H

osp

ital

Hea

lth In

form

atio

n M

anag

emen

t

Wils

on

Lod

ge

Lear

ning

Se

rvic

es

Sup

ply

ICT

Lib

rary

Se

rvic

es

Qua

lity

Alli

ed

Hea

lth

Envi

ronm

enta

lSe

rvic

es

Nur

sing

Palli

ativ

e

Care

Publ

ic

Den

tal

Com

mun

ity

Supp

ort S

ervi

ces

Rec

eptio

n &

Sw

itch

Fina

nce

Payr

oll

Gen

eral

M

anag

er

Fina

nce

Dir

ecto

r of

C

omm

unit

y Se

rvic

es

Dir

ecto

r of

Nur

sing

Gen

eral

Man

ager

W

orkf

orce

C

apab

ility

and

Le

arni

ng

Man

ager

Fo

od S

ervi

ces

Gen

eral

Man

ager

Su

pp

ort

Serv

ices

Dir

ecto

r A

ffilia

ted

H

ealt

h Se

rvic

esM

anag

er

Med

ical

Imag

ing

Dir

ecto

r of

Med

ical

Se

rvic

esG

ener

al

Man

ager

Med

ical

A

dm

inis

trat

ion,

R

isk

and

Sp

ecia

l P

roje

cts

Structural Framework

29

Support groupsFriends oF CentrAl gippslAnd HeAltH serViCe

It is with pleasure that I once again report on the auxiliary’s fundraising efforts for the year.

The Friends of Central Gippsland Health Service held a Christmas Wrapping stall at the Gippsland Centre during the festive season, thanks to Mirvac. The shopping centre also supported the sale of calendars created by local TAFE students which raised $1,500 for the health service.

A donation of $500 was given from our good friends Mr and Mrs Stewart.

Sale City Carols donated $1000, Wellington Crafts $300,

the Lions Club donated $304, our annual Easter raffle raised $1,731 and the new ‘Luckies’ in town is donating funds every month. Ritchies IGA also donates funds each month through their Community Benefits scheme.

The Friends of CGHS bought patient equipment to the value of $10,000 this year for the Critical Care Unit. As is our annual custom, we also provided Christmas gifts for all patients admitted to hospital over the Christmas period.

I would to thank all the good friends of the Health Service, our committee members, volunteers, health service staff and the general public. Thank you one and all for your support of this very important service to our community.

Elva Doolan-Jones President

iMAges oF gippslAnd leAVe lAsting iMpression

The ‘Images of Gippsland 2013’ calendar will leave a lasting impression on the surgical ward at Central Gippsland Health Service.

Advance TAFE and the Gippsland Centre Sale presented the Central Gippsland Health Service with a combined $2,900 raised from the sales of the TAFE calendar.

The funds raised were presented to the Friends of Central Gippsland Health Service and will help fund new curtains in the surgical ward.

CGHS Chief Executive Officer Frank Evans said the calendar was also a great way of raising awareness of the health service as a major community service.

“We appreciate the on-going support from groups like Mirvac and the Gippsland Centre along with Advance TAFE, which has produced a calendar that showcases Gippsland and the skills of TAFE students,” Dr Evans said.

Pictured at the presentation are (from left) Advance TAFE marketing manager Paula White, Friends of CGHS president Elva Doolan-Jones, Janette Henwood of Gippsland Centre Sale and Friends of CGHS secretary Jennifer Duck.


bAss strAit Workers proVide eMergenCy support

A task for workers on a major support vessel operating in Bass Strait may have finished, but they have left a lasting legacy at Central Gippsland Health Service.

The crew and staff on board the Edda Fides accommodation support vessel, which provides catering and other services during construction work on the new Kipper gas field east of Sale, donated more than $5,000 towards the purchase of a new defibrillator for the Health Service.

The donation came from a “rolling fund” established by Maritime Union of Australia members working on the Edda Fides over the past six months. Each person contributes to the fund, which is used to support individuals who may, for example, become ill or have family issues.

The residual amount at the end of the project is usually donated to a charity or organisation and in this instance, the members voted to support the Health Service.

Local community member Paul Taylor suggested the Health Service after one of the crew required emergency care during the project and was flown to Sale.

“We reason that the Health Service is the first port of call for anyone working in Bass Strait who needs care, as they can be choppered directly here,” Mr Taylor said. “If we can support the Health Service, our people may one day see the direct benefit should they need care.”

Paul Taylor, on the trolley, has a test run with defibrillator when handing over a cheque for $5,050.00. Holding the equipment is Margie Lee with, from left, General Manager Workforce Capability and Learning, Denise McInnes, crew member Danny Grant, Emergency Department Nurse Unit Manager Kate Roberts and David Cushion from the Maritime Union of Australia.

MAFFrA HospitAl lAdies AuxiliAry

As the president of Maffra Hospital Auxiliary, I am pleased to say that we have had another successful year with the help of a very dedicated group of members. We have been able to run a morning tea, afternoon tea, an Oaks Day High Tea and Christmas and Easter Raffles.

During the past year we have also received very generous donations from local service groups, IGA, Traralgon District Church Council through the sale of Nambrok Church and

a local family. This enabled us to provide a range of physio equipment to help the residents of McDonald Wing in recovery and agility.

The Maffra Hospital Auxiliary was formed in 1944. We look forward to continuing this tradition of service and care for the residents and staff of our hospital.

Jill Cameron President

31

lions Club donAtion Helps HeyField residents

A major donation by the Lions Club of Heyfield has provided a welcome addition to equipment at the Heyfield Hospital.

The Club raised $13,000.00 to fund the purchase of a new hygiene and shower chair for residents in Laurina Lodge. The multipurpose chair has resolved a number of issues for both patients and staff. It is very useful when assisting light and medium dependent residents as it is designed so a single caregiver can manage all of the hygiene requirements in a controlled and ergonomically sound position and residents can experience hygiene routines with safety and dignity.

The chair also improves the efficiency of care and reduces strain and the possibility of work-related injuries.

The Lions Club of Heyfield has been a wonderful supporter of the local health facilities.

Caption: Heyfield nurse Fiona Mitchell and Personal Care Attendant Patsy Romans (seated) try out the new multipurpose chair purchased with funds provided by the Lions Club of Heyfield.

donAtions

Central Gippsland Health Service gratefully acknowledges the support of individuals, families and organisations who gave donations of cash or equipment during the past year.

Because of issues which may arise due to the Privacy Act, we have chosen not to list personal names in this report.

Total contributions received 2012/2013:

Capital Donations: $108,201.45 (This includes $98,706.65 in cash and $9,494.80 in assets)

General Donations: $25,175.53

Clyne Estate: $111,258.79


bike Funds speed up Food trolleys

The 20th Annual Bike Ride in support of the Central Gippsland Health Service took place in 2012, and again delivered a substantial donation.

The ride raised $13,000, which has been used to improve the efficiency and safety of the food service trolleys. The steel framed trolleys are used extensively to deliver meals and morning and afternoon refreshments at Sale and Maffra.

After discussion with staff it was decided the donation would be used to upgrade four of the trolleys by adding a small electric drive motor, better steering apparatus and pot holders for better safety when transporting hot beverages.

Staff have been delighted with the result, which provided much improved health and safety as well as more efficiency.

In the bike relay, riders travel in teams to journey from Sale to Lake Tyers. The group stays overnight then undertakes the return trip the following day.

In its 20 years, well in excess of $130,000 has been raised for the Health Service, a magnificent contribution.

Caption: Food Services staff show Ted and Marg Pickering the updated trolleys. From left are Robyn Holmes, Ted Pickering, Marg Pickering, Linda Munnings and Robyn Dingwall.

Fund raising

Cancer shave holds special significance

The Leukaemia Foundation’s World’s Greatest Shave had special significance for many of the staff at Maffra this year.

After signing up to participate in the event, staff member Paul Bond was diagnosed with cancer.

Mr Bond, along with colleagues Ken Roberts, Karen Luxford, Natasha Jorgensen, Abin Thomas, Jino Kurian and Victoria

Tudor, were divested of their hair in March and managed to raise about $1300 in the day.

Originally two people signed up for the event but the number grew to seven, with many staff having their lives touched by cancer through family and friends.

Maffra Hospital staff Karen Luxford, Natasha Jorgensen, Ken Roberts, Jino Kurian, Victoria Tudor (in front) Paul Bond, and Abin Thomas, are pictured after having their heads shaved as part of the World’s Greatest Shave in support of the Leukaemia Foundation.

Photo provided courtesy of The Gippsland Times

33

suCCess spring bAll supports HeAltH serViCe

With strong support from the local business community and people, the third Spring Ball again proved a successful fundraiser for the Central Gippsland Health Service.

Attended by more than 220 people, the Ball raised around $7,000.00 for the purchase of new equipment at the Health Service.

As well as a live band and plenty of dancing, the evening included door prizes, raffle and special awards for best dressed on the night, with prizes provided through local businesses.

The numerous sponsors and supporters included Dahlsens, Melbourne Crown Metropol, Esplanade Lakes Entrance, Donovans Quality Meats, Hello Pretty, Aqua Energy, Leanne Curtis Photography, Video Ezy, Target, Foodworks, Best and Less, Toys Galore, Nu Scene, Custom Printing, Sale Cinema, Gippsland Times, TRFM, Prime Seven, Jen’s Flowers, Espada Hair Technicians, Pure Serenity, Sale Greyhound Racing Club, Wa-de-lock Cellar Door, Collins Book Stores, Spotlight, and Howard & Schuback Mega Sport.

Pictured enjoying themselves at the Las Vegas-themed Spring Ball are, from left, Andrea Barnes, Louise Bailey, Kate Jones, Kathy Cook and Marney Dee. Photo provided by Leanne Curtis Photography.

senior MAnAgeMent teAM As At 30 June 2013

Chief Executive Officer – Dr Frank Evans

Director of Nursing – Ms Bronwyn Beadle

Director Community Services – Ms Mandy Pusmucans

Director of Medical Services – Dr Sergey Bibikov

Director of Affiliated Health Services (Heyfield Hospital and

Stretton Park Hostel) – Mr Wayne Sullivan

General Manager, Workforce Capability and Learning – Ms Denise McInnes

General Manager, Finance – Mr Daryl Cooper

General Manager, Support Services – Mr Jon Millar

General Manager Risk and Special Projects – Ms Lisa Neuchew


SENIOR MEDICAL & DENTAL STAFFAnaesthetist ConsultantDr A DellDr R Knoesen

Anaesthetist Peer ReviewerDr R Dawson

Anaesthetists GPDr N AtherstoneDr N FuesselDr J LancasterDr R NandhaDr C O’KaneDr A Wong

DentistsDr JJ GibsonDr R MaloufDr B PedrottiDr T RantenDr J RobertsDr E Teo (resigned February 2013)Dr A Tiwary

DermatologistsDr C BakerDr D GinDr J HortonDr A MarDr R L NixonDr D Orchard

Director Medical ServicesDr S BibikovEcho CardiologistDr J Gutman

Emergency Medicine Senior Medical OfficersDr J HamblyDr A RichardsDr S Williams

Forensic Medical Officer (Affiliated)Dr R Hides

General PractitionersDr Y AhmadDr S AndersonDr M T BakerDr F BegumDr JM BerginDr A BurkDr P DandyDr RJ HidesDr G IvanoffDr Y JiangDr B JohnstonDr RH MelvilleDr DA MonashDr D Mudunna

General Practitioners (cont.)Dr IC NicolsonDr C O’KaneDr R NandhaDr K SeachDr H StanleyDr P StevensDr F SundermannDr LA WatersDr AJ WattDr AJ Wright

General Practitioners ConsultantDr A Hughes

IVF/GynaecologyDr G Weston

NephrologistProf D PowerProf R Langham

Nuclear Medicine PhysicianDr Y Jenkin

Obstetricians & GynaecologistsDr R GuirguisDr RJ McKimmDr A Sarkar

Obstetricians GPDr C O’KaneDr AJ Wright

Oncologist (Medical)Dr S Joshi

OphthalmologistMr A Amini

Orthopaedic SurgeonsMr P Rehfisch

Otorhinolaryngologists (ENT)Mr S ChanMr B CookMr PJ GuineyMr G Hurtado-Espinoza (retired January 2013)

PaediatriciansDr A ErasmusDr. O WelgemoedDr M Pillay

Paediatric Endocrinologist (Consulting)Dr J Brown

Paediatric Peer ReviewerDr J Tam

Paediatric Rehabilitation PhysicianA/Prof H Rawicki

Paediatric SurgeonsMr C KimberMr N McMullin

Palliative Care PractitionersDr A BurkeDr J FischerDr H GregoryDr Scott KingDr B McDonald

PathologistsDr A HaddadDr. S RorkeDr M Peiris

PhysiciansDr H ConnorDr V DasDr K MandalesonDr RW Ziffer

RadiologistsDr T KulatungeDr K Stribley

Surgeons GeneralMr A AitkenMr A SarkarMr P Strauss

Surgeon HonoraryMr I McN Miller

Surgeon (Locum)Mr I Farmer

Surgeon Upper GIMr S Banting

Surgeon Vascular (Consulting)Mr N Roberts

Surgeon Colorectal (Consulting)Assoc/Prof John Mackay

UrologistAssoc Prof M FrydenbergMr P McCahy

35

ACUTE SERVICESDirector Critical Care and Emergency Services - Dr Howard Connor

Deputy Director of Emergency Services - Dr Brian Cole (until April 2013) John Hambly (commenced 9 January 2013)

Head of Anaesthetics - Dr Arthur Dell

Director of Aged Care - Dr Krishna Mandaleson

Director Pharmacy - Annabel McNally (Until December 2012) Mamdouh George commenced 14 January 2013

Deputy Director of Nursing and Quality Improvement Manager - Dianne Matcott

Hospital Co-ordinators - Wendy Harwood, Therese Smyth, Judy Niziolek, Janny Steed, Michael Hams, Sue Shadbolt, Dianne Matcott, Caroline Rossetti, Jo Bennett, Jennifer Dennett, Gary McMillan, Sue Roberts, Tim Coles, Michelle Shanahan, Tania Stiles.

surgiCAl serViCes

Nursing Unit Manager, Surgical - Gary McMillan

Nursing Unit Manager, Perioperative Services - Sue Butcher, interim NUM; David Curtin commenced 6 May 2013.

obstetriC/pAediAtriC unit

Nursing Unit Manager, Obstetrics and Paediatrics - Moira Tulloch

MediCAl serViCes

Nursing Unit Manager, Critical Care, Dialysis, Cardiology, Oncology - Jenny Dennett

Nursing Unit Manager, Medical - Sue Roberts

Nursing Unit Manager, Emergency - Kate Roberts

CliniCAl support serViCes

Infection Control Officers - Cathy Mowat and Andrea Page

Wound/Stomal Therapy - Ann Payne. Rebecca Bond until 22 March 2013

MAFFrA CAMpus

Health Service Manager - Sonya Hanratty

Nursing Unit Manager - Matt Gray commenced 7 August 2012.

AFFiliAted HeAltH serViCes

The management positions for Heyfield Hospital and Stretton Park Hostel were consolidated into a single senior management role, that of Director Affiliated Health Services, Wayne Sullivan started in this role on 14 January 2013.

HeyField (including laurina lodge)

Health Service Manager - Gayle Kase until January 2013.

Clinical Care Manager - Belinda Cornwall

stretton pArk Hostel And independent liVing units

Care Manager - Robyn Cotterill

residentiAl Aged CAre

WILSON LODGE NURSING HOME

Nursing Unit Manager - Sue Shadbolt from July 2012

CoMMunity serViCes

Manager Home Nursing & Support Services - Kylie Clarke

Allied Health Managers - Alethea Leendertz, John Heath, Keren Fuhrmeister, Kathy Cook

Community Health and Partnerships Manager - Ruth Churchill

support serViCes

General Manager, Finance - Daryl Cooper

General Manager Support Services - Jon Millar

Engineering Services Manager - Rod Cusack until February 2013, David Martin Engineering services Supervisor from February 2013.

Environmental Services Manager - Geoff Brown

Food Services Manager - David Askew

Health Information Manager - Heather Rowell

Hospital Medical Officer (HMO) Manager - Hannah Atkins

Payroll Manager - Raquel King

Supply Manager - Matt McQuillen

WorkForCe CApAbility And leArning

General Manager - Denise McInnes

Librarian - Helen Ried

Human Resources Manager - Hannah Atkins

business units

Business Units General Manager - Jon Millar

Medical Imaging Practice Manager - Nicole Sharp

Sale Central Linen Service Manager - Robert Stewart


Statutory InformationstAtutory CoMpliAnCe

Central Gippsland Health Service is a public hospital listed in Schedule 1 to the Health Services Act 1988 (the Act). Central Gippsland Health Service is an incorporated body and is regulated by the Act. The Victorian Minister for Health during 2012/2013 was The Hon. David Davis.

reporting requireMents

The information requirements listed in the Financial Management Act 1994 (the Act), the Standing directions of the Minister for Finance under the Act (Section 4 Financial Management Reporting); and Financial Reporting Directions have been prepared and are available to the relevant Minister, Members of Parliament and the public on request.

obJeCtiVes, FunCtions, poWers And duties oF CentrAl gippslAnd HeAltH serViCe

The principal objective of Central Gippsland Health Service is to provide public hospital services in accordance with the Australian Health Care Agreement (Medicare) principles. In addition to these, Central Gippsland Health Service has set other objectives which encompass the shared vision, core values and strategic directions of the organisation.

ConsultAnCies engAged during 2012/2013

During 2012/2013 there have been nil contracts commenced or completed under the Victorian Industry Participation Policy Act 2003.

Details of individual consultancies

All new work and redevelopment of existing properties is carried out to confirm to the 2006 Building Regulations and the provisions of the Building Act 1993. The local authority or a building surveyor issues either a Certificate of Final

2012/2013 2011/2012

Number of consultants used to a value greater than $10,000

1 3

Total cost of consultants used to a value greater than $10,000

72,636.54 $108,000.00

Number of consultants used to a value less than $10,000

0 2

Total cost of consultants used to a value more than $10,000

0 $8,768.00

Consultant Purpose of Consultancy Start Date End Date

Total Approved Project Fee

(excluding GST)

Expenditure 2012-13

(excluding GST)

Future expenditure

(excluding GST)

BATMAN DISCRETIONARY

TRUST

MCDONALD WING - PROVIDER ASSIST FUNDING REVIEW

July 2012 Sept 2012 $38,709 $38,709 $0

BATMAN DISCRETIONARY

TRUST

WILSON LODGE - PROVIDER ASSIST FUNDING REVIEW

July 2013 June 2013 $33,927 $33,927 $0

stAteMent oF oCCupAtionAl HeAltH And sAFety MAtters

The Health Service employs a Health Wellbeing and Safety Officer and during 2012/13 health and safety representatives have attended various training programs.

Central Gippsland Health Service has begun a comprehensive review of all of its forms and procedures. This is being done under the guidance of an internal committee.

CoMpetitiVe neutrAlity

Central Gippsland Health Service supports the Victorian Government’s policy statements as outlined in Competitive Neutrality; a statement of Victorian Government policy. Competitive Neutrality is seen as a complementary mechanism to the ongoing quest to increase operating efficiencies by way of benchmarking and embracing better work practices.

building ACt 1993 CoMpliAnCe

Central Gippsland Health Service complies with the Standards for Publicly Owned Buildings (the guideline). Central Gippsland Health Service controls nine (9) properties, six (6) residential care and three (3) non-residential care.

Non residential Residential

Loch Sport CHC 1

Community Care 1

Community Rehabilitation Centre 1

Heyfield Hospital 1

Laurina Lodge 1

Maffra Hospital 1

Stretton Park 1

Sale Acute 1

Wilson Lodge 1

37

Inspection or an Occupancy Permit for all new works or upgrades to existing facilities.

Five yearly fire risk audits are conducted, with the next audit scheduled in 2018.

Central Gippsland Health Service installs and maintains fire safety equipment in accordance with building regulations and regularly conducts audits. The upgrading of fire prevention equipment in buildings is also undertaken as part of any general upgrade of properties where necessary and is identified in maintenance inspections.

Central Gippsland Health Service requires building practitioners engaged on building works to be registered and to maintain registration throughout the course of the building works.

nAtionAl CoMpetition poliCy

Central Gippsland Health Service complied with all government policies regarding competitive neutrality with respect to all tender applications.

FreedoM oF inForMAtion

A total of 98 requests under the Freedom of Information Act were processed during the 2012/2013 financial year.

Requests for documents in the possession of Central Gippsland Health Service are directed to the Freedom of Information Manager and all requests are processed in accordance with the Freedom of Information Act 1982.

A fee is levied for this service based on the time involved in retrieving and copying the requested documents. Central Gippsland Health Service nominated officers under the Freedom of Information Act are:

prinCipAl oFFiCer

Dr Frank Evans, Chief Executive Officer

FreedoM oF inForMAtion MAnAger

Ms Heather Rowell, Health Information Administrator

priVACy

Central Gippsland Health Service has embraced the privacy legislation and is committed to ensuring that consumer and staff rights to privacy are upheld at all times. The organisation has proper processes and policies in place to ensure compliance with privacy legislation and to provide information to staff and consumers regarding privacy rights and responsibilities.

All Central Gippsland Health Service consumers have the right to have personal information stored in a secure location and to be assured that only that information that is necessary to ensure high quality health care is to be collected. Central Gippsland Health Service has implemented a privacy complaints procedure that can be accessed by both staff and consumers that monitors and enforces privacy issues.

AVAilAbility oF otHer inForMAtion

Other information, not contained in the Report of Operations including;

• publicationsproducedbytheorganisation about its activities;

• detailsofanyotherresearchanddevelopmentactivities;

• detailsofmajorpromotional,publicrelationsand marketing activities undertaken;

will be made available if requested in writing.


REPORT OF OPERATIONSKEY PERFORMANCE INDICATORS

serViCe leVel

Central Gippsland Health Service provides services throughout the Wellington Shire. The population of the total area served is approximately 42,000.

ACtiVity dAtA

Summary of Operational and Budgetary Objectives

The service recorded a net profi t from continuing operations before capital & specifi c items of $0.506 million (2011/12 $0.589 million profi t). After taking into account capital & specifi c items the net result was a loss of $2.8 million (2009/10 $2.4 million loss)

The Health Service budgeted for a net surplus before capital & specifi c items of $0.3 million and a Net Result loss for the year of $4.6 million.

Summary of factors that have affected the Operations for the Year

The results of the service during the reporting period have been affected by the following factors:

• WIEStargetswereachieved.

• Healthreceived$1.2millionrecallablecapitalgrant from the Department of Health for the replacement of Linen Equipment. The equipment will be purchased during 2013-14.

• ManagementrevaluationofBuildingwascarried out resulting in an upwards revaluation of $5 million. Full revaluation of Land & Building is scheduled for June 30th 2014.

ADMITTED SERVICES

SEPARATIONS

Same Day 6885

Multi Day 5368

Sub- Acute 228

Total Separations 12481

THEATRE SERVICES

Emergency Surgery 351

Elective Surgery 3774

Total Surgical Occasions 4125

Total WIES 7237.65

Bed Days 33467

Emergency Department Attendances 17708

Mothers Delivered 490

COMMUNITY SERVICES

Hours delivered by Community Services 95589

Meals Delivered 16640

Hours delivered to externally funded community, aged care package clients 11995

Palliative Care Contacts 8605

Non-admitted Subacute and Specialist Outpatient Clinic Service Events 3937

Responsible Bodies Declaration as at 30 June 2013

In accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for Central Gippsland Health Service for the year ending 30 June 2013.

John Sullivan

Board President

Sale Victoria

30 August 2013

REPORT OF OPERATIONSSUMMARY OF FINANCIAL RESULTS

2012-13 2011-12 2010-11 2009-10 2008-09 2007-08 2006-07 2005-06

Total Expenses 81,478 77,769 75,298 74,239 65,605 60,482 56,818 54,320

Total Revenue 78,718 75,339 70,408 70,028 65,161 59,286 57,732 55,752

Net Result for the Year (2,760) (2,430) (4,890) (4,211) (444) (1,196) 914 1,432

Accumulated Surplus (Defi cit) (20,019) (17,183) (14,796) (9,956) (5,745) (5,301) (4,105) (5,019)

Total Assets 72,535 70,317 70,305 73,416 77,797 63,660 64,487 62,998

Total Liabilities 16,744 16,836 14,394 13,082 13,252 12,579 12,682 12,107

Net Assets 55,791 53,481 55,911 60,334 64,545 51,081 51,805 50,891

Total Equity 55,791 53,481 55,911 60,334 64,545 51,081 51,805 50,891

39

Events Subsequent to Balance Date

On 9 July 2012 the Central Gippsland Health Service signed a contract for the replacement of Sale Linen Service equipment for $1.3 million exclusive of GST. This project has been funded by a recallable capital grant of $1,200,000 which has already been received.

Revenue Average Indicators Collection Days

2012/13 2011/12

Private Inpatients 46 43Victorian Workcover Inpatients - -Other Compensable Inpatients - -Nursing Home 6 5Community Services 53 31

Patient Debtors Outstanding as at 30 June 2013

Under 30

Days

30- 60

Days

61- 90

Days

Over 90

Days

Total 30/06/12

Total 30/06/12

$’000 $’000 $’000 $’000 $’000 $’000

Private Inpatients

98 7 15 8 128 120

Victorian Workcover Inpatients

- - - - - -

Nursing Home

26 - - - 26 14

Community Services

100 10 3 22 135 154

Total 224 17 18 30 289 288

Attestation on Data Integrity

I, Frank Evans certify that the Central Gippsland Health Service has put in place appropriate internal controls and processes to ensure that reported data reasonably reflects actual performance. The Central Gippsland Health Service has critically reviewed these controls and processes during the year.

Dr Frank Evans

Accountable Officer

Sale Victoria

30 August 2013

Attestation on Compliance with Australian/New Zealand Risk Management Standard

I, Frank Evans certify that the Central Gippsland Health Service has risk management processes in place consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executives to understand, manage and satisfactorily control risk exposures. The Audit committee verifies this assurance and that the risk profile of the Central Gippsland Health Service has been critically reviewed within the last 12 months.

Dr Frank Evans

Accountable Officer

Sale Victoria

30 August 2013

Attestation on Insurance

I, Frank Evans certify that the Central Gippsland Health Service has complied with Ministerial Direction 4.5.5.1 – Insurance.

Dr Frank Evans

Accountable Officer

Sale Victoria

30 August 2013


Statement of PrioritiesCentral Gippsland Health Service

statement Of Priorities Part a

Strategic priorities Actions Deliverables Outcome

1

Developing a system that is responsive to people’s needs

In partnership with other providers within the local area apply existing service capability frameworks to maximise the use of available resources across the local area.

Formal pathways from preadmission to rehabilitation developed for people from Central Gippsland (and East Gippsland) receiving joint replacement at Latrobe Regional Hospital (LRH) and rehabilitation at Central Gippsland Health Service (CGHS).

Formal pathways from the CGHS emergency department to rehabilitation developed for people from Central Gippsland receiving treatment at LRH for fractured necks of femurs and rehabilitation at CGHS.

Formal pathway in final draft for fractured neck of femur.

Pathway for joint replacement is under development.

2

Improving every Victorian’s health status and experiences

Consider new models of care and more coordinated services to respond to the specific needs of people with priority clinical conditions

Care coordination will be extended across all CGHS campuses and service delivery locations.

Centralised intake /patient service redevelopment completed.

Care coordination continues to be extended across all campuses and service delivery locations. Our Wellington Shire catchment is now covered in terms of community care coordinators and all locations can link to centralised intake.

Centralised intake / patient services redevelopment has been completed and operationalised.

3

Expanding service, workforce and system capacity

Identify opportunities to address workforce gaps by optimising workforce capability and capacity and exploring alternative workforce models

First cohort of Aboriginal Allied Health Assistant (AHA) trainees have completed their training.

Second cohort of Aboriginal AHAs have commenced their traineeships and completed up to 50% of their training

‘CAMMS’ integrated electronic planning system, including workforce capability module ‘PES” fully implemented with individual, department, service and divisional capability development plans in place

Two Aboriginal AHAs trained and employed February 2013. Three Aboriginal AHAs commence traineeship in March 2013. First Aboriginal Enrolled Nursing trainee commenced in February 2013.

CAMMS integrated planning system is now fully implemented. The Workforce Capability Module is also fully implemented with individual, department, service and divisional capability development plans under development.

41

Strategic priorities Actions Deliverables Outcome

4

Increasing the system’s financial sustainability and productivity

Identify opportunities for efficiency and better value service delivery.

Clinical costing data shows continued improvement in acute services efficiency with the average loss per WIES reduced by equal or greater than 30% compared to the previous financial year (this is further to a 35% improvement achieved between 2009/10 and 2010/11).

Average theatre productivity improved by 2% or greater from 2011/12.

Accurate clinical costing data has not been available for 2011/12 or 2012/13. Work is being done to rectify this and also provide overall profit and loss for subacute, emergency department, residential care and community services.

Theatre productivity increased from 82.86% in June 2012 to 84% in 2013.

5

Implementing continuous improvements and innovation

Develop and implement improvement strategies that better support patient flow and the quality and safety of hospital services

Two “Evidence Based Patient Care” pathways developed and implemented in 2012/13.

Colorectal surgery pathway implemented.

Management of hypoglycaemic neonate in final draft form.

Work commenced on colonoscopy pathways.

6

Increasing accountability & transparency

Implement systems that support streamlined clinical approaches to clinical governance

Regional web-based medical credentialing system implemented.

Clinical governance performance, across all responsibility areas, reported on a regular basis through “CAMMS” integrated planning system.

System has been implemented.

Clinical governance performance (Score cards related to accountability framework) reported monthly to Board through the Quality and Risk Committee.

7

Improving utilisation of e-health and communications technology.

Maximise the use of health ICT infrastructure to better connect a broad range of health care and other health - related workforces.

Work with partners to better connect service providers and deliver appropriate and timely services to rural and regional Victorians

iPM community module fully implemented.

Have increased the number of high quality video conferencing units by two, have a demonstrated capability to access remote health care providers and services and also to stream training to multiple locations across the health service.

iPM community module fully implemented including for District Nursing.

Two additional high quality video conferencing units have been installed and planned capability has been demonstrated.


Statement of PrioritiesPart B: Performance Priorities

Financial Performance

Key performance indicator Target Actual

Operating result

Annual operating result ($m) 0.3m 0.5m

WIES (1) activity performance

Percentage of WIES (public & private) performance to target 100 101.01

Cash management

Creditors < 60 days 19

Debtors < 60 days 16

Access Performance


Emergency care

Percentage of ambulance transfers within 40 minutes 90% 94%

NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (July – December 2012)

70% 70%

NEAT - Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (January - June 2013)

75% 74%

Number of patients with a length of stay in the emergency department greater than 24 hours 0 9

Percentage of Triage Category 1 emergency patients seen immediately 100% 100%

Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times 80% 73%

Service performance


Quality and safety

Health service accreditation Full compliance

Full compliance

Residential aged care accreditation Full compliance

Full compliance

Cleaning standards Full compliance

Full compliance

Submission of data to VICNISS (2) Full compliance

Full compliance

Hand Hygiene (rate) 70 80.5

Victorian Patient Satisfaction Monitor (OCI) (3) 73 80.3

Consumer Participation Indicator (4) 75 82

People Matter Survey Full compliance

Full compliance

Maternity

Percentage of women with prearranged postnatal home care 100 94%

Weighted Inlier Equivalent Separations(1)

VICNISS is the Victorian Hospital Acquired Infection Surveillance System.(2)

The target for the Victorian Patient Satisfaction Monitor is the Overall Care Index (OCI) which comprises six categories(3)

The Consumer Participation Indicator is a category of the Victorian Patient Satisfaction Monitor(4)

43

Disclosure IndexThe annual report of the Central Gippsland 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.

Legislation Requirement Page ReferenceMinisterial DirectionsReport of OperationsCharter and purposeFRD 22C Manner of establishment and the relevant Ministers 23FRD 22C Objectives, functions, powers and duties 36FRD 22C Nature and range of services provided 26

Management and structureFRD 22C Organisational structure 28

Financial and other informationFRD 10 Disclosure index 43FRD 11 Disclosure of ex-gratia payments 87FRD 15B Executive officer disclosures 87FRD 21A Responsible person and executive officer disclosures 87FRD 22C Application and operation of Freedom of Information Act 1982 37FRD 22C Compliance with building and maintenance provisions of Building Act 1993 36FRD 22C Details of consultancies over $10,000 36FRD 22C Details of consultancies under $10,000 36FRD 22C Major changes or factors affecting performance 38FRD 22C Occupational health and safety 24FRD 22C Operational and budgetary objectives and performance against objectives 38FRD 22C Significant changes in financial position during the year 38FRD 22C Statement of availability of other information 37FRD 22C Statement on National Competition Policy 37FRD 22C Subsequent events 39FRD 22C Summary of the financial results for the year 38FRD 22C Workforce Data Disclosures including a statement on the application of employment and conduct principles 24FRD 25 Victorian Industry Participation Policy disclosures 36SD 4.2(j) Sign-off requirements 38

Legislation Requirement Page ReferenceSD 3.4.13 Attestation on Data Integrity 39SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 39

Financial StatementsFinancial statements required under Part 7 of the FMASD 4.2(a) Statement of changes in equity 49SD 4.2(b) Operating statement 47SD 4.2(b) Balance sheet 48SD 4.2(b) Cash flow statement 50

Other requirements under Standing Directions 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 53SD 4.2(c) Accountable officer’s declaration 44SD 4.2(c) Compliance with Ministerial Directions 53SD 4.2(d) Rounding of amounts 54

LegislationFreedom of Information Act 1982 37Victorian Industry Participation Policy Act 2003 36Building Act 1993 36Financial Management Act 1994 36

47

CENTRAL GIPPSLAND HEALTH SERVICECOMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2013

Note 2013 2012$'000 $'000

Revenue from Operating Activities 2 75,886 72,262 Revenue from Non-operating Activities 2 474 535 Employee Expenses 3 (54,783) (53,166) Non Salary Labour Costs 3 (1,807) (1,818) Supplies and Consumables 3 (9,033) (7,433) Other Expenses From Continuing Operations 3 (10,231) (9,791)

Net Result Before Capital & Specific Items 506 589

Capital Purpose Income 2 2,358 2,542 Depreciation 4 (5,624) (5,561) NET RESULT FOR THE YEAR (2,760) (2,430)

Other Comprehensive Income - -

Net fair value revaluation on Non Financial Assets 11 5,070 - COMPREHENSIVE RESULT FOR THE YEAR 2,310 (2,430)

This statement should be read in conjunction with the accompanying notes.

CENTRAL GIPPSLAND HEALTH SERVICECOMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2013

Page 1 of 41


CENTRAL GIPPSLAND HEALTH SERVICEBALANCE SHEET AS AT 30 JUNE 2013

Note 2013 2012$'000 $'000

ASSETS

Current Assets Cash and Cash Equivalents 5 4,570 5,252 Receivables 6 1,847 1,651 Investments and other Financial Assets 7 2,372 2,033 Inventories 8 282 357 Other Assets 9 148 104 Total Current Assets 9,219 9,397

Non-Current Assets Other Assets 9 60 79 Receivables 6 1,162 856 Property, Plant & Equipment 11 62,094 59,985 Total Non-Current Assets 63,316 60,920 TOTAL ASSETS 72,535 70,317

LIABILITIES

Current Liabilities Payables 12 1,893 2,332 Provisions 13 11,134 11,484 Other Liabilities 14 1,955 1,407 Total Current Liabilities 14,982 15,223

Non-Current Liabilities Provisions 13 1,762 1,613 Total Non-Current Liabilities 1,762 1,613 TOTAL LIABILITIES 16,744 16,836

NET ASSETS 55,791 53,481

EQUITY Property, Plant & Equipment Revaluation Surplus 15a 41,307 36,237 Restricted Specific Purpose Surplus 15a 249 173 Contributed Capital 15b 34,254 34,254 Accumulated Deficits 15c (20,019) (17,183) TOTAL EQUITY 55,791 53,481

Commitments for Expenditure 18Contingent Liabilities & Contingent Assets 19

This statement should be read in conjunction with the accompanying notes.

CENTRAL GIPPSLAND HEALTH SERVICEBALANCE SHEET AS AT 30 JUNE 2013

Page 2 of 41

49

Property, Plant & Equipment Revaluation

Surplus

Restricted Specific Purpose Surplus

Contributions by Owners

Accumulated Surpluses/ (Deficits)

Total

Note $'000 $'000 $'000 $'000 $'000Balance at 1 July 2011 36,237 216 34,254 (14,796) 55,911 Net result for the year - - - (2,430) (2,430)Other comprehensive income for the year 15a - - - - - Transfer to accumulated deficit 15a,c - (43) - 43 -

Balance at 30 June 2012 36,237 173 34,254 (17,183) 53,481

Net result for the year - - - (2,760) (2,760)

Other comprehensive income for the year 15a 5,070 - - - 5,070 Transfer to accumulated deficit 15a,c - 76 - (76) -

Balance at 30 June 2013 41,307 249 34,254 (20,019) 55,791

This Statement should be read in conjunction with the accompanying notes.

CENTRAL GIPPSLAND HEALTH SERVICE

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2013

Page 3 of 41

CENTRAL GIPPSLAND HEALTH SERVICESTATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2013


Note 2013 2012$'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES

Operating Grants from Government 61,023 57,298 Patient and Resident Fees Received 4,489 4,497 Private Practice Fees Received 4,204 4,135 Donations and Bequests Received 146 137 GST Received from / (paid to) ATO (72) (10) Interest Received 360 431 Other Receipts 5,576 5,419 Employee Expenses Paid (54,984) (51,416) Fee for Service Medical Officers (1,807) (1,818) Payments for Supplies and Consumables (9,138) (7,190) Other Payments (10,265) (9,332)

Cash Generated from / (used in) Operations (468) 2,151

Capital Grants from Government 2,240 2,393 Capital Donations and Bequests Received 105 146

NET CASH INFLOW FROM OPERATING ACTIVITIES 16 1,877 4,690

CASH FLOWS FROM INVESTING ACTIVITIES Purchase of Investments (348) (966) Payments for Non-Financial Assets (2,710) (2,333) Proceeds from Sale of Non-Financial Assets 60 3

NET CASH OUTFLOW FROM INVESTING ACTIVITIES (2,998) (3,296)

NET (DECREASE) / INCREASE IN CASH HELD (1,121) 1,394

CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD 4,050 2,656

CASH AND CASH EQUIVALENTS AT END OF PERIOD 5 2,929 4,050

This Statement should be read in conjunction with the accompanying notes.


CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2013

Page 4 of 41

CENTRAL GIPPSLAND HEALTH SERVICECASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2013

51


NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2013

Table of Contents

Note Page

1 Summary of Significant Accounting Policies 6-182 Revenue 192a Analysis of Revenue by Source 20-212b Patient and Resident Fees 222c Net Gain/(Loss) on Disposal of Non Financial Assets 222d Assets Received Free of Charge 223 Expenses 233a Analysis of Expenses by Source 24-253b Analysis of Expenses by Internal & Restricted Specific Purpose Funds

Supported by Hospital & Community Initiatives 264 Depreciation 265 Cash and Cash Equivalents 276 Receivables 277 Investments and Other Financial Assets 288 Inventories 289 Other Assets 2810 Jointly Controlled Operations and Assets 2911 Property, Plant and Equipment 30-3112 Payables 3213 Provisions 32-3314 Other Liabilities 3315 Equity 3316 Reconciliation of Net Result for the Year to Net Cash Inflow 34

from Operating Activities17 Financial Instruments 35-3818 Commitments for Expenditure 3919 Contingent Liabilities & Contingent Assets 3920 Segment Reporting 4021a Responsible Person Disclosures 4121b Executive Officers Disclosures 4122 Events Occurring after Balance Sheet Date 4123 Economic Dependence 41

Page 5 of 41

CENTRAL GIPPSLAND HEALTH SERVICENOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2013




Note 1: Summary of Significant Accounting Policies

( a ) Statement of Compliance

( b ) Basis of Accounting Preparation and Measurement

( c ) Reporting Entity

These annual financial statements represent the audited general purpose financial statements for Central Gippsland Health Service for the period ending 30 June 2013. The purpose of the report is to provide users with information about the Health Services‟ stewardship of resources entrusted to it.

These financial statements are general purpose financial statements which have been prepared in accordance with the Financial Management Act 1994 and applicable 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 accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2013, and the comparative information presented in these financial statements for the year ended 30 June 2012.

Historical cost is based on the fair values of the consideration given in exchange for assets.

The going concern basis was used to prepare the 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.The Health Service is a not-for profit entity and therefore applies the additional Aus paragraphs applicable to “not-for-profit” Health Services under the AASs.The annual financial statements were authorised for issue by the Board of Central Gippsland Health Service on 29 August 2013.

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.

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 financial report includes all the controlled activities of the Central Gippsland Health Service. The principle address is: 155 Guthridge ParadeSale Victoria 3850

These financial statements are presented in Australian dollars, the functional and presentation currency of the Health Service.

In the application of AASs, management is required to make judgments, estimates and assumptions about 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 fair value of assets other than land is generally based on their depreciated replacement value.

• 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 re-assessed with sufficient regularity to ensure that the carrying amounts do not materially differ from their fair values;

• 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)).

The financial statements are prepared in accordance with the historical cost convention, except for:

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 and assumptions 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, relate to:

• the fair value of land, buildings, infrastructure, plant and equipment (refer to Note 1(j);

The Health Service is developing a long-term strategic plan to meet the needs of the community in the most cost efficient manner without compromising services. The Department of Health provided a financial commitment to the Health Service that they will provide adequate cash flow support should it be required to enable the Health Service to meet its current and future obligations as and when they fall due up to September 2014.

• superannuation expense (refer to note 1(g)); and

A description of the nature of Central Gippsland Health Service's operations and its principal activities is included in the report of operations, which does not form part of these financial statements.

Page 6 of 41


53



Note 1: Summary of Significant Accounting Policies (continued)Objectives and funding

( d )

( e ) Scope and Presentation of Financial Statements

Fund Accounting

Services Supported By Health Services Agreement and Services Supported By Hospital and Community Initiatives

Transactions between segments within the Central Gippsland Health Service have been eliminated to reflect the extent of the Central Gippsland Health Service's operations as a group.

Specific income/expense, comprises the following items, where material: - Voluntary departure packages- Voluntary changes in accounting policies (which are not required by an accounting standard or other authoritative pronouncement of the Australian Accounting Standards Board)

Principles of Consolidation

• 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 (g)). 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 and Amortisation, as described in Note 1 (g).

Comprehensive Operating StatementThe comprehensive operating statement includes the subtotal entitled „net result before capital & specific items‟ to enhance the understanding of the financial performance of Central Gippsland Health Service. This subtotal reports the result excluding items such as capital grants, assets received or provided free of charge, depreciation, expenditure using capital purpose income 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 Central Gippsland Health Service, the Department of Health and the Victorian Government to measure the ongoing operating performance of Health Services.Capital and specific items, which are excluded from this subtotal, comprise:

Jointly controlled Assets or Operations

The Central Gippsland Health Service operates on a fund accounting basis and maintains three funds: Operating, Specific Purpose and Capital Funds. The Central Gippsland Health Service's Capital and Specific Purpose Funds include unspent capital donations and receipts from fund-raising activities conducted solely in respect of these funds.

Interests in jointly controlled assets or operations are not consolidated by Central Gippsland Health Service, but are accounted for in accordance with the policy outlined in Note 1(j) Financial Assets.

The JHF McDonald Wing Nursing Home and Wilson Lodge Nursing Home are an integral part of the Health Service and share its resources. They are substantially funded from Commonwealth bed-day subsidies.

Residential Aged Care Services

Activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the Department of Health and include 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 Services own activities or local initiatives and/or the Commonwealth.

Intersegment Transactions

Wilson Lodge has been segregated based on actual revenue earned and expenditure incurred. While JHF McDonald Wing and the Maffra Hospital are contained within the one facility, revenues and expenditure are allocated directly to the respective facilities where possible. Those revenues and expenses that cannot be allocated directly to one of the relevant areas of service are allocated on the basis of floor space used by each facility.

Central Gippsland Health Service is predominantly funded by accrual based grant funding for the provision of outputs.

Central Gippsland Health Service's overall objective is to provide health and community services that will best meet the current and future needs of our community, as well as improve the quality of life to Victorians.

• Assets provided or received free of charge (refer to Notes 1 (g) and (h)); 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.

Page 7 of 41





Note 1: Summary of Significant Accounting Policies (continued)

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.

( f )

Rounding of Amounts

In accordance with AASB 1004 Contributions , government grants and other transfers of income (other than contributions by owners) are recognised as income when the Health Service gains control of the underlying assets irrespective of whether conditions are imposed on the Health Service's use of the contributions.

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.

Patient fees are recognised as revenue at the time invoices are raised.

Donations and Other Bequests

Private Practice Fees

Other income includes non-property rental, dividends, forgiveness of liabilities, and bad debt reversals.

Donations and bequests are recognised as revenue when received. If donations are for a special purpose, they may be appropriated to a surplus, such as the restricted specific purpose surplus.

Fair value of assets and services received free of charge or for nominal consideration

Government Grants and other Transfers of Income (other than contributions by owners)

Contributions are deferred as income in advance when the Health Service has a present obligation to repay them and the present obligation can be reliably measured.

Patient and Resident Fees

Indirect Contributions from the Department of Health

Private practice fees are recognised as revenue at the time invoices are raised.

Other Income

Interest Revenue

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.

Statement of Changes in Equity

Interest revenue is recognised on a time proportionate basis that takes into account the effective yield of the financial asset.

The statement of changes in equity presents reconciliations of each non-owner and owner changes in equity from 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.

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 Central Gippsland 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, duties and taxes.

– 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 05/2013 (update for 2012-13).

– Insurance is recognised as revenue following advice from the Department of Health.

Income from transactions

Cash Flow Statement

For the cash flow statement presentation purposes, cash and cash equivalents includes bank overdrafts, which are included as current borrowings in the balance sheet.

Balance Sheet

Assets and liabilities are categorised either as current or non-current (non-current being those assets or liabilities expected to be recovered/settled more than 12 months after reporting period), are disclosed in the notes where relevant.

Page 8 of 41


55




( g )

- Annual Leave; - Sick Leave;

Fund2013 2012$'000 $'000

Health Super 232 232

Health Super 3,911 3,769Other 188 177

4,331 4,178

The Health Service does not recognise any unfunded defined benefit liability in respect of the superannuation plan because the 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. The Department of Treasury and Finance administers and discloses the State‟s defined benefit liabilities in its financial report.

Intangible produced assets with finite lives are depreciated as an expense from transactions on a systematic basis over the asset‟s useful life. 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 $1000 are capitalised and depreciation has been provided on depreciable assets so as to allocate their cost or valuation over their estimated useful lives.

- Wages and Salaries;

- Superannuation expenses which are reported differently depending upon whether employees are members of defined benefit or defined contribution plans.

All infrastructure assets, buildings, plant and equipment and other non-financial physical assets that have finite useful lives are depreciated (i.e. excludes land assets held for sale, and investment properties). 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.

Employee Expenses

Expense Recognition

Expenses are recognised as they are incurred and reported in the financial year to which they relate.

Cost of Goods Sold

Depreciation

Employee expenses include:

- Long Service Leave; and

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 Contribution Plan

The name and details of the major employee superannuation funds and contributions made by the Health Service are as follows:

Total

Contributions paid or payable for the year.

Defined benefit plans:

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.

Defined Benefit Superannuation PlansThe amount charged to the comprehensive operating statement in respect of defined benefit superannuation plans represents the contributions made by the Central Gippsland 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.

Defined Contribution Superannuation Plans

Employees of the Central Gippsland Health Service are entitled to receive superannuation benefits and the Central Gippsland Health Service contributes to both the defined benefit and defined contribution plans. The defined benefit plan provides benefits based on years of service and final average salary.

Page 9 of 41






2013 2012Up to 40 years Up to 40 yearsUp to 36 years Up to 36 yearsUp to 20 years Up to 20 yearsUp to 22 years Up to 22 yearsUp to 20 years Up to 20 years Up to 20 years Up to 20 years Up to 10 years Up to 10 years Up to 5 years Up to 5 years Up to 5 years Up to 5 years

(h) Other comprehensive incomeOther comprehensive income measures the change in volume or value of assets or liabilities that do not result from transactions.

Revaluation gains/(losses) of non-financial physical assetsRefer to Note 1(j) Revaluations of non-financial physical assets.

Net gain/(loss) on non-financial assetsNet gain/(loss) on non-financial assets and liabilities includes realised and unrealised gains and losses as follows:

Revaluations of financial instrument at fair valueRefer to Note 1 (i) Financial instruments.

Fair value of assets, services and resources provided free of charge or for nominal considerationContributions of resources provided 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 agency as a consequence of a restructuring of administrative arrangements. In the latter case, such a transfer will be recognised at its carrying value.Contributions in the form of services are only recognised when a fair value can be reliably determined and the services would have been purchased if not donated.

Finance Costs

Finance costs include:

Net gain/(loss) on financial instrumentsNet gain/(loss) on financial instruments includes:- realised and unrealised gains and losses from revaluations of financial instruments at fair value;- impairment and reversal of impairment for financial instruments at amortised cost (refer to Note 1 (j)); and- disposals of financial assets and derecognition of financial liabilities

Buildings - Structure Shell Building Fabric

Computers & Communication

Buildings - Site Engineering and Central Plant

Other operating expensesOther operating expenses generally represent the day-to-day running costs incurred in normal operations and include:

Supplies and consumablesSupplies 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 debtsRefer to Note 1 (j) Impairment of financial assets.

Buildings - Trunk Reticulated Building Systems

The following table indicates the expected useful lives of non current assets on which the depreciation charges are based.

Buildings - Fit Out

- interest on bank overdrafts and short-term and long-term borrowings;

Leased Assets

Plant & Equipment

Linen

- finance charges in respect of finance leases recognised in accordance with AASB 117 Leases .

Finance costs are recognised as expenses in the period in which they are incurred.

Furniture & Fittings

- amortisation of discounts or premiums relating to borrowings; - amortisation of ancillary costs incurred in connection with the arrangement of borrowings; and

Please note: the estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period, and adjustments made where appropriate. As part of the Buildings valuation, building values were componentised and each component assessed for its useful life which is represented above.

Page 10 of 41


57




(i) Financial Instruments

(j) AssetsCash & Cash Equivalents

Loans and receivables category includes cash and deposits (refer to Note 1(k)), term deposits with maturity greater than three months, trade receivables, loans and other receivables, but not statutory receivables.

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.

Financial liabilities at amortised cost

Financial instrument liabilities measured at amortised cost include all of the Health Service‟s contractual payables, deposits heldand advances received, and interest-bearing arrangements other than those designated at fair value through profit or loss.

Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highly liquid investments with anoriginal maturity of three months or less, which are held for the purpose of meeting short term cash commitments rather than forinvestment purposes, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes invalue.For cash flow statement presentation purposes, cash and cash equivalents include bank overdrafts, which are included asliabilities on the balance sheet.

Trade debtors are carried at nominal amounts due and are due for settlement within 30 days from the date of recognition.

- Statutory receivables, which include predominantly amounts owing from the Victorian Government and GST input tax credits recoverable; and - Contractual receivables, which include mainly debtors in relation to goods and services, loans to third parties, accrued investment income, and finance lease receivables.

Share of net profits/(losses) of associates and joint entities, excluding dividends.Refer to Note 1 (d) Basis of consolidation.

Other gains/(losses) from other comprehensive incomeOther gains/(losses) include:- the revaluation of the present value of the long service leave liability due to changes in the bond interest rates; and- transfer of amounts from the reserves to accumulated surplus or net result due to disposal or derecognition or reclassification.

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 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 the Central Gippsland Health Service's activities, certain financial assets and financial liabilities arise under statute rather than 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.

Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interestmethod, less any accumulated impairment.

Receivables that are contractual are classified as financial instruments and categorised as loans and receivables. Statutoryreceivables are not classified as financial instruments as they do not arise from a contract.

Receivables

Receivables consist of:

Loans & ReceivablesLoans and receivables are financial instrument assets with fixed and determinable payments that are not quoted on an activemarket. These assets are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initialmeasurement, loans and receivables are measured at amortised cost using the effective interest method, less any impairment.

Page 11 of 41






Non-current physical assets are measured at fair value and are revalued in accordance with FRD 103D Non-current physicalassets. This revaluation process normally occurs at least every five years, based upon the asset‟s Government PurposeClassification, but may occur more frequently if fair value assessments indicate material changes in values. Independent valuersare used to conduct these scheduled revaluations and any interim revaluations are determined in accordance with therequirements of the FRDs. Revaluation increments or decrements arise from differences between an asset‟s carrying value andfair value.

- Loans and receivables;

Cost for all other inventory is measured on the basis of weighted average cost. Inventories acquired for no cost or nominalconsiderations are measured at current replacement cost at the date of acquisition.

Revaluation increments are recognised in „other comprehensive income‟ and are credited directly 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 previouslyrecognised as an expense in net result, the increment is recognised as income in the net result.

In accordance with FRD 103D, Central Gippsland Health Service‟s non-current physical assets were assessed to determinewhether revaluation of the non-current physical assets was required.

Investments are classified in the following categories:

Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one anotherwithin that class but are not offset in respect of assets in different classes.

- Held to maturity; and - Available-for-sale financial assets.

The Central Gippsland Health Service assesses at each balance sheet date whether a financial asset or group of financial assetsis impaired.

Revaluations of Non-Current Physical Assets

Inventories include goods and other property held either for sale, consumption or for distribution at no or nominal cost in theordinary course of business operations. It includes land held for sale and excludes depreciable assets.

Inventories acquired for no cost or nominal considerations are measured at current replacement cost at the date of acquisition.

Revaluation surplus is not transferred to accumulated funds on derecognition of the relevant asset.

Investments and Other Financial Assets

Inventories

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.

Inventories held for distribution are measured at cost and adjusted for any loss of service potential. All other inventories, includingland held for sale, are measured at the lower of cost and net realisable value.

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.

The Central Gippsland Health Service classifies its other financial assets between current and non-current assets based on thepurpose for which the assets were acquired. Management determines the classification of its other financial assets at initialrecognition.

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.

The bases used in assessing loss of service potential for inventories held for distribution include current replacement cost andtechnical or functional obsolescence. Technical obsolescence occurs when an item still functions for some or all of the tasks itwas originally acquired to do, but no longer matches existing technologies. Functional obsolescence occurs when an item nolonger functions the way it did when it was first acquired.

Land and Buildings are recognised initially at cost and subsequently measured at fair value less accumulated depreciation andimpairment.

Crown Land is measured at fair value with regard to the property‟s highest and best use after due consideration is made for anylegal or constructive restrictions imposed on the asset, public announcements or commitments made in relation to the intendeduse of the asset. Theoretical opportunities that may be available in relation to the asset(s) are not taken into account until it isvirtually certain that any restrictions will no longer apply.

- Financial assets at fair value through profit and loss;

All financial assets, except those measured at fair value through profit or loss are subject to annual review for impairment.

Revaluation decrements are recognised in „other comprehensive income‟ to the extent that a credit balance exists in the assetrevaluation surplus in respect of the same class of property, plant and equipment.

Page 12 of 41


59




Prepayments

• any expenses incurred in relation to being an investor in the joint venture.

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.

• the liabilities that it incurs;

• the share of income that it earns from selling outputs of the joint venture

• the Health Service has transferred its rights to receive cash flows from the asset and either:

(b) has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

Where the Health Service has neither transferred nor retained substantially all the risks and rewards or transferred control, theasset is recognised to the extent of the Health Service's continuing involvement in the asset.

• the assets that it controls;

If there is an indication of impairment the assets concerned are tested as to whether their carrying value exceeds their possible recoverable amounts. Where an assets 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.

Financial assets (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognisedwhen :

In respect of any interest in jointly controlled assets, Central Gippsland Health Service recognises in the financial statements:

• the rights to receive cashflows from the asset have expired; or

• the 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

Investments in Jointly Controlled Assets and Operations

• expenses that it incurs; and

For jointly controlled operations Central Gippsland Health Service recognises:

• any liabilities incurred;

Disposal of Non-Financial Assets

If there is an indication that there has been a change 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.

(a) has transferred substantially all the risks and rewards of the asset; or

Impairment 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) – „comprehensive income‟.

Derecognition of Financial Assets

• 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

• its share of jointly controlled assets;

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.

Apart from intangible assets with indefinite useful lives, all other non-financial assets are assessed annually for indications of impairment, except for:• inventories;• financial assets

Page 13 of 41






(k ) Liabilities

Payables consist of:

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.

In assessing impairment of statutory (non-contractual) financial assets, which are not financial instruments, professionaljudgement is applied in assessing materiality using estimates, averages and other computational methods in accordance withAASB 136 Impairment of Assets .

- realised and unrealised gains and losses from revaluations of financial instruments that are designated at fair value through profit or loss or held-for-trading;

- disposals of financial assets.

• contractual payables which consist predominantly of accounts payable representing liabilities for goods and services provided to the health service prior to the end of the financial year that are unpaid, and arise when the 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.

Contractual payables are initially recognised at fair value, and the subsequently carried at amortised cost. Statutory payables arerecognised and measured similarly to contractual payables, but are not classified as financial instruments and not included in thecategory of financial liabilities at amortised cost, because they do not arise from a contract.

Receivables are assessed for bad and doubtful debts on a regular basis. Bad debts considered as written off and allowances fordoubtful receivables are expensed.

ProvisionsProvisions are recognised when the Health Service has a present obligation, the future sacrifice of economic benefits is probable, and the amount of the provision can be measured reliably.

Payables

At the end of each reporting period Central Gippsland Health Service assesses whether there is objective evidence that a financialasset or group of financial assets is impaired. All financial instrument assets, except those measured at fair value through profit orloss, are subject to annual review for impairment.

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.

Wages and Salaries, Annual Leave, Sick Leave and Accrued Days Off

Net Gain/(loss) on financial instruments includes:

The amount of the allowance is the difference between the financial assets carrying amount and the present value of estimatedfuture cash flows, discounted at the effective interest rate.

• statutory payables, such as goods and services tax and fringe benefits tax payables.

When some or all of the economic benefits required to settle a provision are expected to be received from a third party, thereceivable is recognised as an asset if it is virtually certain that recovery will be received and the amount of the receivable can bemeasured reliably.

Liabilities for wages and salaries, including non-monetary benefits, annual leave accumulating sick leave and accrued days offwhich are expected to be settled within 12 months of the reporting date are recognised in the provision for employee benefits inrespect of employee‟s services up to the reporting date, and are classified as current liabilities and measured at nominal values.

- impairment and reversal of impairment for financial instruments at amortised cost; and

Net Gain/(Loss) on Financial Instruments

Impairment of Financial Assets

Where the fair value of an investment in an equity instrument at balance date has reduced by 20 per cent or more than its cost price or where its fair value has been less than its cost price for a period of 12 or more months, the financial instrument is treated as impaired.

Employee Benefits

Those liabilities that are not expected to be settled within 12 months are also recognised in the provision for employee benefits as current liabilities, but are measured at present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

Page 14 of 41


61




Long Service Leave

Termination Benefits

On-Costs

Superannuation Liabilities

( l ) Leases

Liabilities for termination benefits are recognised when a detailed plan for the termination has been developed and a validexpectation has been raised with those employees affected that the terminations will be carried out. The liabilities for terminationbenefits are recognised in other creditors unless the amount or timing of the payments is uncertain, in which case they arerecognised as a provision.

Employee benefits on-costs, such as payroll tax, workers compensation and superannuation are recognised together withprovision for employee benefits

The cost of leasehold improvements are capitalised as an asset and depreciated over the remaining term of the lease or the estimated useful life of the improvements, whichever is the shorter.

Lease Incentives

Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases.

Termination benefits are payable when employment is terminated before the normal retirement date or when an employee accepts voluntary redundancy in exchange for these benefits.

Current Liability – Unconditional LSL (representing 10 or more years of continuous service) 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:• present value – component that the Central Gippsland Health Service does not expect to settle within 12 months; and• nominal value – component that the Central Gippsland Health Service expects to settle within 12 months.

The liability for long service leave (LSL) is recognised in the provision for employee benefits.

Leasehold Improvements

Non-Current Liability – Conditional LSL (representing less than 10 years of continuous service) 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. Conditional LSL is required to be measured at present value.Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using interest rates of Commonwealth Government guaranteed securities in Australia.

Central Gippsland Health Service does not recognise any unfunded defined benefit liability in respect of the superannuation plans because the 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.

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 aseither operating or finance leases based on the economic substance of the agreement so as to reflect the risks and rewardsincidental to ownership.

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 incentives nature or form or the timing of payments. In the event that the 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 are diminished.

Rental income from an operating lease is recognised on a straight-line basis over the term of the relevant lease.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.

Operating Leases

Page 15 of 41






( m ) Equity

Contributed Capital

Property, Plant & Equipment Revaluation Surplus

Restricted Specific Purpose Surplus

( n )

( o )

( p ) Goods & Services Tax

( q )

( r )

Applicable for reporting periods beginning on

Commitments for expenditure and contingent assets and liabilities are presented on a gross basis.

Contingent assets and contingent liabilities

The asset revaluation surplus is used to record increments and decrements on the revaluation of non-current physical assets.

Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are disclosed by way of a note (refer to note 18) at their nominal value and are inclusive of the 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.

Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entitiesand FRD 119 Contributions by Owners , appropriations for additions to the net asset base have been designated as contributedcapital. Other transfers that are in the nature of contributions or distributions that have been designated as contributed capital arealso treated as contributed capital.

Events after the Reporting Period

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 operating cash flow.

Standard/ Interpretation

A specific restricted purpose reserve is established where the Health Service has possession or title to the funds but has nodiscretion to amend or vary the restriction and/or condition underlying the fund received. The Health Service has funds which areretained specifically for future capital works on the Health Service's Residential Aged Care facilities.

Certain new Australian accounting standards have been published that are not mandatory for the 30 June 2013 reporting period. DTF assesses the impact of all these new standards and advises the Health Service of their applicability and early adoption where applicable. As at 30 June 2013, 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. Central Gippsland Health Service has not and does not intend to adopt these standards early.

Assets, liabilities, income or expenses arise from past transactions or other past events. Adjustments are made to amounts recognised in the financial statements for events which occur after the reporting period and before the date the financial statements are authorised for issue, where those events provide information about conditions which existed in the reporting period. Note disclosure is made about events between the end of the reporting period and the date the financial statements are authorised for issue where the events relate to conditions which arose after the end of the reporting period and which may have a material impact on the results of subsequent reporting periods.

AASs issued that are not yet effective

Commitments

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.

Contingent assets and contingent liabilities are not recognised in the balance sheet, but are disclosed by way of note and, ifquantifiable, are measured at nominal value. Contingent assets and contingent liabilities are presented inclusive of GSTreceivable or payable respectively.

Impact on Health Service's Annual StatementsSummary

AASB 9 Financial instruments This standard simplifies requirements for the classification and measurement of financial assets resulting from Phase 1 of the IASB‟s project to replace IAS 39 Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement).

Subject to AASB‟s further modifications to AASB 9, together with the anticipated changes resulting from the staged projects on impairments and hedge accounting, details of impacts will be assessed.

1 Jan 2015

Page 16 of 41


63




AASB 128 Investments in Associates and Joint Ventures

This revised Standard sets out the requirements for the application of the equity method when accounting for investments in associates and joint ventures.

Not-for-profit entities are not permitted to apply this Standard prior to the mandatory application date. The AASB is assessing the applicability of principles in AASB 128 in a not-for-profit context. As such, the impact will be assessed after the AASB‟s deliberation.

Standard/ Interpretation

1 Jan 2014

AASB 119 Employee Benefits In this revised Standard for defined benefit superannuation plans, there is a change to the methodology in the calculation of superannuation expenses, in particular there is now a change in the split between superannuation interest expense (classified as transactions) and actuarial gains and losses (classified as „Other economic flows – other movements in equity‟) reported on the comprehensive operating statement.

1 Jan 2013 Not-for-profit entities are not permitted to apply this Standard prior to the mandatory application date. While the total superannuation expense is unchanged, the revised methodology is expected to have a negative impact on the net result from transactions a few Victorian public sector entities that report superannuation defined benefit plans.

SummaryApplicable for reporting periods beginning on

Impact on Health Service's Annual Statements

AASB 12 Disclosure of Interests in Other Entities

This Standard deals with the concept of joint control, and sets out a new principles-based approach for determining the type of joint arrangement that exists and the corresponding accounting treatment. The new categories of joint arrangements under AASB 11 are more aligned to the actual rights and obligations of the parties to the arrangement.

AASB 11 Joint Arrangements We will assess the nature of arrangements with other entities in determining whether a joint arrangement exists in light of AASB 11.

Not-for-profit entities are not permitted to apply this Standard prior to the mandatory application date. Impacts on the level and nature of the disclosures will be assessed based on the eventual implications arising from AASB 10, AASB 11 and AASB 128 Investments in Associates and Joint Ventures.AASB 13 Fair Value

This Standard requires disclosure of information that enables users of financial statements to evaluate the nature of, and risks associated with, interests in other entities and the effects of those interests on the financial statements. This Standard replaces the disclosure requirements in AASB 127 Separate Financial Statements and AASB 131 Interests in Joint Ventures. The exposure draft ED 238 proposes to add some implementation guidance to AASB 12, explaining and illustrating the definition of a „structured entity‟ from a not-for-profit perspective.

1 Jan 2014

1 Jan 2014

Page 17 of 41






( s )

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.

Central Gippsland Health Service has used the following category groups for reporting purposes for the current and previous financial years.

Category Groups

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, Koori 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.

Outpatient Services (Outpatients) comprises all recurrent health revenue/expenditure on public hospital type outpatient services, where services are delivered in public hospital outpatient clinics, or free standing day hospital facilities, or rehabilitation facilities, or alcohol and drug treatment units, or outpatient clinics specialising in ophthalmic aids or palliative care.

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).

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 hospitals i.e. in rural/remote areas.

Emergency Department Services (EDS) comprises all recurrent health revenue/expenditure on emergency department services that are available free of charge to public patients.

Primary Health comprises revenue/expenditure for Community Health Services including health promotion and counselling, physiotherapy, speech therapy, podiatry and occupational therapy.

Aged Care comprises revenue/expenditure from Home and Community Care (HACC) programs, Allied Health, Aged Care Assessment and Support services.

Page 18 of 41


65



Note 2: RevenueHSA HSA H&CI H&CI Total Total2013 2012 2013 2012 2013 2012$'000 $'000 $'000 $'000 $'000 $'000

Revenue from Operating Activities Government Grants Department of Health 25,386 50,915 - - 25,386 50,915 Victorian Health Funding Pool 25,960 - 25,960 - Dental Health Services Victoria 721 721 - - 721 721 State Government - Other Equipment and Infrastructure Maintenance - 286 - - - 286 Other 1,221 1,158 - - 1,221 1,158 Commonwealth Government Residential Aged Care Subsidy 3,905 3,710 - - 3,905 3,710 Victorian Local Hospital Networks 638 - - - 638 - Other 1,953 1,088 - - 1,953 1,088 Total Government Grants 59,784 57,878 - - 59,784 57,878 Indirect Contributions by Department of Health Insurance 1,166 122 - - 1,166 122 Long Service Leave 306 (31) - - 306 (31) Total Indirect Contributions by Department of Health 1,472 91 - - 1,472 91 Patient and Resident Fees Patient and Resident Fees - (refer note 2b) 2,713 2,764 - - 2,713 2,764 Residential Aged Care (refer note 2b) 1,575 1,493 - - 1,575 1,493 Total Patient and Resident Fees 4,288 4,257 - - 4,288 4,257 Business Units & Specific Purpose Funds Diagnostic Imaging - - 4,427 4,401 4,427 4,401 Linen Service - - 2,029 2,050 2,029 2,050 Other - - 704 675 704 675 Total Business Units & Specific Purpose Funds - - 7,160 7,126 7,160 7,126 Donations & Bequests 146 137 - - 146 137 Other Revenue from Operating Activities 3,036 2,773 - - 3,036 2,773

Sub-Total Revenue from Operating Activities 68,726 65,136 7,160 7,126 75,886 72,262 Revenue from Non-Operating Activities Interest - - 360 431 360 431 Other Revenue from Non-Operating Activities - - 114 104 114 104 - Sub-Total Revenue from Non-Operating Activities - - 474 535 474 535 Revenue from Capital Purpose Income State Government Capital Grants - - 2,224 2,394 2,224 2,394 Commonwealth Funded Capital Grants - - 5 - 5 - Capital Donations - - 106 146 106 146 Assets Received free of Charge (refer note 2d) - - 9 - 9 - Net Gain/(Loss) from Sale of Non Current Assets - (refer note 2c) - - 14 2 14 2

Sub-Total Revenue from Capital Purpose Income - - 2,358 2,542 2,358 2,542 Total Revenue (refer note 2a) 68,726 65,136 9,992 10,203 78,718 75,339

Indirect contributions by Department of HealthDepartment 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 asrevenue and expenses.

Page 19 of 41








Page 19 of 41








Page 19 of 41








Page 19 of 41








Page 19 of 41



CEN

TRAL

GIP

PSLA

ND

HEA

LTH

SER

VIC

E

NO

TES

TO T

HE

FIN

ANC

IAL

STAT

EMEN

TS F

OR

TH

E YE

AR E

ND

ED 3

0 JU

NE

2013

Not

e 2a

: An

alys

is o

f Rev

enue

by

Sour

ceAd

mitt

edO

utpa

tient

sED

SAm

bula

tory

RAC

Aged

Prim

ary

Oth

erTo

tal

Patie

nts

Car

eH

ealth

2013

2013

2013

2013

2013

2013

2013

2013

2013

2013

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ealth

Ser

vice

s Ag

reem

ent

Gov

ernm

ent G

rant

s35

,615

4,

119

3,

869

3,

666

6,

107

3,

735

1,

479

1,

194

59

,784

I

ndire

ct C

ontri

butio

ns b

y D

epar

tmen

t of H

ealth

1,36

1

35

30

30

16

-

-

-

1,47

2

Pat

ient

and

Res

iden

t Fee

s - (

refe

r not

e 2b

)1,

283

34

5

10

2

10

1,

575

86

6

17

90

4,

288

D

onat

ions

& B

eque

sts

(non

cap

ital)

109

13

12

12

-

-

-

-

146

Oth

er R

even

ue fr

om O

pera

ting

Activ

ities

1,46

5

176

173

843

39

234

73

33

3,03

6

Sub-

Tota

l Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ealth

Serv

ices

Agr

eem

ent

39,8

33

4,68

8

4,18

6

4,56

1

7,73

7

4,83

5

1,56

9

1,31

7

68,7

26

Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ospi

tal a

nd C

omm

unity

Initi

ativ

es

Bus

ines

s U

nits

& S

peci

fic P

urpo

se F

unds

-

-

-

-

-

-

-

7,16

0

7,16

0

Oth

er

-

-

-

-

-

-

-

474

474

Cap

ital P

urpo

se In

com

e (re

fer N

ote

2)-

-

-

-

-

-

-

2,

358

2,

358

Sub-

Tota

l Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ospi

tal

and

Com

mun

ity In

itiat

ives

-

-

-

-

-

-

-

9,99

2

9,99

2

Tota

l Rev

enue

39,8

33

4,68

8

4,18

6

4,56

1

7,73

7

4,83

5

1,56

9

11,3

09

78,7

18

Indi

rect

con

tribu

tions

by

Hea

lthD

epar

tmen

tofH

ealth

mak

esce

rtain

paym

ents

onbe

half

ofth

eSe

rvic

ein

resp

ecto

fins

uran

cean

dlo

ngse

rvic

ele

ave.

Thes

eam

ount

sha

vebe

enbr

ough

tto

acco

unti

nde

term

inin

gth

eop

erat

ing

resu

ltfo

rthe

year

byre

cord

ing

them

as re

venu

e an

d ex

pens

es.

Page

20

of 4

1


67

CEN

TRAL

GIP

PSLA

ND

HEA

LTH

SER

VIC

E

NO

TES

TO T

HE

FIN

ANC

IAL

STAT

EMEN

TS F

OR

TH

E YE

AR E

ND

ED 3

0 JU

NE

2012

Not

e 2a

: An

alys

is o

f Rev

enue

by

Sour

ceAd

mitt

edO

utpa

tient

sED

SAm

bula

tory

RAC

Aged

Prim

ary

Oth

erTo

tal

Patie

nts

Car

eH

ealth

2012

2012

2012

2012

2012

2012

2012

2012

2012

2012

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ealth

Ser

vice

s Ag

reem

ent

Gov

ernm

ent G

rant

s36

,489

3,

699

2,

641

2,

801

5,

940

3,

677

1,

387

1,

244

57

,878

I

ndire

ct C

ontri

butio

ns b

y D

epar

tmen

t of H

ealth

54

6

4

4

23

-

-

-

91

Pat

ient

and

Res

iden

t Fee

s - (

refe

r not

e 2b

)1,

267

29

6

51

5

1,49

3

1,05

3

12

80

4,25

7

Don

atio

ns &

Beq

uest

s (n

on c

apita

l)11

0

11

8

8

-

-

-

-

13

7

O

ther

Rev

enue

from

Ope

ratin

g Ac

tiviti

es1,

370

13

1

94

82

8

13

0

14

1

29

50

2,

773

Sub-

Tota

l Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ealth

Serv

ices

Agr

eem

ent

39,2

90

4,14

3

2,79

8

3,64

6

7,58

6

4,87

1

1,42

8

1,37

4

65,1

36

Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ospi

tal a

nd C

omm

unity

Initi

ativ

es

Bus

ines

s U

nits

& S

peci

fic P

urpo

se F

unds

-

-

-

-

-

-

-

7,12

6

7,12

6

Oth

er

-

-

-

-

-

-

-

535

535

Cap

ital P

urpo

se In

com

e (re

fer N

ote

2)-

-

-

-

-

-

-

2,

542

2,

542

Sub-

Tota

l Rev

enue

from

Ser

vice

s Su

ppor

ted

by H

ospi

tal

and

Com

mun

ity In

itiat

ives

-

-

-

-

-

-

-

10,2

03

10,2

03

Tota

l Rev

enue

39,2

90

4,14

3

2,79

8

3,64

6

7,58

6

4,87

1

1,42

8

11,5

77

75,3

39

Indi

rect

con

tribu

tions

by

Dep

artm

ent o

f Hea

lthD

epar

tmen

tofH

ealth

mak

esce

rtain

paym

ents

onbe

half

ofth

eSe

rvic

ein

resp

ecto

fins

uran

cean

dlo

ngse

rvic

ele

ave.

Thes

eam

ount

sha

vebe

enbr

ough

tto

acco

unti

nde

term

inin

gth

eop

erat

ing

resu

ltfo

rthe

year

byre

cord

ing

them

as re

venu

e an

d ex

pens

es.

Page

21

of 4

1





Note 2b: Patient and Resident Fees

2013 2012$'000 $'000

Patient and Resident Fees RaisedRecurrent:Acute Care - Inpatients 966 824 - Outpatients 774 797

Residential Aged Care - Nursing Home Patient Fees 1,575 1,493

Community Health 973 1,143

Total Patient and Resident Fees 4,288 4,257

The Service charges hospital fees in accordance with the Department of Human Services directives.

Note 2c: Net Gain/(Loss) on Disposal of Non-Financial Assets 2013 2012$'000 $'000

Proceeds from Disposal of Non-Current AssetsPlant and Equipment - Medical Equipment 12 - - Transport 47 - - Other Equipment 1 3 Total Proceeds from Disposal of Non-Current Assets 60 3

Less: Written Down Value of Non-Current Assets SoldBuildings 20 - Plant and Equipment - Medical Equipment 20 - - Transport 6 - - Computers & Communications - 1 Total Written Down Value of Non-Current Assets Sold 46 1

Net Gain/(Loss) on Disposal of Non-Current Assets 14 2

Note 2d: Assets Received Free of Charge 2013 2012$'000 $'000

Plant and Equipment 9 - Total Assets Received Free of Charge 9 -

During the reporting period, the fair value of assets received free of charge, was as follows

Assets were purchased and donated to the Health Service by members of the public for use by the Loch Sport Community Centre and Learning Services..

Page 22 of 41


69

CEN

TRAL

GIP

PSLA

ND

HEA

LTH

SER

VIC

E

NO

TES

TO T

HE

FIN

ANC

IAL

STAT

EMEN

TS F

OR

TH

E YE

AR E

ND

ED 3

0 JU

NE

2013

Not

e 3:

Exp

ense

sH

SAH

SAH

&C

IH

&C

ITo

tal

Tota

l20

1320

1220

1320

1220

1320

12$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Expe

nses

from

Ope

ratin

g Ac

tiviti

es E

mpl

oyee

Ben

efits

-

Sa

larie

s &

Wag

es44

,887

43

,975

3,

292

3,

222

48

,179

47

,197

W

orkC

over

586

623

47

49

633

672

Dep

artu

re P

acka

ges

110

6

-

2

110

8

Lo

ng S

ervi

ce L

eave

1,37

4

1,04

0

133

71

1,50

7

1,11

1

Supe

rann

uatio

n4,

040

3,

883

31

4

29

5

4,

354

4,

178

Tota

l Em

ploy

ee B

enef

its50

,997

49

,527

3,

786

3,

639

54

,783

53

,166

Non

Sal

ary

Labo

ur C

osts

-

Fe

e fo

r Ser

vice

Med

ical

Offi

cers

1,46

1

1,52

1

-

-

1,46

1

1,52

1

Exte

rnal

Con

tract

Sta

ff30

8

27

0

38

27

34

6

29

7

T

otal

Non

Sal

ary

Labo

ur C

osts

1,76

9

1,79

1

38

27

1,80

7

1,81

8

Sup

plie

s &

Con

sum

able

s

D

rug

supp

lies

1,86

9

1,26

2

359

353

2,22

8

1,61

5

S100

Dru

gs63

8

44

6

-

-

63

8

44

6

M

edic

al &

Sur

gica

l Sup

plie

s2,

582

1,

937

16

2

14

4

2,

744

2,

081

Pa

thol

ogy

Supp

lies

780

742

13

9

79

3

75

1

R

adio

logy

Sup

plie

s1,

354

1,

202

31

2

36

5

1,

666

1,

567

Fo

od S

uppl

ies

841

849

123

124

964

973

To

tal S

uppl

ies

& C

onsu

mab

les

8,06

4

6,43

8

969

995

9,03

3

7,43

3

Oth

er E

xpen

ses

from

Con

tinui

ng O

pera

tions

Dom

estic

Ser

vice

s &

Supp

lies

405

399

174

163

579

562

Fuel

, Lig

ht, P

ower

and

Wat

er1,

058

79

5

25

9

19

4

1,

317

98

9

In

sura

nce

Cos

ts fu

nded

by

Dep

artm

ent o

f Hea

lth1,

166

1,

058

-

-

1,

166

1,

058

M

otor

Veh

icle

Exp

ense

s20

2

21

6

84

10

3

28

6

31

9

R

epai

rs a

nd M

aint

enan

ce35

2

34

0

38

25

39

0

36

5

M

aint

enan

ce C

ontra

cts

268

196

269

250

537

446

Patie

nt T

rans

port

1,18

9

1,07

8

1

-

1,

190

1,

078

Ba

d &

Dou

btfu

l Deb

ts-

46

8

25

8

71

Le

ase

Expe

nses

201

175

436

438

637

613

Oth

er A

dmin

istra

tive

Expe

nses

3,83

7

3,98

7

224

236

4,06

1

4,22

3

Audi

t fee

s

-V

AGO

- Au

dit o

f Fin

anci

al S

tate

men

ts-

-

36

36

36

36

-O

ther

Aud

it Fe

es-

-

24

31

24

31

Tota

l Oth

er E

xpen

ses

from

Con

tinui

ng O

pera

tions

8,67

8

8,29

0

1,55

3

1,50

1

10,2

31

9,79

1

Dep

reci

atio

n -

(refe

r not

e 4)

5,36

8

5,30

6

256

255

5,62

4

5,56

1

Tota

l5,

368

5,

306

25

6

25

5

5,

624

5,

561

Tota

l Exp

ense

s74

,876

71

,352

6,

602

6,

417

81

,478

77

,769

Page

23

of 4

1



CENT

RAL

GIP

PSLA

ND H

EALT

H SE

RVIC

E

NOTE

S TO

THE

FIN

ANCI

AL S

TATE

MEN

TS F

OR

THE

YEAR

END

ED 3

0 JU

NE 2

013

Note

3a:

Ana

lysi

s of

Exp

ense

s by

Sou

rce

Adm

itted

Out

patie

nts

EDS

Ambu

lato

ryRA

CAg

edPr

imar

yO

ther

Tota

lPa

tient

sCa

reHe

alth

2013

2013

2013

2013

2013

2013

2013

2013

2013

2013

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Serv

ices

Sup

port

ed b

y He

alth

Ser

vice

s Ag

reem

ent

Em

ploy

ee B

enef

its

31,5

68

849

4,67

2

1,11

9

6,37

5

4,25

1

1,15

3

1,01

1

50,9

98

Non

Sal

ary

Labo

ur C

osts

1,

713

5

40

9

1

1

-

-

1,

769

S

uppl

ies

& Co

nsum

able

s 5,

114

31

1,

572

21

3

65

2

20

0

73

20

9

8,

064

O

ther

Exp

ense

s fro

m C

ontin

uing

Ope

ratio

ns6,

084

10

9

1,

155

28

9

56

9

22

9

70

17

2

8,

677

D

epre

ciat

ion

(refe

r Not

e 4)

5,36

8

-

-

-

-

-

-

-

5,36

8

Sub-

Tota

l Exp

ense

s fr

om S

ervi

ces

Supp

orte

d by

He

alth

Ser

vice

s Ag

reem

ent

49,8

47

994

7,43

9

1,63

0

7,59

7

4,68

1

1,29

6

1,39

2

74,8

76

Serv

ices

Sup

port

ed b

y Ho

spita

l and

Com

mun

ity In

itiat

ives

- E

mpl

oyee

Ben

efits

-

-

-

-

-

-

-

3,

824

3,

824

S

uppl

ies

& Co

nsum

able

s -

-

-

-

-

-

-

96

9

96

9

O

ther

Exp

ense

s fro

m C

ontin

uing

Ope

ratio

ns-

-

-

-

-

-

-

1,

553

1,

553

D

epre

ciat

ion

(refe

r Not

e 4)

-

-

-

-

-

-

-

256

256

Sub-

Tota

l Exp

ense

s fr

om S

ervi

ces

Supp

orte

d by

Ho

spita

l & C

omm

unity

Initi

ativ

es-

-

-

-

-

-

6,

602

6,

602

Tota

l Exp

ense

s49

,847

99

4

7,

439

1,

630

7,

597

4,

681

1,

296

7,

994

81

,478

Page

24

of 4

1


71

NOTE

S TO

THE

FIN

ANCI

AL S

TATE

MEN

TS F

OR

THE

YEAR

END

ED 3

0 JU

NE 2

013

Note

3a:

Ana

lysi

s of

Exp

ense

s by

Sou

rce

(con

tinue

d)Ad

mitt

edO

utpa

tient

sED

SAm

bula

tory

RAC

Aged

Prim

ary

Oth

erTo

tal

Patie

nts

Care

Heal

th20

1220

1220

1220

1220

1220

1220

1220

1220

1220

12$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

Serv

ices

Sup

port

ed b

y He

alth

Ser

vice

s Ag

reem

ent

Em

ploy

ee B

enef

its

30,3

96

591

4,59

3

1,23

3

6,32

7

4,04

2

1,11

4

1,23

1

49,5

27

Non

Sal

ary

Labo

ur C

osts

1,

739

4

37

9

2

-

-

-

1,79

1

Sup

plie

s &

Cons

umab

les

3,87

3

27

1,33

8

206

604

256

19

115

6,43

8

Oth

er E

xpen

ses

from

Con

tinui

ng O

pera

tions

5,90

3

88

1,00

0

331

526

209

67

166

8,29

0

Dep

reci

atio

n (re

fer N

ote

4)5,

306

-

-

-

-

-

-

-

5,

306

Su

b-To

tal E

xpen

ses

from

Ser

vice

s Su

ppor

ted

by

Heal

th S

ervi

ces

Agre

emen

t47

,217

71

0

6,

968

1,

779

7,

459

4,

507

1,

200

1,

512

71

,352

Serv

ices

Sup

port

ed b

y Ho

spita

l and

Com

mun

ity In

itiat

ives

- E

mpl

oyee

Ben

efits

-

-

-

-

-

-

-

3,

666

3,

666

S

uppl

ies

& Co

nsum

able

s -

-

-

-

-

-

-

99

5

99

5

O

ther

Exp

ense

s fro

m C

ontin

uing

Ope

ratio

ns-

-

-

-

-

-

-

1,

501

1,

501

D

epre

ciat

ion

& (re

fer N

ote

4)-

-

-

-

-

-

-

25

5

25

5

Sub-

Tota

l Exp

ense

s fr

om S

ervi

ces

Supp

orte

d by

Ho

spita

l & C

omm

unity

Initi

ativ

es-

-

-

-

-

-

-

6,

417

6,

417

Tota

l Exp

ense

s47

,217

71

0

6,

968

1,

779

7,

459

4,

507

1,

200

7,

929

77

,769

Page

25

of 4

1





Note 3b Analysis of Expenses by Internal & Restricted Specific Purpose Funds Supportedby Hospital and Community Initiatives

2013 2012$'000 $'000

Diagnostic Imaging 3,635 3,374 Linen Service 2,160 2,107 Cardiology 133 131 Regional Stores 438 415 Other 236 390 TOTAL 6,602 6,417

Note 4: Depreciation.

DepreciationBuildings 4,429 4,422 Plant & Equipment:-Plant 33 25 -Transport 103 116 -Major Medical 600 558 -Computers and Communications 41 19 -Other Equipment 125 135 Furniture & Fittings 100 107 Linen 193 179 Total Depreciation 5,624 5,561

Page 26 of 41


73



Note 5: Cash Assets & Cash Equivalents

2013 2012$'000 $'000

Cash on Hand 34 34 Cash at Bank 1,105 1,070 Deposits at call 474 1,129 Short Term Deposits 2,957 3,019 Sub Total 4,570 5,252 less Trust Funds Gippsland Palliative Care Consortium (1,641) (1,202) Total Cash as per Cash Flow Statement 2,929 4,050

The Health Service has a bank overdraft facility of $0. (2012:$0)

Note 6: Receivables 2013 2012$'000 $'000

CurrentContractual

Inter Hospital Debtors 364 434 Trade Debtors 591 565 Patient Fees 314 284 Diagnostic Imaging Debtors 164 164 Accrued Revenue - Other 153 150 Less Allowance for Doubtful DebtsPatient Fees 25 42 Trade Debtors 4 28 Diagnostic Imaging Debtors 25 21

1,532 1,506 Statutory

GST Receivable 216 145 Accrued Revenue - Department of Health 99 -

315 145 Total Current Receivables 1,847 1,651

Non CurrentStatutory

Department of Health - Long Service Leave 1,162 856 Total Non-Current Receivables 1,162 856

Total Receivables 3,009 2,507

(a)91 37

(45) (37) 8 91

Balance at end of year 54 91

(b)Please refer to note 17(b) for the ageing analysis of receivables

(c)Please refer to note 17(b) for the nature and extent of risk arising from receivablesNature and extent of risk arising from receivables

Movement in the Allowance for doubtful debtsBalance at beginning of yearAmounts written off during the year

Ageing analysis of receivables

Increase/(decrease) in allowance recognised in net result

For the purpose of the Cash Flow Statement, cash 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.

Included in the cash assets are the following amounts:

(i) $1,640,735 (2012:$1,202,225) held on behalf of the Gippsland Palliative Care Consortium (refer Note 14)

Page 27 of 41





Note 7: Investments and Other Financial Assets 2013 2012

Current $'000 $'000Cash at Bank 22 31 Short Term Deposits 2,350 2,002

Total 2,372 2,033

Represented by

CurrentPatient Monies held in Trust 22 31 Short Term Deposits 2,350 2,002

Total 2,372 2,033

(b)Please refer to note 17(b) for the aging analysis of receivables

(c)Please refer to note 17(b) for the nature and extent of risk arising from receivables

Note 8: Inventories 2013 2012$'000 $'000

Pharmaceuticals At Cost 169 213 Other Consumables At Cost 113 144

Total Inventories 282 357

Note 9: Other Assets 2013 2012

Current $'000 $'000Prepayments 93 60 Other - Gippsland Health Alliance (Refer Note 10) 55 44

Total Other Current Assets 148 104

Non CurrentPrepayments 60 79

Total Other Non Current Assets 60 79

Total Other Assets 208 183

Ageing analysis of other financial assets

Nature and extent of risk arising from other financial assets

Page 28 of 41


75



Note 10 : Jointly Controlled Operations and Assets

2013 2012

Name of Entity Principal Activity Country of Incorporation % %

Gippsland Health Alliance Information Technology Australia 13.8 14.0

2013 2012$'000 $'000

Current AssetsCash and Cash Equivalents 591 536 Receivables 259 237 Other Current Assets 55 44 Total Current Assets 905 817 Non-Current AssetsProperty, Plant and Equipment 16 17 Total Non-Current Assets 16 17 Share of Total Assets 921 834

Current LiabilitiesOther Current Liabilities 395 275 Total Current Liabilities 395 275 Share of Total Liabilities 395 275 Net Assets 526 559

Reconciliation of jointly controlled assets:Share of funds at beginning of the reporting period 558 499 Contributions made in current reporting period 961 963 Share of current year Surplus/(Deficit) (993) (904) Share of funds at end of reporting period 526 558

Operating RevenueGHA Revenue 248 247 Total Operating Revenue 248 247 Operating ExpensesGHA Expenses 1,240 1,144 Total Operating Expenses 1,240 1,144 Capital ExpenditureDepreciation 1 7 Total Capital Expenditure 1,241 1,151 Net Result (993) (904)

The Central Gippsland Health Service interest in assets employed in the above jointly controlled operations and assets is detailed below. The amounts are included in the financial statements and consolidated financial statement under their respective asset categories:

Ownership Interest

Page 29 of 41





Note 11: Property, Plant & Equipment

2013 2012$'000 $'000

LandCrown Land at Fair Value 3,577 3,577 Freehold Land at Fair Value 555 555

Total Land 4,132 4,132

Buildings

Buildings Under Construction at Cost 20 740 Buildings at Fair Value 52,174 131,339 Less Accumulated Depreciation - (81,812) - Leasehold Improvements at Fair value - 371 Less Accumulated Depreciation - (219)

Total Buildings 52,194 50,419

Plant and Equipment -Plant at Fair Value 922 730 Plant Under Construction at Cost - 77 Less Accumulated Depreciation (380) (346)

-Transport at Fair Value 1,233 1,092 Less Accumulated Depreciation (778) (862) -Major Medical at Fair Value 7,216 6,588 Less Accumulated Depreciation (3,682) (3,092)

-Computers & Communications at Fair Value 607 484 Less Accumulated Depreciation (484) (443)

-Other Equipment at Fair Value 1,903 1,821 Less Accumulated Depreciation (1,305) (1,185)

Total Plant and Equipment 5,252 4,864

Furniture & Fittings at Fair Value 1,135 1,118 Less Accumulated Depreciation (935) (835)

Total Furniture and Fittings 200 283

Other at Fair ValueLinen 605 553

Less Accumulated Depreciation (289) (266) Total Other 316 287

Total Property, Plant & Equipment 62,094 59,985

Land and buildings carried at valuation

The effective date of this valuation was 30 June 2009.

An independent valuation was performed by the Valuer-General Victoria to determine the fair value of the land andbuildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amountsfor which assets could be exchanged between knowledgeable willing parties in an arm's length transaction. The valuationwas based on independent assessments.

During 2010-11 and 2012-13 the Health Service assessed its non-current physical assets in accordance with FRD103D to determine whether a revaluation was required. This resulted in a managerial revaluation of land based upon an upwards valuation by $468,180 in 2010-11 and a managerial revaluation of buildings in 2012-13 with an upwards valuation of $5,070,219. The effective date of the buildings managerial revaluation was 30 June 2013. An independent valuation of Land & Buildings is scheduled to be performed on 30 June 2014.The Health Service assessed its other non current physical assets in accordance with FRD103D and ascertained that no revaluation was required.

Page 30 of 41


77



Note 11: Property, Plant & Equipment (continued)

Land Buildings Plant & Furniture Linen Leased TotalEquipment & Fittings Assets

$'000 $'000 $'000 $'000 $'000 $'000 $'000

Balance as at 1 July 2011 4,132 53,968 4,502 353 263 - 63,218 Additions - 873 1,220 37 203 - 2,333 Disposals - - (1) - - - (1) Assets Written Off - - (4) - - - (4) Depreciation (refer Note 4) - (4,422) (853) (107) (179) - (5,561)

Balance as at 1 July 2012 4,132 50,419 4,864 283 287 - 59,985 Additions - 1,154 1,317 17 222 - 2,710 Disposals - (20) (27) - - - (47) Depreciation (refer Note 4) - (4,429) (902) (100) (193) - (5,624) Revaluation - 5,070 - - - - 5,070 Balance as at 30 June 2013 4,132 52,194 5,252 200 316 - 62,094

Reconciliations of the carrying amounts of each class of asset at the beginning and end of the previous and current financial year are set out below.

Page 31 of 41





$'000 $'000 $'000 $'000 $'000 $'000 $'000




Page 31 of 41





$'000 $'000 $'000 $'000 $'000 $'000 $'000




Page 31 of 41





$'000 $'000 $'000 $'000 $'000 $'000 $'000




Page 31 of 41





$'000 $'000 $'000 $'000 $'000 $'000 $'000




Page 31 of 41





Note 12: Payables2013 2012$'000 $'000

CurrentContractualTrade Creditors 1,302 1,510 Accrued Expenses 591 689 Income in Advance - 133

1,893 2,332

Please refer to note 17(c) for the aging analysis of payables

Please refer to note 17(c) for the nature and extent of risk arising from payables

Note 13: Provisions2013 2012$'000 $'000

Current ProvisionsEmployee Benefits ( i ) - unconditional and expected to be settled within 12 months (ii) 5,480 6,200 - unconditional and expected to be settled after 12 months (iii) 4,659 4,347 Provisions related to employee benefit on-costs - unconditional and expected to be settled within 12 months (ii) 414 393 - unconditional and expected to be settled after 12 months (iii) 581 544

Total Current Provisions 11,134 11,484

Non-Current ProvisionsEmployee Benefits (i) 1,598 1,464 Provisions related to employee benefits on-costs 164 149 Total Non-Current Provisions 1,762 1,613 Total Employee Provisions 12,896 13,097

(a) Employee Benefits and Related On-Costs 2013 2012Current Employee Benefits and related on-costs $'000 $'000Unconditional LSL Entitlement 5,840 5,491 Annual Leave Entitlement 4,124 3,919 Accrued Wages and Salaries 1,036 1,951 Accrued Days Off 134 123 Non-Current Employee Benefits and related on-costsConditional long service leave entitlements (iii) 1,762 1,613 Total Non-Current Employee Benefits and related on-costs 12,896 13,097

TOTAL

(a) Ageing analysis of payables

(b) Nature and extent of risk arising from payables

(iii) The amounts disclosed are discounted to present value.

( 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 amounts.

Page 32 of 41


79



Note 13: Provisions (continued)

(b) Movements in provisions 2013 2012Movement in Long Service Leave: $'000 $'000Balance 1 July 7,104 6,965 Provision made during the year- Revaluations 148 309 - Expense recognising Employee Service 1,359 802 Settlement made during the year (1,009) (972)Balance 30 June 7,602 7,104

2013 2012$'000 $'000

The following assumptions were adopted in measuring present value:Wage Inflation Rate 4.50% 4.31%On-Cost Factor 11.0% 11.0%

Note 14: Other Liabilities2013 2012$'000 $'000

CurrentTrust Funds

-Monies held on behalf of Patients at 30 June 22 31 -Monies held on behalf of Gippsland Palliative Care Consortium 1,641 1,202

Other - Gippsland Health Alliance (refer Note 10) 292 174 Total Current 1,955 1,407

Cash Assets (refer note 5) 1,641 1,202 Other Financial Assets (refer note 7) 22 31 Total 1,663 1,233

Note 15: Equity 2013 2012$'000 $'000

(a) SurplusesProperty, Plant & Equipment Revaluation SurplusLandBalance at the beginning of the reporting period 3,073 3,073 Revaluation Increments - - Balance at the end of the reporting period 3,073 3,073 BuildingsBalance at the beginning of the reporting period 33,164 33,164 Revaluation Increments 5,070 - Balance at the end of the reporting period 38,234 33,164

41,307 36,237 Restricted Specific Purpose SurplusBalance at the beginning of the reporting period 173 216 Transfer from reserve - (49)Transfer to reserve 76 6 Balance at the end of the reporting period 249 173 Total Surpluses 41,556 36,410 (b) Contributed CapitalBalance at the beginning of the reporting period 34,254 34,254 Capital contribution received from Victorian Government - - Balance at the end of the reporting period 34,254 34,254 (c) Accumulated DeficitBalance at the beginning of the reporting period (17,183) (14,796)Net Result for the Year (2,760) (2,430)Transfer from Restricted Specific Purpose Reserve - 49 Transfer to Restricted Specific Purpose Reserve (76) (6)Balance at the end of the reporting period (20,019) (17,183)Total Equity at end of financial year 55,791 53,481

Total Monies Held in Trust Represented by the following assets

Balance Property, Plant & Equipment Revaluation Surplus at the end of the reporting period

Page 33 of 41





Note 16: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow) from Operating Activities2013 2012$'000 $'000

Net Result for the Year (2,760) (2,430) Depreciation 5,624 5,561 Provision for Doubtful Debts 8 54 Net Loss from sale of Plant & Equipment (14) (2) Assets Written Off - 4 Change in Operating Assets & Liabilities Increase/(Decrease) in Payables (439) (5) Increase/(Decrease) in Other Liabilities 118 92 Increase/(Decrease) in Employee Benefits (201) 1,751 Decrease/(Increase) in Other Assets (24) (68) Decrease/(Increase) in Inventories 75 6 Decrease/(Increase) in Receivables (510) (273) Net Cash Flows from Operating Activities 1,877 4,690

Page 34 of 41


81



Note 17: Financial Instruments

(a) Financial Risk Management Objectives and PoliciesCentral Gippsland Health Service's principal financial instruments comprise of:

- Cash Assets- Term Deposits- Receivables (excluding statutory Receivables)- Payables (excluding statutory payables)

Categorisation of financial instruments

Carrying Amount

2013

Carrying Amount

2012$'000 $'000

Financial Assets Cash and cash equivalents 4,570 5,252

1,532 1,506 Loans & Receivables - Other Financial assets 2,372 2,033 Total Financial Assets 8,474 8,791

Financial LiabilitiesPayables at amortised cost 1,893 2,332 Other Financial liabilities at amortised cost 1,955 1,407 Total Financial Liabilities 3,848 3,739

Net holding gain/(loss) on financial instruments by category

Carrying Amount

2013

Carrying Amount

2012$'000 $'000

Financial Assets Cash and cash equivalents 360 431

- - Loans & Receivables - Other Financial assets - - Total Financial Assets 360 431

Financial LiabilitiesPayables at amortised cost - - Other Financial liabilities at amortised cost - -

Total Financial Liabilities - -

Loans and Receivables

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.

Loans and Receivables

The Health Service's main financial risks include credit risk, liquidity risk, interest rate risk, foreign currency risk and equity price risk. The Health Service manages these financial risks in accordance with its financial risk management policy.

The Health Service uses different methods to measure and manage the different risks to which it is exposed. Primary responsibility for the identification and management of financial risks rests with the financial risk management committee of the Health Service.

The main purpose in holding financial instruments is to prudentially manage Central Gippsland Health Service financial risks within the government policy parameters.

Page 35 of 41





Note 17: Financial instruments (continued)(b) Credit Risk

Credit quality of contractual financial assets that are neither past due nor impaired

2013 $'000 $'000 $'000 $'000 $'000Financial Assets

Cash and Cash Equivalents 4,570 - - - 4,570 Receivables - Trade Debtors - - - 591 591 - Other Receivables (i) - 153 - 788 941 Other Financial Assets - Term Deposit 2,350 - - - 2,350 Total Financial Assets 6,920 153 - 1,379 8,452

2012Financial AssetsCash and Cash Equivalents 5,252 - - - 5,252 Receivables - Trade Debtors - - - 565 565 - Other Receivables - 150 - 641 791 Other Financial Assets - Term Deposit 2,002 - - - 2,002 - Shares in Other Entities - - - - - Total Financial Assets 7,254 150 - 1,206 8,610

Carrying Amount

Not Past Due and Not Impaired

Less than 1 Month 1-3 Months

3 Months - 1 Year 1-5 Years

Over 5 Years

Impaired Financial

Assets 2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial AssetsCash & Cash Equivalents at variable interest rates 4,570 4,570 - - - - - - Receivables 1,532 1,402 71 38 21 - - - Other Financial Assets 2,372 2,372 - - - - - - Total Financial Assets 8,474 8,344 71 38 21 - - -

2012Financial AssetsCash & Cash Equivalents 5,252 5,252 - - - - - - Receivables 1,506 1,344 77 55 30 - - - Other Financial Assets 2,033 2,033 - - - - - - Total Financial Assets 8,791 8,629 77 55 30 - - -

There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated at the carrying amounts as indicated. The ageing analysis table above discloses the ageing only of contractual financial assets that are past due but not impaired.

Other (min BBB

credit rating)

Total

(i) The total amounts disclosed here exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable).

(i) Ageing analysis of financial assets must exclude the types of statutory financial assets (i.e. GST input tax credit)

There are no material financial assets which are individually determined to be impaired. Currently Central Gippsland Health Service does not hold any collateral as security nor credit enhancements relating to any of its financial assets.

Government agencies

(AAA credit rating)

Government agencies

(BBB credit rating)

Past Due But Not Impaired

Credit risk arises from the contractual financial assets of the Health Service, which comprise cash and deposits, non-statutory receivables and available for sale contractual 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.

Ageing analysis of financial assets as at 30 June

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 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.

Financial institutions(AAA credit

rating)

Page 36 of 41


83



Note 17: Financial instruments (continued)

(c) Liquidity Risk

Carrying Amount

Contractual Cash Flow

Less than 1 Month 1-3 Months

3 Months - 1 Year 1-5 Years

Over 5 Years

Impaired Financial

Assets 2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

PayablesTrade Creditors and accruals 1,893 1,893 1,893 - - - - - Other Liabilities 1,955 1,955 1,955 - - - - - Total Financial Liabilities 3,848 3,848 3,848 - - - - -

2012PayablesTrade Creditors and accruals 2,332 2,332 2,332 - - - - - Other Liabilities 1,407 1,407 1,407 - - - - - Total Financial Liabilities 3,739 3,739 3,739 - - - - -

(d) Market Risk

Currency Risk

Interest Rate Risk

Fixed Interest

Rate

Variable Interest

rate

Non Interest Bearing

2013 % $'000 $'000 $'000 $'000

Financial AssetsCash & Cash Equivalents 3.18% 4,570 2,957 1,613 - Receivables - 1,532 - - 1,532 Other Financial Assets 4.34% 2,372 2,372 - - Total Financial Assets 8,474 5,329 1,613 1,532 PayablesTrade Creditors and accruals - 1,893 - - 1,893 Other Liabilities - 1,955 - - 1,955 Total Financial Liabilities - 3,848 - - 3,848 2012Financial AssetsCash & Cash Equivalents 5.06% 5,252 3,019 2,233 - Receivables - 1,506 - - 1,506 Other Financial Assets 5.51% 2,033 2,002 - 31 Total Financial Assets 8,791 5,021 2,233 1,537

PayablesTrade Creditors and accruals - 2,332 - - 2,332 Other Liabilities - 1,407 - - 1,407 Total Financial Liabilities 3,739 - - 3,739

The Central Gippsland 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.

Liquidity risk is the risk that the Health Service would be unable to meet its financial obligations as and when they fall due. The Health Service's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the balance sheet.

Maturity analysis of financial liabilities as at 30 June

The following table discloses the contractual maturity analysis for the Central Gippsland Health Service's financial liabilities. For interest rates applicable to each class of liability refer to individual notes to the financial statements.

Maturity Dates

Carrying Amount

Interest Rate Exposure Weighed Average Effective Interest

Rate

Exposure to interest rate risk might arise primarily through the Central Gippsland 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.

The Central Gippsland Health Service exposures to market risk are primarily through interest rate risk with only insignificant exposure to foreign currency and other price risk.

Interest rate exposure of financial assets and liabilities as at 30 June

Page 37 of 41





Note 17: Financial instruments (continued)Sensitivity Disclosure Analysis

Carrying Amount Profit Equity Profit Equity Profit Equity Profit Equity

2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial AssetsCash & Cash Equivalents at variable interest rate 1,613 (16) (16) 16 16 - - - - Cash & Cash Equivalents at fixed interest rate 2,957 - - - - - - - - Receivables 1,532 - - - - - - - - Other Financial Assets 2,372 - - - - - - - - - Financial LiabilitiesTrade Creditors and accruals 1,893 - - - - - - - - Other Liabilities 1,955 - - - - - - - -

Carrying Amount Profit Equity Profit Equity Profit Equity Profit Equity

2012 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial AssetsCash & Cash Equivalents at variable interest rate 2,233 (21) (21) 21 21 - - - - Cash & Cash Equivalents at fixed interest rate 3,019 - - - - - - - - Receivables 1,506 - - - - - - - - Other Financial Assets 2,033 - - - - - - - - - Financial LiabilitiesTrade Creditors and accruals 2,332 - - - - - - - - Other Liabilities 1,407 - - - - - - - -

(e) Fair Value

Other Price Risk

- Level 1 - the fair value of financial instrument assets and liabilities with standard terms and conditions and traded in active liquid markets are determined with reference to quoted market price; and

-1% -1%-1% -1%

- A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of 4%;

The Health Service 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.

-1%-1%

Interest Rate Risk

Interest Rate Risk

- 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

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the Central Gippsland Health Service believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from National Australia Bank):

- Level 3 - the fair value is determined in accordance with generally accepted pricing models based on discounted cash flow analysis using unobservable market inputs.

Other Price Risk

The following table discloses the impact on net operating result and equity for each category of financial instrument held by the Health Service at year end as presented to key management personnel, if changes in the relevant risk occur.

-1% -1%

The fair values and net fair values of financial instrument assets and liabilities are determined as follows:

Page 38 of 41


85



Note 18: Commitments for Expenditure2013 2012

Capital Expenditure Commitments $'000 $'000Oxygen Concentrator 3 - Urisys Analyser 2 - Dental Digital Imaging System 16 - Cardiograph 5 - External Awning 8 - Patient Furniture 45 - Medical Rehabilitation Refurbishment - 50 Ceiling track & Hoists 59 - Patient Services Area Refurbishment - 438 Linen Service Roof Replacement - 147 Maffra Chillier - 38 Digital Fluoroscopy Unit - 362 Fire Sprinkler System - 118 Wheelchairs - 2 Linen Service Truck - 85 Carport for MOW driveway - 3 Macbook Laptop - 2 Xray Machine Maffra - 58 Total Capital Commitments 138 1,303

Not later than one year 138 1,303 Total 138 1,303

Operating Leases Non-CancellableNot later than one year 406 605 Later than one year but not later than 5 years 341 654 Later than 5 years - TOTAL 747 1,259

All amounts shown in commitments note are nominal amounts inclusive of GST

Note 19: Contingent Liabilities & Contingent Assets

Recallable Capital GrantDuring the year the Department of Health provided the Central Gippsland Health Service with a recallable capital grant of $1,200,000 to fund the replacement of Sale Linen Service equipment. This grant is reacallable at the Departments discretion. At this point in time, there is no obligation to repay the recallable grant.

Page 39 of 41



CEN

TRAL

GIP

PSLA

ND

HEA

LTH

SER

VIC

E

CEN

TRAL

GIP

PSLA

ND

HEA

LTH

SER

VIC

E

NO

TES

TO T

HE

FIN

ANCI

AL S

TATE

MEN

TS F

OR

TH

E YE

AR E

NDE

D 3

0 JU

NE 2

013

Not

e 20

: Seg

men

t Rep

ortin

g

2013

2012

2013

2012

2013

2012

2013

2012

2013

2012

2013

2012

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

REV

ENUE

Exte

rnal

Seg

men

t Rev

enue

60

,871

57

,599

7,

737

7,58

6

2,

029

2,05

0

7,

721

7,67

3

-

-

78

,358

74

,908

In

ters

egm

ent R

even

ue1,

326

1,19

1

-

-

45

2

445

-

-

(1

,778

)

(1

,636

)

-

-

To

tal R

even

ue62

,197

58

,790

7,

737

7,58

6

2,

481

2,49

5

7,

721

7,67

3

(1

,778

)

(1

,636

)

78

,358

74

,908

EX

PENS

ESEx

tern

al S

egm

ent E

xpen

se64

,352

60

,984

7,

597

7,45

9

2,

160

2,10

7

7,

369

7,21

9

-

-

81

,478

77

,769

In

ters

egm

ent E

xpen

ses

1,77

8

1,

636

-

-

-

-

-

-

(1,7

78)

(1,6

36)

-

-

Tota

l Exp

ense

s66

,130

62,6

20

7,59

7

7,

459

2,16

0

2,

107

7,36

9

7,

219

(1,7

78)

(1,6

36)

81,4

78

77,7

69

Net

Res

ult f

rom

ord

inar

y ac

tiviti

es(3

,933

)

(3

,830

)

14

0

127

32

1

388

35

2

454

-

-

(3

,120

)

(2

,861

)

In

tere

st In

com

e36

0

431

-

-

-

-

-

-

-

-

36

0

431

N

et R

esul

t for

the

year

(3,5

73)

(3,3

99)

140

12

7

321

38

8

352

45

4

-

-

(2,7

60)

(2,4

30)

OTH

ER IN

FORM

ATIO

NSe

gmen

t Ass

ets

58,4

12

56,6

38

9,03

8

8,

754

1,08

1

1,

047

4,00

4

3,

878

-

-

72,5

35

70,3

17

Inte

rseg

men

t Ass

ets

-

-

-

-

-

-

-

-

-

-

-

-

To

tal A

sset

s58

,412

56

,638

9,

038

8,75

4

1,

081

1,04

7

4,

004

3,87

8

-

-

72

,535

70

,317

Se

gmen

t Lia

bilit

ies

13,6

77

13,7

68

1,20

5

1,

205

567

56

7

1,29

5

1,

296

-

-

16,7

44

16,8

36

Inte

rseg

men

t Lia

bilit

ies

-

-

-

-

-

-

-

-

-

-

-

-

Tota

l Lia

bilit

ies

13,6

77

13,7

68

1,20

5

1,

205

567

56

7

1,29

5

1,

296

-

-

16,7

44

16,8

36

-

-

-

-

-

-

-

-

-

-

-

-

Acqu

isiti

on o

f pro

perty

, pla

nt a

nd e

quip

men

t2,

016

1,69

1

15

9

230

53

2

290

3

122

-

-

2,

710

2,33

3

D

epre

ciat

ion

4,24

1

4,

179

520

49

7

252

25

5

611

63

0

-

-

5,62

4

5,

561

Bus

ines

s Se

gmen

tsSe

rvic

esH

ospi

tal

Res

iden

tial A

ged

care

Ser

vice

s (R

ACS)

Line

n Se

rvic

eC

omm

unity

Hea

lthN

orm

al c

omm

erci

al ra

tes

appl

y fo

r cha

rges

from

the

Line

n Se

rvic

e to

oth

er s

egm

ents

of t

he S

ervi

ce.

Geo

grap

hica

l Seg

men

t

Cen

tral G

ipps

land

Hea

lth S

ervi

ce o

pera

tes

pred

omin

antly

in E

ast G

ipps

land

, Vic

toria

. Mor

e th

an 9

0% o

f rev

enue

, net

sur

plus

from

ord

inar

y ac

tiviti

es a

nd s

egm

ent a

sset

s re

late

to o

pera

tions

in E

ast G

ipps

land

, Vic

toria

.

Hos

pita

lR

ACS

Line

n Se

rvic

eC

omm

unity

Hea

lth

Laun

dry

& Li

nen

Serv

ices

Com

mun

ity S

ervi

ces

prov

ided

to th

e G

ener

al P

ublic

Elim

inat

ions

Tota

l

Patie

nt S

ervi

ces

Aged

Car

e Se

rvic

es

The

maj

or p

rodu

cts/

serv

ices

from

whi

ch th

e ab

ove

segm

ents

der

ive

reve

nue

are:

Inve

stm

ents

Acc

ount

ed fo

r usi

ng th

e Eq

uity

Met

hod

Page

40

of 4

1


87



Note 21a: Responsible Person Disclosures

Responsible MinistersThe Honourable David Davis, MLC, Minister for Health and Ageing 1-Jul-12 30-Jun-13The Honourable Mary Wooldridge, MLA, Minister for Mental Health 1-Jul-12 30-Jun-13

Governing BoardJohn Sullivan 1-Jul-12 30-Jun-13Glenn Stagg 1-Jul-12 30-Jun-13Helene Booth 1-Jul-12 30-Jun-13Louise McMahon 1-Jul-12 30-Jun-13Lesley Fairhall 1-Jul-12 30-Jun-13Elizabeth Thomson 1-Jul-12 30-Jun-13Tony Anderson 9-Apr-13 30-Jun-13

Accountable OfficerFrank Evans (Chief Executive Officer) 1-Jul-12 30-Jun-13

2013 2012No. No.

$0 7 8$220,000 to $229,999 0 1$230,000 to $239,999 1 0Total 8 9Total Remuneration for Responsible Persons $239,328 $223,449

Other Transactions of Responsible Persons and their Related Parties

Note 21b: Executive Officers Disclosures

2013 2012 2013 2012No. No. No. No.0 1 0 11 0 1 01 1 1 11 1 1 1

Total Number of Employees 3 3 3 3Total Annualised Employee Equivalent (AEE) (i) 2.8 3 2.8 3

$483,987 $448,893 $483,987 $448,893

(i) Annualised employee equivalent is based on working 38 ordinary hours per week over the reporting period.

Note 22: Events Occurring after Balance Sheet Date

Note 23: Economic Dependence

On 9 July 2012 the Central Gippsland Health Service signed a contract for the replacement of Sale Linen Service equipment for $1,309,535 exclusive of GST. This project has been funded by a recallable capital grant of $1,200,000 which has already been received.

The Central Gippsland Health Service is wholly dependent on the continued financial support of the State Government and in particular, the Department of Health. The Department of Health has provided confirmation that it will continue to provide the Central Gippsland Health Service adequate cash flows support to meet its current and future obligations as and when they fall due for a period up to September 2014.

$130,000 to $139,999$100,000 to $109,999

$180,000 to $189,999$160,000 to $169,999

Total Remuneration

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.

The number of Executive Officers other than the Ministers and Accountable Officers, and their total remuneration during the reportingperiod are shown in the table below in their relevant income bands. The base remuneration of executive officers is shown in the thirdand fourth columns. Base remuneration is exclusive of bonus payments, long service leave payments redundancy payments andretirement benefits.

Remuneration of Responsible Persons

The number of Responsible Persons are shown in their relevant income bands;

Total Remuneration

Amounts relating to Responsible Ministers are reported in the financial statements of the Department of Premier and Cabinet

Base Remuneration

Any transactions with responsible persons and related parties are under normal commercial terms and conditions no more favourable than to other parties.

Page 41 of 41


CEN

TRAL G

IPPSLAN

D H

EALTH

SERVIC

E A

NN

UA

L QU

ALITY

OF C

ARE REPO

RT 2013

www.cghs.com.au SALE MAFFRA HEYFIELD

All Correspondence Acute Care Services 48 Kent Street 14 Licola RoadChief Executive Offi cer 155 Guthridge Parade PO Box 313, Heyfi eld VIC 3858Central Gippsland Health Service Sale VIC 3850 Maffra, VIC 3860 Telephone 03 5139 7979155 Guthridge Parade Telephone 03 5143 8600 Telephone 03 5147 0100 Facsimile 03 5139 7922Sale VIC 3850 Facsimile 03 5143 8633 Facsimile 03 5147 0152Telephone 03 5143 8319 Facsimile 03 5143 8633 Community ServicesEmail [email protected] Telephone 03 5143 8800 Facsimile 03 5143 8889

Wilson Lodge Nursing Home Telephone 03 5143 8540 Facsimile 03 5143 8542

SALE MAFFRA HEYFIELD · Central Gippsland Health Service is the major provider of health and aged...

Documents

Transcript of SALE MAFFRA HEYFIELD · Central Gippsland Health Service is the major provider of health and aged...