2012-2013...2012-2013 our care at a glance more than 2.44 million episodes of care provided across...

Annual Better health in our community

Report2012-2013

MonashHealth

Monash Health is proud to provide integrated health care to one quarter of Melbourne’s population.

We uniquely provide health care across the entire life-span – from newborns and children, to adults, the elderly, their families and carers.

We improve the health of our community through:•Prevention•Early intervention•Community based treatment and

rehabilitation•Highly specialised surgical and medical

diagnosis, treatment and monitoring services

•Hospital and community based mental health services

•Comprehensive sub-acute and aged care programs

•Palliative care•Research•Education

MonashMedical CentreMoorabbin

Kingston Centre Dandenong Hospital

Dandenong Doveton

Berwick

Casey Hospital

Pakenham

Cockatoo

Cranbourne

CranbourneIntegratedCare Centre

MonashMedical CentreClayton

Springvale

MELBOURNE CBDHospitals

Greater Dandenong Community Health Service

Cardinia Casey Community Health Service

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Monash Health Annual Report 2012-20132

us Better health in our community

To plan and deliver quality, patient centred health care and services, education and research that meets the needs of our community.

WeremainfirmlycommittedtoouriCare values of: Integrity Compassion Accountability Respect Excellence

Our care at a glance

Aboutvision Our

purpose Our

values Our

iCare

2012-2013 Our care at a glance

more than 2.44 million episodes of care provided across our services to the community.

more than 193,000 people admitted to our hospitals.

more than 180,000 people came to our three Emergency Departments for treatment.

more than 46,000 ambulance arrivals handled by our Emergency Departments.

more than 39,000 operations performed.

Total episodes of care 2.44 million episodes

Hospital admissions193,000 people

Emergency presentations180,000 people

Ambulance arrivals 46,000 arrivals

Surgical operations39,000 operations

more than 986,000 occasions of service provided by our outpatient clinics.

more than 9,000 babies delivered.

more than 29,000 admissions of children underage19toourchildren’swardsandneonatal units.

more than 235,000 client contacts.

more than 185,000 hours of direct primary care and home and community care services provided in our community.

Outpatient services 986,000 occasions

Births9,000 babies

Paediatric admissions29,000 children

Mental health235,000 contacts

Community health services185,000 hours

Monash Health Annual Report 2012-2013 3

Chair of the Board and Chief Executive

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About Monash Health

2012-2013 at a glance

Report of the Chair of the Board and Chief Executive and achievements against Strategic Goals

Our sites, services and staff

Governance

Our Board of Directors

Organisational structure

Statutory compliance

Disclosure index

Attestations

Keyfinancialandserviceperformance reporting

Summaryoffinancialresults

Financial summary

Financial statements and explanatory notes

Declaration

IndependentAuditor’sReport

Report of the Chair of the Board

and Chief ExecutiveIn accordance with the Financial Management Act 1994, we are pleased to present the Report of Operations for Monash Health for the year ending 30 June 2012.

“A heartfelt thank you to each and every individual who has played a part in providing care for our community in 2012-2013. ”

The many achievements presented inthisreportreflecttheteamworkand dedication of our wonderful staff.

2012-2013 has been an exciting year across the organisation as together we have continued to deliver the highest quality healthcare for the people in Melbourne’ssouth-eastandbeyond. We are delighted to report that Monash Health has exceeded budget by $0.6million in 2012-2013 with an operating surplus of $1.1million-thefirsttimeinsevenyears.

This has allowed us to invest in equipment, projects and capital worksthatwillensureweareasustainable organisation into the future.

Thissignificantachievementhasbeen made possible through our organisation wide Living Within

Our Means priority and the strong engagement and leadership of our staff.

In May 2013, we renamed our organisation Monash Health. This new name gives appropriate recognition of our role in the delivery of high-quality health services, research and clinical education.

The new name also builds on several of our recognisable brands includingMonashChildren’s,MonashHeart, Monash Cancer Centre, Monash Health Foundation and Monash Doctors.

During the past 12 months we have seen an increase in demand for services in our Emergency Departments and demand in other areas including outpatients and mental health has also increased.

We have also continued our focus on delivering outstanding patient centred care. This organisation

wide priority has continued to result inimprovementsinpatientflowandpatient care.

During the last year we have also invested considerable time in the development of our new Strategic Plan for 2013-2018 including a comprehensive consultation process with staff, patients and our partners.

Theresultisfournewkeyprioritiesfor Monash Health which will help us provide exceptional care for our patients;patientsfirst,innovation,partnerships and sustainability.

Thisisthefinalyearofthe2010-2013 Strategic Plan and we are very proud to highlight some of our many achievements against our fiveStrategicGoals:



• The Intensive Care Unit (ICU) at Monash Medical Centre Clayton isconductingaworld-firsttrialof innovative software that runs within a patient monitor to turn raw patient data into a course of care. This will allow the users to have access to therapeutic guidance rather than just raw data which will lead to improved patient outcomes. The software istheresultofpioneeringworkby Associate Professor Geoffrey ParkinandhisICUcolleagues.The decision support device is a standalone touchscreen that communicates with the bedside monitor.

• Our Central Production Kitchen won the 2012 Aged Care Hospitality Award for Catering Innovation of the Year. The Awards recognise the contributions of hospitality staff and outstanding catering units in aged care facilities. Our submission was for the provision of the multicultural/vegan/gluten free meals that are provided at Monash Health sites as well as a number of other external providers.

• Ourclinicalstroketeamhasdeveloped an innovative model of care for transient ischaemic attack(TIA)patientswhichisafirstinAustralia.Traditionalcare has meant a median stay of four days following admission, conducting investigations and commencing treatment before discharge. However the new outpatient model of care and has a median stay of only two days.The new model maintains patient safety while providing more timely access to care.

• Casey Hospital has continued to introduce a range of initiatives to improve hospital care for patients with delirium and dementia. These have included developing activity boxes, manuals, a sensory room and garden. The support extended to appointing adementiasupportworker,and expanding the aged care nurse consultant role to include cognition management, and enhancedworkwithvolunteers.

• The Patient Centred Care staff training module, commissioned by the Patient Centred Care Steering Committee, has been designed in response to a request to create a shared understanding across Monash Health of how to put the patient and their family atthecentreofourthinking.Inaddition to designing this two-hour program, a series of one-day Train the Trainer programs has been delivered to nominated employees from across the organisation.

• MonashHeart performed the worldfirst-in-mannew‘Lotus’heart valve procedure, which allows cardiologists to insert a replacement aortic heart valve without the need for open heart surgery. This new technology is for elderly patients suffering from severe life-threatening aortic stenosis, or a narrowing of their aortic heart valve, where areplacement‘Lotusvalve’wasinserted on the end of a wire through a small puncture in the groin.Thefirstfivecaseswereperformed by MonashHeart and all patients have experienced exceptional outcomes to date.

• Our commitment to safe and effective patient centred care has seen the introduction of a number of initiatives across our three Emergency Departments (Monash Medical Centre Clayton, Dandenong Hospital and Casey Hospital), wards and access teams. These initiatives are providing better care for our emergency department patients as well as leading to favourable achievements toward the National Emergency Access Targets (NEAT). The initiatives have been implemented through our Four Hours Will Be Ours priority.

At Dandenong Hospital, strategiestoimprovepatientflowhave included improved staff identification;increaseduseofthe transit lounge; development ofapatientbookmarkthatoutlineskeyinformation;andweeklymeetingswithmedical,nursing and allied health staff reviewing performance.

At Casey Hospital our clinical leadership team has also conducted in-depth planning to improve models of care for our emergency patients.

These changes in our models of care will ensure our patients have access to even better emergency careandweanticipatesignificantimprovement in our NEAT targets over the coming year.

• Patient journey boards have been installed on a number of wards at Monash Medical Centre Clayton and Dandenong Hospital. The boards are a visual tool used to assist with improved communication on the wards and serve to enhance patient outcomesandflow.

The boards are consistent across all wards and sites to assist non-ward based and rotating staff. Many units are also holding their multidisciplinary team meetings at the board enabling team communication and plans to be documented in a central location and updated daily.

• A new patient menu has been introducedatMonashChildren’sHospital which comprises six dishes free from the nine major food allergens. These dishes are available at each of our Monash Children’ssitesandprovidesparents of children with food allergiestheconfidencethatwecan provide appropriate meals for their child.

• Under the direction of Professor TimBuckenham,ConsultantVascular and Interventional Radiologist, our new Endovenous laser therapy clinic offers minimally invasive treatment for the longest waiting patients on the varicose vein waiting list.

Thisclinic,thefirstofitskindin a Victorian public hospital, is for patients with severe venous disease which often results in a significantreductioninqualityoflife due to recurrent ulcers and oedema. Under this treatment protocol around 70% of patients with varicose veins are able to access this method of care compared to traditional operating room based procedures.

Report of the Chair of the Board and Chief Executive

Safe and effective patient centred care

Strategic Goal 1:



• To help combat the national problem of malnutrition of patients in hospital, our dietetics and nursing teams commenced the rollout of the Malnutrition Universal Screening Tool (MUST) across all bed-based services excluding mental health, palliative care, maternity and paediatrics. The implementation of nutrition screening has allowed a multi-disciplinary team approach toidentificationandearlyintervention for those patients deemedtobeatnutritionalrisk.

• The South Eastern Centre Against Sexual Assault (SECASA) has created an application (app) for iPhones, iPads and androids which allows people to report sexual assault and harassment anonymously. Reporting anonymously can be a useful healing strategy and the process of completing a report via an app or website is less intimidating than going to a police station. SECASA will use the data to identify trends, unsafe areas and patterns of offending which is then passed onto police on a regular basis.

• The Monash Health Human Research Ethics Committees (HRECs)havebeenrankedasthe top two performing HRECs in Victoria allowing patients more timely access to approved trials. HREC A, chaired by Professor Mel Korman, topped the list with 89% of all research project applications reviewed and approved within 30 days. HREC B, chaired by Dr Simon Bower, came second with an 80% project application process.

• Our commitment to food safety was recognised with the awarding of the City of Monash Golden PlateAward’shighestfoodsafetyassessmentrank.Theperfect20/20 scorecard was awarded in March 2013 with an overall excellent grading across the eight food safety categories; receiving, storing, processing, displaying, packaging,transporting,healthhygiene and food disposal. Monash Health has continued to receivea5-starrankingsincetheGolden Plate program began in 2011.

• Information Technology investment is continuing to drive improved patient care and productivity as our staff have improved access to web based services and electronic patient records. Internet speed is now 20 times faster across all sites; WiFi is now available in many priority clinical areas, and across significantpartsofourservice;whileanauditofthePCfleethasseen the replacement of 1,200 outdated PCs and mobile devices within clinical areas.

• The‘thinkbeforeyoucannulate’campaign was launched in June 2013 to reduce infection rates associated with the insertion of unnecessary peripheral intravenous catheters (PIVC). This quality and safety initiative is being led by the Monash Emergency Department and infection control team to provide better care for our patients. The campaign has included staff education, equipment changes, Emergency Department screen savers, regular monitoring and publishing of unused PIVCs rates, doctor and nurse champions and guidelines.

• We were absolutely delighted to receivetheconfirmedsupportand commitment of funding from the Victorian Government for the newMonashChildren’sHospitalto be built onsite at Monash MedicalCentreClayton. Thisdedicatedchildren’shospital,due to commence construction in 2014, will allow us to build a new healing environment that meets the needs of our young patients and their families. We are committed to providing the best facility possible and have begun consulting widely and involving young people and their families in many levels of decision makingthroughplanningandintodevelopment phases.

• Our Cardiothoracic Surgical Unit conducted its 10,000th cardiac surgical procedure on 1 March 2013 at Monash Medical Centre Clayton. Since the unit began in 1991, the dedicated team have

built a reputation for providing excellent cardiac care and they have increased their program from two elective cardiac surgical cases to approximately 500 cases per year.

• A physiotherapist-led shoulder clinic has been established to manage patients who do not need to be seen by an orthopaedic surgeon. For those patients who meet assessment criteria they are seen by a physiotherapist which significantlyreduceswaitingtimes.

• A $1.1 million catheterisation laboratory upgrade was unveiled at Monash Medical Centre Clayton in September 2012. The laboratory will see more than 1,000 highly specialised and life-saving cardiac procedures a year. The types of procedures will includepacemakerimplantation,defibrillatorimplantation,leftheart catheterisation, coronary angioplasty, and aortic heart valve replacement.

• Our Ambulatory and Community Careservicesarenowknownas Monash Health Community. The previous title of the program ‘AmbulatoryandCommunityCare’waspoorlyunderstoodboth internally and externally to the organisation. As part of this change, a new ambulatory care precinct is being developed in Dandenong which will consolidate services that are currently delivered from several locations makingiteasierforpatientstoaccess the care they need.

• WewelcomedoneofVictoria’sfirstNurseEndoscopistDeanneBonney into our Gastroenterology Department. The program is evaluatedlocallybytheDeakin– Monash Health Nursing Research Centre, and will help to address the growing demand for endoscopy services following the introduction of the National Bowel Cancer Screening Program.

The new program will provide improved access to those on the Gastroenterology wait lists by performing approximately 450 colonoscopies over the next year.

Responsive and accessible services

Strategic Goal 2:



• Two Acute Assessment Units opened during the year which are co-located with the Emergency Departments (ED) at Dandenong Hospital and Monash Medical Centre Clayton.

The units allow patients who require no more than 24-36 hours of in-patient care to have early assessment and treatment outside of the ED. This significantlyimprovespatientcare and also enhances patient flowfromtheEDwhichinturnimproves our National Emergency Access Target performance.

• WorkhascontinuedonStage2of the Dandenong Mental Health development which will open in August 2013. The addition of this state of the art, 120 bed building willmakeourDandenongmentalhealth service the largest single service in Victoria.

• A $1 million grant has allowed the Perinatal Mother and Baby Unit to be upgraded into a modern family friendly facility which is due to be completed in July 2013.

• Following patient surveys, the dietetics team, Central Production Kitchen and Monash Medical Centre Moorabbin team have developed 10 pre-prepared frozen meals for patients undergoing treatment such as chemotherapy or dialysis. The meals are produced by the Central Production Kitchen and are available for purchase from a vending machine at Moorabbin Hospital.

• The Dandenong Youth Prevention and Recovery Centre (Y-PARC) opened in April 2013. The service offers a youth-focussed response to the health and mental health needs of young people aged under 25. The 10 bed Y-PARC provides short term residential care for people who no longer need hospital treatment, while also providing early intervention care and an alternative to hospital admission. The service is a collaboration between Monash Health’sEarlyinLifeMentalHealth Service (ELMHS), Mind Australia (Mind) and Youth Support and Advocacy Service (YSAS).

• The Narre Warren Adult Prevention and Recovery Centre (PARC) and extended PARC opened in March 2013. The two 10 bed units provide a step down - step up service for people experiencing mental health issues in the Casey Cardinia population. The extended PARC allows people who require a longer period of stabilisation accommodation and supported care. This facility functions in operation with Mind Australia (Mind).

• A seven-day primary contact physiotherapy service has been established in the Emergency Department at Casey Hospital. Emergency physiotherapist practitioners assess and formulate management plans forpatientswithspecificmusculoskeletaldisorders.Bymanagingaspecificcohortofpatients, the service improves doctors’availabilityforpatientsof higher acuity and is improving patientflowthroughtheEmergency Department.

• South Eastern Centre Against Sexual Assault (SECASA) has distributedinformationpacksaimed to educate young people about the dangers of sexting (sending pictures to others of themselvesnaked,insuggestiveposes or having sex). The sextinginformationpackwasdevelopedfollowingfeedbackatprimary and secondary SECASA school programs and online forumfeedback.Agrantfromthe Victoria Law Foundation has allowedthepacktobeproducedand distributed to over 2,200 Victorian schools.

• A new procedure for creating written information for patients is ensuring that all patient information is appropriate for the health literacy levels of our local community. The procedure details easy English writing principles, guidelines for consumer input and appropriate design templates.

• TheMakingRightsRealitypilotproject is being delivered by the South Eastern Centre Against Sexual Assault (SECASA) and Springvale Monash Legal Service. The program aims to increase access to justice and

support for adults who have been sexually assaulted and have a cognitive impairment and/orcommunicationdifficulties.Clients can receive access to communication support, transport and attendant care/support workerscounsellingandmeetingswith police, legal advocates or the OfficeofPublicProsecutions.

• We are proud to be a part of the newly formed Monash Partners Academic Health Science Centre which combines public and private health care providers with someofthecountry’sleadingbiomedical research institutions. The Centre has been created to deliver improved outcomes tobenefitpeoplelivinginMelbourne’ssouthandsoutheastby improving translation research findingsintoclinicalpractice.Other member organisations include Monash University, AlfredHealth,BakerIDI,BurnetInstitute, Cabrini Health, Epworth HealthCareandPrinceHenry’sInstitute.

• In November 2012 Monash Health, Dandenong and District Aborigines Co-operative Limited and the Department of Health signed a Statement of Intent, which highlights the commitment of all organisations to Close the Gap for our Aboriginal community. To further this commitment MonashHealthhostedtheofficialsigning of the Memorandum of Understanding in June 2013.

The parties have agreed to documenttheirintenttoworktogether to evaluate and improve their response to the health service needs of Aboriginal people attending both the Dandenong and District Aborigines Co-operative Limited and Monash Health.

• Our oral health services team areworkingcloselywithCityofGreater Dandenong to deliver a new initiative to 25 local kindergartens,childcarecentresand family day-care centres. Participating organisations will be supportedtoimprovechildren’soral health through a one-hour

Collaboration and engagement

Strategic Goal 3:



family information session on oral health and hygiene, an on-site oral screening program for children aged three to four years old and the delivery of an oral health learning curriculum, personal development training and education sessions for staff and educators.

• Planning of the Monash Health Translation Precinct (MHTP) Translational Research Facility hascontinuedforthislandmarkdevelopment – a partnership of MonashHealth,PrinceHenry’sInstitute, Monash Institute of Medical Research and Monash University. Construction will begin in late 2013 and will be completed by mid-late 2015.

• Monash Health and the Dandenong and District Aborigines Co-Operative held a BacktoSchoolDayatBullaBullain Cranbourne where 150 young Aboriginal community members gathered for a day promoting good health and educational messages.

• FollowingMonashBreastScreen’s(MBS) accreditation site visit in October 2012 and months of preparation, MBS achieved its four-year accreditation status. MBS has maintained four-year accreditation status, the highest level achievable, over the 20 years it has operated.

• Monash Health has partnered with the City of Casey, Shire of Cardinia and City of Greater Dandenongtotacklethegrowingproblem of family violence and to drive change through the Challenge Family Violence project.

The project is funded through the violence against women and their children grants program and is supported by an intensive social marketingcampaignacrosslocalgovernment.

• AnAboriginalWomen’sandChildren’sHealthDaywasheldin October 2012. The day saw several hundred Aboriginal women and children gather together to join with Monash Health and a range of service providersto‘racetowardsgoodhealth’.

Participants had access to healthchecksandeducationtools regarding a range of issues includingfinance,education,employment, housing, family issues, and physical activities. The day was funded by the Grosvenor Trust and the Victorian Women’sTrust.

• The services provided by our AsylumSeekerandRefugeeHealth Clinic (AS&RHC) were expanded in partnership with Red Cross and South East Medicare Locals to address issues of access and equity through responsive person-centred care.

• We joined the healthy lifestyle team from the Dandenong and District Aborigines Co-Operative toattendtheYalukitWilumNgargee Festival which is the Wominjeka(BoonWurrunglanguage for welcome) festival openingtheStKildaFestival’snine-day program. The Monash Health stall provided healthy lifestyle messages with a focus onreducingorquittingsmoking,a major issue for the Aboriginal community.

• During 2012-2013 we continued our relationship with Rotary Oceania Medical Aid for Children (ROMAC) to provide life saving and dignity restoring surgery for children from developing countries.

• The State Minister for Health David Davis MP visited the Monash Cancer Centre to officiallylaunchthe‘JoyofLife’art project, to raise awareness of breast cancer and assist patients with their individual journeys. Involving more than 100 breast cancer sufferers, the project was designed by Breast Screen ambassador and artist Dr Julie Gross McAdam.

• The Community Advisory Committee (CAC) and its members are involved in a number of strategic committees, nationally, State-wide and across Monash Health.

The CAC also has a watching brief of strategic committees as part of regular reporting at each CAC meeting including: Monash Health Board of Directors

meeting review, Patient Centred Care, Quality and Safety, Aboriginal Health, Cultural Responsiveness, Accreditation (National Standards) and Capital PlanningandDevelopment.

• We have continued to improve our teaching and training facilities by upgrading our lecture theatre equipment and extending our Wi-Fi coverage for staff and students in partnership with the Monash University Business School.

• During the past year our Population and Primary Care Committee has had a particular involvement with the three Medicare Locals and the refugee andasylumseekershealthstrategy across the south east of Melbourne.

We are immensely proud of achieving our operating surplus of $1.1million.

Through our Living Within Our Means priority we consulted widely with staff and actively reviewed areas of the organisation in which we could streamline our operations andimproveefficienciesresultingin increased funds to direct towards patient care.

Some of our achievements include:

• The bed-based interpreter service has reduced the use of contractors by employing additional staff to improve the provision of interpreting services to patients while at the same time reducing overall costs. Additional Mandarin/Cantonese, Greek,KhmerandVietnameseinterpreters have been employed.

• A streamlined approach to inventory management where data is uploaded directly to the procurement system has now been implemented to all wards. As part of this initiative, Monash Health was able to reduce its inventory holding by approximately $4million.

Financial accountabilityStrategic Goal 4:



• Our subscription to the social mediasiteLinkedInissignificantlyimproving our recruitment efforts with a targeted approach to findingemployees.Theserviceallows us to directly advertise to appropriatelymatchedLinkedInprofessionals. This approach allows us to present our career opportunities, employer brand and organisational information to a broader range of candidates we would otherwise have been unable to reach while saving recruitment costs.

• A number of major Information Technology contracts for software and hardware have been renegotiated resulting in improvedservicesatsignificantcost savings.

Our environmental performance

• A new generator at Cranbourne Integrated Care Centre ensures our services can continue uninterrupted even during a power failure. This removes the riskofdisruptionforpatientsandstaff if the surrounding power fails, and means dialysis and day surgery can continue without interruption.

• During 2012, we installed variable speed drives to the heating and cooling pumps, car parkextractionfanandkitchenair conditioning fan at Monash Medical Centre Clayton. The new drives have made a significantimpactontherunningcosts associated with this equipment which has decreased our carbon footprint as well as creating savings of approximately $184,250 per annum.

• All capital projects are also designedandbuiltwithakeyfocus on sustainable practice. Our designs encompass features that ensure our developments provide the best healing environments for our patients.

• Monash Health has been awarded the Australian Sonographers Association‘EmployeroftheYear’atthe2013AnnualScientificMeeting of the Australian Sonographers Association.

• WeproudlyopenedAustralia’sfirst3D imaging laboratory at Monash Medical Centre Clayton allowing doctors to view much clearer and more detailed picture of organs, skeletalproblemsandtumors–makingitidealforoncologists,cardiologists, heart specialists and orthopaedic surgeons. This faster and more accurate imaging also reduces the waiting times for test results compared to traditional CT scan or ultrasound.

• Seventy senior leaders came together for an all-day Patient First Transformation Boot Camp where participants were presented withthefindingsfromapro-bonoMcKinsey & Company review intopatientflowandresultedin valuable contributions to the transformational activities currently underway across the organisation.

• A new forum called the Clinical Practice Review was launched by the Monash Innovation and Quality team to help clinical staff improve their practice through reflectingonpastcases.Casesthat have important organisation wide outcomes are selected for the forum, which is facilitated to focus on improving future care.

• Allied Health staff across Monash Health provided supervision and support to a record number of students, recording a 52% increase in placement days over the last year. This was made possible by the team of allied health managers, student coordinators and clinicians who havebeenworkingtogethertoprovide support, leadership and training to supervisors of all allied health students.

• Allied Health has developed the Monash Health Allied Health CompetencyFrameworktodefineandassesstheworkplacecompetence of the allied health workforce.

It supports changing scope ofpractice,healthworkforceinnovation and reform and the implementation of safety and quality initiatives. The Department of Health will be utilising this frameworkinapartnershipproject to develop a statewide “GovernanceFrameworkforProfessional Practice in Allied HealthPractice”.Theframeworkis also being used as part of an Allied Health Assistant Competencies Tool Kit and forms part of a suite of resources for public health services across the state.

• Monash Health was successful in obtaining funding for the implementation of the Aboriginal Nursing and Midwifery Cadetship program. Four Aboriginal nursing cadets have been employed as nursing attendants and will act as ‘familyliaison’personnel.Theywill attend ward and allied health rounds, identify families in need, and then act as an advocate or liaison between the family and the relevant nursing and allied health staff.

Under their scope of practice the objective is to familiarise the cadet with the clinical environment and personnel, whilst enhancing and consolidating advocacy and communicationskills.

• Under the leadership of the Chief Executive a Monash Health Young Leaders Council has been established supporting emerging leaders in developing their growth and leadership capabilities. The program is also designed to provide a dialogue with Monash Health’sseniorleadershipandtoencourageinnovativethinking.

• MonashHeart performed two live cases via satellite to the largest cardiology meeting in the Asia Pacific,CardioVascularTCTAP2013. Both cases were performed simultaneously in two cardiac catheterisation laboratories to a live audience of over 5,000 cardiologistsfromAsiaPacificwho congregated in Seoul, Korea for the conference. The highlight was Professor Ian Meredith and the team implanting a Lotus Valve,thefirsttimethisnewheart valve had been seen by

Workforceinnovationandknowledge

Strategic Goal 5:



AsiaPacificcardiologists.ItwasthefirsttimeaLotusheartvalveimplantation had been performed as a live case in the world.

• MonashHealth’sBariatricPatient Safety Project conducted at Kingston Centre has been recognisedbyWorksafeandwill move to the next stage of the2013WorkSafeAwards.Theprojectwasundertakento address emerging issues related to the care of the bariatric patients at the Kingston site and the safety of those providing that care and rehabilitation.

• More than 4,000 nurses from around the world attended the International Council of Nurses 25th Quadrennial Congress which offered delegates the opportunity to visit local health services. Monash Health proudly hosted visitors from around the world at Monash Medical Centre Clayton, Dandenong Hospital and Chestnut Gardens.

• Monash Doctors is the new name for our medical community which endeavours to build an instantly recognisable brand identity and build stronger clinical engagement for Monash Health medical staff.

• Simulation of wound and foot care has been launched within our podiatry department. Students use plastic models to practice wound debridement, instrument handling, wound dressing choices, padding to offloadareasofpressureandtotal contact casting. Students have reported these simulation trainingworkshopshavepreparedthemfortheworktheyneedtoperform while on placement.

• We have reviewed our Occupational Health and Safety (OHS) Management System and hadexcellentfeedbackfromourcustomers. We have reduced the complexity of the system by removing some elements and layers. The system is riskmanagementfocusedandresources are focused in high riskareas.Auditsareconductedby the OHS team. Managers are reporting they have a greater understanding of OHS requirements, they appreciate

the chance to have face-to-face communication and they welcomed the new and improved system.

• Monash Health started the WorkerHealthChecksprogramcalled‘WorkHealth’in2009and in 2012 partnered with Springboard Health and Performance to continue to providethechecks.Since2009nearly3,800checkshavebeen completed. The aim of WorkHeatlhistoimprovethehealthandwellbeingofworkersby providing them the opportunity toattendafree,voluntarycheckintheworkplace.WorkHealthparticipants receive immediate, practical health and lifestyle advice based on their results.

• From November 2012 to February 2013 a series of Inter-professional Learning Centres were delivered to the Residential Aged Care Services (RACS) executive team and ward leaders. The design incorporated realistic simulations, such as planning meetings with team members and performance discussions with direct reports, and the completion of a series of behavioural assessments. Participants were assessed against capabilities from the Monash Health Capability Framework.

Each participant was assigned a senior leader during the Learning Centre from within Monash Health who acted as a coach to providedimmediatefeedbackafter each of the assigned activities.Confidentialindividualreports were provided and development plans put in place as a result.

• TheiBelong:WorkingWithOthers program was launched in October 2012. The 20-minute online program was developed to educate and focus on the importance of creating an inclusiveworkenvironmentfreefrom harassment, discrimination and bullying. The competency-based program has been designed for all Monash Health employees to complete every three years. More than 8,500 employees have completed the iBelong online program.

Wetakegreatprideinrecognisingand celebrating the achievements of our staff, volunteers and supporters. Congratulations to our dedicated team members who were recognised for their outstanding achievements during 2012-2013 including:

• Professor Euan Wallace was appointed the Head of the Department of Obstetrics and Gynaecology at Southern Clinical School, Monash University and was awarded an Order of Australia (OA) in June 2013 forhissignificantservicetomedicine, particularly in the areas of obstetrics and gynaecology.

• A number of our staff and supporters were recognised with Australia Day honours in January 2013. MonashHeart surgeon, Associate Professor Andrew Cochrane, was awarded a Member of the Order of Australia (AM); Neurologist Professor RobertIansekandcoordinatorof the Family Language Program Maggie Lynch both received an Order of Australia Medal (OAM); and our President of the Central Council of Auxiliaries Mrs Pat Huggins,OAM,wasGlenEira’sCitizen of the Year.

• ChiefExecutiveShellyParkcompleted the Vincent Fairfax Fellowship program at the Centre for Ethical Leadership at Melbourne Business School following the receipt of a scholarship. Shelly is actively using the outcomes from this program to develop an enhanced “Culture of Safety” across Monash Health by building on programs such as the falls prevention program and Target Zero.

• We recently had two successful applicants receive scholarships for the Doctor of Business Administration (DBA) program at the Australian Institute of Business. Paul Jurman, Director Information Technology Services, will research home-based telehealth supported self-management for chronic disease conditions and Fiona McAlinden, Allied Health Director, will

achievements Staff



examine constraints and identify opportunities to improve the current referral practices to Allied Health services in the bed-based services.

• Dandenong Hospital Emergency Physician, Sheila Bryan, was awarded the Teaching Excellence Award from the Australasian College for Emergency Medicine (ACEM).

• Dr Anna Rosamilia, Head of the Monash Health Pelvic Floor Unit (PFU), was elected treasurer of the International Urogynaecology Association (IUGA).

• Professor Rob McLachlan, Head ofPrinceHenry’sInstitute’sClinical Andrology Laboratory and DeputyHeadofMonashHealth’sEndocrinology Department, was named 2014 Hoffenberg International Medallist in recognition for his outstanding contributiontothefieldofendocrinology as a member of thescientificcommunityoutsideof the United Kingdom.

• Dr Sebastian Hobson, Ms Simone Gibson, Mrs Samantha Sevenhuysen and Dr John Cheekweretherecipientsofthe 2013 Emerging Researcher Fellowships.

• Nephrologist Dr Jessica Ryan won the 2013 ISN World Congress of Nephrology (APSN) Top Basic Science from a Developed Country young investigator prize while undertakingherPhDwiththeDepartment of Nephrology and Monash University.

• Dr Tom Manley, Gynaecology Endoscopy Unit Fellow for Monash Medical Centre Clayton and Monash Health, was awarded for an Outstanding Oral Presentation at the Annual ScientificMeetingofAustralasianGynaecological Endoscopy and Surgery Society (AGES).

• Professor Eric Morand, Director of Rheumatology was appointed Head of the Southern Clinical School of the faculty of medicine, nursing and health sciences at Monash University.

• Each year our nurses and midwives are recognised at the Monash Health Nursing and Midwifery Awards and Scholarships Dinner. Ms Sue Coles, Nurse Unit Manager at Casey Hospital Emergency Department was named Nurse of the Year.

• Nephrology’sAccessNurseCoordinator, Mechelle Seneviratne won the Operation Angel award from Kidney Health Australia that recognises outstanding people who have made exceptional contributions to the community.

• Associate Professor Michelle Leech, Monash Medical Centre Rheumatologist and Director of Clinical Teaching Programs for the MBBS program at Monash University, received the Australian MedicalStudents’Association(AMSA) 2012 National Teaching Award and was also the recipient ofthe2013Dean’sAwardfor Excellence in Education (Innovation in Teaching).

• Dr Greg Tesch, Head of Monash Health Diabetes Research at the Nephrology Laboratory, has been awarded the T J Neale Award for Outstanding Contribution to Nephrological Science.

• Professor Linda Kristjanson was awardedtheBethlehemGriffithsResearch Foundation medal for her outstanding contribution to palliative care research and education over three decades.

• Dr Bruce Campbell received the 2012 Young Researcher of the Year award for his research on the use of advanced imaging to improve our understanding of the treatmentofstroke.

• Dr Louis Huang, Associate ProfessorDavidNikolic-Paterson,and Dr Greg Tesch from Monash Health Nephrology Laboratory wereawardedfortheirworkinrenal science at the Australian and New Zealand Society of NephrologymeetinginAuckland.

• Professor Helena Teede, Director of Diabetes and Vascular Medicine was voted in as President elect of the Endocrine Society of Australia. Helena will

serve in this role for two years 2013-2015 and then serve as President 2015-2017 of the Endocrine Society of Australia. Professor Teede has been on Council for several years and willnowbethefirstfemaleendocrinologist to serve as President.

• Associate Professor Ken Lau, from Diagnostic Imaging, won theWiley-BlackwellBestExhibitAward at the Asia-Oceanic Congress of Radiology 2012.

• Dr Simon Craig, Director of Clinical Training Clayton, was awarded the Australasian College for Emergency Medicine Research award.

• Dr Tanya Davison, Senior Research Fellow, Aged Mental Health Research Unit, MONARC, was awarded the Alastair Heron Prize by the Australian Psychological Society College of Clinical Psychologists.

• Dianne Cameron, Physiotherapist/Adjunct Research Fellow, Clinical Research Centre for Movement Disorders and Gait, MONARC, won an award foran‘OutstandingPresentationonBalance,GaitandFalls’forher podium presentation at the Parkinson’sAustraliaNationalConference.

• Adjunct Professor Cheyne Chalmers, Executive Director Nursing, Midwifery and Support Services, was awarded the 2012DeakinUniversityHealthSuper Nursing and Midwifery Leadership Award for Exemplary Leadership and Dedication to the Profession.

• Dr Cate Lombard, a Monash Universityresearcherworkinginpartnership with Monash Health, has been recognised with the BUPA Health Foundation National ResearchAwardforherworkin preventive health including importantresearchundertakenat Monash Health to improve healthy lifestyles in pregnancy.

• Dr Andrew Edwards of Monash Women’spresentedattheWorld Congress on Ultrasound in Obstetrics and Gynecology in Copenhagen and was awarded

the Best Research Prize. Subsequently,thisworkhasbeenpresented at the Australasian Society for Ultrasound in MedicineAnnualScientificMeeting in Sydney and, again, was awarded the Best Research Prize.

• AttheAnnualScientificMeetingof the Australasian Society of Ultrasound in Medicine, three Monash Health sonographers tookhomesignificantawards:

o Glenda McLean won Best Sonographer Research for her workcomparing2Dand3Dimaging of the neonatal brain

o Keith Van Haltren won Best First Time Presenter for his study of ventricular measurement in the second trimester fetus

o Greg Curry was awarded Best Poster award for his retrospective analysis of the arterial supply to renal transplants.

• Each year, Monash Health enters projects, teams and individuals to the Victorian Public Healthcare Awards. These Awards are an opportunitytoshowcaseourworkandstaff.Wehadthreefinalists,Police and Community Triage, Cleaning Innovations and the iPadiCarefield-testingproject,all of which achieved a Highly Commended award.

• Interpreter,AnaMariaCekwasawardedaVictoria’sMulticulturalAward for Excellence 2012 for outstanding achievements in promoting the cultural diversity of Victoria’scommunity.

Throughout the year we celebrated the diverse range of services we offer. The 2012-2013 events have included:

• Dandenong Hospital celebrated its 70th anniversary. The hospital has evolved from a community hospital to a modern tertiary service with over 520 beds.

More than 100 of our dedicated past and current staff, members of the Aboriginal community, media and local supporters, met in February 2013 when the history of Dandenong Hospital anditslinkswiththeAboriginalcommunity was celebrated.

AplaqueacknowledgingtheWurundjeri people, the traditional custodians of the land on which Dandenong stands, was unveiled following a traditional welcome by SeniorElderAuntyPatOckwell,andasmokingceremonytocleansethosepresent.

• The South East Centre Against Sexual Assault (SECASA) celebrated 35 years of service with a birthday event held in September 2012.

• Monash Medical Centre Clayton celebrated its 25th anniversary in November 2012.

• The Nutrition and Dietetics Depatment at Dandenong Hospital held a hospital-wide eventtocelebrateAustralia’sHealthyWeightWeek.Theeventaimed to raise awareness of healthy morning tea ideas for hospital staff. The Anthropometry Station assisted staff to calculate their Body Mass Index, focusing on healthy weight and waist circumference.

• MedicationSafetyWeek2013was hosted by the Medication Safety Committee with the aim of improving awareness of safe medication practices at Monash Health and highlight issues such ashigh-riskmedicationsanddocumentation of medication allergies.

• DonateLifeWeekprovidedanopportunitytotalkaboutorgan and tissue donation. Monash Health employs a team of donation specialists, whose role is to recognise and facilitate donation, educate health professionals, as well as providing support and guidance for families and staff involved in the donation process.

• World Kidney Day offered opportunities to learn more aboutkidneyhealth,participatein quizzes and have free blood pressurechecks.

• TomarkNationalPalliativeCareWeek,McCullochHousesetupan interactive information display at Monash Medical Centre Clayton where staff and visitors were able to place a message card on a “heart string” in memory of a loved one passed.

• MonashChildren’sHospitalcelebratedNationalChildren’sWeek2012witharangeofactivities for patients and their families. The festivities included parties,workshops,activities,events and special guest visits atMonashChildren’swardsacross all sites. Patients and families enjoyed visits by costumed characters, Cosentino the Illusionist, baby animals from Healesville Sanctuary and a special guest visit from Radio Lollipop.TheweekendedwiththefirstMonashChildren’sHospital Community Day.

• OccupationalTherapyWeek2012 celebrated a profession that is committed to helping people improvetheireverydayskillsinorder to perform activities of daily living independently.

Wewouldliketoextendoursincerethankstoourstaff,board,executivemanagement team, volunteers, auxiliaries and supporters for their continued dedication to the delivery of excellent care for our community.

Our great team of staff are Monash Health’smostimportantasset.Wetrulyvaluethediverseskillsourteam have across the organisation and it is through this team that we



Thank you

our servicesCelebrating



are able to offer care across the entire lifespan to the people of Melbourne’ssoutheast.

Our many partners in service delivery, research and education; and our donors, auxiliary members and volunteers also continue to play a major role in our care provision and we are immensely grateful for their ongoing support.

During 2012-2013 we welcomed a new Board member Professor Greg Bamber to our dedicated team of Board members whose leadership and support is invaluable to the success of Monash Health.

Aheartfeltthankyoutoeachandevery individual who has played a part in providing care for our community in 2012-2013.

Community Support

We are fortunate at Monash Health to be supported by more than 300 enthusiastic and committed volunteers. These community-minded individuals freely give their time and talents to roles as diverse as guiding visitors around our hospitals, providing assistance to patients in our emergency departments, and supporting rehabilitation programs.

Wereceivevaluablefeedbackand input from the contribution of consumers and community members to advisory committees and consumer panels.

Ourfiveauxiliariescontinuedtheir fundraising with a total of $54,863 raised to purchase medical equipmentandsupporttheworkof Monash Health. This year saw the closing of the Seasons Group which had raised funds through the sales of Christmas cards since 1996, and we pay tribute to the hard-workingmembers,particularlyits founder Mrs Elsie Ferguson.

Monash Health Foundation

The Monash Health Foundation oversees the development of the philanthropy across Monash Health’sservicesandfacilities.

Fundraising revenue for 2012-2013 totalled in excess of $4 million which is our best ever fundraising result.

One of our major campaigns for 2012-2013 - the Monash Health Foundation’s2013LoveYourHeartWeekcampaign-raisedmorethan$70,000 toward the $100,000 target that has now been achieved for MonashHeart.

The aim was to raise funds to purchase and implement Acute Cardiac Care Smart Screens for Dandenong Hospital and Monash Medical Centre Clayton. The screens will be used to display dynamic, interactive images of the patient’scondition,thesurgicalprocedure performed, and the expected post-operative recovery process.

Thehighlightoftheweekwasa special live broadcast, when 3AW brought its studio to Monash Medical Centre Clayton. Thankyoutoourmanygenerousindividual, community and philanthropic donors who have supported us throughout the year, including:

• TheDanksTrustgenerouslyawarded Monash Health $100,000 for the renovation andrefurbishmentofaflatinWright Street Clayton which will accommodate Aboriginal patients and their families from rural Victoria who are accessing health care services at Monash Medical Centre Clayton. The upgraded facilities will have an enormous impact on supporting many Aboriginal families in the region for many years to come.

• The Bayside Blue Healers raised $30,000 for the Monash Children’sCancerCentreattheir annual golf day. These funds will be utilised for an adolescent educational centre withinthenewMonashChildren’sCancer Centre expansion. The Blue Healers have generously supported the centre for the past eight years with funds raised enabled the purchase of a portable anaesthetic machine and the renovation of the outdoor play area.

• Overthepastnineyears,PatrickTessier and his Salesforce team have raised over $1.4 million for theMonashChildren’sCancerCentre through the Baileys Day golf and luncheon. In 2012, they raised over $200,000.

• Judy Allatt and Silla Moller, founders of Belleveue PhilanthropyheldanOaksDayluncheon in November 2012 and raised $29,000 to fund the position of a part time play therapistinMonashChildren’sHospital Emergency Department.

• Collier Charitable Fund awarded Dandenong Hospital a grant of $17,865 for the purchase of vital equipment for coronary care patients; plus a grant of $17,800 to McCulloch House in Clayton for the continuation of their Human Rooms project.

• After holding a very successful ‘PinkDinner’BrightonGrammarraised over $15,000 in support ofMonashWomen’s.ThefundsraisedwillhelpMonashWomen’supgrade areas of their post-natal unit at Monash Medical Centre Clayton.

• The R. E. Ross Trust awarded a $14,000 grant to produce a short healthpromotionfilmregardingfemale circumcision entitled Empowering Change.

• LionsClubofOakleighgenerously donated $13,000 for the purchase of a blood gases machineforMonashChildren’sHospital. This piece of equipment will allow staff to measure oxygen levelsinthepatient’sbloodanddetermine their organ function withouthavingtotakethetesttothe lab for results. This means faster diagnosis and treatment and more staff on the ward.

Wealsogratefullyacknowledgethemany anonymous donors who have generously given to the Monash Health Foundation over the last year. While we respect their requestforprivacywewouldlikethemtoknowthattheirgiftshavemade an amazing difference.

It is through the support of our generous donors and supporters who continue to help us achieve these stunning fundraising results

Barbara YeohChair, Board of Directors

ShellyParkChief Executive



Major supporters• Bailey’sDay• Bellevue Philanthropy• Chain Reaction• Children’sCancerCentreFoundation• Kids with Cancer Foundation• The Bayside Blue Healers• TheDanksTrust• Mates on a Mission• Moose Enterprise• Woolworths • ZoukiEnterprise• ZoukiMonash

Partners• Clown Doctors• Healesville Sanctuary • Radio Lollipop• Ronald McDonald House Monash• StarlightChildren’sFoundation

Philanthropic supporters• ANZ Trustees• Collier Charitable Fund• Community Broadcasting Foundation• Felice Rosemary Lloyd Trust• LouisandLesleyNelkenTrust• Scleroderma Victoria• State Trustees• Telstra Foundation• The Grosvenor Foundation• The R. E. Ross Trust• Victorian Lions Rheumatism and Arthritis

Medical Research Foundation• VictorianWomen’sTrust

Corporate supporters• 3AW• A2 Dairy Products• All Souls Opportunity Shop• Artist Photographer• Avant• BankofMelbourne• BankVic(formerlyPoliceCredit)• BerwickOpportunityShop• Belmore Nurses Bureau• Bounty Services• Bunurong Land Council• Cardinia Shire Council• City Life Church• CommonwealthBank–ClaytonBranch• Covidien• Dandenong Crime Investigation Unit• First State Super (Formerly Health Super)• Fitness First• Friends of the Children Foundation• Good Guys Dandenong• HESTA• Hilton Manufacturing• HUGS• IvecoTrucksDandenong• Kids with Cancer Project• Leader Community Newspapers• Lions Club Carnegie• Lions Club Dandenong• Lions Club Endeavour Hills• Lions Club Lyndhurst• Lions Club Moorabbin• Lions Club Mulgrave and Sandown• LionsClubNoblePark• LionsClubOakleigh• Lions Club Victoria• Lions Club Waverley• Lunico Hotel• Maxxia• Medibank

• Medicare Dandenong• Museums Australia Victoria• Nursing Australia• PacificTrends• Philips• Prime Group• Ricoh• Ride on Entertainment• RitchiesCommunityBenefitProgram• ROMAC• Rotary Club of Casey• Rotary Club of Clayton• Rotary Club of Dandenong• Rotary Club of Dandenong South East• Rotary Club of Emerald• Rotary Club of Huntingdale• Rotary Club of Monash• Rotary Club of Mordialloc• RSL Clayton• SanofiAventis• Semaphore Consulting• Siemens• Sofa Concept• Toshiba – Medical Division• Vawser and Associates• Verathon Medical Australia Pty Ltd Auxiliaries• Clayton Auxiliary• McCulloch House Auxiliary• Monash Kids Support Group• Moorabbin Hospital Ladies Auxiliary• Seasons Group

to our supportersThank you

and allow us to continue to provide patient centered care to our community.

Wealsoacknowledgetheongoing support of the Victorian Government, Victorian Department of Health and Commonwealth Government.

It is their ongoing funding which has allowed us to continue to deliver high quality health care to the peopleofMelbourne’ssoutheast.

We are immensely proud of the many organsiational achievements in 2012-2013, the last year of our current Strategic Plan.

These achievements are a direct reflectionofthecommitmentshownby our team of staff, volunteers, partners and supporters to providing the very best care to ourcommunity.Welookforwardtocontinuingtoworktogetheraswe approach the start of our new Strategic Plan 2013-2018.

MonashHealthFoundation

Our sites, services and staffMonash Health provides services to a quarter of metropolitan Melbourne’s population. We also play a significant role in providing regional and state-wide specialist services for Victoria.

Monash Medical Centre Clayton is a 640 bed teaching and research hospital of international standing providing a comprehensive range of specialist surgical, medical, allied health and mental health services to our community.

This tertiary site is a designated national provider of renal and pancreatic transplants, and statewide provider of thalassaemia andchildren’scancerservices.Itis also the base for MonashHeart, a centre of excellence in cardiac assessment, treatment and research,andMonashChildren’s,the third largest provider of paediatric services in Australia. Uniquely offering maternity and newborn services integrated on the one site, Monash Medical Centre ClaytonprovidesoneofVictoria’slargestwomen’shealthservicesthroughMonashWomen’s.Itisalsorenownedformen’shealthservices and ambulatory models of care.

McCulloch House, located on site, is a 16 bed facility providing palliative care for people within our catchment area with advanced progressive disease.

Dandenong Hospital is a 573 bed hospital providing a wide range of health services to the people living andworkinginDandenongandsurrounding areas. The hospital provides a number of general and specialist services. These services include general medical and surgical, an intensive care unit, MonashHeart cardiac care centre, rehabilitation and aged services, pathology, radiology, maternity services, special care nursery,MonashChildren’s,outpatient’s,daychemotherapy,home haemodialysis, mental health services and allied health services. Dandenong Hospital also provides specialist services including orthopaedic, plastics, vascular, facio-maxillary, gynaecology, respiratory and infectious diseases.

Casey Hospital is a 243 bed hospital serving one of the fastest growingareasinMelbourne’souter east. Services include an emergency department, general medical, mental health, rehabilitation, surgical and ambulatory care services, maternity and a special care nursery. The hospital is a provider of paediatric servicesforMonashChildren’sandgives access to the leading cardiac services of MonashHeart.

Moorabbin Hospital is a 135 bed hospital incorporating Monash CancerCentre,oneofVictoria’sleading cancer treatment centres operating in partnership with Peter Mac Cancer Centre. The hospital also offers elective surgery, short-stay care and dialysis. Home to Victoria’sfirstPatientSimulationCentre, the hospital plays a major role in the education and training of undergraduate and postgraduate medical students, nurses and allied health professionals. The hospital hosts the Southern Melbourne Integrated Cancer Services and is a centre for research, in particular a major contributor to cancer related research.

Cranbourne Integrated Care Centre provides a range of same-day acute and sub-acute services including surgery, renal dialysis, specialist consulting services, regional ophthalmology services and mental health services. It also provides the local community with access to community health services and a community rehabilitation centre.

We provide quality public health care in our community from over 40 care locations across south eastern Melbourne, including major tertiary and secondary hospitals, agedresidentialcarecentresandanextensivenetworkofrehabilitation,communityhealth and mental health facilities.


sitesOur


Kingston Centre is a 136 bed transition care program and sub-acute facility specialising in high quality rehabilitation, functional restoration, transitional care, aged care and aged mental health. Its highly regarded rehabilitation program focuses on restoring function after illness or injury with the full range of allied health services provided to adults of all ages. The centre provides specialist services for older people including aged care assessment, cognitive dementia and memory services. It also offers, a falls and balance clinic, pain clinic, clinical gait analysis and continence service. It is at the forefront of research into movement and gait disorders, aged mental health and geriatric medicine.

Aged residential care is provided for 165 residents requiring high care at Allambee Nursing Home, Cheltenham; Chestnut Gardens Aged Care, Doveton; and Yarraman Nursing Home, Noble Park.MooraleighHostel,EastBentleigh and AG Eastwood Hostel, Cheltenham are home to 89 residents requiring low care.

Community rehabilitation services are provided from centres at Kingston, Clayton, Doveton, Springvale, Dandenong, CranbourneandPakenhamandinclients’homesthroughthe Rehabilitation In The Home services.

Community services are provided through a number of services including Community Support Options, Greater Dandenong Community Health and Cardinia-Casey Community Health.

Our services place the client at the centreofallinteractions.Wetakeintoaccounttheclient’spersonalpreferences, cultural beliefs and values, their family and lifestyle situations.

Our client is an integral member of the care team who is involved inalldecisionmaking.Weaimtoempower and prepare clients to manage their health and health care. A particular focus is placed on ensuring access for those with or atriskofpooresthealthstatusandthose most in need.

Our staff are located across 11 sites (Cranbourne Integrated Care Centre, Mundaring Drive, Cockatoo,Doveton,Kingston,Berwick,Pakenham,Parkdale,Springvale, Thomas and David Streets Dandenong). Services are provided at each site by multi-disciplinary teams of AlliedHealthworkersincludingphysiotherapists, podiatrists, occupational therapists, dietitians, counsellors, speech pathologists, nurses, health promotion practitioners, and exercise physiologists.

We also run a wide variety of groups to support social inclusion and better health. Self management is central to our care. We aim to empower and prepare clients to manage their health and health care across all levels of the care continuum.

Community Support Options is a community care service offering a range of services to assist people who are aged or have a disability. Respite services are also provided to support carers.

Mental health services are provided through hospital and community based facilities. Our comprehensive range of services for children, youth and adults experiencing mental health issues include the South East Alcohol and Drug Service; a telephone psychiatric triage service; community and inpatient perinatal, child and youth services; crisis assessment and treatment teams and enhanced crisis assessment and treatment teams (Monash Medical Centre Clayton, Dandenong Hospital, Casey Hospital); consultation liaison psychiatry; primary mental health teams; community care teams; mobile support and treatment services; acute inpatient care; secure extended care services; perinatal infant service including an inpatient unit; eating disorders services; prevention and recovery care services; community residential and rehabilitation services.


Allied HealthChief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

General ManagerMsDonnaMarkham

• Aboriginal Health• Allied Health• Allied Health Clinical Research

Unit• Dietetic Services• Exercise Physiology• Interpreter Services• Music Therapy• Occupational Therapy• Orthotics• Physiotherapy• Podiatry• Psychology • SocialWork• South Eastern Centre Against

Sexual Assault• Speech Pathology

Ambulatory and Community CareChief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

General Manager Ms Kate MacRae

• Aboriginal Health• ACCESS• Acquired Brain Injury: Slow to

Recover Program• Aids to support people with a

disability• Allied Health• Assisting Care and Housing for

the Aged• Birthing Support • Children’sEarlyIntervention• Chronic Disease Management• Clinical Gait Analysis Service• Cognitive Dementia and Memory

Service• Community Access Service• CommunityAgedCarePackagesLinkages

• Community Health Services Cardinia-Casey and Greater Dandenong

• Community Nursing• Community Rehabilitation –

Home and Centre Based Care• Continence Clinic• CounsellingandCasework• Diabetes Education and

Management• Domestic Violence Support• Falls and Balance Clinic • Family Planning• Financial Counselling• General Practitioner Liaison

We uniquely provide our community integrated primary, secondary and tertiary health care in one organisation, offering over 250 different programs and services.

• HACC - Aged and Disability Support

• Health Information and Referral• Health Promotion and Education• Healthy Mothers Healthy Babies

Program• Hospital In The Home• Hospital In-reach – Residential

Care Facilities• HospitalAdmissionsRisk

Program• Housing• In-reach• IntakeServices• LIAISE – support for people with

acquired brain injury• Mobile Access Services Team • Medicare Local Liaison Unit• Men’sHealth• Movement Disorders Clinic• Movement Disorders Community

Support Program• Needle Syringe Program • Optometry• Oral Health (Dental)• Outpatient Services Specialist

Clinics• Pain Clinic• Planned Activity Groups• Post-Acute Care• Post Sub-Acute Care• Primary Care• Refugee Health• Respite Service• South East Advocacy and

Support• Self Management Programs• Sexual and Reproductive Health

Program• Young Adults Transition Service• Youth Health



servicesOur



Critical Care ProgramChief Operating Officer - Monash South East SectorMr Siva Sivarajah

Program DirectorDr Bill Shearer (until 1/2/13)Dr John Monagle (from 1/2/13)

Director of NursingMsKarleneWillcocks

• Anaesthesia• Intensive Care• Operating Theatres• Peri-operative services• Pharmacy Services

Emergency Medicine ProgramChief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

Program DirectorProfessor George Braitberg

Director of NursingMs Jennine Harbrow

• Monash Medical Centre Clayton Emergency Department

• Dandenong Hospital Emergency Department

• Casey Hospital Emergency Department

• Paediatric Emergency Medicine

General Medicine ProgramChief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

Program DirectorProfessor Don Campbell

Director of NursingMs Trish Dito

• General Medicine• Acute Assessment Unit• Hospital In The Home

Specialty ProgramChief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

Program DirectorProfessor Julian Smith

Director of NursingMs Sharon Wood

• Breast Services • Cardiac CT• Cardiac Care• Cardiac Rhythm Management• Cardiothoracic Surgery• Echocardiography• Interventional Cardiology• MonashHeart• Neurology• Neuropsychology• Neurosurgery• Ophthalmology• Paediatric Cardiology• Stroke• Thoracic Surgery

Specialty Medicine ProgramChief Operating Officer - Monash South East SectorMr Siva Sivarajah

Program DirectorAssociate Professor Richard King

Director of NursingMsLynneBickerstaff• Aged Persons Mental Health • Aged Persons Residential Care • Clinical Genetics• Clinical Haematology• Clinical Immunology• Clinical Nutrition and Metabolism• Cognitive Dementia and Memory

Service• Continence Clinic• Dermatology• Diabetes• Diabetes Education• Diagnostic Imaging• Endocrinology• Falls and Balance Clinic • Gastroenterology• Geriatric Medicine Outpatient

Clinic• Haemodialysis• Infectious Diseases and Clinical

Epidemiology• Interventional Radiology• Medical Assessment and

Planning Unit• Medical Oncology• Monash Ageing Research Centre• Movement Disorders Clinic• Nephrology• Oncology Day Care• Pathology• Peritoneal Dialysis• Radiology• Renal and Pancreatic

Transplantation• Respiratory and Sleep Medicine

(Adult)• Rheumatology• Sub-acute Inpatient Services• Supportive and Palliative Care• Thalassaemia• Young Adults Transition Service


Surgery ProgramChief Operating Officer - Monash South East SectorMr Siva Sivarajah

Medical DirectorMr Al Saunder

Director of NursingMs Shirlee Graham

• Audiology• Colorectal Surgery and Stoma

Therapy• Endocrine Surgery• Ear, Nose and Throat Surgery• General Surgery• Oral and Maxillofacial Surgery/

Dental /Cleft Palette• Orthopaedic Surgery• Plastic and Reconstructive

Surgery• Upper Gastrointestinal and

Hepatobilary• Urology• Vascular and Transplant Surgery

Women’s and Children’s Program

Chief Operating Officer - Monash Clayton SectorMr Adam Horsburgh

Medical DirectorProfessorNickFreezer

Director of NursingMs Kym Forrest

Monash Women’s:• Birth Centre Team • Contraceptive Counselling • Delivery Suite• Endometriosis Service • Fetal Diagnostic • General Obstetrics • Gynaecology• Gynaecology Endoscopy• Gynaecology Oncology • Lactation Consultant • Maternal Fetal Medicine • Menopause Service• Menstrual Management • Midwifery Care Unit • Midwives in Partnership • Multiple Pregnancy Service• Obstetric Metabolic Service• Pelvic Floor Disorders• Perinatal Services• Reproductive Medicine• Victorian Fetal Therapy Unit

Monash Children’s:• Adolescent Medicine • Children’sCancerCentre• Cardiology• Child and Adolescent Psychiatry • Developmental Disabilities• Dental• Diabetes• Eating Disorders• Emergency• Endocrinology• Ear, Nose and Throat (ENT) • Forensic Medicine Service• Gastroenterology• General Paediatrics • Genetic Services • Growth and Development• Haematology• Hearing Services• Imaging• Infectious Diseases• Intensive Care • MelbourneChildren’sSleep

Centre • MonashChildren’satHome(formerlyCarelink)

• Monash Newborn • Neurology • Neurosurgery • Orthopaedics • Plastics • Quality• Rehabilitation• Renal and Continence Renal

Transplantation• Respiratory Medicine• Rheumatology• Surgery• Urology



Mental Health ProgramExecutive DirectorMs Anne Doherty

OperationalEarly in Life Mental Health Service (ELMHS)Ms Lisa Lynch

AdultMr Umit Agis

Community, Access and Partnerships (CAPS)Mr George Osman

ProfessionalMedical DirectorAssociate Professor David Barton

Director of Nursing MsJakquiBarnfield

Director Allied Health Ms Elizabeth Scutt

Director Psychology Dr Melissa Casey

Director Consumer and Carer Relations Ms Vrinda Edan

Adult Mental Health – Acute • Adult Acute Inpatient Units • Crisis Assessment and Treatment

Teams (CATT) • Enhanced Crisis Assessment and

Treatment Teams (ECATT) • Inpatient Units• Psychiatric Triage Service

Adult Mental Health Services• Clozapine Clinic • Community Care Units (CCUs) -

Doveton and East Bentleigh • Continuing Care Teams

(CCT) - Middle South, Clayton, Dandenong, Casey, Cranbourne

• Mobile Support and Treatment Teams (MST) Middle South, Dandenong

• Secure Extended Care Unit• Psychiatric Assessment and

Recovery Care Service – Springvale and Clayton

Early In Life Mental Health Service• Adolescent Recovery Centre -

Day Program • Community Teams - Dandenong, Casey,Frankston

• Eating Disorder Service• Early Psychosis - Recovery and

Prevention of Psychosis Service (RAPPS)

• Integrated Perinatal and Infant Mental Health Team (Outpatient Team)

• Intensive Mobile Youth Outreach Service

• Mother and Baby Unit • MonashHealthButterflyEating

Disorder Day Program • Specialist Team - incorporating

Hospital Consultation Liaison, Crisis Clinicians (Monash, Dandenong,Casey,Frankston)and Neuro Developmental Assessment Clinic (Endeavour Hills)

• Stepping Stones Adolescent Inpatient Unit including Educational Service - Lyndale Secondary School

• Stepping Stones Transition (Step up/Step down) Program

• Youth Inpatient Unit

Mental Health Education, Training and Research• Centre for Developmental

Psychiatry and Psychology, Monash University

• Centre for Psychological and Behavioural Medicine, Monash University

• Precept - Nursing Training and Education Team

• Southern Synergy; Monash Health Adult Psychiatry Research, Training and Evaluation, Monash University

• Tele-psychiatry

Mental Health Consumer and Carer Relations• Administration of the Carer BrokerageFund

• Consumer Consultants• Director of Consumer Carer

Relations • Parent / Carer Consultants

Community Access Partnerships• Acquired Brain Injury Programs • Addiction Medicine Unit - Hospital

Liaison, Outpatients and Shared Care

• Adult Counselling Services • Adult Hospital Consultation

Liaison - Monash and Dandenong • Community Development

- Mental Health Promotion, General Practice Liaison Clinicians, Mental Health Nurses in General Practices

• Culturally and Linguistically Diverse Community Programs.

• DrinkDrivePrograms• Forensic Intervention Unit • Gender Dysphoria Service • Koori Alcohol and Drug Programs • Needle Exchange Program• Pharmacotherapy Outpatient

Clinic • Primary Mental Health Teams -

Middle South, South East • Regional Dual Diagnosis Program • South Eastern Alcohol and Other

Drugs Service• Withdrawal Programs -

Residential Based and Outpatient/Home Based

• Youth Drug and Alcohol Program, Including Supported Accommodation and Outreach



Staff numbers

Labour category June EFT Average EFT2012-2013* 2011-2012 2012-2013* 2011-2012

Nursing 4,160 4,149 4,122 4,142Administration and Clerical 1,385 1,389 1,386 1,368Medical Support 1,036 1,044 1,036 1,035Hotel and Allied Services 847 846 844 846MedicalOfficers 170 180 174 181HospitalMedicalOfficers 844 851 844 855Sessional Clinicians 263 256 259 253Ancillary Staff (Allied Health) 766 756 756 773TOTAL 9,471 9,472 9,421 9,452

* Full time equivalent staff at Monash Health and Jessie McPherson Private Hospital as at 30 June 2013.

Our staff continue to provide quality healthcare to our community.

Occupational health and safety management systemWehavereviewedourmanagementsystemandhadexcellentfeedbackfromourcustomers.Wehavereducedthecomplexityofthesystembyremovingsomeelementsandlayers.Thesystemisriskmanagementfocusedandresourcesarefocusedinhighriskareas.AuditsareconductedbytheOccupationalHealthandSafety(OHS)team.Managers are reporting they have a greater understanding of OHS requirements, they appreciate the chance to have face-to-face communication and they value the new and improved system.

WorkCover claims

2012 - 2013

2011 - 2012

2010 - 2011

2009 - 2010

2008 - 2009

2007-2008

2006 - 20077

2005 - 2006

2004 - 2005

Number of standard claims

166 166 151 152 165 174 171 184 164

Claims per $ million or remuneration

0.22 0.23 0.22 0.24 0.303 0.333 0.344 0.396 0.396


staffOur

Governance

Clinical governance refers to the systems which guide activities and initiatives within Monash Health to ensure the vision, purpose and strategic goals of the organisation are achieved. This should occur in a manner which is patient-centred, transparent, and commands accountability.

Specifically,effectiveclinicalgovernance ensures that leadershiprolesaredefinedclearlyand are consistent with strategic goals,andprovidesaframeworkwhich encourages innovation, transparency and trust.

At Monash Health, clinical governance supports the iCare values: Integrity, Compassion, Accountability, Respect and Excellence.

The clinical governance frameworkisimplementedviathe organisational management structure, individual job descriptions and the terms of reference for various committees. This frameworkcomplimentsotherorganisational governance frameworkssuchasthePatientFirstTransformationFramework,a centralised initiative to transform systems in our effort to deliver outstanding care.

Monash Health is a public health service; a body corporate established under Section 65P of the Health Services Act 1988 as amended in 2004, and listed in Schedule 5 of that Act.

The Minister for Health, The Honourable David Davis MP is the responsible Minister.


GovernanceClinical

The Monash Health clinical governanceframeworkisbasedonanumberofkeyelementsincluding:

Leadership Leadership objectives and responsibilitiesareclearlydefinedin the position descriptions of each Manager, Service Director and Executive at Monash Health. Individually they are expected to lead innovative initiatives that aim to achieve the strategic objectives of Monash Health.

Risk minimisation There are practical, robust and effective systems in place to identify,analyseandminimiserisksat each operational level and site, and across the organisation.

Performance improvement Performance of individuals, operational teams and the organisation as a whole are monitoredbykeyperformanceindicators.

The performance improvement strategy implemented at Monash Healthincorporatesthesekeyperformance indicators, enabling identificationofperformanceleaders and their innovative practices.

Patient centred care Patient centred care at Monash Health is the partnership with patients, families, carers and other consumers to provide exceptional care and achieve outstanding outcomes.

This occurs at all levels of Monash Health and includes informed consent and shared decision makingaboutcare,consumerpartnership in service planning, consumer partnership in designing care and consumer partnership in service measurement and evaluation.

The Monash Health Community Participation Plan, Community Advisory Committee, Primary Care and Population Health Advisory Committee and various consumer feedbacknetworksensuretheinterestsofstakeholdersareincorporated into the organisational strategic objectives.

The functions of the Board are:

• To monitor the performance of Monash Health.

• To appoint and determine the employment terms (including remuneration) of a Chief Executive.

• To oversee the management of Monash Health and monitor the performance of the Chief Executive.

• To develop statements of priorities and strategic plans for the operation of Monash Health and monitor their compliance.

• Todevelopfinancialandbusiness plans, strategies and budgets to ensure accountable andefficientprovisionofhealthservices by Monash Health and itslongtermfinancialviability,as well as to ensure they are adhered to.

• To establish and maintain effective systems to ensure that the health services meet the needs of the community served by Monash Health and that the views of users and providers of healthservicesaretakenintoaccount.

• To ensure that Monash Health operates within its budget and thatitssystemsaccuratelyreflectitsfinancialpositionandviability.

• To ensure effective and accountable systems are in place to monitor and improve and quality and effectiveness of health services provided by Monash Health.

• To ensure that any problems identifiedwiththequalityandeffectiveness of health services are addressed in a timely manner and that Monash Health strives to continuously improve quality and foster innovation.



The Board of Directors of Monash Health is appointed by the Governor in Council on the recommendation of the Minister for Health in accordance with the Health Services Act 1988.

In the Victorian Government Gazette dated 30 May 2013, it was noted:The Governor in Council, under section 8(4)(c) of the Health Services Act 1988, amends the name of Southern Health, as it appears in Schedule 5 of that Act, to Monash Health.

Board of DirectorsFunctions of the

• To develop arrangements with other agencies and health service providers to enable effectiveandefficientservicedelivery and continuity of care.

• To establish the organisational structure, including the management structure, of Monash Health.

• To establish and ensure the effectiveness of a Finance Committee, an Audit Committee and a Quality Committee and other Committees considered appropriate.

• To facilitate health research and education and any other functions conferred on the Board by or under the Act.

The following committees support the functions of the Board of Directors:

Quality CommitteeThe purpose of the Quality CommitteeistosupporttheBoard’sfunction of providing strategic leadership in relation to the clinical governance of quality and safety at Monash Health. It serves to ensure, on behalf of the Board, that the following broad objectives are fulfilled:

• Effective and accountable systems are in place to monitor and improve the quality and effectiveness of health services provided by Monash Health.

• Anyproblemsidentifiedwiththequality or effectiveness of the health services provided are addressed in a timely manner.

• Monash Health continuously strives to improve the quality of the health services it provides and to foster innovation.



Audit Committee The role of the Audit Committee is to advise the Board of Directors on audit matters and matters relatingtothefinancial,accountingand legislative compliance and the operational effectiveness and efficiencyofMonashHealth.

The Committee also advises the Board on the level of business riskorexposuretowhichMonashHealth might be subject and oversight of internal and external audit activities.

Remuneration CommitteeThe principal role of the Remuneration Committee is to advise the Board of Directors on matters relating to the organisation’sremunerationpolicies and practices.In addition, the Remuneration Committee provides oversight with respect to succession planning for the Chief Executive and senior executive positions.

Finance CommitteeThe role of the Finance Committee is to advise the Board of Directors onfinancialmattersandtoassistintheoversightoffinancialperformance.

The Finance Committee reviews andmakesreccomendationstotheBoardregardingfinancialstrategy,financialpolicies,annualoperatingandcapitalbudgets,cashflowandbusiness plans to ensure alignment withkeystrategicprioritiesandperformance objectives.

TheCommitteealsohasakeyrolein assisting the Board to monitor financialperformanceandfinancialrisk.

Community Advisory CommitteeThe Community Advisory Committee assists the Board to appropriately integrate consumer and community views at all levels ofMonashHealth’soperations.

The Committee has the responsibility to advise on governance, policy and strategy in relation to community participation and its impact on health service outcomes.

ThetwokeyrolesoftheCommunity Advisory Committee are to provide direction and

leadership in relation to the integration of consumer, carer and community views into all levels of health service operations, planning and policy development and to advocate to the Board of Directors on behalf of the community, consumers and carers.

Primary Care and Population Health Advisory CommitteeThe Primary Care and Population Health Advisory Committee provides strategic advice to the Boardonmattersspecifictoprimary care and population health with a particular focus on improving

the health status of our community in areas such as the hospital – primary care interface, mental health wellbeing, health promotion, health independence programs, research and education and the health of refugees, Aboriginal and Torres Straight Islanders and culturally and linguistically diverse communities.

committeesBoard

committeesBoard advisory



Board of DirectorsMembers of the

Ms Barbara Yeoh BSc (Hons), FAICD

• Chair of the Monash Health Board• Chair, Remuneration Committee• Member, Finance Committee• Term of appointment: July 2009 - current Ms Yeoh was a long standing member of the Board of Eastern Health until June 2009. She is Director of the Melba Conservatorium of Music and Trustee of the Melba Opera Trust, Director of the Victoria State Emergency Service, Chair of the Civil Aviation Safety Authority Audit Committee, Chair of the ACT Treasury Investment Advisory Board, Member of the Gambling and Lotteries Licence Review Panel (Victoria) and Member of the Statutory Fishing Rights Allocation Review Panel (Commonwealth). Ms Yeoh is a Principal Associate of PhillipsKPA.

Mr Charles Gillies BSc/BA, MBA, SF Fin, GAICD

• Chair Finance Committee• Member, Kitaya Holdings Board Pty Ltd*• Term of appointment: July 2011 - current Mr Gillies is co-founder of Jolimont Capital which specialises in investing in technology companies. These companies are generally Australian based and compete in fast moving, highlycompetitivetechnologymarkets.Asanactive investor himself his approach has been toworkcloselywithmanagementtodevelopa plan to create economic value. He has been Director and Chairman of a number of investmentsandhasworkedcloselywithCEOsand management teams, developing strategies, setting objectives and performance targets.

Dr Errol KatzMBBS (Hons), LLB (Hons), MPP, GAICD

• Chair, Board Quality Committee• Member, Remuneration Committee• Member, Audit Committee• Term of appointment: July 2010 - current

Dr Katz returns to Monash Health as a Board member, having been a medical student at Monash Medical Centre. His professional experiencehasbeeninbusinessandfinance,with roles at the Boston Consulting Group, Visy Industries and in private equity. He is on the board of Primary Health Care, and was previously a Board member of Dental Health Services Victoria.

Professor Greg Bamber BSc (Hons), PhD, AcSS, FASSA, FAIM, FBAM,FCMI,FCIPD,LFANZAM• Member, Remuneration Committee• Member, Primary Care & Population Health

Advisory Committee• Term of appointment: July 2012 - current

Dr Bamber is Professor and Discipline Leader: Human Resources and Employment Relations, Management Department, Monash University. He was formerly Director of Research. He has served as a Director on boards in the fieldsofeducationandofsport.Headvisesgovernments, universities, private and public sector enterprises and other organisations (e.g. International Labour Organisation). His research is international and includes: hospitals, airlines, manufacturing, the public sector and telecommunications, as well as: high-performanceworksystems,disputepreventionand settlement, process improvement, outsourcing and shared services.

[*Kitaya Holdings Pty Ltd operates Jessie McPherson Private Hospital.]



Ms Debbie Williams MBA, ME, BCom, GAICD

• Member of the Finance Committee• Member of the Primary Care and Population

Health Advisory Committee • Term of appointment: July 2009 - current

Ms Williams is a health care strategy consultant who brings extensive experience in health care management, corporate governance, business strategy management, mentalhealthmanagementandfinancialmanagement. Ms Williams is a member of the Board of the Inner East Mental Health Services AssociationandChairofitsBoard’sFinanceandRiskManagementCommittee.

Ms Helen OwensBEc (Hons), MEc• Chair, Primary Care and Population Health

Advisory Committee• Member, Board Quality Committee• Term of appointment: July 2006 - current

Ms Owens, a health economist and health policy consultant, is currently a member of the Victorian Cancer Agency. Previous positions held include full-time Commissioner on the Productivity Commission, part-time member of the Commonwealth Grants Commission, expert strategic advisor to the Victorian Department of Premier and Cabinet on health reform and casemix consultant to the Australian Healthcare and Hospitals Association. Academic positions at Monash and Melbourne universities have included Associate Professor and Deputy Director of the National Centre for Health Program Evaluation.

Ms Linda PerryB.Acc, ACA• Member, Community Advisory Committee• Member, Audit Committee• Term of appointment: July 2011 - current

Ms Perry hasworkedformorethan20yearsin leadership roles within the professional services industry in both audit and business developmentandmarketing.SheisaCharteredAccountantandauditorwithskillsinfinance,auditandriskmanagementandcorporate governance. Ms Perry is an Audit Committee Member for Community Chef and Regional Kitchen Pty Ltd and a member of WNBL Melbourne Boomers Board. Ms Perry wasapartnerwithBDOandWilliamBuckandworkedwithDeloittefor14years.

Mr Ross McClymontBCom, LLB• Chair, Audit Committee• Member, Board Quality Committee• Term of appointment: July 2011 - current

Mr McClymontisapartnerofgloballawfirm,Ashurst,andleadsthefirm’srestructuringand insolvency practice in Melbourne. He has nearly20years’experienceinhischosenfield,andregularlyadvisesboardsofbothlisted and unlisted companies with respect to issuesincludingdirectors’duties,corporategovernance, continuous disclosure obligations and solvency matters. Mr McClymont is the National Director of the Insolvency Practitioners Association of Australia and a member of the Insolvency and Reconstruction Law Committee of the Law Council of Australia.

Chief Operating Officer-MonashClayton Sector

Executive Director Medical Services Innovation & Quality

Executive Director Nursing & Midwifery & Support Services

Siva Sivarajah• Programs

• Critical Care• Surgery• Specialty Medicine

• Major facilities:• Dandenong Hospital• Casey Hospital• Kingston Centre & Aged

Residential Care• Cranbourne Integrated

Care Centre

• Functions & Services:• Patient Flow & Access• Health Information

Services• Capital & Infrastructure• Property• Engineering Services

Adam Horsburgh• Programs

• General Medicine• Emergency• Specialty• Women’s&Children’s• Ambulatory & Community

Care

• Major facilities:• Monash Medical Centre

Clayton• Moorabbin Hospital

• Functions & Services:• Allied Health• Strategy & Planning• Jessie McPherson Private

Hospital

Erwin Loh• MedicalWorkforce• Medical Education• Quality & Centre for

Clinical effectiveness• Change, Innovation &

Redesign• Consumer Complaints• Research Directorate• Simulation Centre• Library

Cheyne Chalmers• Nursing & Midwifery

Strategic Directorate• Nursing & Midwifery

Education & Strategy• Infection Control• Support Services• Emergency Management• Monash Health Bureau

Chief Executive

Shelly Park

Board of Directors

Chair, Barbara YeohGreg BamberCharles GilliesErrol KatzRoss McClymontHelen OwensLinda PerryDebbie Williams

Organisational structureas at 30 June 2013


Chief Operating Officer-MonashSouth East Sector

Organisational KPI:Elective Surgery Performance

Organisational KPI:Emergency Performance

Professional Governance:MedicalWorkforce

Professional Governance:Nursing & Midwifery

OfficeoftheChiefExecutive

Corporate CounselJohn Snowdon

Executive Director Financial & Business Improvement & ProcurementJohn Sutherland

General Manager Allied Health (Professional Governance)DonnaMarkham

Chief Information OfficerPhilip Nesci

Advisory Committees

CommunityPrimary Care & Population Health

Board Committees

AuditChair, Ross McClymont

Errol KatzLinda PerryJohn Thompson (independent member)FinanceQualityRemuneration

Executive Director Mental Health

Executive Director Human Resources

Executive Director Finance

Executive Director Public Affairs & Communication

Basil Ireland• Finance• Revenue• Reporting & Analysis

Fiona Prestedge• Human Resources

Consulting• Occupational Health &

Safety• Organisational

Development & Learning• Recruitment & Retention• Industrial Relations• Payroll

Anne DohertyMental Health Program:• Adult• Early in Life Mental

Health Service• Community &

Rehabilitation• Alcohol & Drugs• Mental Heath

Education, Training & Research Centre

Andrew Williamson• Media Relations• External Communication• Internal Communication• Community Relations• Volunteers & Auxiliaries• Art & Historical

Collections• Monash Health

Foundation


Organisational structure

Professional Governance:Psychology

Compliance with the Building Act 1993

Our facilities are managed through siteinspections,riskassessmentsand independent audits, with comprehensive contracts in place to maintain the Essential Safety Measures and annual compliance reporting by independent auditors.

Building standards and condition assessmentsThe condition of our buildings are assessed through site inspections and condition audits by architects and consultant engineers, on an as needsbasis.Fireauditsandriskassessmentsareundertakenbyconsultantfireengineerstocomplywith the Department of Health Fire RiskManagementEngineeringGuidelines Series 7.

Recommendationsfromfireauditsare actioned through a series of projects developed in conjunction with the Department of Health to maintainahighdegreeoffiresafety.All bed-based facilities are audited in fiveyearlycycles.

Fire engineering consultants and registered building surveyors were appointed through a comprehensive tendering process to carry out Fire Safety Audits of all overnight bed-based facilities in July 2012. There are 12 facilities in this portfolio and the audits were completed in November 2012.

Essential safety measures maintenance Contracts are in place to maintain all essential safety measures elements at major sites and minor sites owned by Southern Health. Audits were performed at these sites by registered building surveyors to ensure compliance with essential safety measures maintenance regulations. Action plans to rectify defectsidentifiedduringtheauditsare currently in place. In accordance with regulatory requirements, service andmaintenancerecordsarekeptto enable completion of an annual

essential safety measures report for all properties owned by Southern Health.Thisisconfirmationthatall essential safety measures are operational at the required level of performance and the integrity of the firesafetyofthesefacilities.Recordsand reports are retained on the premises for inspection by relevant authorities.

Risk assessment Victorian Managed Insurance Authority (VMIA) conducts detailed SiteRiskAssessments(SRS)atMonash Medical Centre Clayton and Moorabbin, Kingston Centre, Dandenong Hospital, Cranbourne Integrated Care Centre and Chestnut Gardens.Risktreatmentoptionsgenerated from the SRS are monitoredthroughriskactionplansuntil they are completed.

Freedom of Information Act 1982 Summary of requests received under the Act between 1 July 2012 to 30 June 2013.

Number of requests 1570Access in full 1139Access in part 90Access denied in full 4Other (no documents found) 34 Application fee not paid 117(Cancelled application) 120Notyetfinalised 183

Exemptions cited – total 106Section: 25 A(1) 133(1) 8333(4) 135(1)(b) 2038 1

Fees and charges Application fees collected - $30,622.00

Application fees waived - $8,785.00

Copy charges collected - $34,307.10

Copy charges waived - $12,528.50

Initial decision makersVickyHammond,LegalCounsel;John Snowdon, Corporate Counsel; BrookeWhiteside,FOIOperationsManager; Maija Dimits, FOI Advisor.

Internal reviewersVickyHammond,LegalCounsel;John Snowdon, Corporate Counsel.

Merit and equity Merit and equity principles are encompassed in employment and diversity management activities throughout Monash Health.

National Competition PolicyMonash Health continued to comply withtheVictorianGovernment’sCompetitive Neutrality Policy. In addition,theVictorianGovernment’sNeutrality Pricing Principles for all relevant business activities have been applied by Monash Health since 1 July 1988.

Victorian Industry Participation PolicyMonash Health complies with the intent of the Victorian Industry Participation Policy Act 2003 which requires, wherever possible, local industry participation in supplies; takingintoconsiderationtheprincipleof value for money and transparent tendering processes.

Additional InformationIn compliance with the requirements of the Standing Directions of the Minister for Finance, details in respect of the items listed in Finance Regulation 22C have been retained by Monash Health and are available to the relevant Minister, members of Parliament and the public on request (subject to the freedom of information requirements, if applicable).

Statutory compliance


Ministerial DirectionsReport of Operations

Charter and purpose FRD 22C Manner of establishment and the relevant Minister

FRD 22C Objectives, functions, powers and duties

FRD 22C Nature and range of services provided

Management and structure FRD 22C Organisational structure

Financial and other information FRD 10 Disclosure index

FRD 11 Disclosure of ex-gratia payments

FRD 15B Executiveofficerdisclosures

FRD 21A Responsible person and executiveofficerdisclosures

FRD 22C Application and operation of Freedom of Information Act 1982

FRD 22C Compliance with building and maintenance provisions of Building Act 1993

FRD 22C Details of consultancies over $10,000

FRD 22C Details of consultancies under $10,000

FRD 22C Major changes or factors affecting performance

FRD 22C Occupational health and safety

FRD 22C Operational and budgetary objectives and performance against objectives

FRD 22CSignificantchangesinfinancial position during the year

FRD 22C Statement of availability of other information

FRD 22C Statement of National Competition Policy

FRD 22C Subsequent events

FRD 22CSummaryoffinancialresultsforthe year

FRD 22CWorkforceDataDisclosures including a statement on the application of employment and conduct principles

FRD 22C Environmental performance

FRD 25 Victorian Industry Participation Policy disclosures

SD 4.2(j) Sign-off requirements

SD 3.4.13 Attestation on Data Integrity

SD 4.5.5 Attestation on Compliance with Australian/New Zealand RiskManagementStandard

Financial Statements

Financial statements required under Part 7 of the FMA

SD 4.2(a) Statement of changes in equity

SD 4.2(b) Operating statement

SD 4.2(b) Balance sheet

SD4.2(b)Cashflowstatement

Other requirements under Standing Directions 4.2

SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements

SD4.2(c)Accountableofficer’sdeclaration

SD 4.2(c) Compliance with Ministerial Directions

Legislation

Victorian Industry Participation Policy Act 2003

Financial Management Act 1994

The Annual Report of Monash Health 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 Page

2-41

23

5 16

28

31

NA

123

122

30

30

39 39

41

22

34

41

30

30

124

39

22

1030

5

32

33

48

46 47

49

50

43 50

30

44


Disclosure IndexLegislation Page


Attestations

Part A: Strategic priorities for 2012-2013

Priority Action Deliverable OutcomeDeveloping a system that is responsive to people’sneeds

In partnership with other local providers apply existing service capability frameworkstomaximise the use of available resources across the catchment.

• Complete the South East Growth Corridor project, which is a partnership between Local Government Areas, Medicare Locals, Department of Health and Southern Health to map and plan for ambulatory and community care services.

• Completed.

• CompletetheDandenongAmbulatoryPrecinctwork,including consideration of haemodialysis facilities and provision in Dandenong region.

• Design well progressed and Tender for worksisdueforreleaseinJuly2013.Worksscheduled for completion in February 2014. Change management and transition planning underway.

• Redesign outpatient services across Monash Health and implement changes.

• Department of Health Access Policy released in June 2013. Outpatient Services Steering Committee established to oversee service redesign for compliance with this policy.

Improving every Victorian’shealthstatus and experiences

Use existing service capability frameworks,patientpathways and clinical guidelines to support better health outcomes.

• ContinuetheimplementationofMonashHealth’sServiceImprovementframework,toimprovepatientexperience, staff experience and reduce length of stay.

• Ongoingandontrack.

Expanding service, workforceandsystem capacity

Identify opportunities to addressworkforcegaps by optimising workforcecapabilityand capacity, and exploring alternative workforcemodels.

• Clearlyarticulateworkforceplanoutliningopportunitiesfor advanced practice roles and extended scope of practice.

• Completed.

• Educate clinical staff on how to access and use web based quality and safety data set.


• Progress the Monash Health Translation Precinct programofwork.

• Designwellprogressedanddueforfinalcompletion in August 2013. Tendering for Managing Contractor underway with EOI completeandunderreview.DemolitionworkswillcommenceinJuly2103andmainworksin January 2014.

• Developacalendar/planforworkforceengagementand / or opinion surveys.

• Completed.

• Review the diversity practices to support a culturally diverseworkforce.

• Completed.

• Improve our outcomes in injury management and ongoing quality assurance.

• Completed.

• Develop a volunteer recruitment strategy that targets young people.

• Completed.

• Build leadership capacity in managers who currently fall outside the qualifying criteria for existing leadership programs.

• Ontrack.

• Continue to progress the establishment of the Monash Partners Academic Health Science Centre.

• Completed.

Key financial and service performance

reporting Part AStatement of Priorities:


Priority Action Deliverable OutcomeIncreasing the system’sfinancialsustainability and productivity

Identify opportunities forefficiencyandbetter value service delivery.

• Achieve against the Monash Health Living Within Our Means Strategy; and implement the Activity Based Funding action plan to ensure readiness for the National Activity Based Funding program.

• Living Within Our Means Strategy target has been achieved.

• Readiness for Activity Based Funding is on track.

• Develop and support the Monash Health Foundation Advisory Board.

• Achieved.

• Ensure compliance and mitigation strategies to achieve budget.

• Achieved.

• Develop and implement an organisational strategy thatlinkstobudgetcontrolattheunitlevel–medical,nursing and allied health.

• Budgethasbeenbuiltwithlinksbetweenactivityandcost.Furtherrefinementwillbeachieved.

Examine and reduce variation in administrative overheads

• ByJune2013,undertakeaworkforcereviewandutilisebenchmarkinginformationtoidentifypotentialadministrativeandoperationalefficiencies.

• Monash Health has participated in the Ernst & Young sector review into opportunities for administrativeefficiencysavings.

• In addition, we commenced efforts to reduce administrative and support eft expense achieving an eft reduction (June 2012 compared against June 2013) of 12.95 eft.

Implementing continuous improvements and innovation

• Develop and implement improvement strategies that better support patientflowandthe quality and safety of hospital services.

• Develop and implement strategies that support service innovation and redesign.

• ContinuetheimplementationofMonashHealth’sServiceImprovementFramework,focusedonemergencyflow,electiveaccessandoutpatientservices. Priority to be given to achievement of the NEAT and continued improvement against the NEST.


• Continue to coordinate and further enhance patient safetywalkaroundprocess.


• Implement strategy to measure real time patient experienceandconfidence.

• Completed.

Increasing accountability and transparency

Increase transparency and accountability in reporting of accurate and relevant information about theorganisation’sperformance.

• Implement the new National Standards reporting requirementsacrossallofMonashHealth’sclinicalareas; and continue the development of SHARE, to provide real-time data on performance against operational targets.


• Prepare the organisation for accreditation against the national healthcare standards.


Improving utilisation of e-health and communications technology

Maximise the use of health ICT infrastructure.

• Deliver against the Monash Health IT Strategic Plan 2012-2015.


• Collaboration with Department of Health and Human Services to develop a guidance note for use by hospitals, aged care facilities and emergency services in planning for and conducting a relocation or evacuation.

• Completed.

• Continue to explore opportunities for Telehealth across Monash Health and with our partner agencies. Implementation of electronic clinical handover, audit, and discharge summary system.

• Established infrastructure to support Telehealth at Monash Medical Centre Clayton. Consultations underway in Mental Health Cranbourne.

• Clinical handover and Audit System implemented.

• DisseminatetheTalkingwithyourDoctorguideandDVD to the appropriate patient groups.

• Victorian Quality Council (VQC) evaluated this DVD in 2012. In light of this evaluation the Patient Centred Care (PCC) Committee recommended that this intervention is not proceeded with. As an alternative efforts have focussed on:1. PCC education for staff 2. Development of patient information standards3. Development and implementation of a welcomepackforpatients.

• Implement HARP changes / chronic disease self-management tool.

• Completed.


Keyfinancialandserviceperformancereporting

Part B: Performance prioritiesFinancial performanceOperating result Target 2012-2013

actualsAnnual Operating result ($m) 0.5 1.1

WIES activity performance Target 2012-2013 actuals

Percentage of WIES (public and private) performance to target (%) 100 100.7

Cash management Target 2012-2013 actuals

Creditors (days) < 60 days 28Debtors (days) < 60 days 57

Access performanceEmergency care Target 2012-2013

actualsCasey HospitalPercentage of ambulance transfers within 40 minutes (%) 90 74NEAT - Percentage of emergency presentations to physically leave the emergency department for admissions to hospital, be referred to another hospital for treatment, or be discharged within four hours (July - December 2012)

70 66

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

75 72

Number of patients with length of stay in the emergency department greater than 24 hours 0 2Percentage of Triage Category 1 emergency patients seen immediately (%) 100 100Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times (%) 80 72.2Dandenong HospitalPercentage of operating time on hospital bypass (%) 3 0.9Percentage of ambulance transfers within 40 minutes (%) 90 64NEAT - Percentage of emergency presentations to physically leave the emergency department for admissions to hospital, be referred to another hospital for treatment, or be discharged within four hours (July - December 2012)

70 53


75 58

Number of patients with length of stay in the emergency department greater than 24 hours 0 2Percentage of Triage Category 1 emergency patients seen immediately (%) 100 100Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times (%) 80 78Monash Medical Centre ClaytonPercentage of operating time on hospital bypass (%) 3 1.5Percentage of ambulance transfers within 40 minutes (%) 90 58.4NEAT - Percentage of emergency presentations to physically leave the emergency department for admissions to hospital, be referred to another hospital for treatment, or be discharged within four hours (July - December 2012)

70 61


75 65

Number of patients with length of stay in the emergency department greater than 24 hours 0 2Percentage of Triage Category 1 emergency patients seen immediately (%) 100 100Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times (%) 80 72.2

Part BStatement of Priorities:



Part B: Performance priorities (Continued)

Elective surgery Target 2012-2013 actuals

Percentage of Urgency Category 1 elective patients treated within 30 days (%) 100 100

NEST - Percentage of Urgency Category 2 elective surgery patients treated within 90 days (July-Decem-ber 2012) (%)

75 44

NEST - Percentage of Urgency Category 2 elective surgery patients treated within 90 days (January - June 2013) (%)

80 44

NEST - Percentage of Urgency Category 3 elective surgery patients treated within 365 days (July-December 2012) (%)

93 85

NEST - Percentage of Urgency Category 3 elective surgery patients treated within 365 days (January - June 2013) (%)

94.5 84

Number of patients on the elective surgery waiting list 9,850 9,524

Number of Hospital Initiated Postponements per 100 scheduled admissions 8.0 5

Service performanceElective surgery Target 2012-2013

actualsNumber of patients admitted from the elective surgery waiting list – quarter 1 5,084 5,265Number of patients admitted from the elective surgery waiting list – quarter 2 5,536 5,619Number of patients admitted from the elective surgery waiting list – quarter 3 5,100 5,030

Number of patients admitted from the elective surgery waiting list – quarter 4 6,130 6,072

Critical care Target 2012-2013 actuals

Number of days operating below agreed Monash Medical Centre ICU minimum operating capacity 0 26

Number of days operating below agreed Dandenong Hospital ICU minimum operating capacity 0 1Number of days operating below agreed Neonatal ICU minimum operating capacity 0 61

Quality and safety Target 2012-2013 actuals

Health service accreditation Achieved AchievedResidential aged care accreditation Achieved AchievedCleaning standards Achieved AchievedHospital acquired infection surveillance No outliers No OutliersHand Hygiene (rate) (%) 70 73SAB rate per occupied bed days 2/10,000 1/10,000Victorian Patient Satisfaction Monitor (OCI) 73 75.9Consumer Participation Indicator 75 78.5People Matter Survey Achieved Achieved

Maternity Target 2012-2013 actuals

Percentage of woman with prearranged Postnatal home care (%) 100 98.2

Mental health 2012-2013 target

2012-2013 actuals

28 day readmission rate (%) 14 14.5Post-discharge follow-up rate (%) 75 86.3Seclusion rate per occupied bed days <20/1,000 10/1,000



Part C: Activity and fundingFunding type 2012-2013

activity achievementAcute admittedWIES Public 123,688WIES Private 12,784Total PPWIES (Public and Private) 136,472WIES Renal 3,736WIES DVA 851WIES TAC 673WIES TOTAL 141,732

Subacute admittedCRAFT Public 829CRAFT Private 350Rehab L1 Public 585Rehab L2 Public 5,824Rehab L2 Private 748Rehab L2 DVA 497GEM Public 32,273GEM Private 5,553GEM DVA 1,577Palliative Care Public 5,678Palliative Care Private 212Palliative Care DVA 125

Subacute non-admittedTransition Care - Bed days 17,203Transition care - Home days 10,174

Aged CareAged Care Assessment Service 2,879Residential Aged Care 53,510

Mental Health and Drug ServicesMental Health Inpatient 63,070

Primary HealthCommunity Health / Primary Care Programs (hours) 185,686

Part CStatement of Priorities:



* Data presented in the Report of Operations is not final and is yet to be consolidated with the Victorian Admitted Episode Dataset (VAED) and Elective Surgery Information System (ESIS).

Financial indicators

2012-2013$’000

2011-2012$’000

2010-2011$’000

2009-2010$’000

2008-2009$’000

Total Revenue 1,341,700 1,344,046 1,268,565 1,144,842 1,052,668Total Expenses 1,344,438 1,318,318 1,267,748 1,173,541 1,056,921Net Result for the year (incl. capital and specificitems)

(2,738) 25,728 817 (28,698) (4,253)

Retained Surplus / (AccumulatedDeficit)

(72,469) (68,470) (94,362) (94,743) (67,698)

Total Assets 1,050,623 1,048,724 989,975 971,186 972,779Total Liabilities 397,416 392,779 359,758 341,786 314,514Net Assets 653,207 655,945 630,217 629,400 658,265Total Equity 653,207 655,945 630,217 629,400 658,265

Average collection days

2012-2013 2011-2012 2010-2011 2009-2010 2008-2009

Private 57 58 63 59 60Transport Accident Commission (TAC)

111 98 166 74 104

VictorianWorkcoverAuthority (VWA)

134 142 102 140 150

Nursing Home 29 31 29 26 30

Inpatient debtors ageing

< 30 Days$’000

31 - 60 Days$’000

61 - 90 Days$’000

> 90 Days$’000

2012-2013$’000

2011-2012$’000

2010-2011$’000

TAC - - - 74 74 - 260Private 4,235 486 111 583 5,415 4,172 10,040VWA 115 90 37 212 455 242 497Nursing Home 347 62 26 232 667 400 660Total 4,698 638 173 1,102 6,611 4,814 11,457

Consultants 2012-2013$’000

2011-2012$’000

2010-2011 $’000

2009-2010$’000

Consultants’cost 1,201,833 1,619,002 1,867,162 1,835,840 Total Number of Consultants

78 121 132 133

Summary of financial results


Consultants paid over $10,000

Purpose of consultancy

Start date

End date Total approved

project fee

$’000

Expenditure $’000

Future expenditure

$’000

Ernst & Young Internal Audit and projects

1/07/12 30/06/13 630 630 0

Philip Chun Pty Ltd ESM audit 1/07/12 30/06/13 69 69 0Procept Pty Ltd Clinical 1/06/13 30/06/13 60 60 0LB & RB Family Trust Clinical 1/03/13 30/04/13 39 39 0Deliberatepractive Pty Ltd Executive coaching 1/01/13 30/06/13 33 33 0Kronos Payroll system 1/07/12 30/06/13 29 29 0Care Training Australia Pty Ltd

Training/coaching 1/11/12 30/11/12 29 29 0

Resolutions Australia Pty Ltd

Employee assistance program

1/07/12 30/06/12 25 25 0

Jodie Lucas consulting Training/coaching 1/09/12 30/06/13 20 20 0Batman Discretionary Trust

Funding reviews 1/07/12 30/06/13 18 18 0

Quality Directions Australia Pty Ltd

Training/coaching 1/10/12 31/03/13 17 17 0

Service Industry Advisory Group

Human resources 1/07/12 30/05/13 17 17 0

Murdoch Children's Research Institute

Clinical 1/07/12 31/07/12 16 16 0

Deloitte Tax FBT advice and lodgement

1/07/12 31/07/12 12 12 0


Summaryoffinancialresults

The 2012-2013 financial year saw continued growth in demand for services across Monash Health.

The key financial performance measure monitored by Monash Health management and the Department of Health is the ‘Net Result Before Capital and Specific Items’ and in 2012-2013 Monash Health achieved a surplus result of $1.072 million compared with a deficit result of $2.883 million in 2011-2012.

We are pleased to report that we exceeded our Statement of Priorities budget target by $572,000.

Monash Health’s ‘Comprehensive Result’, which includes capital and specific items, was a deficit of $2.738 million in 2012–2013 compared to a surplus of $25.728 million in 2011-2012. Included in the 2011-2012 ‘Comprehensive Result’ was a capital grant of $51.0 million from the Commonwealth Government for the Monash Health Translation Precinct project.

Total revenue from operations for the 2012-2013 financial year was $1,267 million which is an increase of $34.159 million or 2.8 per cent compared with the previous year. In the same period, operating expenditure was $1,266 million which is an increase of $30,207 million or 2.4 per cent.

Monash Health’s cash as at 30 June 2013 was $0.640 million compared with $49.498 million as at 30 June 2012. The reason for the decline in cash holding was primarily attributable to the $47.8 million investment of cash in term deposits.

The $62.9 million net cash inflow from operating activities was offset by the capital expenditure program undertaken to meet the needs of Monash Health.

Basil IrelandExecutive Director Finance

Melbourne30 August 2013


Financial summary

Southern Health Annual Report 2011-201242

Fina

ncial

stat

emen

ts

and e

xplan

atory

notes

Southern Health Annual Report 2011-2012 43

Declaration

Auditor-General’s Report


Auditor-General’sReport


Note Parent Entity

Parent Entity

Consolidated Consolidated

2013 2012 2013 2012$'000 $'000 $'000 $'000

Revenue from Operating Activities 2 1,226,799 1,194,330 1,267,084 1,232,925 Employee Expenses 3 (925,872) (909,556) (944,145) (927,101) Non Salary Labour Costs 3 (14,226) (14,801) (15,252) (15,038) Supplies and Consumables 3 (180,242) (177,019) (182,023) (179,046) Other Expenses From Continuing Operations 3 (106,755) (96,663) (124,644) (114,624) Share of Net Result of Associates & Joint Ventures Accounted for using the Equity Method 11 52 - 52 -

Net Result Before Capital & Specific Items

(244) (3,709) 1,072 (2,883)

Capital Purpose Income 2 68,758 111,120 68,758 111,120 Specific Income 2e 5,806 - 5,806 - Depreciation and Amortisation 4 (62,546) (66,995) (62,627) (67,084) Specific Expenses 3c (2,201) (811) (2,201) (811) Finance Costs 5 (5,449) (5,619) (5,449) (5,619) Expenditure using Capital Purpose Income 3 (8,097) (8,995) (8,097) (8,995)

NET RESULT FOR THE YEAR (3,973) 24,992 (2,738) 25,728

COMPREHENSIVE RESULT FOR THE YEAR (3,973) 24,992 (2,738) 25,728

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

Monash Health (formerly Southern Health)Comprehensive Operating StatementFor the Year Ended 30 June 2013

Monash Health Annual Report 2012-2013 - Financial Statements and Explanatory Notes


Monash Health Annual Report 2012/2013

NoteParent Entity

Parent Entity Consolidated Consolidated

2013 2012 2013 2012$'000 $'000 $'000 $'000

Current AssetsCash and Cash Equivalents 6 5,161 54,932 5,161 54,933 Receivables 7 34,684 31,379 39,988 37,068 Inventories 8 17,391 22,586 17,391 22,586 Investments 9 47,800 - 47,800 - Other Assets 10 2,989 2,340 2,989 2,343 Total Current Assets 108,026 111,237 113,330 116,930

Non-Current AssetsReceivables 7 39,685 34,733 39,685 34,734 Investments Accounted for using the Equity Method 11 3,335 3,283 3,335 3,283 Property, Plant and Equipment 12 884,774 884,503 885,764 885,563 Intangible Assets 13 8,509 8,121 8,509 8,121 Other Assets 10 - 93 - 93 Total Non-Current Assets 936,303 930,733 937,293 931,794TOTAL ASSETS 1,044,329 1,041,970 1,050,623 1,048,724

Current LiabilitiesPayables 14 67,943 68,121 58,628 63,815 Borrowings 16 4,195 4,047 4,195 4,047 Provisions 17 203,516 194,268 206,450 194,453 Other Liabilities 18 5,254 5,434 5,254 5,434 Total Current Liabilities 280,907 271,870 274,527 267,749

Non-Current LiabilitiesInterest bearing liabilities 16 82,112 85,090 82,112 85,090 Provisions 17 40,213 39,940 40,777 39,940 Total Non-Current Liabilities 122,324 125,030 122,889 125,030TOTAL LIABILITIES 403,232 396,900 397,416 392,779NET ASSETS 641,097 645,070 653,207 655,945

EQUITYProperty, Plant and Equipment Revaluation Surplus 19a 319,318 319,318 319,487 319,487 Restricted Specific Purpose Surplus 19a 4,294 3,033 4,294 3,033 Contributed Capital 19b 401,893 401,893 401,895 401,895 Accumulated Deficits 19c (84,408) (79,174) (72,469) (68,470) TOTAL EQUITY 641,097 645,070 653,207 655,945

Commitments 22

Contingent Assets and Contingent Liabilities 23

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

Balance SheetAs at 30 June 2013

Monash Health (formerly Southern Health)



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)Monash Health Annual Report 2012-2013 - Financial Statements and Explanatory Notes


Monash Health Annual Report 2012/2013

Note Parent Entity

Parent Entity

Consolidated Consolidated

2013 2012 2013 2012$'000 $'000 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIESOperating Grants from Government 1,059,002 1,050,715 1,059,002 1,050,455 Patient and Resident Fees Received 37,263 21,252 37,263 21,252 Private Practice Fees Received 81,438 62,195 121,720 100,887 Donations and Bequests Received 2,312 2,390 2,312 2,390 GST Received from ATO 27,147 28,240 27,147 28,240 Recoupment from private practice for use of hospital facilities 11,028 23,315 11,028 23,315 Interest Received 4,442 2,350 4,442 2,350 Interest Paid - Car Park Loan (1,216) (1,246) (1,216) (1,246) Other Receipts 21,393 56,512 21,782 55,795 Employee Expenses Paid (920,968) (901,760) (941,963) (919,641) Payments for Supplies and Consumables (204,883) (206,310) (223,872) (225,849) Other Payments (107,712) (126,219) (108,388) (126,497) Cash Generated from Operations 9,246 11,434 9,257 11,451

Capital Grants from Government 53,673 88,661 53,673 88,661

NET CASH INFLOW FROM OPERATING ACTIVITIES 20 62,919 100,095 62,930 100,112

CASH FLOWS FROM INVESTING ACTIVITIESPayments for investments (47,800) - (47,800) - Purchase of Property, Plant and Equipment (63,641) (52,533) (63,652) (52,550) Proceeds from Sale of Property, Plant and Equipment 135 307 135 307 NET CASH OUTFLOW FROM INVESTING ACTIVITIES (111,306) (52,226) (111,317) (52,243)

CASH FLOWS FROM FINANCING ACTIVITIESRepayment of Car Park Loan (i) (471) (442) (471) (442) NET CASH OUTFLOW FROM FINANCING ACTIVITIES (471) (442) (471) (442) NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS HELD (48,858) 47,427 (48,858) 47,427 CASH AND CASH EQUIVALENTS AT BEGINNING OF YEAR 49,498 2,071 49,498 2,071 CASH AND CASH EQUIVALENTS AT END OF YEAR 6 640 49,498 640 49,498

This Statement should be read in conjunction with the accompanying notes

Cash Flow Statement For the Year Ended 30 June 2013

Monash Health (formerly Southern Health)

(i) In 2012 an adjustment of $1,246,000 was made to seperately disclose interest paid relating to Car Parking Loan to ensure consistency with current year disclosure.



Note 1: Summary of Significant Accounting Policies These annual financial statements represent the audited general purpose financial statements for Monash Health for the period ending 30 June 2013. The purpose of the report is to provide users with information about the stewardship of resources entrusted to Monash Health.

(a) Statement of compliance

These financial statements are a general purpose financial report which have been prepared in accordance with the Financial Management Act 1994 and applicable Australian Accounting Standards (AASs) which include interpretations issued by the Australian Accounting Standards Board (AASB). They are presented in a manner consistent with the requirements of AASB 101 Presentation of Financial Statements.

The financial statements also comply with relevant Financial Reporting Directions (FRDs) issued by the Department of Treasury and Finance, and relevant Standing Directions (SDs) authorised by the Minister for Finance.

Monash Health 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 Monash Health on 30 August 2013.

(b) Basis of accounting preparation and measurement

Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2013, and the comparative information presented in these financial statements for the year ended 30 June 2012. The going concern basis was used to prepare the financial statements. These financial statements are presented in Australian dollars, the functional and presentation currency of Monash Health. The financial statements, except for cash flow information, have been prepared using the accrual basis of accounting. Under the accrual basis, items are recognised as assets, liabilities, equity, income or expenses when they satisfy the definitions and recognition criteria for those items, that is they are recognised in the reporting period to which they relate, regardless of when cash is received or paid. The financial statements are prepared in accordance with the historical cost convention, except for:



• Non-current physical assets, which subsequent to acquisition, are measured at a revalued amount being their fair value at the date of the revaluation less any subsequent accumulated depreciation and subsequent losses. Revaluations are made and are re-assessed with sufficient regularity to ensure that the carrying amounts do not materially differ from their fair values;

• The fair value of assets other than land is generally based on their depreciated replacement value

Historical cost is based on the fair values of the consideration given in exchange for assets. 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 judgments derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision, and future periods if the revision affects both current and future periods. Judgements 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(k));

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

• Actuarial assumptions for the employee benefit provisions based on the likely tenure of existing staff, patterns of leave claims, future salary movements and future discount rates (refer Note 1(l)).

(c) Reporting Entity

The financial statements include all the controlled activities of Monash Health (formerly Southern Health).

Its principal address is:

246 Clayton Road Clayton Victoria 3168

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



(d) Principles of Consolidation

In accordance with AASB 127 Consolidated and Separate Financial Statements, the consolidated financial statements of Monash Health incorporates the assets and liabilities of all entities controlled by Monash Health as at 30 June 2013, and their income and expenses for that part of the reporting period in which control existed. Control exists when Monash Health has the power to govern the financial and operating policies of an entity so as to obtain benefit from its activities. In assessing control, potential voting rights that presently are exercisable are taken into account. The consolidated financial statements include the audited financial statements of Kitaya Holdings Pty Ltd. Consistent accounting policies have been adopted by all entities. In the process of preparing consolidated financial statements for Monash Health all material transactions and balances between consolidated entities are eliminated.

Intersegment Transactions

Transactions between segments within Monash Health have been eliminated to reflect the extent of Monash Health’s operations as a group. Associates Investments in associates are accounted for in accordance with the policy outlined in Note 1(j) Financial Assets.

(e) Scope and presentation of financial statements

Fund Accounting

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

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

Activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the Department of Health and includes Residential Aged Care Services (RACS) and are also funded from other sources such as the Commonwealth, patients and residents, while Services Supported by Hospital and Community Initiatives (H&CI) are funded by Monash Health's own activities or local initiatives and/or the Commonwealth.

Comprehensive operating statement

The Comprehensive Operating Statement includes the subtotal entitled ‘Net Result Before Capital and Specific Items’ to enhance the understanding of the financial performance of Monash Health. 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 and Specific Items’ is used by the management of Monash Health, the



Department of Health and the Victorian Government to measure the ongoing performance of Health Services.

Capital and specific items, which are excluded from this sub-total, comprise:

• Capital purpose income, which comprises all tied grants, donations and bequests received for the purpose of acquiring non-current assets, such as capital works, plant and equipment or intangible assets. It also includes donations of plant and equipment (refer Note 1 (f)). Consequently the recognition of revenue as capital purpose income is based on the intention of the provider of the revenue at the time the revenue is provided.

• Specific income/expense, comprises the following items, where material: o Redundancy payments o Specified State Grants

• Impairment of financial and non-financial assets, includes all impairment losses

(and reversal of previous impairment losses), which have been recognised in accordance with Note 1 (j)

• Depreciation and amortisation, as described in Note 1 (g)

• Assets provided or received free of charge (refer to Note 1 (f))

• Expenditure using capital purpose income, comprises expenditure which either falls below the asset capitalisation threshold or doesn’t meet asset recognition criteria and therefore does not result in the recognition of an asset in the balance sheet, where funding for that expenditure is from capital purpose income.

Balance sheet

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

Statement of changes in equity

The statement of changes in equity presents reconciliations of each non-owner and owner equity opening balance at the beginning of the reporting period to the closing balance at the end of the reporting period. It also shows separately changes due to amounts recognised in the comprehensive result and amounts recognised in other comprehensive income.

Cash flow statement

Cash flows are classified according to whether or not they arise from operating activities, investing activities, or financing activities. This classification is consistent with requirements under AASB 107 Statement of Cash Flows. For the cash flow statement presentation purposes, cash and cash equivalents includes bank overdrafts, which are included as current borrowings in the balance sheet.



Rounding

All amounts shown in the financial statements are expressed to the nearest $1,000 unless otherwise stated. Minor discrepancies in tables between totals and sum of components are due to rounding.

Comparative Information

Where necessary the previous year’s figures have been reclassified to facilitate comparisons.

(f) Income from transactions Income is recognised in accordance with AASB 118 Revenue and is recognised as to the extent that it is probable that the economic benefits will flow to Monash Health and the income can be reliably measured. Unearned income at reporting date is reported as income received in advance.

Amounts disclosed as revenue are where applicable, net of returns, allowances and duties and taxes.

Government Grants and other transfers of income (other than contributions by owners)

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

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

Indirect Contributions from the Department of Health

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

Patient and Resident Fees

Patient fees represents revenue earned from the provision of patient services by Monash Health. Patient fees are recognised as revenue at the time invoices are raised.

Private Practice Fees

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

Revenue from commercial activities

Revenue from commercial activities such as commercial laboratory medicine is recognised at the time invoices are raised.

Donations and Other Bequests

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



Dividend Revenue

Dividend revenue is recognised when the right to receive payment is established.

Interest Revenue

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

Sale of investments

The gain/loss on the sale of investments is recognised when the investment is realised.

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

Resources received free of charge or for nominal consideration are recognised at their fair value when the transferee obtains control over them, irrespective of whether restrictions or conditions are imposed over the use of the contributions, unless received from another Health Service or agency as a consequence of a restructuring of administrative arrangements. In the latter case, such transfer will be recognised at carrying value. Contributions in the form of services are only recognised when a fair value can be reliably determined and the service would have been purchased if not received as a donation.

Other income

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

(g) Expense Recognition

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

Cost of Goods Sold

Costs of goods sold are recognised when the sale of an item occurs by transferring the cost or value of the item/s from inventories.

Employee expenses

Employee expenses include:

• Wages and salaries;

• Accrued days off;

• Annual leave;

• Sick leave;

• Long service leave; and

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

Defined contribution plans In relation to defined contribution (i.e. accumulation) superannuation plans, the associated expense is simply the employer contributions that are paid or payable in



respect of employees who are members of these plans during the reporting period. Contributions to defined contribution superannuation plans are expensed when incurred.

Defined benefit superannuation plans

The amount charged to the comprehensive operating statement in respect of defined benefit superannuation plans represents the contributions made by Monash Health to the superannuation plans in respect of the services of current Monash Health staff during the reporting period. Superannuation contributions are made to the plans based on the relevant rules of each plan, and is based upon actuarial advice.

Employees of Monash Health are entitled to receive superannuation benefits and Monash Health contributes to both the defined benefit and defined contribution plans. The defined benefit plans provide benefits based on years of service and final average salary.

Depreciation

All infrastructure assets, buildings, plant and equipment and other non-financial physical assets that have finite useful lives are depreciated. Depreciation begins when the asset is available for use, which is when it is in the location and condition necessary for it to be capable of operating in a manner intended by management.

Depreciation is generally calculated on a straight line basis, at a rate that allocates the asset value, less any estimated residual value over its estimated useful life. Estimates of the remaining useful lives and depreciation method for all assets are reviewed at least annually, and adjustments made where appropriate. This depreciation charge is not funded by the Department of Health. Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided on depreciable assets so as to allocate their cost or valuation over their estimated useful lives.

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

2013 2012 Buildings - Structure Shell Building Fabric 40 to 70 years 40 to 70 years - Site Engineering Services and Central Plant 22 to 30 years 22 to 30 years Central Plant - Fit Out 22 to 30 years 22 to 30 years - Trunk Reticulated Building Systems 22 to 30 years 22 to 30 years Plant and Equipment 3 to 10 years 3 to 10 years Medical Equipment 3 to 10 years 3 to 10 years Computers and Communication 3 years 3 years Furniture and Fitting Up to 10 years Up to 10 years Motor Vehicles 4 years 4 years Intangible Assets (with finite useful lives) 5 years 5 years Leased Buildings 45 years 45 years Leased Medical Equipment 3 to 10 years 3 to 10 years 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 separated into components and each component assessed for its useful life which is represented above.

Amortisation

Amortisation is allocated to intangible assets with finite useful lives on a systematic (typically straight-line) basis over the asset’s useful life. Amortisation begins when the asset is available for use, that is, when it is in the location and condition necessary for it to be capable of operating in the manner intended by management. The consumption of intangible assets with finite useful lives is classified as amortisation.

The amortisation period and the amortisation method for an intangible asset with a finite useful life are reviewed at least at the end of each annual reporting period. In addition, an assessment is made at each reporting date to determine whether there are indicators that the intangible asset concerned is impaired. If so, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount.

Intangible assets with indefinite useful lives are not amortised, but are tested for impairment annually or whenever there is an indication that the asset may be impaired. The useful lives of intangible assets that are not being amortised are reviewed each period to determine whether events and circumstances continue to support an indefinite useful life assessment for that asset. In addition, Monash Health tests all intangible assets with indefinite useful lives for impairment by comparing the recoverable amount for each asset with its carrying amount:

• annually; and • whenever there is an indication that the intangible asset may be impaired.

Any excess of the carrying amount over the recoverable amount is recognised as an impairment loss.

Finance Costs

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

Finance costs include: • interest on bank overdrafts and short-term and long-term borrowings (interest

expense is recognised in the period in which it is incurred); • amortisation of discounts or premiums relating to borrowings; • amortisation of ancillary costs incurred in connection with the arrangement of

borrowings; and • finance charges in respect of finance leases recognised in accordance with AASB

117 Leases.

Grants and other transfers

Grants and other transfers to third parties (other than contribution to owners) are recognised as an expense in the reporting period in which they are paid or payable. They include transactions such as: grants, subsidies and personal benefit payments made in cash to individuals. Other operating expenses



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

Supplies and consumables Supplies and services costs which are recognised as an expense in the reporting period in which they are incurred. The carrying amounts of any inventories held for distribution are expensed when distributed. Bad and doubtful debts Refer to Note 1 (j) Impairment of financial assets.

(h) Other comprehensive income Other comprehensive income measures the change in volume or value of assets or liabilities that do not result from transactions. Net gain/(loss) on non-financial assets Net gain/(loss) on non-financial assets and liabilities includes realised and unrealised gains and losses as follows:

Revaluation gains/(losses) of non-financial physical assets Refer to Note 1(k) Revaluations of non-financial physical assets. Disposal of non-financial assets Any gain or loss on the disposal of non-financial assets is recognised at the date of disposal and is determined after deducting from the proceeds the carrying value of the asset at that time.

Net gain/(loss) on financial instruments Net gain/(loss) on financial instruments includes:

o realised and unrealised gains and losses from revaluations of financial instruments at fair value;

o impairment and reversal of impairment for financial instruments at amortised cost (refer to Note 1 (j)); and

o disposals of financial assets and derecognition of financial liabilities

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

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 income Other gains/(losses) include:

o the revaluation of the present value of the long service leave liability due to changes in the bond interest rates; and



o transfer of amounts from the reserves to accumulated surplus or net result due to disposal or derecognition or reclassification.

(i) Financial instruments Financial instruments arise out of contractual arrangements 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 Monash Health’s activities, certain financial assets and financial liabilities arise under stature 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 has been made between those financial assets and liabilities that meet the definition of financial instruments in accordance with AASB 132 and those that do not.

The following refers to financial instruments unless otherwise stated:

Categories of non-derivative financial instruments

Financial assets and liabilities at fair value through profit or loss

Financial assets are categorised at fair value through profit or loss at trade date if they are classified as held for trading or designated as such upon initial recognition. Financial instrument assets are designated at fair value through profit or loss on the basis that the financial assets form part of a group of financial assets that are managed by the entity concerned based on their fair values, and have their performance evaluated in accordance with documented risk management and investment strategies.

Financial instruments at fair value through profit or loss are initially measured at fair value and attributable transaction costs are expensed as incurred. Subsequently, any changes in fair value are recognised in the net result as other comprehensive income.

Loans and receivables

Loans and receivables are financial instrument assets with fixed and determinable payments that are not quoted in an active market. These assets are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initial measurement any loans and receivables are measured at amortised cost using the effective interest rate method, less any impairment.

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

The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial assets, or where appropriate, a shorter period.

Financial liabilities at amortised cost

Financial instrument liabilities are initially recognised on the date they are originated. They are initially measured at fair value plus any directly attributable transaction costs.



Subsequent to initial recognition, these financial instruments are measured at amortised cost with any difference between the initial recognised amount and the redemption value being recognised in profit and loss over the period of the interest-bearing liability, using the effective interest rate method.

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

(j) Financial assets

Cash and Cash Equivalents

Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity of three months or less, which are held for the purpose of meeting short term cash commitments rather than for investment purposes, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes in value.

Receivables

Receivables consist of:

• Statutory receivables, which includes predominantly amounts owing from the Victorian Government and Goods and Services Tax (“GST”) input tax credits recoverable; and

• Contractual receivables, which includes mainly debtors in relation to goods and services, loans to third parties, accrued investment income, and finance lease receivables.

Trade debtors are carried at nominal amounts due and are due for settlement within 30 days from the date of recognition. Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectible are written off. A provision for doubtful debts is recognised when there is objective evidence that the debts may not be collected and bad debts are written off when identified.

Receivables that are contractual are classified as financial instruments and classified as loans and receivables. Statutory receivables are recognised and measured similarly to contractual receivables (except for impairment), but are not classified as financial instruments because they do not arise from a contract.

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

Investments and Other Financial Assets

Investments are recognised and derecognised on trade date where purchase or sale of an investment is under a contract whose terms require delivery of the investment within the timeframe established by the market concerned, and are initially measured at fair value, net of transaction costs.

Investments are classified in the following categories:

• Financial assets at fair value through profit or loss;



• Loans and receivables; and

Monash Health classifies its other financial assets between current and non-current assets based on the purpose for which the assets were acquired. Management determines the classification of its other financial assets at initial recognition.

Monash Health assesses at each balance sheet date whether a financial asset or group of financial assets is impaired.

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

Investments accounted for using the equity method

Associates are those entities over which Monash Health exercises significant influence, but not control.

Investments in associates are accounted for using the equity method of accounting. Under the equity method for accounting, Monash Health’s share of the post-acquisition profits or losses of associates is recognised in the net result and its share of post-acquisition changes in revaluation surpluses and any other reserves, are recognised in both the comprehensive operating statement and the statement of changes in equity. The cumulative post acquisition movements are adjusted against the cost of the investment.

Joint ventures are contractual arrangements between Monash Health and one or more other parties to undertake an economic activity that is subject to joint control. Joint control only exists when the strategic financial and operating decisions relating to the activity require the unanimous consent of the parties sharing control (the venturers).

Interests in jointly controlled entities are accounted for in the financial statements using the equity method, as applied to investments in associates.

Details of these investments are set out in note 11.

Derecognition of financial assets

A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognised when:

• the rights to receive cash flows from the asset have expired; or • Monash Health 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

• Monash Health has transferred its rights to receive cash flows from the asset and either: (a) has transferred substantially all the risks and rewards of the asset; or (b) has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset.

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

Impairment of Financial Assets



At the end of each reporting period Monash Health assesses whether there is objective evidence that a financial asset or group of financial assets is impaired. All financial instrument assets, except those measured at fair value through profit or loss, are subject to annual reviews for impairment.

Receivables are assessed for bad and doubtful debts on a regular basis. Bad debts considered as written off and allowances for doubtful receivables are expensed and classified as “impairment of financial assets” in the net result.

The amount of the allowance is the difference between the financial asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate.

Where the fair value of an investment in an equity instrument at balance date has reduced by 20 percent 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 asset is treated as impaired.

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

Net Gain/(Loss) on Financial Instruments

Net gain/(loss) on financial instruments includes: • realised and unrealised gains and losses from revaluations of financial instruments

that are designated at fair value through profit or loss; • impairment and reversal of impairment for financial instruments at amortised cost;

and • disposals of financial assets and derecognition of financial liabilities.

Revaluations of Financial Instruments at Fair Value

The revaluation gain/(loss) on financial instruments at fair value excludes dividends or interest earned on financial assets.

(k) Non-Financial Assets

Inventories

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

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

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



obsolescence occurs when an item no longer functions the way it did when it was first acquired.

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

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. When an asset is acquired for no or nominal cost, the cost is its fair value at the date of acquisition.

The initial costs for non-physical assets under finance lease (refer Note 1(m)) is measured at amounts equal to the fair value of the leased asset or, if lower, the present value of minimum lease payments, each determined at the inception of the lease.

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

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

Plant, Equipment and Vehicles are recognised initially at cost and subsequently measured at fair value less accumulated depreciation and impairment. Depreciated historical cost is generally a reasonable proxy for fair value because of the short lives of the assets concerned.

Cultural, Collections, Heritage Assets and Other Non-Current Physical Assets that the State intends to preserve because of their unique historical, cultural or environmental attributes are measured at the cost of replacing the asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

Restrictive nature of cultural and heritage assets, Crown land and infrastructure assets During the reporting period, Monash Health may hold cultural assets, heritage assets, Crown land and infrastructure assets. Such assets are deemed worthy of preservation because of the social rather than financial benefits they provide to the community. The nature of these assets means that there are certain limitations and restrictions imposed on their use and/or disposal. Leasehold improvements The cost of a leasehold improvement is capitalised as an asset and depreciated over the shorter of the remaining term of the lease or the estimated useful life of the improvements.



Revaluations of Non-current Physical Assets

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

Revaluation increments are recognised in ‘other comprehensive income’ and are credited directly to the asset revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that same class of asset previously recognised as an expense in net result, the increment is recognised as income in the net result.

Revaluation decrements are recognised in ‘other comprehensive income’ as expenses in the net result, except that, to the extent that a credit balance exists in the asset revaluation surplus in respect of the same class of assets, they are debited directly to the asset revaluation surplus.

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

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

In accordance with FRD 103D, Monash Health’s non-current physical assets were assessed at balance sheet date to determine whether revaluation of the non-current physical assets was required.

Intangible Assets

Intangible assets represent identifiable non-monetary assets without physical substance such as computer software.

Intangible assets are initially recognised at cost. Subsequently, intangible assets with finite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefits will flow to Monash Health. Expenditure on research activities is recognised as an expense in the period on which it is incurred.

An internally-generated intangible asset arising from development (or from the development phase of an internal project) is recognised if, and only if, all of the following are demonstrated:

a. the technical feasibility of completing the intangible asset so that it will be available for use or sale;

b. an intention to complete the intangible asset and use or sell it;

c. the ability to use or sell the intangible asset;



d. the intangible asset will generate probable future economic benefits;

e. the availability of adequate technical, financial and other resources to complete the development and to use or sell the intangible asset; and

f. the ability to measure reliably the expenditure attributable to the intangible asset during its development.

Other non-financial assets

Prepayments Other non-financial assets include prepayments which represent payments in advance of receipt of goods or services or that part of expenditure made in one accounting period covering a term extending beyond that period.

Disposal of Non-Financial Assets

Any gain or loss on the sale of non-financial assets is recognised in the comprehensive operating statement at the date of disposal (refer Note 1(h)).

Impairment of Non-Financial Assets

Apart from intangible assets with indefinite useful lives, all other non-financial assets are tested annually for impairment (as described below) and whenever there is an indication of impairment, except for:

• inventories; and • assets arising from construction contracts.

If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their possible recoverable amount. Where an asset’s carrying value exceeds its recoverable amount, the difference is written-off as an expense except to the extent that the write-down can be debited to an asset revaluation surplus amount applicable to that same class of asset.

If there is an indication that there has been a 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.

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.



(l) Liabilities

Payables

These amounts consist predominantly of liabilities for goods and services.

Payables are initially recognised at fair value, and then subsequently carried at amortised cost and represent liabilities for goods and services provided to Monash Health prior to the end of the financial year that are unpaid, and arise when Monash Health becomes obliged to make future payments in respect of the purchase of these goods and services.

The normal credit terms are usually Nett 30 - 35 days.

Statutory payables represent liabilities for such items as GST and Fringe Benefits Tax payable. Statutory payables are recognised and measured similarly to contractual payables but are not classified as financial instruments and not included in the category of financial liabilities at amortised cost because they do not arise from a contract.

Borrowings

All borrowings are initially recognised at fair value of the consideration received, less directly attributable transaction costs (refer also to note 1(m) leases) the measurement basis subsequent to initial recognition depends on, whether Monash Health has categorised its borrowings as either, financial liabilities designated at fair value through profit or loss, or financial liabilities at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net result over the period of the borrowing using the effective interest method.

Provisions

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

The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows, using a discount rate that reflects the time value of money and risks specific to the provision.

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

Employee Benefits

These provisions arise for benefits accruing to employees in respect of wages and salaries, annual leave and long services leave rendered to the reporting date.

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

Liabilities for wages and salaries, including non-monetary benefits, annual leave accumulating sick leave and accrued days off which are expected to be settled within



12 months of the reporting date are recognised in the provision for employee benefits in respect of employee’s services up to the reporting date, and are classified as current liabilities and measured at their nominal values.

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.

Long Service Leave The liability for long service leave (LSL) is recognised in the provision for employee 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 Monash Health 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 Monash Health does not expect to settle within 12 months; and

• nominal value – component that Monash Health expects to settle within 12 months.

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.

On-Costs

Employee benefit on-costs, such as payroll tax, workers compensation and superannuation are recognised together with provisions for employee benefits.

Superannuation liabilities

Monash Health does not recognise any unfunded defined benefit liability in respect of the superannuation plans because Monash Health 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 statements.

Termination Benefits

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.



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

Derecognition of financial liabilities

A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expires.

When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a de-recognition of the original liability and the recognition of a new liability. The difference in the respective carrying amounts is recognised as an expense in the estimated consolidated comprehensive operating statement.

(m) Leases A lease is a right to use an asset for an agreed period of time in exchange for payment. Leases are classified at their inception as either operating or finance leases based on the economic substance of the agreement so as to reflect the risks and rewards incidental to ownership.

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.

Finance Leases

Finance leases are recognised as assets and liabilities at amounts equal to the fair value of the lease property or, if lower, the present value of the minimum lease payment, each determined at the inception of the lease. The lease asset is depreciated over the shorter of the estimated useful life of the asset or the term of the lease. Minimum lease payments are apportioned between reduction of the outstanding lease liability, and the periodic finance expense which is calculated using the interest rate implicit in the lease, and charged directly to the comprehensive operating statement. Contingent rentals associated with finance leases are recognised as an expense in the period in which they are incurred.

Operating Leases

When the entity is a lessor, rental income from operating lease is recognised on a straight-line basis over the term of the relevant lease.

When the entity is a lessee, operating lease payments, including any contingent rentals, are recognised as an expense in the comprehensive operating statement on a straight line basis over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset. The leased asset is not recognised in the Balance Sheet.



Lease Incentives

All incentives for the agreement of a new or renewed operating lease are recognised as an integral part of the net consideration agreed for the use of the leased asset, irrespective of the incentive’s nature of form or the timing of the payments.

In the event that lease incentives are received by the lessee to enter into operating leases, such incentives are recognised as a liability. The aggregate benefits of incentives are recognised as a reduction of rental expense on a straight line basis, except where another systematic basis is more representative of the time pattern in which economic benefits from the leased asset is diminished.

Leasehold Improvements

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.

(n) Equity

Contributed Capital

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

Property, Plant & Equipment Revaluation Surplus

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

Specific Restricted Purpose Surplus

A specific restricted purpose surplus is established where Monash Health has possession or title to the funds but has no discretion to amend or vary the restriction and/or condition underlying the funds received.

(o) Commitments Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are disclosed by way of a note (refer to note 21) at their nominal value and are inclusive of the goods and services tax (“GST”) payable. In addition, where it is considered appropriate and provides additional relevant information to users, the net present values of significant individual projects are stated. These future expenditures cease to be disclosed as commitments once the related liabilities are recognised on the balance sheet.

(p) Contingent assets and contingent liabilities Contingent assets and contingent liabilities are not recognised in the balance sheet, but are disclosed by way of note and, if quantifiable, are measured at nominal value.



Contingent assets and contingent liabilities are presented inclusive of GST receivable or payable respectively.

(q) Service concession arrangements

Monash Health sometimes enters into certain arrangements with private sector participants to design and construct or upgrade assets used to provide public services. These arrangements are typically complex and usually include the provision of operational and maintenance services for a specified period of time. These arrangements are often referred to as either public private partnerships or service concession arrangements (SCAs). These SCAs usually take one of two main forms. In the more common form, Monash Health pays the operator over the period of the arrangement, subject to specified performance criteria being met. At the date of commitment to the principal provisions of the arrangement, these estimated periodic payments are allocated between a component related to the design and construction or upgrading of the asset and components related to the ongoing operation and maintenance of the asset. The former component is accounted for as a lease payment in accordance with the lease policy (see Note 1(m)). The remaining components are accounted for as commitments (see Note 1(o)) for operating costs which are expensed in the comprehensive operating statement as they are incurred.

(r) Goods and Services Tax (GST) Income, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the balance sheet.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the taxation authority, are presented as an operating cash flow. Commitments for expenditure and contingent assets and liabilities are presented on a gross basis.

(s) Events after the reporting period

Assets, liabilities, income or expenses arise from past transactions or other past events. Where the transactions result from an agreement between Monash Health and other parties, the transactions are only recognised when the agreement is irrevocable at or before the end of the reporting period. 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.

(t) Foreign currency

All foreign currency transactions during the financial year are brought to account using the exchange rate in effect at the date of the transaction.



(u) New Accounting Standards and Interpretations Certain new Australian accounting standards and interpretations have been published that are not mandatory for the 30 June 2013 reporting period. DTF assess the impact of all the new standards and interpretations and advises Monash Health of their applicability and early adoption where applicable. As at 30 June 2013, the following standards and interpretations had been issued but were not mandatory for the reporting period ending 30 June 2013. Monash Health has not and does not intend to adopt these standards early. Standard/Interpretation Summary Applicable

for annual reporting periods beginning on

Impact on public sector entity financial statements

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).

1 Jan 2015 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.

AASB 10 Consolidated Financial Statements

This Standard forms the basis for determining which entities should be consolidated into an entity’s financial statements. AASB 10 defines ‘control’ as requiring exposure or rights to variable returns and the ability to affect those returns through power over an investee, which may broaden the concept of control for public sector entities. The AASB has issued an exposure draft ED 238 Consolidated Financial Statements – Australian Implementation Guidance for Not-‐for-‐Profit Entities that explains and illustrates how the principles in the Standard apply from the perspective of not-‐for-‐profit entities in the private and public sectors.

1 Jan 2014 Not-‐for-‐profit entities are not permitted to apply this Standard prior to the mandatory application date. Subject to AASB’s final deliberations on ED 238 and any modifications made to AASB 10 for not-‐for-‐profit entities, the entity will need to re-‐assess the nature of its relationships with other entities, including those that are currently not consolidated.

AASB 11 Joint Arrangements

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

1 Jan 2014 Not-‐for-‐profit entities are not permitted to apply this Standard prior to the mandatory application date. Subject to AASB’s final deliberations and any



Standard/Interpretation Summary Applicable for annual reporting periods beginning on


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.

modifications made to AASB 11 for not-‐for-‐profit entities, the entity will need to assess the nature of arrangements with other entities in determining whether a joint arrangement exists in light of AASB 11.

AASB 12 Disclosure of Interests in Other Entities

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 ‘strucutured entity’ from a not-‐for-‐profit perspective.

1 Jan 2014 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 Measurement

This Standard outlines the requirements for measuring the fair value of assets and liabilities and replaces the existing fair value definition and guidance in other Australian accounting standards. AASB 13 includes a ‘fair value hierarchy’ which ranks the valuation technique inputs into three levels using unadjusted quoted prices in active markets for identical assets or liabilities; other observable inputs; and unobservable inputs.

1 Jan 2013 Disclosure for fair value measurements using unobservable inputs are relatively detailed compared to disclosure for fair value measurements using observable inputs. Consequently, the Standard may increase the disclosures required assets measured using depreciated replacement cost.

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

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



Standard/Interpretation Summary Applicable for annual reporting periods beginning on


and losses (classified as ‘Other economic flows – other movements in equity’) reported on the comprehensive operating statement.

Victorian public sector entities that report superannuation defined benefit plans.

AASB 127 Separate Financial Statements

This revised Standard prescribes the accounting and disclosure requirements for investments in subsidiaries, joint ventures and associates when an entity prepares separate financial statements.

1 Jan 2014 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 127 in a not-‐for-‐profit context. As such, the impact will be assessed after the AASB’s deliberation.

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.

1 Jan 2014 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.

AASB 1053 Application of Tiers of Australian Accounting Standards

This Standard establishes a differential financial reporting framework consisting of two tiers of reporting requirements for preparing general purpose financial statements.

1 July 2013 The Victorian Government is currently considering the impacts of Reduced Disclosure Requirements (RDRs) for certain public sector entities, and has not decided if RDRs will be implemented in the Victorian public sector.



(v) Category Groups Monash Health has used the following category groups for reporting purposes for the current and previous financial years. Admitted Patient Services (Admitted Patients) comprises all recurrent health revenue/expenditure on admitted patient services, where services are delivered in public hospitals, or free standing day hospital facilities, or alcohol and drug treatment units or hospitals specialising in dental services, hearing and ophthalmic aids. Mental Health Services (Mental Health) comprises all recurrent health revenue/expenditure on specialised mental health services (child and adolescent, general and adult, community and forensic) managed or funded by the state or territory health administrations, and includes: Admitted patient services (including forensic mental health), outpatient services, emergency department services (where it is possible to separate emergency department mental health services), community-based services, residential and ambulatory services. 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. Emergency Department Services (EDS) comprises all recurrent health revenue/expenditure on emergency department services that are available free of charge to public patients. Aged Care comprises revenue/expenditure from Home and Community Care (HACC) programs, Allied Health, Aged Care Assessment and support services. Primary Health comprises revenue/expenditure for Community Health Services including health promotion and counselling, physiotherapy, speech therapy, podiatry and occupational therapy. Off Campus, Ambulatory Services (Ambulatory) comprises all recurrent health revenue/expenditure on public hospital type services including palliative care facilities and rehabilitation facilities, as well as services provided under the following agreements: Services that are provided or received by hospitals (or area health services) but are delivered/received outside a hospital campus, services which have moved from a hospital to a community setting since June 1998, services which fall within the agreed scope of inclusions under the new system, which have been delivered within hospitals i.e. in rural/remote areas. Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as psychogeriatric residential services, comprises those Commonwealth-licensed residential aged care services in receipt of supplementary





funding from the Department of Health 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). Other Services excluded from Australian Health Care Agreement (AHCA) (Other) comprises revenue/expenditure for services not separately classified above, including: Public health services including Laboratory testing, Blood Borne Viruses / Sexually Transmitted Infections clinical services, Kooris liaison officers, immunisation and screening services, Drugs services including drug withdrawal, counselling and the needle and syringe program, Dental Health services including general and specialist dental care, school dental services and clinical education, Disability services including aids and equipment and flexible support packages to people with a disability, Community Care programs including sexual assault support, early parenting services, parenting assessment and skills development, and various support services. Health and Community Initiatives also falls in this category group.



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mak

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lf of

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se a

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Monash HealthNotes To and Forming Part of the Financial Statements

30 June 2013

Note 2b: Patient and Resident Fees

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Patient and Resident Fees Recurrent:Acute – Inpatients 25,750 22,360 25,750 22,360 – Outpatients 1,463 1,220 1,463 1,220 – Other 2,119 1,851 2,119 1,851 Residential Aged Care – Generic 309 316 309 316 – Mental Health 4,249 4,708 4,249 4,708 Mental Health 2,168 2,124 2,168 2,124 Other 1,208 1,108 1,208 1,108 Total Recurrent 37,263 33,688 37,263 33,688

Non-HSA Patient Fees Kitaya Holdings Pty Ltd - - 40,282 38,596 Total Non-HSA Patient Fees - - 40,282 38,596




30 June 2013

Parent Entity Parent Entity Consolidated Consolidated2013 2012 2013 2012$'000 $'000 $'000 $'000

Proceeds from Disposals of Non-Current AssetsPlant and Equipment - 3 - 3 Medical Equipment 24 1 24 1 Computers and Communication - 1 - 1 Motor Vehicles 111 302 111 302 Total Proceeds from Disposal of Non-Current Assets 135 307 135 307

Less: Written Down Value of Non-Current Assets SoldPlant and Equipment 22 158 22 158 Medical Equipment 252 37 252 37 Computers and Communication 1 - 1 - Motor Vehicles 161 424 161 424 Total Written Down Value of Non-Current Assets Disposed 436 619 436 619

Net gain/(loss) on Disposal of Non-Financial Assets (301) (312) (301) (312)

Note 2c: Net Gain/(Loss) on Disposal of Non-Financial Assets




30 June 2013

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

During the reporting period, the fair value of assets received free of charge, was as follows:

Land and buildings - 9,600 - 9,600 TOTAL - 9,600 - 9,600

Note 2d: Assets Received Free of Charge or For Nominal Consideration




30 June 2013

Note 2e: Specific Income

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Specific Income

Grant for departure payments 1,565 - 1,565 -Specified State Grant 4,241 - 4,241 -TOTAL 5,806 - 5,806 -



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Mon

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Not

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th

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nan

cial

Sta

tem

ents

30 J

une

2013

Not

e 3

a: A

nal

ysis

of

Expe

nse

s by

Sou

rce

(bas

ed o

n t

he

con

solid

ated

vie

w)

Tota

l2

01

22

01

22

01

22

01

22

01

22

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'00

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ervi

ces

Su

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d b

y H

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Ag

reem

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Empl

oyee

Exp

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s53

6,46

6

29,5

69

60,9

64

65,5

40

90,3

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22

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10,2

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17

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485

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N

on S

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y La

bour

Cos

ts7,

516

1,

632

1,60

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24

2

19

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14,5

99

Su

pplie

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110,

284

9,

971

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11

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10

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2,16

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219

1,78

1

7,

498

16

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Oth

er E

xpen

ses

from

Con

tinui

ng O

pera

tions

58,8

42

8,

945

6,17

6

6,

708

12,5

11

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490

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5,53

8

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176

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from

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up

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ted

by

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71

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by

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Com

mu

nit

y In

itia

tive

sEm

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ee B

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its-

-

-

-

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93,0

45

93

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Non

Sal

ary

Labo

ur C

osts

-

-

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43

9

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Supp

lies

and

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15

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Oth

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-

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D

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Amor

tisat

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(ref

er n

ote

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429

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7

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67

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Spec

ific

Expe

nses

(re

fer

note

3c)

-

-

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81

1

81

1

Fina

nce

Cos

ts (

refe

r no

te 5

)-

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iati

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21

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77

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Ser

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up

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Cap

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Pu

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Exp

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s-

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5

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To

tal E

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ses

from

Ser

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s S

up

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ted

by

Cap

ital

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Inco

me

-

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8

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l Exp

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s 7

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58

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6

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Men

tal

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tal

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ed C

are

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atie

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tsED

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mb

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tory




30 June 2013


Private Practice and Other Patient Activities 11,632 10,538 11,632 10,538Laboratory Medicine 2,988 2,744 2,988 2,744Diagnostic Imaging 10,584 9,525 10,584 9,525Property Expenses (5) (9) (5) (9)

Other - Bequests & Donations 83 99 83 99 - Breastscreen service 3,488 3,458 3,488 3,458 - Cardiology 5,592 4,525 5,592 4,525 - DHS Special Projects (4) (13) (4) (13) - Mobility Impaired Services 1 8 1 8 - Special Purpose Medical 10,246 9,497 10,246 9,497

Other ActivitiesFundraising and Community Support 2,777 1,527 2,777 1,527Research and Scholarship 2,794 3,181 2,794 3,181Other 7,129 7,167 7,129 7,167

TOTAL 57,306 52,247 57,306 52,247

Note 3b: Analysis of Expenses by Internal and Restricted Specific Purpose Funds for Services Supported by Hospital and Community Initiatives




30 June 2013

Note 3c: Specific Expenses

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Specific ExpensesDeparture payments 2,201 811 2,201 811 Total Specific Expenses 2,201 811 2,201 811




30 June 2013

Note 4: Depreciation and Amortisation


DepreciationBuildings 38,424 41,851 38,426 41,851Plant and Equipment 1,890 2,038 1,896 2,044Medical Equipment 10,077 9,779 10,122 9,830Computers and Communication 2,480 3,137 2,480 3,137Furniture and Fittings 138 137 137 139Motor Vehicles 349 579 349 579Leased Building 4,959 4,973 4,989 5,003Leased Plant and Equipment 26 26 26 26Leased Medical Equipment 1,096 1,135 1,096 1,135Leased Furniture and Fittings 1 1 1 1Total Depreciation 59,441 63,656 59,522 63,745

AmortisationSoftware 3,105 3,339 3,105 3,339Total Amortisation 3,105 3,339 3,105 3,339

Total Depreciation and Amortisation 62,546 66,995 62,627 67,084




30 June 2013

Note 5: Finance Costs

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Finance Charges on Finance Leases 4,233 4,373 4,233 4,373 Interest on Treasury Corporation of Victoria Car Park Loan 1,216 1,246 1,216 1,246 Total Finance Costs 5,449 5,619 5,449 5,619




30 June 2013

Note 6: Cash and Cash Equivalents

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Cash on Hand 75 76 76 76 Cash at Bank 5,086 54,856 5,086 54,857 Total Cash and Cash Equivalents 5,161 54,932 5,161 54,933

Represented by:Cash for Health Service Operations (as per Cash Flow Statement) 640 49,498 640 49,498

Cash for Monies Held in Trust (refer to Note 18) - Cash at Bank 4,521 5,434 4,521 5,434 Total Cash and Cash Equivalents 5,161 54,932 5,161 54,933

For the purposes of the cash flow statement, cash assets includes cash on hand and in banks, and short-term deposits which are readily convertible to cash on hand, and are subject to an insignificant risk of change in value, net of outstanding bank overdrafts.




30 June 2013Note 7: Receivables

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

CURRENTContractual

Inter Hospital Debtors 690 895 690 895 Trade Debtors 4,210 5,197 4,210 5,197 Patient Fees 17,873 15,288 22,719 20,497 Accrued Revenue - Other 11,222 8,642 11,689 9,139 Less Allowance for Doubtful Debts

Trade Debtors (105) (173) (105) (173) Patient Fees (2,131) (1,197) (2,143) (1,211)

31,759 28,652 37,060 34,344Statutory

GST Receivable 2,925 2,727 2,928 2,724 2,925 2,727 2,928 2,724

TOTAL CURRENT RECEIVABLES 34,684 31,379 39,988 37,068

NON CURRENTStatutory

Long Service Leave - Department of Health 39,685 34,733 39,685 34,734

TOTAL NON-CURRENT RECEIVABLES 39,685 34,733 39,685 34,734TOTAL RECEIVABLES 74,369 66,112 79,673 71,802

(a) Movement in the Allowance for doubtful debtsBalance at beginning of year 1,370 897 1,384 910 Amounts written off during the year (2,519) (1,228) (2,519) (1,228) Increase/(decrease) in allowance recognised in net result (1,087) 1,701 (1,113) 1,702 Balance at end of year (2,236) 1,370 (2,248) 1,384

(b) Ageing analysis of receivablesPlease refer to note 21(b) for the ageing analysis of contractual receivables

(c) Nature and extent of risk arising from receivablesPlease refer to note 21(b) for the nature and extent of credit risk arising from contractual receivables




30 June 2013

Note 8: Inventories

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Pharmaceuticals At cost 6,172 6,304 6,172 6,304 Medical and Surgical At cost 9,745 14,561 9,745 14,561 General Stores At Cost 493 616 493 616 Pathology At Cost 972 1,096 972 1,096 Gift Shop At Cost 9 9 9 9 TOTAL INVENTORIES 17,391 22,586 17,391 22,586



Mon

ash

Hea

lth

Not

es T

o an

d F

orm

ing

Par

t of

th

e Fi

nan

cial

Sta

tem

ents

30 J

une

2013

Not

e 9

: In

vest

men

ts a

nd

oth

er F

inan

cial

Ass

ets

20

13

20

12

20

13

20

12

20

13

20

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$'0

00

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00

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00

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00

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00

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00

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ENT

Term

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osit

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t. D

olla

r Te

rm D

epos

its

> 3

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ths

47,8

00

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00

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00

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l Cu

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t47

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00

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ein

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nal

ysis

of

inve

stm

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d o

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sset

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ref

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te 2

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for

the

age

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of in

vest

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ts a

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s

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Nat

ure

an

d e

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k ar

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inve

stm

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an

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fin

anci

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ref

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o no

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for

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and

exte

nt o

f cr

edit r

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from

inve

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ents

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er fin

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s

* Bal

ance

rel

ates

to

fund

ing

from

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Com

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wea

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Dep

artm

ent

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and

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Mon

ash

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Tran

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Prec

inct

de

velo

pmen

t.

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ital

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nd

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ent

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tyC

onso

lidat

ed




30 June 2013

Note 10: Other Assets

Parent Entity


2013 2012 2013 2012CURRENT $'000 $'000 $'000 $'000Prepayments 2,989 2,340 2,989 2,343 TOTAL CURRENT OTHER ASSETS 2,989 2,340 2,989 2,343

NON-CURRENTInvestment in Evivar Medical Pty Ltd - 93 - 93 TOTAL NON-CURRENT OTHER ASSETS - 93 - 93 TOTAL OTHER ASSETS 2,989 2,433 2,989 2,436



Mo

nas

h H

ealt

hN

ote

s T

o a

nd

Fo

rmin

g P

art

of

the

Fin

anci

al S

tate

men

ts30

Jun

e 20

13

Not

e 1

1:

Inve

stm

ents

Acc

oun

ted

for

Usi

ng

th

e Eq

uit

y M

eth

od

Par

ent

En

tity

Par

ent

En

tity

Co

nso

lid

ated

Co

nso

lid

ated

20

13

20

12

20

13

20

12

$'0

00

$'0

00

$'0

00

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00

Inve

stm

ent

in A

ssoc

iate

s 3,

335

3,28

3

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L IN

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D F

OR

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ING

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QU

ITY

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D3

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3

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3

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35

3

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3

20

13

20

12

20

13

20

12

Nam

e o

f E

nti

ty%

%$

'00

0$

'00

0M

onas

h H

ealth

Res

earc

h Pr

ecin

ct P

ty L

tdAus

tral

ia20

.33

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335

3,28

3

The

prin

cipa

l act

ivity

of th

e en

tity

is p

rope

rty

inve

stm

ent.

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Ow

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lish

ed F

air

Val

ue




30 June 2013

2013 2012$'000 $'000

Summarised Share of Financial Information of Associates:

Current Assets 834 781Non-Current Assets 3,478 3,546Total Assets 4,311 4,327

Current Liabilities 84 94Non-Current Liabilities 930 950Total Liabilities 1,013 1,044Net Assets 3,298 3,283

Total Income 316 437Net Result 52 -

Share of Associates’ Result After Income Tax 52 -

Dividends received from Associates - -

Dividends Received from Associates

Contingent Liabilities and Capital Commitments

During the year, Monash Health received dividends of $0 (2012: $0) from its associates.

There are no contingent liabilities or capital commitments arising from associates.

Note 11: Investments Accounted for Using the Equity Method (Continued)




30 June 2013

Note 12: Property, Plant and Equipment


LandLand at Valuation 128,228 130,187 128,440 130,398Total Land 128,228 130,187 128,440 130,398

Work in ProgressBuildings Under Construction 103,575 62,154 103,575 62,154Software 4,994 3,862 4,994 3,862Total Work in Progress 108,569 66,016 108,569 66,016

BuildingsBuilding at Cost 176,359 173,397 176,359 173,397

Less Accumulated Depreciation (12,498) (8,037) (12,501) (8,037)Buildings at Fair Value 488,172 484,481 488,172 484,481

Less Accumulated Depreciation (168,054) (134,093) (168,054) (134,093)Total Buildings 483,979 515,748 483,976 515,748

Plant and EquipmentPlant and Equipment at Fair Value 28,106 26,625 28,209 26,729

Less Accumulated Depreciation (17,084) (15,609) (17,153) (15,674)Total Plant and Equipment 11,022 11,016 11,056 11,055

Medical EquipmentMedical Equipment at Fair Value 133,352 126,623 134,151 127,411

Less Accumulated Depreciation (76,506) (69,199) (77,082) (69,731)Total Medical Equipment 56,846 57,424 57,069 57,680

Computers and CommunicationComputers and Communication at Fair Value 27,011 27,260 27,076 27,325

Less Accumulated Depreciation (24,524) (23,454) (24,588) (23,520)Total Computers and Communication 2,487 3,806 2,488 3,805

Furniture and FittingsFurniture and Fittings at Fair Value 2,207 2,058 2,239 2,091

Less Accumulated Depreciation (1,484) (1,354) (1,513) (1,382)Total Furniture and Fittings 723 704 726 709

Motor VehiclesMotor Vehicles at Fair Value 8,219 8,573 8,219 8,573

Less Accumulated Depreciation (7,941) (7,935) (7,941) (7,935)Total Motor Vehicles 278 638 278 638

Cultural Assets Cultural Assets at Fair Value 2,793 2,797 2,793 2,797Total Cultural Assets 2,793 2,797 2,793 2,797

Leased AssetsBuilding Leased at Fair Value 116,342 108,663 116,342 108,663

Less Accumulated Amortisation (27,690) (14,892) (27,690) (14,892)88,652 93,771 88,652 93,771

Building Leasehold Improvements - - 893 893Less Accumulated Amortisation - - (373) (343)

- - 520 550

Plant and Equipment at Fair Value 298 310 298 310Less Accumulated Amortisation (271) (257) (271) (257)

27 53 27 53

Medical Equipment at Fair Value 10,927 11,309 10,927 11,309Less Accumulated Amortisation (9,759) (8,969) (9,759) (8,969)

1,168 2,340 1,168 2,340

Computers and Communications at Fair Value 736 841 736 841Less Accumulated Amortisation (736) (841) (736) (841)

- - - -

Furniture and Fittings at Fair Value 14 14 14 14Less Accumulated Amortisation (12) (11) (12) (11)

2 3 2 3Total Leased Assets 89,849 96,167 90,369 96,717

TOTAL PROPERTY, PLANT and EQUIPMENT 884,774 884,503 885,764 885,563

During the year 30 June 2005, Casey Hospital commenced operation. Construction and fit out of Casey Hospitalwas funded as a Public Private Partnership under a Project Agreement between the State of Victoria and Progress Health Pty Ltd. Southern Health is responsible for operating Casey Hospital and has recognised theleased asset and associated interest bearing liabilities (Note 16). The State of Victoria is obligated to fundquarterly service payments due to the Project Agreement for the life of that agreement, a period of up to 25 years.



Mon

ash

Hea

lth

Not

es T

o an

d F

orm

ing

Par

t of

th

e Fi

nan

cial

Sta

tem

ents

30 J

une

2013

Not

e 1

2:

Pro

per

ty,

pla

nt

and

eq

uip

men

t (c

onti

nu

ed)

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ance

at

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0

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38

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3,4

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7,7

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Add

ition

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189

157

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posa

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)

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)

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atio

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ortis

atio

n (n

ote

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(41,

851)

(2

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)

(9,8

30)

(3,1

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(139

)

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)

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italis

atio

n of

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20

12

13

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98

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15

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8

11

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5

7,6

80

3,8

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7

09

63

8

2

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96

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7

6

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3

Add

ition

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2,42

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914

9,66

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1,

165

159

38

-

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44,8

23

60,1

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Dis

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(152

)

(1)

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)

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)

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)

(1

37)

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)

-

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)

-

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30 June 2013

Note 13: Intangible Assets

Parent Entity


2013 2012 2013 2012$'000 $'000 $'000 $'000

Software 22,826 19,333 22,826 19,333Less Accumulated Amortisation (14,317) (11,212) (14,317) (11,212)

Total Intangible Assets 8,509 8,121 8,509 8,121

Parent Entity Consolidated$'000 $'000

Balance at 1 July 2011 11,450 11,450 Additions 10 10Amortisation (note 4) (3,339) (3,339)Balance at 1 July 2012 8,121 8,121 Additions 3,493 3,493Amortisation (note 4) (3,105) (3,105)Balance at 30 June 2013 8,509 8,509

Reconciliation of the carrying amounts of intangible assets at the beginning and end of the previous and current financial year:




30 June 2013

Note 14: Payables


CURRENTContractualTrade Creditors (i) 22,012 28,767 22,015 28,784Accrued Expenses 14,204 14,832 13,339 14,744Payment Doctors 74 63 74 63Superannuation accrual 14,431 5,758 14,538 5,758Inter-entity Loan to Kitaya Holdings Pty Ltd 9,671 4,250 - -Prepaid Revenue - Department of Health 2,071 12,019 2,071 12,019Other 5,480 2,432 6,591 2,447TOTAL PAYABLES 67,943 68,121 58,628 63,815

(a) Maturity analysis of payablesPlease refer to Note 21(c) for the ageing analysis of contractual payables

(b) Nature and extent of risk arising from payablesPlease refer to note 21(c) for the nature and extent of risks arising from contractual payables

(i) The average credit period is 30 - 35 days. No interest is charged on trade payables for the first 30 days from the date of the invoice.



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30 June 2013Note 16: Borrowings


CURRENTAustralian Dollar Borrowings– Finance Lease Liability (i) 2,507 2,359 2,507 2,359 – Treasury Corporation of Victoria Car Park Loan (ii) 1,688 1,688 1,688 1,688 Total Australian Dollars Borrowings 4,195 4,047 4,195 4,047

Total Current 4,195 4,047 4,195 4,047

NON-CURRENTAustralian Dollar Borrowings– Finance Lease Liability (i) 65,527 68,034 65,527 68,034 – Treasury Corporation of Victoria Car Park Loan (ii) 16,585 17,056 16,585 17,056 Total Australian Dollars Borrowings 82,112 85,090 82,112 85,090

Total Non-Current 82,112 85,090 82,112 85,090

Total Borrowings 86,307 89,137 86,307 89,137

(a) Maturity analysis of borrowingsPlease refer to note 21(c) for the ageing analysis of borrowings.

(b) Nature and extent of risk arising from borrowings

(c) Defaults and breachesDuring the current and prior year, there were no defaults and breaches of any of the borrowings.

Please refer to note 21(c) and (d) for the nature and extent of risks arising from borrowings.

(i) During the year ended 30 June 2005, Casey Hospital commenced operation. Construction and fit out of Casey Hospital was funded as Public Private Partnership under a Project Agreement between the State of Victoria and Progress Health Pty Ltd. Monash Health is responsible for operating Casey Hospital and has recognised the leased asset (Note 16) and associated interest bearing liabilities. The State of Victoria is obligated to fund quarterly service payments due under the Project Agreement for the life of that agreement, a period of up to 25 years.

(ii) During the year ended 30 June 2010, Monash Health entered into a loan agreement with the Treasury Corporation of Victoria to fund $19.6m improvements required to the car park at the Clayton site. The loan is repayable over 22 years with repayments being made quarterly.




30 June 2013

Note 16: Borrowings (continued)

(a) Finance lease liabilities

Casey Hospital Public Private Partnership lease

2013 2012 2013 2012$'000 $'000 $'000 $'000

Commissioned PPP related finance lease liabilities payable (ii)

Not longer than one year 2,507 2,359 2,483 2,332Longer than one year but not longer than five years 11,704 11,012 10,756 10,443Longer than five years 53,823 57,022 34,245 37,041Present value of minimum lease payments 68,034 70,393 47,484 49,816

Included in the financial statements as:Current borrowings lease liabilities (Note 16) 2,507 2,359Non-current borrowing lease liablities (Note 16) 65,527 68,034

68,034 70,393

The weighted average interest rate implicit in leases is 6.11% (2012 - 6.11%)

Minimum future lease payments (i)

Present value of minimum future lease payments

(i) Minimum future lease payments include the aggregate of all base payments and any guaranteed residual(ii) Other finance lease liabilities include obligations that are recognised on the balance sheet; the future payments related to operating and lease commitments are disclosed in Note 22




30 June 2013

Note 17: Provisions


Current ProvisionsEmployee Benefits (i)

- Unconditional and expected to be settled within 12 months (ii) 93,902 92,781 95,422 92,965- Unconditional and expected to be settled after 12 months (iii) 84,930 77,867 86,343 77,867

178,832 170,648 181,765 170,832Provisions relating to Employee Benefit On-Costs

- Unconditional and expected to be settled within 12 months (ii) 9,483 9,666 9,484 9,667- Unconditional and expected to be settled after 12 months (iii) 15,201 13,954 15,201 13,954

24,684 23,620 24,685 23,621Total Current Provisions 203,516 194,268 206,450 194,453

-Non-Current ProvisionsEmployee Benefits (i) 34,060 33,829 34,625 33,829Provisions related to Employee Benefit On-Costs 6,153 6,111 6,153 6,111Total Non-Current Provisions 40,213 39,940 40,777 39,940

Total Provisions 243,729 234,208 247,227 234,393

(a) Employee Benefits and Related On-Costs

Current Employee Benefits and related on-costsUnconditional Long Service Leave Entitlement 106,758 97,744 108,256 97,744Annual Leave Entitlements 67,126 65,938 68,201 65,938Accrued Wages and Salaries 26,319 27,263 26,680 27,447Accrued Days Off 3,313 3,323 3,313 3,323

Non-Current Employee Benefits and related on-costs

Conditional Long Service Leave Entitlements (iii) 40,213 39,940 40,777 39,941Total Employee Benefits and Related On-Costs 243,729 234,208 247,227 234,393

Notes:

(ii) The amounts disclosed are nominal amounts(iii) The amounts disclosed are discounted to present values

(b) Movements in provisionsMovement in Long Service Leave:Balance at start of year 137,684 120,239 137,684 120,239 Provision made during the year 22,121 28,994 24,184 28,994Settlement made during the year (12,835) (11,549) (12,835) (11,549)Balance at end of year 146,970 137,684 149,033 137,684

(i) Provisions for employee benefits consist of amounts for annual leave and long service leave accrued by employees, not including on-costs.




30 June 2013Note 18: Other Liabilities


CURRENTMonies Held in Trust* - Patient Monies Held in Trust* 280 336 280 336 - Accommodation Bonds (Refundable Entrance Fees)* 4,974 5,098 4,974 5,098 Total Other Liabilities 5,254 5,434 5,254 5,434

* Total Monies Held in TrustRepresented by the following assets:Cash Assets (refer to Note 6) 4,521 5,434 4,521 5,434 Property, Plant and Equipment 733 - 733 - TOTAL 5,254 5,434 5,254 5,434




30 June 2013Note 19: Equity


(a) Surpluses

Property, Plant and Equipment Revaluation Surplus 1

Balance at the beginning of the reporting period 319,318 319,318 319,487 319,487 Balance at the end of the reporting period* 319,318 319,318 319,487 319,487

* Represented by: - Land 66,462 66,462 66,631 66,632 - Buildings 252,092 252,092 252,092 252,092 - Cultural Assets 447 447 447 447 - Motor Vehicles 317 317 316 316

319,318 319,318 319,487 319,487

(1) The property, plant and equipment revaluation surplus arises on the revaluation of property, plant and equipment.




30 June 2013Note 19: Equity (continued)


Restricted Specific Purpose SurplusBalance at the beginning of the reporting period 3,033 3,197 3,033 3,197Transfer to/(from) accumulated funds 1,261 (164) 1,261 (164)Balance at the end of the reporting period 4,294 3,033 4,294 3,033

Total Surpluses 323,612 322,351 323,781 322,520

(b) Contributed CapitalBalance at the beginning of the reporting period 401,893 401,893 401,895 401,895Balance at the end of the reporting period 401,893 401,893 401,895 401,895

(c) Accumulated Surpluses/(Deficits)Balance at the beginning of the reporting period (79,174) (104,329) (68,470) (94,362)Net Result for the Year (3,973) 24,991 (2,738) 25,728Transfer (to)/from Restricted Specific Purpose Reserve (1,261) 164 (1,261) 164Balance at the end of the reporting period (84,408) (79,174) (72,469) (68,470)

Total Equity at end of financial year 641,097 645,070 653,207 655,945




30 June 2013


Net Result for the Year (3,973) 24,991 (2,738) 25,728

Depreciation and Amortisation 62,546 66,995 62,627 67,084 Provision for Doubtful Debts 866 473 866 473 Net Loss from Sale of Plant and Equipment 301 312 301 312 Net Movement in Finance Leases (2,211) (2,220) (2,211) (2,220) Assets received free of charge - (9,600) - (9,600) Change in Operating Assets and Liabilities (Increase) in Receivables (8,257) (14,164) (7,871) (14,496) (Increase) in Prepayments (649) (701) (646) (701) Increase in Payables and Other Liabilities (3,557) 4,242 (5,427) 3,580 Increase in Provisions 12,658 31,914 12,834 32,099 (Increase) in Inventories 5,195 (2,147) 5,195 (2,147) NET CASH INFLOW FROM OPERATING ACTIVITIES 62,919 100,095 62,930 100,112

Note 20: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow) from Operating Activities




30 June 2013Note 21: Financial Instruments

(a) Financial risk management objectives and policies

Monash Health's principal financial instruments comprise of: - Cash Assets - Receivables (excluding statutory receivables) - Payables (excluding statutory payables) - Finance Lease payables - Accommodation Bonds

Categorisation of financial instruments

Carrying Amount Carrying Amount

Consolidated Consolidated2013 2012$'000 $'000

Financial AssetsCash and cash equivalents 5,161 54,933 Investments - Term Deposit (refer to Note 9) 47,800 - Loans and Receivables 37,060 34,344 Total Financial Assets (i) 90,021 89,277

Financial LiabilitiesPayables 58,628 63,815 Borrowings 86,306 89,137 Accommodation Bonds 4,974 5,098 Other Liabilities 280 336 Total Financial Liabilities 150,188 158,386

Net holding gain/(loss) on financial instruments by category

Net holding gain/(loss)

Net holding gain/(loss)

2013 2012$'000 $'000

Financial AssetsCash and Cash Equivalents (i) 2,285 2,350 Investments - Term Deposit (i) 2,478 - Loans and Receivables (i) (2,434) (1,069) Total Financial Assets 2,329 1,281

Financial LiabilitiesPayables (ii) (129) 251 Interest Bearing Liabilities (ii) (4,233) (4,373) Accommodation Bonds (ii) 76 77 Total Financial Liabilities (4,286) (4,045)

Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, with respect to each class of financial asset, financial liability and equity instrument are disclosed in note 1 to the financial statements.

The main purpose in holding financial instruments is to prudentially manage Monash Health's financial risks within the government policy parameters.

(i) The total amount of financial assets disclosed here excludes statutory receivables (i.e. GST input tax credit recoverable)

(i) For cash and cash equivalents, loans or receivables, the net gain or loss is calculated by taking the movement in the fair value of the asset, interest revenue, plus or minus foreign exchange gains or losses arising from revaluation of the financial assets, and minus any impairment recognised in the net result.

(ii) For financial liabilities measured at amortised cost, the net gain or loss is calculated by taking the interest expense, plus or minus foreign exchange gains or losses arising from the revaluation of financial liabilities measured at amortised cost.

Monash Health's main financial risks include credit risk, liquidity risk and interest rate risk. Monash Health manages these risks in accordance with its financial management policy.




30 June 2013

Note 21: Financial Instruments (continued)(b) Credit risk

Credit quality of contractual financial assets that are neither past due nor impaired

Consolidated Consolidated Consolidated Consolidated2013 $'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 5,086 76 - 5,161Investments - Term Deposit 47,800 - - 47,800Receivables (i) - 606 36,454 37,060

Total Financial Assets 52,886 682 36,454 90,021

2012Financial AssetsCash and Cash Equivalents 54,857 76 - 54,933Investments - Term Deposit - - - -Receivables (i) - 594 33,750 34,344

Total Financial Assets 54,857 670 33,750 89,277

Ageing analysis of Financial Assets as at 30 June

Less than 1 Month

1-3 Months 3 months - 1 Year

1-5 Years

Consolidated2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial AssetsCash and Cash Equivalents 5,161 5,161 - - - - -Investments - Term Deposit 47,800 47,800 - - - - -Receivables (i) 37,060 26,909 4,974 1,600 2,682 895 -

Total Financial Assets 90,021 79,870 4,974 1,600 2,682 895 -

2012Financial AssetsCash and Cash Equivalents 54,933 54,933 - - - - -Investments - Term Deposit - - - - - - -Receivables (i) 34,344 28,203 1,321 1,127 3,230 463 -

Total Financial Assets 89,277 83,136 1,321 1,127 3,230 463 -

(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 Monash Health does not hold any collateral as security nor credit enhancements relating to any of its financial assets.

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.

(i) The total amounts disclosed here exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable).

Carrying Amount

Not Past Due and Not

Impaired

Past Due But Not Impaired Impaired Financial Assets

Financial institutions(AA- credit

rating)

Government agencies

(AAA credit rating)

Other Total

Credit risk arises from the contractual financial assets of Monash Health, which comprise cash and deposits and non-statutory receivables. Monash Health’s exposure to credit risk arises from the potential default of a counter party on their contractual obligations resulting in financial loss to Monash Health. Credit risk is measured at fair value and is monitored on a regular basis.Credit risk associated with the Monash Health’s contractual financial assets is minimal because the main debtor is the Victorian Government. For debtors other than the Government, it is Monash Health’s policy to only deal with entities with a satisfactory credit rating and to obtain sufficient collateral or credit enhancements, where appropriate.

In addition, Monash Health 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, Monash Health’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 Monash Health will not be able to collect a receivable. Objective evidence includes financial difficulties of the debtor, default payments, debts which are more than 60 days overdue, and changes in debtor credit ratings.

Except as otherwise detailed in the following table, the carrying amount of contractual financial assets recorded in the financial statements, net of any allowances for losses, represents Monash Health’s maximum exposure to credit risk without taking account of the value of any collateral obtained.




30 June 2013

Note 21: Financial Instruments (continued)

(c) Liquidity risk

Carrying Amount

Contractual Cash Flows

Less than 1 Month

1-3Months

3 months - 1 Year

1-5 Years Over 5 Years

Consolidated Consolidated2013 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial LiabilitiesPayables 58,628 58,628 47,327 10,446 855 - -Borrowings 86,307 86,307 612 1,044 2,539 23,543 58,569Other Financial Liabilities (i) - Accommodation Bonds 4,974 4,974 - 52 162 2,162 2,596 - Other 280 280 280 - - - -

Total Financial Liabilities 150,189 150,189 48,219 11,542 3,556 25,705 61,165

2012Financial LiabilitiesPayables 63,815 63,815 47,030 16,677 108 - -Borrowings 89,137 89,137 576 1,007 2,463 22,651 62,440Other Financial Liabilities (i) - Accommodation Bonds 5,098 5,098 - 53 166 2,215 2,661 - Other 336 336 336 - - - -

Total Financial Liabilities 158,386 158,386 47,942 17,737 2,737 24,866 65,101

(i) Ageing analysis of financial liabilities excludes the types of statutory financial liabilities (i.e GST payable)

Liquidity risk is the risk that Monash Health would be unable to meet its financial obligations as and when they fall due. Monash Health’s maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the balance sheet. Monash Health manages its liquidity risk by preparing daily cash flow forecasts and the active management of working capital needs.

The following table discloses the contractual maturity analysis for Monash Health's financial liabilities. For interest rates applicable to each class of liability refer to Note 21(d).

Maturity analysis of Financial Liabilities as at 30 JuneMaturity Dates




30 June 2013


(d) Market risk

Currency risk

Interest rate risk

Other price riskMonash Health is not subject to any other price risks.

Interest rate exposure of financial assets and liabilities as at 30 JuneWeighted CarryingAverage Amount Fixed Variable Non-Effective Interest Interest InterestInterest Consolidated Rate Rate Bearing

2013 Rate (%) $'000 $'000 $'000 $'000Financial AssetsCash and Cash Equivalents 3.10 5,161 - 5,161 - Investments - Term Deposit 4.94 47,800 47,800 - - Receivables(i) 37,060 - - 37,060

90,021 47,800 5,161 37,060 Financial LiabilitiesPayables(i) 58,628 - - 58,628 Borrowings 6.21 86,307 86,307 - - Other Financial Liabilities - Accommodation Bonds 4,974 - - 4,974 - Other 280 - - 280

150,189 86,307 - 63,882 2012Financial AssetsCash and Cash Equivalents 4.23 54,933 - 54,933 - Investments - Term Deposit - - - - Receivables(i) 34,344 - - 34,344

89,277 - 54,933 34,344 Financial LiabilitiesPayables(i) 63,815 - - 63,815 Borrowings 6.21 89,137 89,137 - - Other Financial Liabilities - Accommodation Bonds 5,098 - - 5,098 - Other 336 - - 336

158,386 89,137 - 69,249

Monash Health's exposures to market risk are primarily through interest rate risk with only insignificant exposure to foreign currency and other price risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraph below.

Monash Health 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.

Exposure to interest rate risk might arise primarily through Monash Health's interest bearing liabilities. Minimisation of risk is achieved by mainly undertaking fixed rate or non-interest bearing financial instruments. For financial liabilities, Monash Health mainly undertake financial liabilities with relatively even maturity profiles.

Interest Rate Exposure

(i) The carrying amount must exclude types of statutory financial assets and liabilities (i.e. GST input tax credit and GST payable)




30 June 2013Note 21: Financial Instruments (continued)

(d) Market risk (continued)Sensitivity disclosure analysis

No other category of financial instrument would be affected by shift in market interest rates.

CarryingAmount

Profit Equity Profit Equity2013 Consolidated $'000 $'000 $'000 $'000Financial AssetsCash and Cash Equivalents 5,161 (65) (65) 65 65 Investments - Term Deposit 47,800 (598) (598) 598 598

(662) (662) 662 6622012Financial AssetsCash and Cash Equivalents 54,933 (687) (687) 687 687 Investments - Term Deposit - - - - -

(687) (687) 687 687

Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Monash Health believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from the Reserve Bank of Australia)

The following table discloses the impact on net operating result and equity for each category of financial instrument held by Monash Health at year end as presented to key management personnel, if changes in the relevant risk occur.

Interest Rate Risk -1.25% +1.25%

-1.25% +1.25%

- A shift of +1.25% and -1.25% in market interest rates (AUD) from year-end rates of 2.75%




30 June 2013


(e) Fair value

Comparison between carrying amount and fair value

Carrying Amount

Consolidated

Fair value

Consolidated

Carrying Amount

Consolidated

Fair value

Consolidated2013 2013 2012 2012$'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 5,161 5,161 54,933 54,933 Investments - Term Deposit 47,800 47,800 - - Receivables(i) 37,060 37,060 34,344 34,344 Total Financial Assets 90,021 90,021 89,277 89,277

Financial LiabilitiesPayables 58,628 58,628 63,815 63,815 Borrowings 86,307 86,307 89,137 89,137 Other Financial Liabilities(i)

- Accommodation Bonds 4,974 4,974 5,098 5,098 - Other 280 280 336 336 Total Financial Liabilities 150,189 150,189 158,386 158,386

The fair values and net fair values of financial instrument assets and liabilities are determined as follows:• Level 1 - the fair value of financial instrument with standard terms and conditions and traded in active liquid markets are determined with reference to quoted market prices;• Level 2 - the fair value is determined using inputs other than quoted prices that are observable for the financial asset or liability, either directly or indirectly; and• Level 3 - the fair value is determined in accordance with generally accepted pricing models based on discounted cash flow analysis using unobservable market inputs.

Monash Health considers that the carrying amount of financial instrument assets and liabilities recorded in the financial statements to be a fair approximation of their fair values, because of the short-term nature of the financial instruments and the expectation that they will be paid in full.

The following table shows that the fair values of most of the contractual financial assets and liabilities are the same as the carrying amounts.

(i) The carrying amount must exclude types of statutory financial assets and liabilities (i.e. GST input tax credit and GST payable).




30 June 2013Note 22: Commitments

a) Commitments


Capital expenditure commitmentsPayable:Land and buildings 322 530 322 530Plant and equipment 1,415 4,302 1,415 4,302Total capital expenditure commitments 1,737 4,832 1,737 4,832

Other expenditure commitments Payable:Contracted services 100,600 99,227 100,600 99,227Total other expenditure commitments 100,600 99,227 100,600 99,227

Lease commitmentsCommitments in relation to leases contracted for at the reporting date:Operating leases 8,789 8,172 8,789 8,172Finance leases 68,034 70,393 68,034 70,393 Total lease commitments 76,823 78,565 76,823 78,565

Operating leases(Include a general description of operating lease arrangements) payable as follows:Cancellable 8,789 8,172 8,789 8,172Sub Total 8,789 8,172 8,789 8,172Non-cancellable - - - -Total operating lease commitments 8,789 8,172 8,789 8,172

Finance LeasesCommitments in relation to finance leases are payable as follows:Current 2,507 2,359 2,507 2,359 Non-current 65,527 68,034 65,527 68,034 Minimum Lease Payments 68,034 70,393 68,034 70,393 Less Future Finance Charges - - - - Total finance lease commitments 68,034 70,393 68,034 70,393

Total lease commitments 76,823 78,565 76,823 78,565

Total Commitments (inclusive of GST) 179,159 182,625 179,159 182,625* Provide for each type of commitment

All amounts shown in the commitments note are nominal amounts inclusive of GST.



Mon

ash

Hea

lth

Not

es T

o an

d F

orm

ing

Par

t of

th

e Fi

nan

cial

Sta

tem

ents

30 J

une

2013

Not

e 2

2:

Com

mit

men

ts (

con

tin

ued

)

(b)

Pu

bli

c p

riva

te p

artn

ersh

ips

(tre

ated

as

Fin

ance

Lea

ses)

(i)

20

13

20

12

$'0

00

$'0

00

Com

mis

sion

ed p

ub

lic

pri

vate

par

tner

ship

s -

oth

er

com

mit

men

ts (

ii)(

iii)

Pre

sen

t V

alu

eN

omin

al V

alu

eP

rese

nt

Val

ue

Nom

inal

Val

ue

Cas

ey H

ospi

tal P

ublic

Priva

te P

artn

ersh

ip le

ase

47,4

8468

,034

49,8

1670

,393

Tota

l co

mm

itm

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for

pu

bli

c p

riva

te p

artn

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ips

Oth

er C

omm

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Oth

er C

omm

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(i)

The

pres

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valu

es o

f th

e m

inim

um le

ase

paym

ents

for

com

mis

sion

ed p

ublic

priva

te p

artn

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ips

(PPP

s) a

re r

ecog

nise

d on

the

bal

ance

she

et a

nd a

re n

ot d

iscl

osed

as

com

mitm

ents

.(i

i) T

he y

ear

on y

ear

redu

ctio

n in

the

nom

inal

am

ount

s of

the

oth

er c

omm

itmen

ts r

efle

cts

the

paym

ents

mad

e.(i

ii) T

he y

ear

on y

ear

redu

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the

pre

sent

val

ues

of t

he o

ther

com

mitm

ents

mai

nly

refle

cts

the

paym

ents

mad

e, o

ffse

t by

the

impa

ct o

f th

e di

scou

ntin

g pe

riod

bei

ng o

ne

year

sho

rter

.




30 June 2013(c ) Commitments payable

2013 2012$'000 $'000

Capital expenditure commitments payableLess than 1 year 1,737 4,832Longer than 1 year but not longer than 5 years - -5 years or more - -Total capital expenditure commitments 1,737 4,832Other expenditure commitments payableLess than 1 year 41,509 36,021Longer than 1 year but not longer than 5 years 38,339 58,3985 years or more 20,752 4,807Total other expenditure commitments 100,600 99,227Lease commitments payableLess than 1 year 2,876 2,650Longer than 1 year but not longer than 5 years 5,913 5,4145 years or more - 108Total lease commitments 8,789 8,172Public private partnership commitments (commissioned)Less than 1 year 2,507 2,359Longer than 1 year but not longer than 5 years 11,704 11,0125 years or more 53,823 57,022Total public private partnership commitments 68,034 70,393Total commitments (inclusive of GST) 179,160 182,624Less GST recoverable from the Australian Tax Office (16,287) (16,602)Total commitments (exclusive of GST) 162,873 166,022




30 June 2013

Note 23: Contingent Assets and Contingent LiabilitiesAs at 30 June 2013, there are no contingent assets (2012: $0).

As at 30 June 2013, there is a contingent liability in respect of grants received from Department of Health they may be subject to recall of $3,445,000. (2012: $0).



Mon

ash

Hea

lth

Not

es T

o an

d F

orm

ing

Par

t of

th

e Fi

nan

cial

Sta

tem

ents

30 J

une

2013

Not

e 2

4:

Seg

men

t R

epor

tin

g

2013

2012

2013

2012

2013

2012

2013

2012

2013

2012

2013

2012

2013

2012

$'0

00

$'0

00

$'0

00

$'0

00

$'0

00

$'0

00

$'0

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$'0

00

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REV

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31,6

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27,9

80

909,

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9

07,1

54

128,

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113

,868

22

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19

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10

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9,18

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1

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1,26

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-

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EX

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(

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(20,

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(21,

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(16,

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1,0

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Cap

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68,7

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30 June 2013

Governing BoardsMs Barbara YeohMs Debbie WilliamsMs Helen OwensMr Charles GilliesMr Errol KatzMr Ross McClymontMs Linda PerryMr Gregory BamberAccountable OfficersMs Shelly Park

Remuneration of Responsible PersonsThe number of Responsible Persons are shown in their relevant income bands;

2013 2012 2013 2012Income Band No. No. No. No.$20,000 - $29,999 1 - 1 -$30,000 - $39,999 6 8 6 8 $60,000 - $69,999 1 1 1 1 $430,000 - $439,999 1 1 1 1 Total Numbers 9 10 9 10

$731 $753 $731 $753

$'000 $'000 $'000 $'000- - - -

Transactions with Controlled entity

Kitaya Holdings Pty Ltd operates Jessie McPherson Private Hospital. Monash Health is reimbursed by its controlled entity, Kitaya Holdings PtyLtd, for the provision of goods and services required to run the private hospital. The fee includes charges for labour, power, food, cleaning and other services. All transactions are conducted on normal commercial terms and conditions.

The aggregate amounts brought to account in respect of the following types of transactions were:2013 2012

Rental income received from its controlled entity 1,034,382 1,034,279 Contracted Goods & Services provided to its controlled entity 29,815,077 36,630,781

Amounts owing at Balance Date Amount owing to controlled entity 9,671,025 4,251,256

Other Transactions of Responsible Persons and their Related Parties.

1/7/2012 - 30/6/20131/7/2012 - 30/6/2013

The Honourable David Davis, MLC, Minister for Health and AgeingThe Honourable Mary Wooldridge, MLA, Minister for Mental Health

Total remuneration received or due and receivable by Responsible Persons from the reporting entity amounted to ($'000):Amounts relating to Responsible Ministers are reported in the financial statements of the Department of Premier and Cabinet

Parent

1/7/2012 - 30/6/2013

1/7/2012 - 30/6/2013

1/7/2012 - 30/6/2013

28/8/2012 - 30/6/2013

Consolidated

Note 25a: Responsible Persons Disclosures

Responsible Ministers:

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.

Period

1/7/2012 - 30/6/20131/7/2012 - 30/6/2013

1/7/2012 - 30/6/20131/7/2012 - 30/6/2013

1/7/2012 - 30/6/2013



Mon

ash

Hea

lth

Not

es T

o an

d Fo

rmin

g P

art

of t

he

Fin

anci

al S

tate

men

ts30

Jun

e 20

13N

ote

25

b:

Exec

uti

ve O

ffic

er D

iscl

osu

res

Exec

uti

ve O

ffic

ers'

Rem

un

erat

ion 2

01

32

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22

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01

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01

2N

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00 –

$18

9,99

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$1

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00 -

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1

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Off

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se r

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xclu

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bonu

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long

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leav

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redu

ndan

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ral f

acto

rs a

ffec

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tota

l rem

uner

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n pa

yabl

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exe

cutiv

es o

ver

the

year

. A

num

ber

of e

xecu

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rec

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d bo

nus

paym

ents

dur

ing

the

year

. Th

ese

bonu

s pa

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epen

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ms

of in

divi

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ploy

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PA

REN

TC

ON

SO

LID

ATE

D




30 June 2013

Note 26: Events Occurring after the Balance Sheet Date

There have been no significant events after reporting date.




30 June 2013Note 27: Controlled Entities

Name of entity Country of incorporation

Equity Holding

Kitaya Holdings Pty Ltd (trading as Jessie McPherson Private Hospital) Australia 100%




30 June 2013Note 28: Economic Dependency

Monash Health 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 Monash Health adequate cash flow support to meet its current and future obligations as and when they fall due for a period up to September 2014.




30 June 2013

Note 29. Remuneration of auditors

2013 2012$'000 $'000

Victorian Auditor-General's OfficeAudit or review of financial statement 315 301

315 301




30 June 2013

Note 30. Ex Gratia Payments

There have been no ex gratia payments made during the financial year (2012: $0).




Monash Health Corporate Office

246 Clayton Road Claytont: 03 9594 6666e: [email protected]

www.monashhealth.org

Casey Hospital 62-70 Kangan DriveBerwickt: 03 8768 1200

Cranbourne Integrated Care Centre 140-154 Sladen StreetCranbournet: 03 5990 6789

Dandenong Hospital 135 David StreetDandenongt: 03 9554 1000

Kingston Centre Cnr Kingston and Warrigal RoadsCheltenhamt: 03 9265 1000

Monash Medical Centre Clayton 246 Clayton RoadClaytont: 03 9594 6666

Moorabbin Hospital 823-865 Centre RoadEast Bentleight: 03 9928 8111

Cardinia Casey Community Health Service

Berwick28ParkhillDriveBerwick3806t: 03 8768 5100

Cockatoo7-17 McBride StreetCockatoo3781t: 03 5968 7000

Cranbourne140-154 Sladen StreetCranbourne 3977t: 03 5990 6789

CranbournePlanned Activity Group7 Mundaring Dve, CranbourneT: 03 59965339

Doveton67 Power RoadDoveton 3177t: 03 9212 5700

PakenhamCnr Deveney Street and Princes HighwayPakenham3781t: 03 5941 0500

Greater Dandenong Community Health Service

Springvale55BuckinghamAvenueSpringvale 3171t: 03 8558 9000

Dandenong229 Thomas StreetDandenong 3175t: 03 8792 2200

Dandenong135 David StreetDandenong 3175t: 03 9554 8270

ParkdaleHome Based Allied Health (HBAH)335 Nepean HighwayParkdale3195t: 85870192

CheltenhamKingston Adult Day Activity Service (KADAS)Southern Community Church of Christ1-8 Chesterville RoadCheltenham 3192t: 95836471

Specialist ClinicsCnr Kingston and Warrigal RoadsCheltenham 3192t: 03 9265 1401

Monash Health Corporate Office

246 Clayton Road Claytont: 03 9594 6666e: [email protected]

www.monashhealth.org MonashHealth

2012-2013...2012-2013 our care at a glance more than 2.44 million episodes of care provided across...

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