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Annual Report 2009/10Report of OperationsFinancial Statements

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Contents

Peninsula Health Annual Report 2009/10

Chairperson’s and Chief Executive’s Report 3

Section 1: Report of Operations 7

Responsible Bodies Declaration 7

Year in review 7Objectives and functions 7Operational and budgetary objectives and performance against objectives 7Strategic priorities for 2009/10 8

Governance and organisational structure 10Board governance 10Board of Directors 10Board committees as at 30 June 2010 12Peninsula Health organisational structure 13

Performance priorities 14Financial performance 14Service performance 14Activity and funding 15Revenue indicators 15Debtors outstanding 15

Workforce data 16

Other disclosures 16Building Act 1993 compliance 16Competitive neutrality statement 16Consultancy information 16Contracts 16Freedom of Information Act 1982 16Occupational health and safety performance 16WorkCover 17Whistleblowers Protection Act 2001 17Additional information available on request 18Attestation on compliance with Australian/New Zealand Risk Management Standard 18Attestation on data integrity 18

Section 2: Financial Statements 19

Board Member’s, Accountable Officer’s and Chief Finance and Accounting Officer’s declaration 19Auditor-General’s Report 20Comprehensive Operating Statement 22Balance Sheet 23Statement of Changes in Equity 24Cash Flow Statement 25

Notes 261 Statement of Significant Accounting Policies 262 Revenue 332a Analysis of Revenue by Source 342b Patient and Resident Fees 342c Net Gain/(Loss) on Disposal of Non-Financial Assets 353 Analysis of Expenses by Source 363a Analysis of Expenses by Internal and Restricted

Specific Purpose Funds for Services Supported by Hospital & Community Initiatives 38

4 Depreciation and Amortisation 385 Cash and Cash Equivalents 386 Receivables 397 Other Financial Assets 408 Inventories 409 Other Assets 4110 Property, Plant and Equipment 4111 Payables 4212 Employee Benefits and Related On-Costs Provisions 4213 Other Liabilities 4214 Equity & Reserves 4315 Reconciliation of Net Result for the Year to Net

Cash Inflow/(Outflow) from Operating Activities 4316 Financial Instruments 4417 Commitments for Expenditure 4918 Segment Reporting 5019 Responsible Persons Related Disclosures 5220 Remuneration of Auditors 53

Appendix 1: Disclosure Index 54

Appendix 2: Glossary 55

Annual publicationsThe Annual Report 2009/10 should be read in conjunction with Peninsula Health’s other annual publications:

• Quality of Care Report 2010, which details Peninsula Health’s progress and achievements in many clinical areas

• Research Report 2010, which highlights research undertaken by our clinicians and other health professionals

• Year in Review 2010, which presents an overview of the services and programs provided by Peninsula Health for the patients, staff and communities we serve.

The Annual Report and other publications are available on Peninsula Health’s website at www.peninsulahealth.org.au. Printed copies can be obtained by phoning (03) 9788 1501.

The Annual Report 2009/10 has been prepared in accordance with Victorian Government guidelines and the directions of the Minister for Finance. It will be presented to the public at Peninsula Health’s Annual General Meeting on 8 October 2010.

Report of OperationsChairperson’s & Chief Executive’s report

3Peninsula Health Annual Report 2009/10

It is with pleasure that we present the Annual Report 2009/10 which presents information to Government and to Peninsula Health’s community, staff and partners about Peninsula Health’s operational and financial performance for the year 1 July 2009 to 30 June 2010.

The year has been a busy one for Peninsula Health as we continue to meet the demands of the growing population in Frankston and the Mornington Peninsula.

This demand included the following:

• 74,744 people in total presented to the Emergency Departments at Frankston and Rosebud Hospitals

• 70,116 patients were admitted at these hospitals

• 95,903 community contacts took place in mental health care

• 39,761 occasions of service were provided within community and continuing care

• 159,270 occasions of service were provided through a number of community health programs.

During 2009/10, Peninsula Health delivered above target activity in all areas providing quality health care to the community whilst achieving a small operating surplus of $76,000. This will be used to fund programs and services in the coming year. Performance was achieved in the midst of a large capital development program, as follows:

• Frankston Stage 2A, a $45m capital works project, will deliver increased theatre capacity, a new Intensive Care Unit and a new Coronary Angiography suite. This project will be completed in mid-October 2010. During this development, Intensive Care and Coronary Angiography services have been provided from temporary locations, with 175 administrative staff relocated to other sites.

• The $8.7m Maternity Unit expansion is underway.

• The Acute Management Area of the Mental Health Service was refurbished over a period of six months and was recently re-opened.

• The new Hastings Community Health Centre was opened in September 2009.

• The Rosebud Community Health Service was temporarily re-housed after fire destroyed the original building. A new site will be opened shortly.

• The Jean Turner Nursing Home was refurbished. This involved relocation of the residents to a Rehabilitation Ward for three months.

Major change management processes have occurred as a result of Peninsula Health being an early adopter of the HealthSmart Patient & Client Services system (iPM) and the Clinical Information system. Two iPM upgrades were effected, with minimal disruption to data submission. Of the 10 original clinical system sites, Peninsula Health was chosen to be one of the early implementers.

AccessDespite severe capacity constraints at Frankston Hospital, elective surgery targets for 2009/10 were met with the exception of the Category 2 target. This is expected to improve once the additional theatre capacity is delivered.

During a challenging year for the Frankston Emergency Department (ED):

• Time-to-treatment was met in all categories.

• The bypass target was met.

• There were fewer occasions of the Hospital Early Warning System (HEWS) compared with the previous year.

• The 4-hour target improved.

• The did-not-waits improved from 8.7 per cent to 6.9 per cent.

• The number of patients waiting in the Emergency Department more than 24 hours increased due to a rise of 6.9 per cent in attendances and the closure of six ED observation beds and non-availability of the Mental Health Acute Management Area (AMA) for six months.

The Rosebud Emergency Department performed exceptionally well.

On the evidence provided by the Department of Health, the Peninsula Health Mental Health Service was the best performing service in Victoria, despite unavailability of the seclusion area (the AMA) for six months. Our Nurse Unit Manager of the Acute Inpatient Psychiatry Ward, Ms Fiona Reed, was a gold medallist in the State Mental Health Nursing Excellence Awards for 2009.

Community HealthThe community health service amalgamation that occurred on 1 July 2008 was externally evaluated in September 2009. The evaluation report indicated a successful transition process that “had demonstrated a high level of commitment, consultation and collaboration, and agreement to a common vision”. A new service plan has since been developed.

Peninsula Health’s progress in working with its partners to deliver the least intrusive and earliest effective care has led the major players to indicate to both State and Commonwealth Governments that a consortium led by the Frankston/Mornington Peninsula Primary Care Partnership, the Peninsula GP Network and Peninsula Health would seek to establish one of the Medicare Locals – part of the Commonwealth Government’s reform strategy for Primary Care – if this proposal is adopted.

Peninsula Health enacted the Care in your Community policy in partnership with eight other organisations. Planning and gap analysis resulted in the consortium deciding to work on enhancing community care in Diabetes, Chronic Obstructive Airways Disease (COPD), and Anxiety and Depression.

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Chairperson’s & Chief Executive’s report


A diabetes prevention & early intervention program – LIFE! – was established in conjunction with the GP Network, a private provider, and Peninsula Health.

The COPD group focused on a pulmonary maintenance program called Lungs in Action, pulmonary rehabilitation programs and a Smoking Cessation and Prevention strategy.

The awarding of a Victorian Quality Council Travelling Fellowship to one of Peninsula Health’s dieticians resulted in the Community Kitchen project. This program has grown to deliver 16 Community Kitchens in Peninsula Health’s catchment area in partnership with 46 other organisations. The program addresses the issues of social isolation, good nutrition, budgeting, food safety and group interaction. The inaugural Australian Community Kitchens forum, facilitated by Peninsula Health, was held at VicHealth in 2010.

Quality and SafetyPeninsula Health has a strong clinical governance and risk management framework. It is fully accredited by the Australian Council on Healthcare Standards (ACHS). Our four Residential Aged Care facilities are fully accredited by the Aged Care Standards and Accreditation Agency (ACSAA).

In preparation for an ACHS survey in May 2011, a supported self assessment was submitted in March 2010. In response, ACHS stated that “it is evident that there is a culture of continuous improvement demonstrated by the range of improvements and innovated initiatives”, and that Peninsula Health’s self assessment was “a very good report which identifies that across a number of areas Peninsula Health is operating at better practice”.

Peninsula Health continues to enhance quality through commitment to professional and academic pursuits.

• Five new academic appointments were made during the year.

• A $2m capital project will deliver the stand-alone Monash University Peninsula Clinical School in August 2010. It will be the first Clinical School to deliver the innovative concept of inter-professional education. This will promote an early understanding of multidisciplinary care.

• In 2009/10, Peninsula Health took on an additional 36 medical students from the Gippsland Medical School.

• We were well prepared to implement the new National Registration processes as of 1 July 2010.

• Dr Ravi Tiruvoipati was awarded the Felicity Hawker Medal by the College of Intensive Care Medicine for the best research project by an advanced trainee.

• The Credentialling & Scope of Practice policies and procedures were updated for medical, nursing and allied health staff. The medical processes are in keeping with Department of Health guidelines, and the nursing processes benchmark well with those of the Nurses Board.

• Peninsula Health is recognised for its strong programs in support of International Medical Graduates (IMGs). In August 2009, Peninsula Health participated actively in the Department of Health-sponsored IMG forum.

• Peninsula Health developed and launched a new Healthcare Charter, based on the seven rights identified in the Australian Commission on Safety and Quality in Health Care (ACSQHC) document, in collaboration with consumer representatives.

Health promotionPeninsula Health is working successfully to strengthen the capacity of individuals, families and communities through effective prevention and health promotion.

Some of the activities delivered as part of a strong health promotion program are listed below.

• In conjunction with other organisations, Peninsula Health developed a Smoking Prevention and Cessation strategy. 47 people have been trained as QUIT counsellors, 17 organisations have committed to the program and the first three organisations (including Peninsula Health) will be Smoke Free from 1 September 2010.

• Good nutrition in the community has been promoted via the Frankston Food Access Network, in conjunction with the Frankston City Council. The issue of food insecurity is addressed and early child care centres have been supported to submit for Start Right Eat Right accreditation. Four Healthy Food buses are in operation.

• A Resilience Building Program for women in Rosebud has commenced.

• The Ageing Well Expo was held on 7 October 2009; and over 1000 people attended.

• Agestrong continues to deliver exercise classes for older people; and a directory with 200 exercise groups was developed and distributed in conjunction with the Peninsula GP Network.

• The Drug and Alcohol service has again successfully delivered a number of innovative programs.

o Australia’s first older adult-specific drug and alcohol service was established following a Victorian Travelling Fellowship; and the OWL service (Older Wiser Lifestyles) has seen an increased number of presentations from older adults.

o Peninsula Health was one of the four Victorian pilots in the Reducing Risky Drinking project which highlights the consequences of mixing alcohol and medications.

o Early on Ice was a public education forum held to increase community awareness of the consequences of amphetamine use.


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o Breaking the Ice, a DVD educating the gay, lesbian, bisexual, transgender and intersex community was created, and 5,500 copies have been distributed nationally.

o The Peninsula Health needle syringe program had Australia’s highest needle syringe return rate.

Engaging consumersImproving health and wellbeing for disadvantaged people and communities is a major focus for Peninsula Health. To this end, we have appointed an Executive Director with a Community Participation portfolio and reporting directly to the Chief Executive.

Twelve (12) Community Advisory Groups (CAGs) advise the Community Advisory Committee. The groups are set up in the following areas:

1. Personal Alarm Services

2. Southern Peninsula

3. Westernport

4. Frankston/Northern Peninsula

5. Southern Hepatitis Aids Resource Prevention Service (SHARPS)

6. Youth

7. Disability

8. Older Persons

9. CALD

10. Aboriginal and Torres Strait Islanders (ATSI)

11. Mental Health

12. Community Health

Two further CAGS – Gay, Lesbian, Bisexual, Transgender and Intersex (GLBTI); and Women and Children – are in the process of being established.

The following examples indicate the nature of the work in which some CAGs are involved:

• The Older Persons CAG is involved in the Ageing Well Expo, the Respecting Choices Committee, and in the development of a submission to the Productivity Commission’s review of Aged Care Services.

• The Disability CAG has taken a lead role in the RECHARGE program, which provides accessible power outlets for recharging electric scooters or wheelchairs. This CAG is also developing a response to the Productivity Commission’s Inquiry into long term care and support for people with disabilities.

• The ATSI CAG was responsible for the first ATSI Health Day held at the Peninsula Campus of Monash University in April 2010. This CAG also supports the activities of the Peninsula Health Koori program, which include:

o Weekly Koori Kitchen combining good nutrition, social inclusion, physiotherapy and counselling. This Community Kitchen was established as part of the Closing the Gap initiative.

o Swimming programs in Hastings.

o Gentle water exercise programs in Frankston.

o Family holiday programs promoting exercise and healthy lifestyle. These programs won the 2010 Regional Justice Award.

o Cultural trek with park rangers.

o Creating community awareness using puppets; a puppet training workshop funded by Family Violence Victoria.

o Cultural awareness training for Peninsula Health staff.

NAIDOC week was celebrated on 5 July 2010 with a flag raising ceremony at the Hastings site. Aboriginal dancing, artwork, displays and a morning tea were part of the celebration. At the annual NAIDOC dinner dance, Peninsula Health’s Connecting Communities Program Manager, Peter Dawson, was named NAIDOC Ambassador for the upcoming year.

ChallengesSome waiting times for treatment at Frankston Hospital ED remain an area of concern. Organisation-wide strategies have been developed and implemented to improve performance in this area.

A major challenge throughout the expansion project at Frankston Hospital has been the loss of car parking, which to date is a reduction of approximately 225 car spaces. A number of initiatives have been implemented to alleviate demand on the car parking facilities.

Staff and volunteersThroughout the year, staff and management at each site developed programs that provided comprehensive and expanded services within allocated resources. The excellence of many programs was recognised in the 2009 Victorian Public Healthcare Awards.

Peninsula Health is proud of its 4,625 skilled and committed staff and of its 900 dedicated volunteers, all of whom promote the values of service, integrity, compassion, respect and excellence. The Frankston Pink Ladies, a volunteer group, was awarded the Minister’s Volunteering Award for Most Outstanding Team Achievement in 2010.

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Board of DirectorsThe Peninsula Health Board of Directors has strong representation from the Peninsula community and experience and expertise in clinical governance, delivery of high quality healthcare services, public administration, organisational development, finance and law.

During the year Ms Diana Ward and Ms Dianne Wickham, two long serving Board Directors, completed their terms of appointment and two new Board Directors were appointed by the Minister for Health.

Ms Ward, the Deputy Chairperson, served on the Board for 10 years and Ms Wickham for nine. Both served with distinction during a period of enormous growth and development for the health service. Their contributions were greatly valued.

Their replacements, Ms Alexandra (Sandy) Forbes and Mr Geoffrey Rankin, bring a new range of skills to the Board. Ms Forbes is a senior consultant in private practice with a wealth of experience in public policy, strategic policy and governance of public entities. Mr Rankin, who lives on the Peninsula, has extensive senior executive experience in both listed companies and the not for profit sector.

Ms Nancy Hogan, the new Deputy Chairperson, and Mr Michael Tiernan, were reappointed for another three year term. Mr James Kerrigan, Dr Winston McKean, Professor Paul Collier, Mr Peter Brookhouse and the Chairperson continue their current terms of appointment.

The futurePeninsula Health has carefully reviewed its performance and has identified the needs for the future.

We recognise that those we serve are entitled to the utmost respect and to compassionate and high quality care. Through good communication with our users and better coordination of care, more can be done to provide a better experience for those who need our services.

Our Health Service faces a challenging future. In endeavouring to provide high quality care, we need to be prudent with our finances and resources while achieving growth, reform and change.

Peninsula Health’s Strategic Plan 2009 - 2013 outlines strategies to meet the needs of the community.

The Board and staff at every level are grateful to the thousands of individuals and many local businesses and organisations who have donated generously to Peninsula Health.

Special thanks are extended to the staff of Peninsula Health, our volunteers, and our auxiliary members. Their continuing support will enable Peninsula Health to meet future challenges.

Mr Barry Nicholls Dr Sherene DevanesenChairperson Chief Executive27 August 2010 27 August 2010

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Section 1

Report of Operations


Responsible Bodies DeclarationIn accordance with the Financial Management Act 1994, we are pleased to present the Report of Operations for Peninsula Health for the year ending 30 June 2010.

Mr Barry Nicholls Mr David AndersonChairperson Acting Chief ExecutivePeninsula Health Peninsula Health27 August 2010 27 August 2010

Year in review

Our visionTo provide integrated healthcare.

Our missionIn partnership, building a healthy community.

Our valuesService: Caring for those in need; making a difference; being responsive; person-centred; listening.

Integrity: Open; honest; just and reasonable; ethical.

Compassion: Caring for our clients, patients, carers and families, and each other; showing empathy; being non-judgemental; accepting; taking time; showing humility.

Respect: Walking in the shoes of others; recognising individual needs; showing tolerance; treating others as equals; acknowledging worth.

Excellence: Giving our best; striving for the best results; putting in that little extra; aiming for better practice; being innovative; professional; providing quality services.

Objectives and functionsPeninsula Health is one of 15 metropolitan public health services in Victoria. It was formally reconstituted on 1 July 2008 to amalgamate the previous Peninsula Health (originally constituted as a public health service in 2000) and the former Peninsula Community Health Service.

Peninsula Health is accountable to the Minister for Health and the Minister for Mental Health, Community Services and Senior Victorians.

Peninsula Health comprises:• Acute Care at Frankston Hospital and Rosebud Hospital• Sub Acute Care, Rehabilitation, Palliative Care and

Residential services at Mornington, Seaford, Frankston and Rosebud

• Mental Health services at Frankston, Hastings and Rosebud• Community Health services based at Frankston, Rosebud,

Mornington and Hastings.

The services provided by Peninsula Health include acute medical, paediatric, surgical and maternity care, critical care, mental health services, aged care, rehabilitation, palliative care, residential care, community health, health education and promotion, outpatient services, aged care and assessment, investigative and medical support services, allied health, and clinical training.

Peninsula Health employs 4,625 people and is supported by over 900 volunteers and auxiliary members.

Population

Peninsula Health serves around 300,000 people who live in an 853 sq km area that includes the City of Frankston, the Mornington Peninsula Shire, and the southern part of the City of Kingston. In 2007, about 32 per cent of the population was under the age of 25 years and 26 per cent was over the age of 55. This is the group requiring the most health services. The highest growth is predicted for older people, with those over the age of 60 expected to make up 33 per cent of the population by 2031.

The estimated resident population of Peninsula Health’s catchment area is projected to grow from 262,000 in 2006 to 336,000 by 2031.

Peninsula Health also responds to the needs of more than 80,000 holidaymakers during the summer months and several million people who visit the Mornington Peninsula each year.

There are more than 1,500 Indigenous people living in the service area. Peninsula Health provides a range of services specifically for the Koori community.

High health risks

The top 10 health risk factors for the communities served by Peninsula Health are tobacco, high blood pressure, obesity, poor diet, physical inactivity, high cholesterol, alcohol, unsafe sex, illicit drugs, and work injuries.

The major causes of death and disability for this population are cancer, diabetes, stroke, asthma, heart disease, accidents, and emphysema.

Life expectancy for people on the Mornington Peninsula is slightly lower than the average for Victoria. Women in the catchment area can expect to live to nearly 83, and men to nearly 77 years of age. Life expectancy for Indigenous residents is eight years lower than the Victorian average for women, and 18 years lower for men.

Operational and budgetary objectives and performance against objectivesFor the period 2009 to 2113, Peninsula Health will work towards:• Creating a better consumer experience• Providing timely and appropriate healthcare• Caring for and developing our workforce• Promoting the health and wellbeing of our community

and staff• Enhancing quality• Providing innovative and efficient services.

Our operational and financial performance against these objectives is outlined on the following pages.

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Section 1



Strategic priority Deliverables Outcome1 Create a better

consumer experience

Implement an organisational-wide program Living our Values to promote a strong focus on changing the consumers experience

Program promoted to department heads through presentations and to key staff through a Community Participation Roadshow

Increased number of staff involved in community participation through the Community Participation Plan/Values Partnership projects

Develop, implement and evaluate the Peninsula Health Community Participation Values Partnerships initiative to work towards the enhanced model of community participation

Values Partnership program developed by staff and consumers following audit and consultation with consumers about their priorities

The 3-year Community Participation Plan includes 50 Values Partnership projects and engages senior staff to ensure organisation-wide involvement

To date over 50 per cent of projects are in progress, with 10 well-developed or completed

Progress is monitored and reported via Community Participation Committee Annual Forum, 6-monthly reports to Community Participation Program Manager Projects, Community Advisory Committee, and reports to Department of Health

Improve Peninsula Health’s website to enhance availability of information to the community

Website redesigned following an audit and evaluation of our users’ survey

The project is ongoing and a built in feedback tool enables quick identification of user issues

Review the Patient Charter, Rights and Responsibilities

Charter reviewed and amended in line with State and Federal guidelines

2 Provide timely and appropriate healthcare

Improve elective surgery performance within the constraints of available resources and construction limitations

Performance improved and HiPS reduced

Progress capital projects in accordance with specified time and cost parameters:• Frankston Stage 2A On budget and on time to open progressively from November 2010• Frankston Maternity/Special

Care NurseryOn time and on budget

• Frankston Elective Surgery Ward Since opening in February there have been no elective surgery cancellations due to beds not being available

• Frankston Emergency Fast Track areas completed in December 2009 and paediatric area completed in March 2010

• Rosebud Community Health• Hastings Community Health

On track to open in September 2010Opened in September 2009

• Peninsula Clinical School On track to open in August 2010• Mental Health Acute Management

Area redevelopmentCompleted in June 2010

• Renovation of Jean Turner Residential Care Facility

Completed in April 2010

With the Department of Health, progress planning for Frankston Stage 3 and Mornington Centre Stage 2 capital projects

Ongoing

Implement actions arising from the Redesigning Care Program, thereby assisting with managing emergency demand

Actions in place to improve timeliness of patient discharge home from the Emergency Department

Develop a Community Health Service Plan

Completed

Improve care pathways for older people in keeping within the COAG Long Stay Older Patient initiative

Care of the Elderly Multi-Disciplinary Pathway developed and in use

Strategic priorities for 2009/10

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Strategic priority Deliverables Outcome3 Care for and

develop our workforce

Develop strategies to focus on values, communication and recognition as part of the positioning of Peninsula Health as an employer of choice

The Leadership Nursing Council is developing concepts around preceptorship, mentoring, clinical supervision models and succession training

Plans are being developed for a conference to celebrate nursing

Complete the Workforce Plan Medical Workforce Plan completed in November 2009

Nursing Workforce Plan is in place comprising 5 Councils – all progressing with individual projects

Allied Health Workforce Plan has been developedWork with the Department of Health to submit a business case to develop staff car parking facilities

Business case developed

Embed the Peninsula Clinical School into daily operations of the Health Service and enhance the number of academic appointments

School facilities in useAdditional academic appointments are ongoing

4 Promote the health and wellbeing of our community and staff

Build the profile of Peninsula Health in the community through marketing and participation in community based activities

Wide reaching activities including public information programs, health forums, advertising, paid and unpaid publicity, the internet, speakers for local community groups, billboards, open days, radio appearances by senior staff

Identify funding opportunities to enable implementation of the Care in Your Community initiatives

In progressStakeholder roundtable with Monash University, Department of Health, VicHealth and Cancer Council scheduled for 4 August 2010

Implement a smoking cessation program

Community smoking cessation services have commencedImplementation on target for 1 September 2010

5 Enhance quality Achieve and maintain all external accreditation processes:

• EQuIP Achieved

• ACSAA Achieved

• HACC Achieved

Continue preparation for the 2011 Organisation Wide Survey

Ongoing

Strengthen links with Monash University

Achieved and ongoing

Actively manage all aspects of risk, particularly associated with the new radiology contract

Ongoing

Identify potential areas for research excellence and enhancing research capabilities

Areas and staff identified and in some cases fundedReview undertaken in 2009 to identify future directions for research

Enhance internal audit and manage variance

Ongoing

6 Provide innovative and efficient services

Maximise operational capacity of Rosebud Hospital

Ongoing

Major focus on IT systems:• Refresh the IT strategic plan• Implement the HealthSmart

Clinical Systems project• Implement HealthSmart iPM V6001

including community functionality• Select and implement an

Emergency Department Information System

• Implement the new Menu Management System

• Finalise business case for Medical Record Scanning

In progressIn progress

Upgrades continuing

Awaiting Department of Health decisions

Done

Done – tenders sought

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2010$000

2009$000

2008$000

2007$000

2006$000

Total revenue 365,415 339,347 307,040 284,173 267,702

Total expenses 365,339 339,226 306,898 282,196 266,147

Operating surplus/(deficit) 76 121 142 1,977 1,555

Retained surplus/(accumulated deficit) 11,267 (5,977) (27,512) (20,454) (16,433)

Total assets 347,698 329,476 244,490 218,746 202,155

Total liabilities 80,544 80,684 67,940 64,725 57,333

Net assets 267,154 248,792 176,550 154,021 144,822

Total equity 267,154 248,792 176,550 154,021 144,822

Five year financial summary

Current year financial reviewPeninsula Health’s financial performance in 2009/10 was good, with a small operating surplus (recorded before capital income and depreciation) of $76,000.

In 2009/10, in comparison to the previous financial year:

• Total assets rose by $18.22m to $347.69m.

• Liabilities reduced by $0.14m to $80.54m.

• Equity, being the difference between assets and liabilities, rose by $18.36m to $267.2m.

• Total revenue increased to $365.3m from $339.3m.

Peninsula Health achieved the operational target as specified by the 2009/10 Statement of Priorities. (Full details are reported in the Financial Statements.)

Looking aheadPeninsula Health’s financial sustainability is critical to the ongoing provision of quality services that deliver efficient and effective care and treatment.

Governance and organisational structure

Board governanceThe nine-member Board of Directors is appointed by the Governor in Council upon the recommendation of the Minister for Health. Directors are usually appointed for a term of three years with members eligible to apply for reappointment. The Minister for Health requires the Board to develop a Strategic Plan for the Health Service and to ensure accountable and efficient provision of health services.

The Board of Directors is responsible for the governance and strategic direction of the Health Service and is committed to ensuring the services provided by Peninsula Health comply with the requirements of the Health Services Act 1988 and the mission, vision and goals of the service.

The Board held 11 meetings in the financial year 1 July 2009 to 30 June 2010. At these meetings, members of the Peninsula Health Executive regularly present reports on their areas of responsibility.

Board of DirectorsMr Barry Nicholls MEc BEc(Hons) TPTC FAICD FIPAA ChairpersonAppointed 1 July 2008

Former Head of Economics Swinburne Institute of Technology, former CEO Treasury and Planning and Development Departments (Victoria), senior DHS Executive Ambulance Service, CEO/Chairman/Deputy Chairman/Director of numerous Victorian public authorities and some Commonwealth/State authorities, past President Economic Society of Australia (Vic), past President Rotary Club of Sorrento Inc.

Note: Financial results prior to 2008/09 exclude the former Peninsula Community Health Service Inc.

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Ms Diana Ward MSocSc(Human Serv) BA(Soc & Anthrop) DipArts(Prof Writ & Ed) Deputy Chairperson (to 30 June 2010)Appointed 1 July 2008, retired 30 June 2010

Licensed real estate agent, former Director Victorian Healthcare Association, former President Peninsula Hospice, former President Mornington Peninsula Hospital and Frankston Hospital, Chair Peninsula Health Audit and Risk Committee, Chair Peninsula Health Human Research & Ethics Committee.

Ms Nancy Hogan BA(Hons) Poli Sci GradDip Rehab Studies MBA FACHSE AAICDDeputy Chairperson (from 1 July 2010) Appointed 1 July 2008

Executive Director Health and Aged Care Galante Business Solutions, former CEO of public not-for-profit organisations, public hospitals and aged care organisations, former President Aged and Community Care Australia and Australian College of Health Service Executives (ACSHE), former Board Director HESTA and Industry Funds Management Advisory Board, current Board Director Melbourne General Practice Network.

Mr James Kerrigan OAM JP BHA(UNSW) FACHSM (Hon Life Member) Appointed 1 July 2008

Former co-ordinating Surveyor and Preceptor Australian Council on Healthcare Standards, former State President and Councillor ACHSE, former State President and Federal Councillor Australian Hospitals Association, former CEO PANCH, RVEEH and Mater Hospital Newcastle.

Dr Winston McKean MBChB FAFPHM DPH DHA Appointed 1 July 2008

Retired medical practitioner specialising in public health medicine, senior appointments in New Zealand public health sector, including Regional Health Authority and National Clinical Training Agency, former Chairman, Primary Health Organisation (NZ), former Chairman, National Taskforce on the Primary Health Care Strategy (NZ), Member, Human Rights Review Tribunal (NZ).

Mr Michael Tiernan LLBAppointed 1 July 2008

Consultant in legal management and OHS, rehabilitation and risk management, Legal practice management consultant, Member Law Institute of Victoria, Nationally accredited Specialist Mediator Law Institute of Victoria, Member Law Institute of Victoria WorkCover Committee and Accident Compensation Committee, Chair Law Institute of Victoria Practice Management Committee.

Ms Dianne Wickham BBus CA MIACDAppointed 1 July 2008, retired 30 June 2010

Partner Morey Wickham Chartered Accountants and Advisers.

Professor Paul Collier BBus NSWIT MComm NSW GradDipEd UTS PhD Warwick CPAAppointed 3 March 2009

Professor of Management Accounting and Associate Dean (Research Degrees) Faculty of Business and Economics Monash University, former Senior Lecturer Aston Business School, Birmingham UK, senior financial and general management positions in industry and the public sector in Australia and the UK, former Director and Chair Audit Committee, Festival Housing Group (UK).

Mr Peter Brookhouse Cert PersAdmin BA (Spec Ed) & (Soc) MBA (Health Admin) MAIWCWAppointed 28 April 2009

CEO Focus Individualised Support Services, Chair Peninsula Health Disability Community Advisory Group, former CEO Araluen Centre, past President Board of Management Mornington Peninsula Hospital, former community representative and Chair Peninsula Health Research and Ethics Committee, former Chair Peninsula Health Clinical Ethic sub-committee, current Board Member Peninsula General Practice Network.

Board appointmentsThe following Directors of the Board were appointed following the retirement of Ms Diana Ward and Ms Dianne Wickham.

Ms Alexandra Forbes BA MSW MBAAppointed 1 July 2010

Senior consultant in public policy, strategic policy and governance of public entities, senior positions with Department of Planning and Community Development, Department of Human Services and Department of Business and Industry.

Mr Geoffrey Rankin BBus (Accountancy) FCPAAppointed 1 July 2010

Former CEO CPA Australia, Former CEO Australian Leisure and Hospitality Group, senior executive experience in listed companies and not for profit sector.

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Section 1



Board committees as at 30 June 2010Nine committees provide specialist advice and support to the Board. The committees also assist the Board and senior management to meet all statutory, regulatory and operational requirements for the Health Service.

Finance & Resources Committee

The Finance & Resources Committee reviews all financial matters, management information and internal control systems and considers and makes recommendations to the Board on major and minor works. Members: Dianne Wickham (Chair), Paul Collier, Nancy Hogan, Jim Kerrigan OAM.

Audit & Risk Committee

The Audit & Risk Committee meets quarterly and at any other time as requested by the Peninsula Health Board, any Committee member, the internal auditor or the Auditor-General. The Committee liaises with the internal and external auditors, reviews and approves audit programs and evaluates the adequacy and effectiveness of the overall governance framework operating within Peninsula Health. The Committee receives reports via the compliance monitoring framework and monitors all risk management activities for Peninsula Health. Members: Michael Tiernan (Chair), Paul Collier, Barry Nicholls, Dianne Wickham.

Quality & Clinical Governance Committee

The Quality & Clinical Governance Committee meets regularly to monitor outcomes and improve the quality and effectiveness of the health services provided by Peninsula Health. The Committee is also responsible for the clinical risk management activities of Peninsula Health, which are integrated with its quality systems. Members: Jim Kerrigan OAM (Chair), Peter Brookhouse, Winston McKean, Barry Nicholls.

Medical Staff Association/Board Executive

The Board Executive considers matters of urgency brought forward through the Chief Executive from the Medical Staff Association. The Board Executive is empowered to make decisions on these matters and is required to report on any action so taken to the Board of Directors. Meetings are held as required, which includes a quarterly meeting between the Board Executive and the Chair of the Medical Staff Association, with the Deputy Chair Medical Staff Association, the Chief Executive and the Executive Director Medical Services, Peninsula Health, in attendance. Members: Barry Nicholls (Chair), Winston McKean, Diana Ward.

Human Research Ethics Committee

The Human Research Ethics Committee assesses all protocols covering research involving patients and makes recommendations to the Board as to the approval of protocols for research to be carried out within Peninsula Health. It monitors and seeks feedback from researchers in relation to ongoing and completed projects and considers and reports to the Board on other ethical issues as referred to the Committee.Members: Diana Ward (Chair), Peter Brookhouse.

Community Advisory Committee

The Community Advisory Committee provides advice on needs, demands, and service development from a community perspective whilst also harnessing community support for Peninsula Health and its services. It is supported by 14 Community Advisory Groups, including the Culturally and Linguistically Diverse (CALD) Community Advisory Group and the Aboriginal and Torres Strait Islanders Community Advisory Group.Members: Winston McKean (Chair), Michael Tiernan, Diana Ward.

Primary Care & Population Health Committee

The Primary Care & Population Health Committee assists in creating effective linkages between the Health Service and other providers to co-ordinate the delivery of care in the community. Members: Nancy Hogan (Chair), Michael Tiernan, Diana Ward.

Remuneration Committee

The Remuneration Committee meets as required to review performance and determine remuneration of executive management. Members: Barry Nicholls (Chair), Diana Ward, Dianne Wickham.

Senior Medical & Dental Staff Appointments Committee The Senior Medical & Dental Staff Appointments Committee makes recommendations to the Board of Directors in relation to the appointment of senior medical or dental staff.

13

Section 1



Senior officersChief ExecutiveDr Sherene Devanesen MBBS DipObs RACOG FRACMA FCHSM FAIM FHKCCM

Dr Sherene Devanesen was appointed as Chief Executive of Peninsula Health in 2000. She is a Fellow of the Royal Australasian College of Medical Administrators; a Fellow of the Australasian College of Health Service Management (formerly the Australian College of Health Service Executives), a Fellow of the Australian Institute of Management, and a Fellow of the Hong Kong College of Community Medicine. Dr Devanesen is also a surveyor with the Australian Council on Healthcare Standards (ACHS), a Board Director of Wesley Mission in Melbourne, a member of the Department of Human Services’ Board of Health Information Systems, and a member of the DHS Victorian Quality Council.

Executive DirectorsMr David Anderson BCom MComDeputy Chief Executive

Mr Anderson’s operational role includes Finance, Rosebud Hospital, Payroll, Printing, MEPACS, Supply, and Investigative Services. His strategic responsibilities cover Finance, Rosebud Hospital, Payroll, Printing, MEPACS, Supply, and Investigative Services.

Mr Brendon Gardner BAppSc(HIM) MHA NSW AFCHSE

Mr Gardner’s operational role includes Frankston Hospital and Information Management. His strategic responsibilities cover Frankston Hospital Emergency Department and Acute Inpatient Services, Palliative Care, Outpatients, Health Information Service, Management Information Systems, and iPM implementation.

Ms Jan Child RN GradDip(Behavioural Sc) GradDipHlthAdmin

Ms Child’s operational role includes Mental Health, Allied Health, Nursing, and Community and Continuing Care. Her strategic responsibilities cover Mental Health, Aged Care, Rehabilitation, Residential, Community Health, Allied Health, Integrating Care, Pastoral Care, Ambulatory Care, Nursing Services, Clinical Information System Implementation, and Consumer Participation.

Dr Susan Sdrinis MBBS FRACMA MPH MHSM

Dr Sdrinis’s operational role includes Medical Services, Quality, and Clinical Governance. Her strategic responsibilities cover Quality/Patient Safety, Infection Control, Customer Services/Complaints, Medicolegal, Transport, GP Liaison, Medical Education, Medical (professional), Junior Medical Staff, Library, Research, and Pharmacy.

Ms Elaine Bennett BA(Joint Hons) CPFA (UK) MBA AFCHSE

Ms Bennett’s operational role as Acting Executive Director includes Planning, Infrastructure, and Information Technology. Her strategic responsibilities include Planning, Infrastructure, Capital Works, Facilities Management, Support Services, and Information Technology & Communications.

Ms Michelle Holian BSc(Hons) GradDipBus (Mgt) MBL

Ms Holian’s operational role encompasses Human Resources. Her strategic responsibilities include HR Services & Administration, Workforce Management & Capability, Rehabilitation, Injury & Claims Management, Workplace Safety & Well Being Services, and Employee Relations.

Mr David AndersonExecutive Director Finance, Rosebud Hospital & Investigations

Mr Brendon GardnerExecutive Director Frankston Hospital & Information Management

Ms Jan ChildExecutive Director Mental Health, Allied Health, Nursing, Community & Continuing Care and Consumer Participation

Board

Chief ExecutiveDr Sherene Devanesen

Executive Directors

Dr Susan SdrinisExecutive Director Medical Services & Quality and Clinical Governance

Ms Elaine BennettActing Executive Director Planning, Infrastructure and Information Technology

MedicalDr Susan Sdrinis

NursingMs Jan Child

Allied HealthMs Jan Child

LegalMs Vicky Hammond

Public RelationsMr John Jukes

Professional issues

Ms Michelle HolianExecutive Director Human Resources

Organisational structure

14

Section 1



Service performance

WIES activity performance 2009/10 actual

WIES (public and private) performance to target (%)

100.8%

Elective surgery 2009/10 actual

Elective surgery admissions quarter 1 1,575




Critical care 2009/10 actual

ICU minimum operating capacity – Frankston Hospital

8

Quality and safety 2009/10 actual

Health service accreditation 100%

Residential aged care accreditation 100%

Cleaning standards (as audited March 2010)

Frankston Hospital – 92.2%

Rosebud Hospital – 97.2%

Community & Continuing Care – 93.7%

Submission of data to VICNISS 100%

VICNISS Infection Clinical Indicators no outlier

Hand Hygiene Program compliance 69.46%

Victorian Patient Satisfaction Monitor – Overall Care Index

Frankston Hospital – 72.7

Rosebud Hospital – 80.8

Rehab & Aged Care – 73.1

Maternity 2009/10 actual

Postnatal home care 99.6%

Mental health 2009/10 actual

28 day readmission rate 10.5%

Access performance – Frankston Hospital

2009/10 actual

Percentage of operating time on hospital bypass

2%

Percentage of emergency patients admitted to an inpatient bed within 8 hours

55%

Percentage of non-admitted emergency patients with length of stay less than 4 hours

67%

Number of patients with length of stay in emergency department greater than 24 hours

707

Percentage of Triage Category 1 emergency patients seen immediately

100%

Percentage of Triage Category 2 emergency patients seen within 10 minutes

86%


84%

Access performance - Rosebud Hospital

2009/10 actual

Percentage of operating time on hospital bypass

0.6%

Percentage of emergency patients admitted to an inpatient bed within 8 hours

87%

Percentage of non-admitted emergency patients with length of stay less than 4 hours

84%

Number of patients with length of stay in emergency department greater than 24 hours

2

Percentage of Triage Category 1 emergency patients seen immediately

100%


89%


80%

Elective surgery - Peninsula Health 2009/10 actual

Percentage of Category 1 elective patients admitted within 30 days

100%

Percentage of Category 2 elective patients waiting less than 90 days

51%

Percentage of Category 3 elective surgery patients waiting less than 365 days

91%

Number of patients on elective surgery waiting list as at 30 June 2010

1,764

Rate of Hospital Initiated Postponements (HiPs) per 100 waiting list admissions

8

Performance priorities

Financial performance

Operating result 2009/10 actual

Annual operating result ($m) $0.76m

Cash management/liquidity 2009/10 actual

Creditors 56

Debtors 39

Net movement in cash balance ($m) ($18.063m)

15

Section 1



Activity and funding

Revenue indicators

Activity Weighted Inlier Equivalent Separations (WIES)

2009/10

Activity Achievement

WIES Public 38,565

WIES Private 2,928

Total WIES (Public and Private) 41,493

WIES Renal 626

WIES DVA 2,135

WIES TAC 246

WIES TOTAL 44,500

Sub Acute Inpatients

CRAFT (CRAFT units) 941

Rehab L1 – non DVA (bed days) 806

Rehab L2 – non DVA (bed days) 227

Rehab – Paediatric --

GEM – non DVA (bed days) 22,152

Palliative Care – Inpatient non DVA (bed days)

4,713

Transition Care – non DVA (bed days) 8,788

Restorative Care --

Rehab 2 – DVA (bed days) 2,427

GEM – DVA (bed days) 3,634

Palliative Care – DVA (bed days) 314

Ambulatory

VACS – Allied Health 16,746

VACS – Variable (VACS units) 41,453

Transition Care – non DVA (home days) 4,052

SACS – non DVA 38,148

SACS – Paediatric 87

Post Acute Care episodes 2,451

VACS – Allied Health – DVA 16

VACS – Variable – DVA 142

SACS – DVA 1,506

Post Acute Care – DVA – days 1,057

Aged Care

Aged Care Assessment Service – completed assessments

4,459

Residential Aged Care – bed days 34,944

Community Health/Primary Care

Community Health – Direct Care 69,125

Average collection days

2009/10 2008/09

Private 43 51

TAC 68 68

VWA 63 62

Other compensable 79 78

Mental Health 27 27

Residential Aged Care

14 14

Debtors outstanding as at 30 June 2010

Under 30 days 31-60 days 61-90 days Over 90 days Total 30/06/10

Total 30/06/09

Private 929,173 549,587 134,783 238,007 1,851,550 1,918,062

TAC 4,699 14,540 11,850 41,530 72,619 40,295

VWA 118,188 18,855 35,810 32,649 205,502 178,377

Other Compensable 10,412 3,221 131 11,833 25,597 16,221

Mental Health 40,202 3,503 485 1,710 45,900 38,424

Residential Aged Care 27,626 1,206 0 0 28,832 29,207

16

Section 1



Other disclosures

Building Act 1993 complianceDuring the year Peninsula Health complied with the building and maintenance provisions of the Building Act 1993.

Competitive neutrality statementThe Victorian Government’s competitive neutrality policy commits public health services to apply Model 2 Competitive Neutrality policies. Model 2 includes the adoption of pricing principles to take account of and reflect full cost attribution for net competitive advantages conferred by government ownership.

The aim of the competitive neutrality policy is to ensure that where government’s business activities involve it in competition with private sector business activities, the net competitive advantages to accrue to a government business are offset. This will enable the government business and the private sector business to compete fairly on the basis of their relative skills, efficiency and other unique characteristics that make up their business.

The application of competitive pricing principles to significant business activities also provides management with information about the relative efficiency of business activities.

Peninsula Health complies with the Model 2 competitively neutral pricing principles outlined in the documents Competitive Neutrality - A Statement of Victorian Government Policy and A Guide to Implementing Competitively Neutral Pricing Principles.

Consultancy information

• There were no consultancy expenses in excess of $100,000 (exclusive of GST) per consultancy.

• There were 13 consultancies costing less than $100,000 per consultancy (exclusive of GST), totalling $192,902.

ContractsDuring 2009/10, Peninsula Health did not enter into or complete any contracts under the Victorian Industry Participation Policy Act 2003 guidelines.

Ex-gratia paymentsNo ex-gratia payments were made by Peninsula Health during 2009/10.

Freedom of Information Act 1982In 2009/10 Peninsula Health received 641 requests for information.484 Access granted in full21 Access granted in part6 Withdrawn9 Not proceeded with16 No documents exist105 Not finalised as of 30 June 2008

Of the 641 requests:104 Included but not exclusive to Rosebud110 Included but not exclusive to Mt Eliza43 Included but not exclusive to FCHS98 Included but not exclusive to Psychiatry27 Included but not exclusive to PCHS1 Included but not exclusive to MEPACS/MEACAS2 Included but not exclusive to Dental

Occupational health and safety performanceDuring 2009/10 achievements for the Occupational Health and Safety (OHS) unit included:

• Roll-out of AlbacMat evacuation devices across Peninsula Health, supported by extensive training of staff in their appropriate use

• Promotion of Workers’ Health Checks to staff to support improved health and wellbeing. The checks were accessed by 508 employees

• Work towards becoming a Smoke Free health service from 1 September 2010 as part of our commitment to health promotion in our community

• Restructure of the OHS and Injury Management Steering Group to increase senior management engagement

• Introduction of OHS and Injury training for managers, with 120 managers attending training during 2010

• Development and delivery of an OHS Orientation Package for Volunteers

• Improvement of OHS management reporting to help line managers monitor and ensure compliance. New reports available include No Lift Train the Trainer report, Emergency Area Warden report, Emergency Controller report, and Internal Environmental Hazard audit report.

Labour category FTE June 2009

FTE June 2010

FTE YTD June 2009

FTE YTD June 2010

Nursing 1,337.91 1,438.20 1,297.28 1,401.05Administration & Clerical 410.41 477.00 394.28 459.46Medical Support 220.48 253.00 213.60 238.27Hotel & Allied Services 307.22 360.90 308.07 366.04Medical Officers 49.93 54.40 45.47 54.00Hospital Medical Officers 223.29 252.60 216.33 237.31Sessional Clinicians 70.48 36.90 68.24 38.35Ancillary Staff (Allied Health) 315.59 304.70 306.31 302.34Total 2,935.31 3,177.70 2,849.58 3,096.82

Workforce data

17

Section 1



Peninsula Health has invested in additional training resources to improve levels of No Lift and manual handling training. However, further participation is required to achieve the desired 100 per cent compliance with mandatory training.

With regard to injury management, Peninsula Health has performed relatively well on Return to Work of injured workers, resulting in lower than average fully developed claims costs compared with similar health services.

In the final quarter of 2009/10, Peninsula Health engaged Professor David Caple, an external OHS consultant, to review our OHS policies and procedures. His report contained 18 recommendations, including improved key performance indicators and governance review. The report’s recommendations will drive Peninsula Health’s OHS improvement strategy for 2010/11.

WorkCoverPeninsula Health has responded to the 2009/10 increase in WorkCover claims by implementing an OHS Improvement Action Plan that focuses on prevention.

Peninsula Health has a positive record for supporting sustainable return to work of injured employees. Peninsula Health now has three qualified Return to Work Co-ordinators compared to the legislative requirement for one. A recent review by WorkSafe reflected this strong return to work process and culture within Peninsula Health. Because Peninsula Health actively manages the Return to Work process, the average cost per claim has been maintained and the increase in total claim numbers is not expected to have any adverse impact on our 2010/11 WorkCover premium.

nor the taking of reprisals against those who come forward to disclose such conduct. Disclosures of improper conduct can be made by Peninsula Health staff or members of the public.

Peninsula Health had no disclosures in the 2009/10 reporting year. The Whistleblower Policy was formally reviewed in June 2010 and management training is planned for July 2010.

Peninsula Health is committed to the highest standards of ethics and probity in its performance of its duties and the delivery of its services to the community.

Disclosure may be made to:

Ms Michelle Holian, Executive Director Human Resources, Peninsula Health, PO Box 192, Mt Eliza Vic 3930

Tel (03) 9788 1238 Fax (03) 9788 1240 Email [email protected]

or to:

Dr Sherene Devanesen, Chief Executive, Peninsula Health, PO Box 52, Frankston Vic 3199

Tel (03) 9784 8211 Fax (03) 9784 7134 Email [email protected]

Alternatively, disclosure may be made direct to:

The Ombudsman, Level 9, 459 Collins Street, Melbourne Vic 3000

Tel (03) 9613 6222 Fax (03) 9614 0246 Toll Free 1800 806 314 Email [email protected] Web www.ombudsman.vic.gov.au

Disclosures made under this policy will be investigated swiftly, professionally and discreetly.

A copy of the Act and a summary of its provisions are available for inspection at the office of the Chief Executive. The Ombudsman has published a set of detailed ‘model procedures’ and the agency will follow these in dealing with a disclosure. A copy of this model is available for inspection at the office of the Chief Executive or can be downloaded from the Ombudsman’s website (see above). This information is also available at the office of Site Managers at each site of Peninsula Health.

For and on behalf of the Board

Mr David AndersonActing Chief Executive27 August 2010

Month Total claims

Time lost claims

> 10 lost shifts

Nature of incident (>10 shifts bracketed)Aggression Patient

handlingManual handling

Other

2006/07 101 66 33 19 (9) 23 (8) 24 (8) 35 (7)

2007/08 132 105 36 16 (4) 32 (13) 32 (9) 49 (7)

2008/09 95 75 25 13 (4) 26 (9) 18 (7) 38 (5)

2009/10 120 93 47 15 (7) 35 (12) 36 (13) 34 (15)

WorkCover performance 2009/10

Whistleblowers Protection Act 2001The Whistleblowers Protection Act 2001 came into effect on 1 January 2002. The Act is designed to protect people who disclose information about serious wrongdoing within the Victorian Public Sector and to provide a framework for the investigation of these matters. All government bodies are required to have policies and procedures in place that address these issues.

Peninsula Health is committed to the aims and objectives of the Whistleblowers Protection Act 2001. Its policy framework in this area clearly indicates that it does not tolerate improper conduct by its employees or officers,

18

Section 1



Additional information available on requestIn compliance with the requirements of the Standing Directions of the Minister for Finance, details in respect of the items listed below have been retained by Peninsula Health and are available to the relevant Ministers, Members of Parliament and the public on request, subject to Freedom of Information requirements if applicable.

• A statement of pecuniary interest has been completed

• Details of shares held by senior officers as nominee or held beneficially

• Details of publications produced by the Department about the activities of Peninsula Health and where they can be obtained

• Details of changes in prices, fees, charges, rates and levies charged by Peninsula Health

• Details of any major external reviews carried out on Peninsula Health

• Details of major research and development activities undertaken by Peninsula Health that are not otherwise covered in either the Report of Operations or Financial Statements

• Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit

• Details of major promotional, public relations and marketing activities undertaken by Peninsula Health to develop community awareness of our organisation and services

• Details of assessments and measures undertaken to improve the occupational health and safety of Peninsula Health employees

• A general statement on industrial relations within Peninsula Health and details of time lost through industrial accidents and disputes, which is not otherwise details in the Report of Operations, and

• A list of major committees sponsored by Peninsula Health, the purposes of each committee, and the extent to which the purposes have been achieved.

Attestation on compliance with Australian/New Zealand Risk Management Standard I, Barry Nicholls, certify that Peninsula Health has risk management processes in place consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executives to understand, manage and satisfactorily control risk exposures. The Audit and Risk Committee and Board verify this assurance and that the risk profile of Peninsula Health has been critically reviewed within the last 12 months.

Mr Barry NichollsChairpersonPeninsula Health27 August 2010

Attestation on data integrityI, David Anderson, certify that Peninsula Health has put in place appropriate internal controls and processes to ensure that reported data reasonably reflects actual performance. Peninsula Health has critically reviewed these controls and processes during the year.

Mr David AndersonActing Chief ExecutivePeninsula Health27 August 2010

Disclosure indexSee Appendix 1 on page 54 of this Annual Report 2009/10.

19

Section 2

Financial Statements

Peninsula Health Annual Report 2009/10 19Peninsula Health Annual Report 2009/10

Board Member’s, Accountable Officer’s and Chief Finance & Accounting Officer’s declarationWe certify that the attached financial statements for Peninsula Health have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian Accounting Interpretations and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and notes to and forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2010 and the financial position of Peninsula Health at 30 June 2010.

We are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate.

We authorise the attached financial statements for issue on this day.

Mr Barry Nicholls Mr David Anderson Mr Darren O’Connor-PriceChairperson Acting Chief Executive Officer Acting Chief Finance & Accounting OfficerFrankston Frankston Frankston20 August 2010 20 August 2010 20 August 2010

20

Section 2



21

Section 2



22

Section 2



Peninsula HealthComprehensive Operating StatementFor the Year Ended 30 June 2010 Note

2010

$’0002009$’000

Revenue from Operating Activities 2 362,765 337,483 Revenue from Non-Operating Activities 2 2,650 1,864

Employee Benefits 3 (278,139) (255,801)Non Salary Labour Costs 3 (4,830) (6,200)Supplies & Consumables 3 (45,167) (42,628)Other Expenses from Continuing Operations 3 (37,203) (34,597)

Net Result Before Capital & Specific Items 76 121

Capital Purpose Income 2 33,392 18,925 Impairment of Non Financial Assets 3 - (9,709)Impairment of Financial Assets 3 - (1,630)Depreciation & Amortisation 4 (16,224) (13,684)

NET RESULT FOR THE YEAR 17,244 (5,977)

Other Comprehensive IncomeNet fair value gains/(loses) on Available for Sale Financial Investments 14a 1,118 (66)Net fair value revaluation on Non Financial Assets 14a - 62,912

1,118 62,846

COMPREHENSIVE RESULT FOR THE YEAR 18,362 56,869

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

23

Section 2



Peninsula HealthBalance SheetAs at 30 June 2010

Note

2010$’000

2009$’000

Current AssetsCash and Cash Equivalents 5 13,183 31,246 Receivables 6 10,214 9,424 Other Financial Assets 7 16,798 15,049 Inventories 8 1,301 1,248 Other Current Assets 9 647 611 Total Current Assets 42,143 57,578

Non-Current AssetsReceivables 6 2,343 1,881 Other Financial Assets 7 1,958 1,565 Property, Plant & Equipment 10 301,254 268,452 Total Non-Current Assets 305,555 271,898 TOTAL ASSETS 347,698 329,476

Current LiabilitiesPayables 11 16,906 17,256 Employee Benefits 12 52,266 51,847 Other Current Liabilities 13 2,023 2,386 Total Current Liabilities 71,195 71,489

Non-Current LiabilitiesEmployee Benefits 12 9,349 9,195 Total Non-Current Liabilities 9,349 9,195 TOTAL LIABILITIES 80,544 80,684 NET ASSETS 267,154 248,792

EQUITY

Property Plant & Equipment Revaluation Surplus 14a 62,912 62,912 Financial Assets Available for Sale Revaluation Surplus 14a 1,052 (66)Contributed Capital 14b 191,923 191,923 Accumulated Surpluses/(Deficits) 14c 11,267 (5,977)TOTAL EQUITY 267,154 248,792

Commitments for Expenditure 17


24

Section 2



Peninsula HealthStatement of Changes in EquityFor the Year Ended 30 June 2010

2010 Changes due to

Equity at 1 July 2009

$’000

ComprehensiveResult$’000

Transactions with Owner in its

capacity as Owner$’000

Equity at 30 June 2010

$’000

Note

Accumulated Surplus / (Deficit) (5,977) 17,244 11,267 Effects of changes in accounting policy -

Restated Accumulated Surplus / (Deficit) (5,977) 17,244 11,267

Contribution by Owners 14b 191,923 - - 191,923 191,923 - - 191,923

Reserves 14aProperty Plant and Equipment Revaluation Surplus 62,912 - - 62,912 Available for Sale Investments Revaluation Surplus (66) 1,118 - 1,052

62,846 1,118 - 63,964

Total Equity at the end of the financial year 258,792 18,362 - 267,154

2009 Changes due to

Equity at 1 July 2008

$’000

ComprehensiveResult$’000

Transactions with Owner in its

capacity as Owner$’000

Equity at 30 June 2009

$’000

Note

Accumulated Surplus / (Deficit) 14c - ( 5,977) - ( 5,977) - ( 5,977) - ( 5,977)

Contribution by Owners 14b 178,033 - 13,890 191,923 178,033 - 13,890 191,923

Reserves 14aProperty Plant and Equipment Revaluation Surplus - 62,912 - 62,912 Available for Sale Investments Revaluation Surplus - ( 66) - ( 66)

- 62,846 - 62,846

Total Equity at the end of the financial year 178,033 56,869 13,890 248,792


25

Section 2



Peninsula HealthCash Flow StatementFor the Year Ended 30 June 2010

Note

2010$’000

2009$’000

CASH FLOWS FROM OPERATING ACTIVITIESOperating Grants from Government 321,236 301,900 Patient and Resident Fees Received 12,501 12,691 Commonwealth Government-Residential Aged Care Subsidy 5,633 5,518 Interest/Dividends Received 2,675 2,542 Other 18,603 18,013 Employee Benefits Paid (282,111) (253,518)Payments for Supplies & Consumables (79,854) (74,644)Cash Generated From Operations (1,317) 12,502

Capital Grants from Government 31,551 17,843 Capital Grants from Non-Government 116 177 Capital Donations and Bequests Received 599 400 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES 15 30,949 30,922

CASH FLOWS FROM INVESTING ACTIVITIESPurchase of Investments (7,199) (6,619)Payments for Non-Financial Assets (49,099) (35,653)Proceeds from sale of Non-Financial Assets 1,111 2,288 Proceeds from Sale of Investments 6,175 5,315 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES (49,012) (34,669)

CASH FLOWS FROM FINANCING ACTIVITIESContributed Capital From Government - 13,284

NET INCREASE/(DECREASE) IN CASH HELD (18,063) 9,537

CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD 31,246 21,709

CASH AND CASH EQUIVALENTS AT END OF PERIOD 5 13,183 31,246


26

Section 2



Note 1: Statement of Significant Accounting Policies(a) Statement of complianceThese financial statements provide a general purpose financial report, prepared in accordance with the Financial Management Act 1994, applicable Australian Accounting Standards (AASs) and Australian Accounting Interpretations and other mandatory requirements. AASs include Australian equivalents to International Financial Reporting Standards.

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.

Peninsula Health is a not-for profit entity and therefore applies the additional Aus paragraphs applicable to “not-for-profit” Health Services under the AASs.

(b) Basis of accounting preparation and measurementThe accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2010, and the comparative information presented in these financial statements for the year ended 30 June 2009.

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

The going concern basis was used to prepare the financial statements.

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 the revaluation of certain non-financial assets and financial instruments, as noted. Exceptions to the historical cost convention include:

• Non-current physical assets which, subsequent to acquisition, are measured at valuation and are re-assessed with sufficient regularity to ensure that the carrying amounts do not materially differ from their fair values;

• Available-for-sale investments which are measured at fair value with movements reflected in equity until the asset is derecognised.

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

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 historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgments. 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.

(c) Reporting Entity The financial statements include all the controlled activities of the Peninsula Health.

Its principal address is:Hastings Road(PO Box 52)FrankstonVictoria 3199

(d) Rounding of AmountsAll amounts shown in the financial statements are expressed to the nearest $1,000 unless otherwise stated.

(e) Functional and Presentation CurrencyThe presentation currency of Peninsula Health is the Australian dollar, which has also been identified as the functional currency of Peninsula Health.

(f) Change in Accounting PoliciesWhere there has been a change in Accounting Policy, the following are disclosed:

(a) the nature of the change in accounting policy;

(b) the amount of each item/class of item affected by the change in policy; and

(c) the reason for the change in policy.

When it is impractical to implement a change in policy, the following are disclosed:

(d) the reason for not implementing the change in policy; and

(e) the nature of adjustments that would have been made if the change in accounting policy had been implemented.

(g) Comparative InformationWhere appropriate, comparative figures have been amended to accord with current presentation and disclosure requirements.

(h) Cash and Cash EquivalentsCash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity of 3 months or less, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes in value.

For the cash flow statement presentation purposes, cash and cash equivalents include bank overdrafts, which are included as current interest bearing liabilities in the balance sheet.

(i) ReceivablesTrade 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 an impairment loss has occurred. Bad debts are written off when identified.

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

Notes to The Financial Reports for the year ended 30 June 2010

27

Section 2



(j) Inventories Inventories include goods and other property held either for sale, consumption or for distribution at no cost or nominal cost in the ordinary course of business operations. They include land held for sale and exclude depreciable assets.

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

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

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

(k) Investments and Other Financial AssetsOther financial assets 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.

Peninsula 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.

Peninsula 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 and loss, are subject to annual review for impairment.

Loans and receivablesTrade receivables, loans and other receivables are recorded at amortised cost, using the effective interest method, less impairment. Term deposits with maturity greater than three months are also measured at amortised cost, using the effective interest method, less impairment.

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 asset, or, where appropriate, a shorter period.

Available-for-sale financial assetsOther financial assets held by Peninsula Service are classified as being available-for-sale and are measured at fair value. Gains and losses arising from changes in fair value are recognised directly in equity until the investment is disposed of or is determined to be impaired, at which time the cumulative gain

or loss previously recognised in equity is included in profit or loss for the period. Fair value is determined in the manner described in Note 16.

(l) Property, Plant and EquipmentCrown 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 depreciated replacement cost because of the short lives of the assets concerned.

Restrictive nature of cultural and heritage assets, Crown land and infrastructure assets during the reporting period, Peninsula 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.

(m) Revaluations of Non-current Physical AssetsNon-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 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, when the increment is recognised as income in the net result.

Revaluation decrements are recognised immediately 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 surpluses are normally not transferred to accumulated funds on derecognition of the relevant asset.

In accordance with FRD 103D, Peninsula Health non-current physical assets were assessed to determine whether revaluation of the non-current physical assets was required.


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28

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(n) Depreciation Assets with a cost in excess of $1,000 (2008-09 & 2009-10) are capitalised, and depreciation has been provided on depreciable assets so as to allocate their cost or valuation over their estimated useful lives. 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. This depreciation charge is not funded by the Department of Health.

Depreciation is provided on property, plant and equipment, including freehold buildings, but excluding land and investment properties. Depreciation begins when the asset is available for use, which is when it is in the location and condition necessary for it to be capable of operating in a manner intended by management.

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

2010 2009Buildings 20 years 20 yearsPlant & Equipment 8 to 10 years 8 to 10 yearsCommunications 2.5 years 2.5 yearsFurniture & Fittings 10 years 10 yearsMotor Vehicles 6.7 years 6.7 yearsOther 4.5 years 4.5 years

(o) Net Gain/(Loss) on Non-Financial AssetsNet gain/(loss) on non-financial assets includes realised and unrealised gains and losses from revaluations, impairments and disposals of all physical assets and intangible assets.

Disposal of Non-Financial AssetsAny gain or loss on the sale of non-financial assets is recognised at the date that control of the asset is passed to the buyer and is determined after deducting from the proceeds the carrying value of the asset at that time.

Impairment of Non-Financial AssetsAssets are assessed annually for indications of impairment, except for:

• inventories;

• financial assets;

• 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.

It is deemed that, in the event of the loss 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. The 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.

(p) Net Gain/(Loss) on Financial InstrumentsNet 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 or held-for-trading, impairment and reversal of impairment for financial instruments at amortised cost, and disposals of financial assets.

Revaluations of Financial Instruments at Fair ValueThe revaluation gain/(loss) on financial instruments at fair value excludes dividends or interest earned on financial assets.

Impairment of Financial AssetsFinancial Assets have been assessed for impairment in accordance with Australian Accounting Standards. Where a financial asset’s fair value at balance date has reduced by 20 per cent or more than its cost price or, where its fair value has been less than its cost price for a period of 12 or more months, the financial instrument is treated as impaired.

In order to determine an appropriate fair value as at 30 June 2010 for its portfolio of financial assets, Peninsula Health has used the quoted market price for each individual holding. The quoted market price has been advised by reputable financial institutions. The above valuation process was used to quantify the level of impairment on the portfolio of financial assets as at year end.

(q) PayablesThese 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 the Health Service prior to the end of the financial year that are unpaid. They arise when Peninsula Health becomes obliged to make future payments in respect of the purchase of these goods and services.

The credit terms are usually Net 30 days.

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

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.

(s) Interest Bearing LiabilitiesInterest bearing liabilities in the Balance Sheet are recognised at fair value upon initial recognition. Subsequent to initial recognition, interest bearing liabilities 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 method. Fair value is determined in the manner described in Note 16.

(t) Goods and Services Tax 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 GST is recognised as part of the cost of acquisition of the asset or as part of the expense.


29

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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 and contingent assets and liabilities are presented on a gross basis.

(u) Employee Benefits

Wages and Salaries, Annual Leave, Sick Leave and Accrued Days OffLiabilities 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, are classified as current liabilities and measured at their nominal values.

Those liabilities that Peninsula Health are not expected to be settled within 12 months are recognised in the provision for employee benefits as current liabilities, 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 LeaveThe liability for long service leave (LSL) is recognised in the provision for employee benefits.

Current Liability – unconditional LSL This liability (representing 10 or more years of continuous service), is disclosed in the notes to the financial statements as a current liability even where Peninsula 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 the Peninsula Health does not expect to settle within 12 months; and

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

Non-Current Liability – conditional LSL This liability (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.

Superannuation

Defined contribution plansContributions to defined contribution superannuation plans are expensed when incurred.

Defined benefit plansThe amount charged to the Comprehensive Operating Statement in respect of defined benefit superannuation plans represents the contributions made by Peninsula Health to the superannuation plans in respect of the services of current staff. Superannuation contributions are made to the plans based on the relevant rules of each plan.

Employees of Peninsula Health are entitled to receive superannuation benefits and Peninsula Health contributes to both defined benefit and defined contribution plans. The defined benefit plan(s) provide benefits based on years of service and final average salary.

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

Contributions Paid or Payable for the year

Fund 2010 2009Defined benefit plans: $’000 $’000Hospital Superannuation Fund 765 791Government Superannuation Fund 189 178Defined contributions plans:Hospital Superannuation Fund 15,524 13,888Other Funds 6,599 5,899Total 23,077 20,756

Peninsula Health does not recognise any unfunded defined benefit liability in respect of the superannuation plans because the entity 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 BenefitsTermination 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.

On-CostsEmployee benefit on-costs, such as payroll tax, workers compensation, superannuation are recognised separately from provisions for employee benefits.


30

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(v) Finance CostsFinance 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;

– 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.

(w) Residential Aged Care ServicePeninsula Health operates 4 residential aged care facilities:

- Carinya Residential Aged Care Mental Health Unit, Frankston

- Michael Court Hostel, Mental Health, Seaford

- Jean Turner Community Nursing Home, Rosebud

- Lotus Lodge Hostel, Rosebud

These operations are an integral part of Peninsula Health and share its resources. Where applicable an apportionment of land and buildings has been made based on floor space. The results of these operations have been segregated based on actual revenue earned and expenditure incurred.

The Commonwealth Government regulates and partly funds the provision of Residential Aged care services.

(x) Intersegment TransactionsTransactions between segments within Peninsula Health have been eliminated to reflect the extent of the Peninsula Health’s operations as a group.

2010 – Segment details are reported in note 18.

(y) Leases 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.

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

Operating lease payments, including any contingent rentals, are recognised as an expense in the Comprehensive Operating Statement on a straight line basis over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset.

(z) Income RecognitionIncome is recognised in accordance with AASB 118 Revenue and is recognised to the extent that it is earned. 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)

Grants are recognised as income when Peninsula Health gains control of the underlying assets in accordance with AASB 1004 Contributions. For reciprocal grants, Peninsula Health is deemed to have assumed control when the performance has occurred under the grant. For non-reciprocal grants, Peninsula Health is deemed to have assumed control when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant.

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 14/2009.

Patient and Resident FeesPatient fees are recognised as revenue when they are earned.

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

Donations and Other BequestsDonations and bequests are recognised as revenue when received. If donations are for a special purpose, they may be appropriated to a reserve, such as the Specific Restricted Purpose Reserve.

Dividend RevenueDividend revenue is recognised on a receivable basis.

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

Sale of investmentsThe profit/loss on the sale of investments is recognised when the investment is realised.

(aa) Fund AccountingPeninsula Health operates on a fund accounting basis and maintains three funds: Operating, Specific Purpose and Capital Funds. Peninsula Health Capital and Specific Purpose Funds include unspent capital donations and receipts from fund-raising activities conducted solely in respect of these funds.

(ab) Services Supported By Health Services Agreement and Services Supported By Hospital and Community InitiativesActivities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the Department of Health and include Residential Aged Care Services (RACS), also funded from other sources such as the Commonwealth, patients and residents, while Services Supported by Hospital and Community Initiatives (Non HSA) are funded by Peninsula Health’s own activities or local initiatives and/or the Commonwealth.

(ac) Property, Plant & Equipment Revaluation SurplusThe asset revaluation surplus is used to record increments and decrements on the revaluation of non-current physical assets.

Section 2

Financial StatementsNotes to The Financial Reports for the year ended 30 June 2010

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(ad) Financial Asset Available-for-Sale Revaluation SurplusThe available-for-sale revaluation surplus arises on the revaluation of available-for-sale financial assets. Where a revalued financial asset is sold, the portion of the reserve which relates to that financial asset is effectively realised, and is recognised in the Comprehensive Operating Statement. Where a revalued financial asset is impaired, the portion of the reserve which relates to that financial asset is recognised in the Comprehensive Operating Statement.

(ae) Contributed CapitalConsistent 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.

(af) CommitmentsCommitments are not recognised on the Balance Sheet. Commitments are disclosed at their nominal value and are inclusive of the GST payable.

(ag) Contingent assets and contingent liabilitiesContingent 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.

(ah) Net Result Before Capital & Specific ItemsThe subtotal entitled ‘Net result Before Capital & Specific Items’ is included in the Comprehensive Operating Statement to enhance the understanding of the financial performance of Peninsula Health. This subtotal reports the result excluding items such as capital grants, assets received or provided free of charge, depreciation, and items of an unusual nature and amount such as specific revenues and expenses. The exclusion of these items is made to enhance matching of income and expenses so as to facilitate the comparability and consistency of results between years and Victorian Public Health Services. The ‘Net result Before Capital & Specific Items’ is used by the management of Peninsula Health, the Department of Health and the Victorian Government to measure the ongoing performance of Health Services in operating hospital services.

Capital and specific items, which are excluded from this sub-total, comprise:• Capital purpose income, which comprises all tied grants,

donations and bequests received for the purpose of acquiring non-current assets, such as capital works, plant and equipment or intangible assets. 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/expenses, comprise the following items, where material:

o Voluntary departure packageso Write-down of inventorieso Non-current asset revaluation increments/decrementso Diminution/impairment of investmentso Restructuring of operations (disaggregation/aggregation

of Peninsula Health)

o Litigation settlementso Non-current assets lost or foundo Forgiveness of loanso Reversals of provisionso Voluntary changes in accounting policies (which are not

required by an accounting standard or other authoritative pronouncement of the Australian Accounting Standards Board)

• 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 (o) and (p)

• Depreciation and amortisation, as described in Note 1 (l) and (n)• Expenditure using capital purpose income, comprises

expenditure which either falls below the asset capitalisation threshold (Note 1 (n) 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

(ai) Category GroupsPeninsula Health has used the following category groups for reporting purposes for the current and previous financial years.

Acute Care comprises all recurrent health revenue/expenditure on admitted patient services, where services are delivered in public hospitals, or free standing day hospital facilities, or palliative care facilities, or rehabilitation facilities. It also includes outpatient services and revenue/expenditure on emergency department services that are available free of charge to public patients.

Mental Health comprises all recurrent health revenue/ expenditure on specialised mental health services (child and adolescent, general adult and community) managed or funded by the state administrations, and includes: admitted patient services, outpatient services, community based services and ambulatory services.

Residential Aged Care comprises all recurrent revenue/ expenditure on residential aged care facilities. This includes high level and low level residential care.

Residential Aged Care-Mental Health comprises all recurrent revenue/expenditure on psycho geriatric residential services. These services include Commonwealth-licensed residential aged care facilities in receipt of supplementary funding from 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.

Aged Care comprises revenue/expenditure from Home and Community Care (HACC) programs, Allied Health, Aged Care Assessment and support services. This category also includes MEPACS personal alarm monitoring service.

Primary Health comprises revenue/expenditure for Community Health Services including health promotion and counselling, physiotherapy, speech therapy, podiatry and occupational therapy.

(aj) New Accounting Standards and InterpretationsCertain new Australian accounting standards and interpretations have been published that are not mandatory for the 30 June 2010 reporting period. As at 30 June 2010, the following standards and interpretations had been issued but were not mandatory for the reporting period ending 30 June 2010. Peninsula Health has not and does not intend to adopt these standards early.


32

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Standard/Interpretation Summary Applicable for Annual Reporting periods beginning on

Impact on Health Services Financial Statements

AASB 2009-5 Further amendments to Australian Accounting Standards arising from the annual improvements project [AASB 5, 8, 101, 107, 117, 118, 136 and 139]

Some amendments will result in accounting changes for presentation, recognition or measurement purposes, while other amendments will relate to terminology and editorial changes.

Beginning 1 Jan 2010 Terminology and editorial changes. Impact minor.

AASB 2009-9 Amendments to Australian Accounting Standards – additional exemptions for first-time adopters [AASB 1]

Applies to Health Services adopting Australian Accounting Standards for the first time, to ensure Health Services will not face undue cost or effort in the transition process in particular situations.

Beginning 1 Jan 2010 No impact.

Relates only to first time adopters of Australian Accounting Standards.

AASB 124 Related party disclosures (Dec 2009) Government related Health Services have been granted partial exemption with certain disclosure requirements.

Beginning

1 Jan 2011

Preliminary assessment suggests that impact is insignificant

AASB 2009-12 Amendments to Australian Accounting Standards [AASB 5, 8, 108, 110, 112, 119, 133, 137, 139, 1023 and 1031 and Interpretations 2, 4, 16, 1039 and 1052]

This standard amends AASB 8 to require an entity to exercise judgement in assessing whether a government and Health Services known to be under the control of that government are considered a single customer for purposes of certain operating segment disclosures.

This standard also makes numerous editorial amendments to other AASs.

Beginning

1 Jan 2011

AASB 8 does not apply to Health Services therefore no impact expected. Otherwise, only editorial changes arsing from amendments to other standards, no major impact.

Impacts of editorial amendments are not expected to be significant.

AASB 2009-14 Amendments to Australian Interpretation – Prepayments of a minimum funding requirement [AASB Interpretation 14]

Amendment to Interpretation 14 arising from the issuance of Prepayments of a minimum funding requirement

Beginning

1 Jan 2011

Expected to have no significant impact

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).

Beginning

1 Jan 2013

Detail of impact is still being assessed.

AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 and 1038 and Interpretations 10 and 12]

This gives effect to consequential changes arising from the issuance of AASB 9.

Beginning 1 Jan 2013 Detail of impact is still being assessed.

AASB 1053 Application of Different 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

Beginning 1 July 2013 The impact of this Standard may affect disclosures in the financial reports of certain types of entities[public sector entities (except whole of government sector)] where reduced disclosure requirements may apply. The Standard does not affect the result of financial position.

Standard/Interpretation Summary Applicable for Annual Reporting periods beginning on

Impact on Health Services Financial Statements

AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements

This Standard makes amendments to many Australian Accounting Standards, including Interpretations, to introduce disclosure requirements to the pronouncements for the application by certain types of entities.

Beginning 1 July 2013 Does not affect financial measurement or recognition, so is not expected to have any impact on financial result or position. May reduce some note disclosures in financial statements.

Section 2



33

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Note 2: RevenueHSA2010

$’000

HSA2009$’000

Non HSA2010

$’000

Non HSA2009$’000

Total2010

$’000

Total2009$’000

Revenue from Operating ActivitiesGovernment Grants- Department of Health 315,843 290,952 - - 315,843 290,952 - Dental Health Services Victoria 4,015 4,021 - - 4,015 4,021 State Government - Equipment and Infrastructure Maintenance 1,171 1,132 - - 1,171 1,132 - OtherCommonwealth Government - Residential Aged Care Subsidy 5,633 5,518 - - 5,633 5,518 - Other 4,988 3,900 - - 4,988 3,900

Total Government Grants 331,650 305,523 - - 331,650 305,523 Indirect Contributions by Department of Health- Insurance 3,373 3,047 - - 3,373 3,047 - Long Service Leave 462 3,139 - - 462 3,139

Total Indirect Contributions by Department of Health 3,835 6,186 - - 3,835 6,186 Patient & Resident Fees-Patient and Resident Fees (refer note 2b) 10,959 10,340 - - 10,959 10,340 -Residential Aged Care (refer note 2b) 1,425 1,238 - - 1,425 1,238

Total Patient & Resident Fees 12,384 11,578 - - 12,384 11,578 Business Units & Specific Purpose Funds-Thoracic Medicine - - 378 345 378 345 -CT Scan - - 462 508 462 508 -Echo Cardiology/Angiography - - 390 518 390 518 -Audiology - - 39 42 39 42 -Sleep Laboratory - - 284 464 284 464 -Property Rental - - 192 197 192 197 -Cafeteria - - 813 710 813 710 -Car Park/Staff Car Rentals - - 689 675 689 675 -Radiology - - 835 1,188 835 1,188 -Other Special Purpose Funds - - 1,727 1,802 1,727 1,802

Total Business Units & Specific Purpose Funds - - 5,809 6,449 5,809 6,449

Donations & Bequests - - 1,464 483 1,464 483 Recoupment from Private Practice for Use of Hospital Facilities 76 60 - - 76 60

Other Revenue from Operating Activities 7,547 7,204 - - 7,547 7,204 Sub-Total Revenue from Operating Activities 355,492 330,551 7,273 6,932 362,765 337,483

Revenue from Non-Operating ActivitiesInterest/Dividends - - 2,650 1,864 2,650 1,864

Sub-Total Revenue from Non-Operating Activities - - 2,650 1,864 2,650 1,864 Sub Total Revenue Operating & Non Operating 355,492 330,551 9,923 8,796 365,415 339,347

Revenue From Capital Purpose IncomeState Government Capital Grants- Targeted Capital Works and Equipment - - 32,753 18,126 32,753 18,126 - Other - - - - - - Commonwealth Government Capital Grants - - Net Gain/(Loss) on Disposal of Non-Financial Assets (refer note 2c) - - 166 222 166 222

Net Gain/(Loss) on Disposal of Financial Assets - - - - - -Capital Interest - - - - - - Capital Dividends - - - - - -Donations & Bequests - - 473 577 473 577 Other Capital Purpose Income - - - - - -

Sub-Total Revenue from Capital Purpose Income - - 33,392 18,925 33,392 18,925

Total Revenue from Continuing Operations (refer to note 2a)

355,492 330,551 43,315 27,721 398,807 358,272

Indirect contributions by Department of Health Department of Health makes certain payments on behalf of Peninsula Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.

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Section 2



Note 2a: Analysis of Revenue by Source

AcuteCare2010

$’000

AcuteCare2009$’000

MentalHealth

2010$’000

MentalHealth

2009$’000

ResidentialAged Care

2010$’000


2009$’000

ResidentialAged Care-

Mental Health2010

$’000


Mental Health2009$’000

AgedCare2010

$’000

AgedCare2009$’000

PrimaryHealth

2010$’000

PrimaryHealth

2009$’000

Total2010

$’000

Total2009$’000

Revenue from Services Supported by Health Services AgreementGovernment grants 265,196 244,833 25,775 24,895 4,587 4,645 3,397 3,342 15,345 11,574 17,350 16,234 331,650 305,523 Indirect contributions by Human Services 3,835 5,559 - 269 - 70 - 72 - 45 - 171 3,835 6,186 Patient and Resident Fees (refer note 2b) 10,959 10,340 - - 764 635 661 603 - - - - 12,384 11,578 Donations & Bequests (Non Capital) 1,464 - - - - - - - - - - - 1,464 -Recoupment from Private Practice for Use of Hospital Facilities 76 60 - - - - - - - - - - 76 60 Other 3,232 2,618 697 514 - - - - 1,141 1,169 2,477 2,903 7,547 7,204 Sub-Total Revenue from Services Supported by Health Services Agreement 284,762 263,410 26,472 25,678 5,351 5,350 4,058 4,017 16,486 12,788 19,827 19,308 356,956 330,551

Revenue from Services Supported by Hospital and Community InitiativesBusiness Units & Special Purpose Funds 5,809 6,449 - - - - - - - - - - 5,809 6,449 Capital Purpose Income 32,753 18,703 - - - - - - - - - - 32,753 18,703 Net Gain/(Loss) from Disposal of Non Current Assets 166 222 - - - - - - - - - - 166 222 Donations & Bequests 473 483 - - - - - - - - - - 473 483 Interest/Dividends 2,650 1,864 - - - - - - - - - - 2,650 1,864 Sub-Total Revenue from Services Supported by Hospital and Community Initiatives

41,851 27,721 - - - - - - - - - - 41,851 27,721

Total Revenue 326,613 291,131 26,472 25,678 5,351 5,350 4,058 4,017 16,486 12,788 19,827 19,308 398,807 358,272

Indirect contributions by the Department of Health:The Department of Health makes certain payments on behalf of Peninsula Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.


Note 2b: Patient and Resident Fees2010

$’0002009$’000

Patient and Resident Fees RaisedRecurrent:Acute– Inpatients 10,485 10,087 – Outpatients 474 253 Residential Aged Care– Generic 560 368 – Psychogeriatric 661 603 – Hostel 204 267

Total Recurrent 12,384 11,578

Capital Purpose:Residential Accommodation Payments(*) 224 182

Total Capital 224 182

(*) This includes accommodation charges, interest earned on accommodation bonds and retention amount.

35

Section 2



Note 2a: Analysis of Revenue by Source

AcuteCare2010

$’000

AcuteCare2009$’000

MentalHealth

2010$’000

MentalHealth

2009$’000


2010$’000


2009$’000


Mental Health2010

$’000


Mental Health2009$’000

AgedCare2010

$’000

AgedCare2009$’000

PrimaryHealth

2010$’000

PrimaryHealth

2009$’000

Total2010

$’000

Total2009$’000

Revenue from Services Supported by Health Services AgreementGovernment grants 265,196 244,833 25,775 24,895 4,587 4,645 3,397 3,342 15,345 11,574 17,350 16,234 331,650 305,523 Indirect contributions by Human Services 3,835 5,559 - 269 - 70 - 72 - 45 - 171 3,835 6,186 Patient and Resident Fees (refer note 2b) 10,959 10,340 - - 764 635 661 603 - - - - 12,384 11,578 Donations & Bequests (Non Capital) 1,464 - - - - - - - - - - - 1,464 -Recoupment from Private Practice for Use of Hospital Facilities 76 60 - - - - - - - - - - 76 60 Other 3,232 2,618 697 514 - - - - 1,141 1,169 2,477 2,903 7,547 7,204 Sub-Total Revenue from Services Supported by Health Services Agreement 284,762 263,410 26,472 25,678 5,351 5,350 4,058 4,017 16,486 12,788 19,827 19,308 356,956 330,551

Revenue from Services Supported by Hospital and Community InitiativesBusiness Units & Special Purpose Funds 5,809 6,449 - - - - - - - - - - 5,809 6,449 Capital Purpose Income 32,753 18,703 - - - - - - - - - - 32,753 18,703 Net Gain/(Loss) from Disposal of Non Current Assets 166 222 - - - - - - - - - - 166 222 Donations & Bequests 473 483 - - - - - - - - - - 473 483 Interest/Dividends 2,650 1,864 - - - - - - - - - - 2,650 1,864 Sub-Total Revenue from Services Supported by Hospital and Community Initiatives

41,851 27,721 - - - - - - - - - - 41,851 27,721

Total Revenue 326,613 291,131 26,472 25,678 5,351 5,350 4,058 4,017 16,486 12,788 19,827 19,308 398,807 358,272

Indirect contributions by the Department of Health:The Department of Health makes certain payments on behalf of Peninsula Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.


Note 2c: Net Gain/(Loss) on Disposal of Non Financial Assets2010 2009

$’000 $’000

Proceeds from Disposals of Non-Current AssetsLand & Buildings - 740 Plant & Equipment - -Motor Vehicles 1,111 1,548

Total Proceeds from Disposal of Non-Current Assets 1,111 2,288

Less: Written Down Value of Non-Current Assets SoldLand & Buildings - 766 Plant & Equipment - 12 Motor Vehicles 945 1,288

Total Written Down Value of Non-Current Assets Sold 945 2,066

Net gains/(losses) on disposal of Non-Current Assets 166 222

36

Section 2



Note 3: Analysis of Expenses by Source

2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009

AcuteCare

$’000

ResidentialAged Care-Mental Hth

$’000


$’000

AcuteCare

$’000

MentalHealth

$’000

MentalHealth$’000


$’000


$’000

AgedCare

$’000

AgedCare

$’000

PrimaryHealth

$’000

PrimaryHealth$’000

TotalH.S.A.$’000

TotalH.S.A.$’000

TotalNon

H.S.A.$’000

TotalNon

H.S.A.$’000

TOTAL$’000

TOTAL$’000

Employee Benefits-Salaries & Wages 189,885 176,630 20,659 19,235 5,984 4,995 6,138 5,091 4,526 3,236 13,943 12,255 241,135 221,442 3,368 3,482 244,503 224,924 -WorkCover 3,462 3,672 430 400 124 104 128 107 136 67 290 255 4,570 4,605 70 9 4,640 4,614 -Long Service Leave 5,328 5,000 633 544 172 141 177 146 189 92 539 347 7,038 6,270 - - 7,038 6,270 -Superannuation 17,293 15,791 1,760 1,642 538 353 551 360 589 483 1,227 1,090 21,958 19,719 - 274 21,958 19,993

Total Employee Benefits 215,968 201,093 23,482 21,821 6,818 5,593 6,994 5,704 5,440 3,878 15,999 13,947 274,701 252,036 3,438 3,765 278,139 255,801 Non Salary Labour Costs

-Agency Costs 2,812 3,733 91 186 - 433 101 215 1,702 1,557 39 47 4,745 6,171 85 29 4,830 6,200

Total Non Salary Labour Costs 2,812 3,733 91 186 - 433 101 215 1,702 1,557 39 47 4,745 6,171 85 29 4,830 6,200 Supplies & Consumables

-Drug Supplies 10,735 9,538 240 255 12 7 23 33 - - 5 6 11,015 9,839 136 112 11,151 9,951 -S100 Drugs 4,128 3,766 - - - - - - - - - - 4,128 3,766 - - 4,128 3,766 -Medical, Surgical Supplies and Prosthesis 14,296 13,296 38 55 85 80 44 49 847 722 123 573 15,433 14,775 452 398 15,885 15,173 -Diagnostic Services 9,126 8,672 118 71 4 - 3 - 8 - 256 16 9,515 8,759 540 905 10,055 9,664 -Food Supplies 2,397 2,335 502 525 155 253 335 360 8 8 35 58 3,432 3,539 516 535 3,948 4,074

Total Supplies & Consumables 40,682 37,607 898 906 256 340 405 442 863 730 419 653 43,523 40,678 1,644 1,950 45,167 42,628 Other Expenses from Continuing Operations

-Domestic Services & Supplies 3,811 3,789 129 137 169 148 134 154 9 8 51 64 4,303 4,300 20 81 4,323 4,381 -Fuel, Light, Power and Water 1,749 1,515 146 144 - - 20 13 3 3 48 30 1,966 1,705 8 8 1,974 1,713 -Insurance costs funded by DHS 3,373 3,047 - - - - - - - - - - 3,373 3,047 - - 3,373 3,047 -Motor Vehicle Expenses 582 893 158 24 - - - - 12 10 169 11 921 938 8 - 929 938 -Repairs & Maintenance 2,401 3,445 184 236 154 219 135 159 1,144 1,028 164 218 4,182 5,305 81 248 4,263 5,553 -Maintenance Contracts 1,784 1,845 15 18 26 1 25 3 55 49 27 22 1,932 1,938 65 - 1,997 1,938 -Patient Transport 1,978 1,926 107 56 1 - 1 - - - 6 6 2,093 1,988 49 67 2,142 2,055 -Bad & Doubtful Debts 20 45 - - - - - - - - - - 20 45 - 25 20 70 -Lease Expenses - - - - - - - - - - - - - - - - - - -Other Administrative Expenses 11,681 8,353 1,776 1,814 72 40 53 51 769 769 3,066 3,079 17,417 14,106 668 716 18,085 14,822 -Audit Fees - Auditor-General (refer note 20) 97 - - - - - - - - - - - 97 - - 80 97 80

Total Other Expenses from Continuing Operations 27,476 24,858 2,515 2,429 422 408 368 380 1,992 1,867 3,531 3,430 36,304 33,372 899 1,225 37,203 34,597 Sub-Total Expenses from Continued Operations 286,938 267,291 26,986 25,342 7,496 6,774 7,868 6,741 9,997 8,032 19,988 18,077 359,273 332,257 6,066 6,969 365,339 339,226

Depreciation & Amortisation (refer note 4) - - - - - - - - - - - - - - 16,224 13,684 16,224 13,684 Revaluation of Non-Financial Assets (refer note 15) - - - - - - - - - - - - - - - 9,709 - 9,709 Impairment of Financial Assets (refer note 15) - - - - - - - - - - - - - - - 1,630 - 1,630 Specific Expenses - - - - - - - - - - - - - - - - - -

Total Expenses 286,938 267,291 26,986 25,342 7,496 6,774 7,868 6,741 9,997 8,032 19,988 18,077 359,273 332,257 22,290 31,992 381,563 364,249


Note 3: Analysis of Expenses by Source

2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009 2010 2009

AcuteCare

$’000


$’000


$’000

AcuteCare

$’000

MentalHealth

$’000

MentalHealth$’000


$’000


$’000

AgedCare

$’000

AgedCare

$’000

PrimaryHealth

$’000

PrimaryHealth$’000

TotalH.S.A.$’000

TotalH.S.A.$’000

TotalNon

H.S.A.$’000

TotalNon

H.S.A.$’000

TOTAL$’000

TOTAL$’000

Employee Benefits-Salaries & Wages 189,885 176,630 20,659 19,235 5,984 4,995 6,138 5,091 4,526 3,236 13,943 12,255 241,135 221,442 3,368 3,482 244,503 224,924 -WorkCover 3,462 3,672 430 400 124 104 128 107 136 67 290 255 4,570 4,605 70 9 4,640 4,614 -Long Service Leave 5,328 5,000 633 544 172 141 177 146 189 92 539 347 7,038 6,270 - - 7,038 6,270 -Superannuation 17,293 15,791 1,760 1,642 538 353 551 360 589 483 1,227 1,090 21,958 19,719 - 274 21,958 19,993

Total Employee Benefits 215,968 201,093 23,482 21,821 6,818 5,593 6,994 5,704 5,440 3,878 15,999 13,947 274,701 252,036 3,438 3,765 278,139 255,801 Non Salary Labour Costs

-Agency Costs 2,812 3,733 91 186 - 433 101 215 1,702 1,557 39 47 4,745 6,171 85 29 4,830 6,200

Total Non Salary Labour Costs 2,812 3,733 91 186 - 433 101 215 1,702 1,557 39 47 4,745 6,171 85 29 4,830 6,200 Supplies & Consumables

-Drug Supplies 10,735 9,538 240 255 12 7 23 33 - - 5 6 11,015 9,839 136 112 11,151 9,951 -S100 Drugs 4,128 3,766 - - - - - - - - - - 4,128 3,766 - - 4,128 3,766 -Medical, Surgical Supplies and Prosthesis 14,296 13,296 38 55 85 80 44 49 847 722 123 573 15,433 14,775 452 398 15,885 15,173 -Diagnostic Services 9,126 8,672 118 71 4 - 3 - 8 - 256 16 9,515 8,759 540 905 10,055 9,664 -Food Supplies 2,397 2,335 502 525 155 253 335 360 8 8 35 58 3,432 3,539 516 535 3,948 4,074

Total Supplies & Consumables 40,682 37,607 898 906 256 340 405 442 863 730 419 653 43,523 40,678 1,644 1,950 45,167 42,628 Other Expenses from Continuing Operations

-Domestic Services & Supplies 3,811 3,789 129 137 169 148 134 154 9 8 51 64 4,303 4,300 20 81 4,323 4,381 -Fuel, Light, Power and Water 1,749 1,515 146 144 - - 20 13 3 3 48 30 1,966 1,705 8 8 1,974 1,713 -Insurance costs funded by DHS 3,373 3,047 - - - - - - - - - - 3,373 3,047 - - 3,373 3,047 -Motor Vehicle Expenses 582 893 158 24 - - - - 12 10 169 11 921 938 8 - 929 938 -Repairs & Maintenance 2,401 3,445 184 236 154 219 135 159 1,144 1,028 164 218 4,182 5,305 81 248 4,263 5,553 -Maintenance Contracts 1,784 1,845 15 18 26 1 25 3 55 49 27 22 1,932 1,938 65 - 1,997 1,938 -Patient Transport 1,978 1,926 107 56 1 - 1 - - - 6 6 2,093 1,988 49 67 2,142 2,055 -Bad & Doubtful Debts 20 45 - - - - - - - - - - 20 45 - 25 20 70 -Lease Expenses - - - - - - - - - - - - - - - - - - -Other Administrative Expenses 11,681 8,353 1,776 1,814 72 40 53 51 769 769 3,066 3,079 17,417 14,106 668 716 18,085 14,822 -Audit Fees - Auditor-General (refer note 20) 97 - - - - - - - - - - - 97 - - 80 97 80

Total Other Expenses from Continuing Operations 27,476 24,858 2,515 2,429 422 408 368 380 1,992 1,867 3,531 3,430 36,304 33,372 899 1,225 37,203 34,597 Sub-Total Expenses from Continued Operations 286,938 267,291 26,986 25,342 7,496 6,774 7,868 6,741 9,997 8,032 19,988 18,077 359,273 332,257 6,066 6,969 365,339 339,226

Depreciation & Amortisation (refer note 4) - - - - - - - - - - - - - - 16,224 13,684 16,224 13,684 Revaluation of Non-Financial Assets (refer note 15) - - - - - - - - - - - - - - - 9,709 - 9,709 Impairment of Financial Assets (refer note 15) - - - - - - - - - - - - - - - 1,630 - 1,630 Specific Expenses - - - - - - - - - - - - - - - - - -

Total Expenses 286,938 267,291 26,986 25,342 7,496 6,774 7,868 6,741 9,997 8,032 19,988 18,077 359,273 332,257 22,290 31,992 381,563 364,249

37

Section 2




38

Section 2



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

2010$’000

2009$’000

Business UnitsThoracic Medicine 381 362 CT Scan 532 471 Echo Cardiology/Angiography 753 798 Audiology 43 23 Sleep Laboratory 750 603 Property Rental 1 19 Cafeteria 881 880 Car Park/Staff Car Rentals 395 326 Radiology 336 825 Other Special Purpose Funds 2,245 2,582

TOTAL 6,317 6,889

Note 4: Depreciation & Amortisation2010 2009

$’000 $’000

DepreciationBuildings 9,372 7,441 Plant & Equipment 3,856 3,169 Furniture and Equipment 1,857 1,880 Motor Vehicles 1,139 1,194

Total Depreciation 16,224 13,684

Note 5: Cash and Cash EquivalentsFor the purposes of the Cash Flow Statement, cash assets include cash on hand and in banks, andshort-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.

2010 2009$’000 $’000

Cash on Hand 23 21 Cash at Bank 1,505 8,061 Overnight at Call and Bank Bills 11,655 23,164

TOTAL 13,183 31,246

Represented by:Cash for Health Service Operations 13,181 31,237 Cash for Monies Held in Trust- Cash at Bank 2 9

TOTAL 13,183 31,246


39

Section 2



Note 6: Receivables2010

$’0002009$’000

CURRENTContractual Inter Hospital Debtors 1,960 1,164 Trade Debtors 2,847 2,843 Patient Fees 2,230 2,221 Accrued Investment Income 52 78 Less Allowance for Doubtful Debts (252) (257)

6,837 6,049 Statutory Department of Health – Long Service Leave 2,200 2,200 GST Receivable 1,177 1,175

3,377 3,375

TOTAL CURRENT RECEIVABLES 10,214 9,424

NON CURRENTStatutory Department of Health – Long Service Leave 2,343 1,881

TOTAL NON-CURRENT RECEIVABLES 2,343 1,881

TOTAL RECEIVABLE 12,557 11,305

(a) Movement in Allowance for Doubtful Debts

2010$’000

2009$’000

Balance at beginning of year 257 300 Amounts written off during the year (34) (121)Amounts recovered during the year 9 8 Increase/(decrease) in allowance recognised in profit or loss 20 70

Balance at end of year 252 257

(b) Ageing analysis of receivablesPlease refer to note 16d for the ageing analysis of receivables

(c) Nature and extent of risk arising from receivablesPlease refer to note 16d for the nature and extent of credit risk from receivables


40

Section 2



Note 7: Other Financial AssetsTotal2010

$’000

Total2009$’000

CURRENT

Equities & Managed Investment Schemes Available for Sale at Fair Value Hybrid Securities 7,836 6,939 Direct Equity-Shares 8,962 8,110

Total Current 16,798 15,049

NON-CURRENT

Equities & Managed Investment Schemes Available for Sale at Fair Value Hybrid Securities 1,958 1,565

Total Non Current 1,958 1,565 TOTAL 18,756 16,614

Represented by:Health Service Investments 16,733 14,228 Monies Held in Trust

Patient Monies 2 9 Accommodation Bonds (Refundable Entrance Fees) 2,021 2,377

TOTAL 18,756 16,614

(a) Ageing analysis of other financial assetsPlease refer to note 16d for the ageing analysis of other financial assets

(b) Nature and extent of risk arising from other financial assetsPlease refer to note 16d for the nature and extent of credit risk arising from other financial assets

Note 8: Inventories

2010$’000

2009$’000

Pharmaceuticals - at cost 895 874 Catering Supplies - at cost 27 21 Housekeeping Supplies - at cost 37 30 Medical and Surgical Lines - at cost 315 287 Engineering Stores - at cost 10 12 Administration Stores - at cost 17 24

TOTAL INVENTORIES 1,301 1,248


41

Section 2



Note 9: Other Assets2010

$’0002009$’000

CURRENTPrepayments 647 611 TOTAL 647 611

Note 10: Property, Plant & Equipment2010

$’0002009$’000

Land- Land at Fair Value 30,543 30,543 Total Land 30,543 30,543

Buildings- Buildings under construction at cost 41,720 20,201

- Buildings at Fair Value 197,597 185,013 Less Accumulated Depreciation (9,372) Total Buildings 229,945 205,214

Plant and Equipment- Equipment at fair value 37,720 26,629 Less Accumulated Depreciation (7,025) (3,169)Total Plant and Equipment 30,695 23,460

Furniture and Fittings- Furniture and Fittings at fair value 10,427 7,354 Less Accumulated Depreciation (3,736) (1,880)Total Furniture and Fittings 6,691 5,474

Motor Vehicles- Motor Vehicles at fair value 4,884 4,955 Less Accumulated Depreciation (1,504) (1,194)Total Motor Vehicles 3,380 3,761

TOTAL 301,254 268,452

Land Buildings Plant &Equipment

Furniture &Fittings

MotorVehicles

Total

$’000 $’000 $’000 $’000 $’000 $’000Balance at 1 July 2008 40,756 128,437 19,370 2,943 3,635 195,141 Additions 21,568 7,271 4,411 2,608 35,858 Disposals (504) (262) (12) - (1,288) (2,066)Net Additions through restructuring - - - - - - Revaluation increments/(decrements) (9,709) 62,912 - - - 53,203 Depreciation (note 4) - (7,441) (3,169) (1,880) (1,194) (13,684)Balance at 30 June 2009 30,543 205,214 23,460 5,474 3,761 268,452 Additions - 34,218 11,022 3,029 1,698 49,967 Disposals - - - (1) (939) (940)Net Additions through restructuring - - - - - - Transfer from WIP - (115) 70 45 - -Revaluation increments/(decrements) - - - - - - Depreciation (note 4) - (9,372) (3,857) (1,856) (1,140) (16,225)Balance at 30 June 2010 30,543 229,945 30,626 6,691 3,380 301,254

An independent valuation of the Health Service’s property, with the effective date of 30 June 2009, was performed by the Valuer-General Victoria to determine the fair value of the land and buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could be exchanged between knowledgeable and willing parties in an arm’s length transaction. The valuation was based on independent assessments.


42

Section 2



Note 11: Payables2010

$’0002009$’000

CURRENTContractualTrade Creditors 5,334 3,134 Salary Packaging 2,880 1,592 Accrued Expenses 8,472 8,602

16,686 13,328 StatutoryDepartment of Health 220 3,928 TOTAL CURRENT 16,906 17,256

(a) Maturity analysis of payables

Please refer to Note 16e for the ageing analysis of payables

Note 12: Employee Benefits and Related On-Costs Provisions2010

$’0002009$’000

CURRENT (refer note 1 (u))Unconditional Long Service Leave Entitlements 25,405 22,249 Accrued Wages and Salaries 4,800 8,720 Annual Leave 21,153 20,014 Accrued Days Off 908 864 TOTAL CURRENT PROVISIONS 52,266 51,847

Current Employee Benefits that:Expected to be utilised within 12 months (nominal value) 28,136 30,097 Expected to be utilised after 12 months (present value) 24,130 21,750

52,266 51,847 NON-CURRENT (refer note 1 (u))Conditional Long Service Leave Entitlements (present value) 9,349 9,195 TOTAL NON CURRENT PROVISIONS 9,349 9,195

Movement in Long Service Leave:Balance at start of year 31,444 27,216 Provision made during the year 6,930 7,146 Settlement made during the year (3,620) (2,918)Balance at end of year 34,754 31,444

The following assumptions were made in measuring present value: - Weighted Average discount rates 4.56% 5.21% - Wage inflation rate 4.48% 4.45%

Note 13: Other Liabilities2010

$’0002009$’000

CURRENT*Trust Funds’ - Patient Monies held in Trust 2,023 2,386

2,023 2,386

* Total Monies Held in TrustRepresented by the following assets:Cash Assets Held in Trust (refer to Note 5) 2 9 Other Financial Assets Held at Trust (refer to Note 7) 2,021 2,377 TOTAL 2,023 2,386


43

Section 2



Section 2


Note 14: Equity & Reserves2010

$’0002009$’000

(a) ReservesProperty, Plant & Equipment Revaluation ReserveBalance at the beginning of the reporting period 62,912 - Revaluation increment/(decrements) - 62,912 Balance at the end of the reporting period 62,912 62,912

* Represented by:- Buildings 62,912 62,912

62,912 62,912

Financial Assets Available-for-Sale Revaluation ReserveBalance at the beginning of the reporting period (66) - Valuation gain/(loss) recognised direct to equity 1,118 (66)Balance at end of reporting period 1,052 (66)

Total Reserves 63,964 62,846

(b) Contributed CapitalBalance at the beginning of the reporting period 191,923 178,033 Capital Contribution received from Victorian Government - 13,890 Balance at the end of the reporting period 191,923 191,923

(c) Accumulated Surpluses/(Deficits)Balance at the beginning of the reporting period (5,977) - Net Result for the Year 17,244 (5,977)Balance at the end of the reporting period 11,267 (5,977)

Total Equity at end of financial year 267,154 248,792

Note 15: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow) from Operating Activities

2010$’000

2009$’000

Operating Surplus/ (Deficit) for the Year 17,244 (5,977)

Depreciation & Amortisation 16,224 13,684

Non Cash-Department of Health Capital Grants (960) (283)

Non Cash-Impairment of Financial Assets - 1,630

Non Cash-Revaluation Decrement taken to Profit & Loss - 9,709

Net (Gain)/Loss from Sale of Plant and Equipment (166) (222)

Change in Operating Assets & Liabilities- Increase/(Decrease) in Payables (262) 3,916

- Increase/(Decrease) in Employee Benefits 573 8,167

- (Increase)/Decrease in Other Current Assets (53) (103)

- (Increase)/Decrease in Receivables (1,552) 840

- (Increase)/Decrease in Prepayments (36) (36)

- Increase/(Decrease) in Other Liabilities (63) (403)

NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES 30,949 30,922


44

Section 2



Note 16: Financial Instruments

(a) Significant accounting policiesDetails 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 Peninsula Health’s financial risks within government policy parameters.

(b) Risk management policiesPeninsula Health’s risk management framework is based on the Australian Standard and has an overarching policy with ten policies relating to specific areas such as clinical governance, financial risk, IT risk and building and infrastructure risk.

Risk management is seen as a core component of service delivery and high or extreme risks are managed at an appropriate level of seniority. A consistent risk assessment and management tool is used across all risk areas.

This is supported by a risk register which is regularly updated in conjunction with our internal auditors.

(c) Catagorisation of financial instruments

CarryingAmount

2010$’000

CarryingAmount

2009$’000

Details of each category in accordance with AASB139

Note Category

Financial Assets Cash and cash equivalents 5 N/A 13,183 31,246 Receivables 6 Loans and Receivables 11,380 10,130 Other Financial Assets 7 Available for sale financial assets (at fair value) 18,756 16,614 Total Financial Assets (i) 43,319 57,990 Financial LiabilitiesPayables 11 Financial liabilities measured at amortised cost 16,906 17,256 Accomodation Bonds 13 Financial liabilities measured at amortised cost 2,021 2,377 Other Liabilities 13 Financial liabilities measured at amortised cost 2 9 Total Financial Liabilities (ii) 18,929 19,642

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

Section 2



Note 16: Financial Instruments Continued

(d) Credit RiskPeninsula Health’s exposure to credit risk and effective weighted average interest rate by ageing periods is set out in the following table.

Ageing analysis of Financial Asset as at 30 June

Consol’d Carrying Amount

Not Past Due and Not

Impaired

Past Due But Not Impaired Impaired Financial

AssetsLess than 1

Month1-3 Months 3 months - 1

Year1-5 Years

2010 $’000 $’000 $’000 $’000 $’000 $’000 $’000Financial Assets Cash and Cash Equivalents 1,528 1,528 - - - - - Receivables - Trade Debtors 11,380 5,783 711 323 2,220 2,343 - - Other Receivables - - - - - - - Other Financial Assets - Term Deposit 11,655 11,655 - - - - - - Managed Investments 16,798 16,798 - - - - - - Other 1,958 1,958 - - - - - Total Financial Assets 43,319 37,722 711 323 2,220 2,343 -

2009 Financial Assets Cash and Cash Equivalents 8,082 8,082 - - - - - Receivables - Trade Debtors 10,130 4,043 500 315 2,962 2,310 - - Other Receivables - - - - - - - Other Financial Assets - Term Deposit 23,164 23,164 - - - - - - Managed Investments 15,049 15,049 - - - - - - Other 1,565 1,565 - - - - -Total Financial Assets 57,990 51,903 500 315 2,962 2,310 -

(e) Liquidity RiskThe following table discloses the contractual maturity analysis for Peninsula Health’s financial liabilities. For interest rates applicable to each class of liability refer to individual notes to the financial statements.

Maturity analysis of Financial Liabilities as at 30 June

Maturity DatesCarrying Amount

Contractual Cash Flows

Less than 1 Month

1-3 Months 3 months - 1 Year

1-5 Years

2010 $’000 $’000 $’000 $’000 $’000 $’000Financial Liabilities Payables 16,906 16,906 9,650 2,067 5,189 - Interest Bearing Liabilities - - - - - - Other Financial Liabilities - Accommodation Bonds 2,021 2,021 - - - 2,021 - Other 2 2 - - 2 - Total Financial Liabilities 18,929 18,929 9,650 2,067 5,191 2,021

2009 Financial Liabilities Payables 17,256 17,256 9,851 2,109 5,296 - Interest Bearing Liabilities - - - - - - Other Financial Liabilities - Accommodation Bonds 2,377 2,377 - - - 2,377 - Other 9 9 - - 9 - Total Financial Liabilities 19,642 19,642 9,851 2,109 5,305 2,377

Ageing analysis of financial liabilities excludes statutory financial liabilities (i.e GST payable)

Section 2


46 Peninsula Health Annual Report 2009/10


(f) Market RiskPeninsula Health’s exposures to market risk are primarily through interest rate risk, and other price risks such as variability in equity markets, with only insignificant exposure to foreign currency price risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraph below.

Currency RiskPeninsula 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.

Interest Rate RiskExposure to interest rate risk might arise primarily through Peninsula Health’s interest bearing financial assets. Minimisation of risk is achieved by mainly undertaking fixed rate or non-interest bearing financial instruments.

Interest Rate Exposure of Financial Assets and Liabilities as at 30 June

WeightedAverage

EffectiveInterestRate (%)

CarryingAmount

Interest Rate ExposureFixed

InterestRate

VariableInterest

Rate

Non-InterestBearing

2010 $’000 $’000 $’000 $’000Financial Assets Cash and Cash Equivalents(i) 3.29% 1,528 - 1,505 23Receivables - Trade Debtors - 11,380 - - 11,380 - Other Receivables - - - - -Other Financial Assets - Term Deposit 4.69% 11,655 9,000 2,655 - - Managed Investments - 16,798 7,836 - 8,962 - Other - 1,958 1,958 - -

43,319 18,794 4,160 20,365Financial Liabilities Payables(i) - 16,906 - - 16,906Interest Bearing Liabilities - - - - -Other Financial Liabilities - Accommodation Bonds - 2,021 - - 2,021 - Other - 2 - - 2 18,929 - - 18,9292009 Financial Assets Cash and Cash Equivalents(i) 3.64% 8,082 - 8,061 21Receivables - - Trade Debtors - 10,130 - - 10,130 - Other Receivables - - - - -Other Financial Assets - - Term Deposit 5.91% 23,164 22,000 1,164 - - Managed Investments - 15,049 6,939 0 8,110 - Other - 1,565 1,565 - -

57,990 30,504 9,225 18,261Financial Liabilities Payables(i) 0.00% 17,256 - - 17,256Interest Bearing Liabilities - - - - -Other Financial Liabilities - - - - - Accommodation Bonds - 2,377 - - 2,377 - Other - 9 - - 9

19,642 - - 19,642

(i) The carrying amount must exclude statutory financial assets and liabilities (i.e. GST input tax credit and GST payable)

Section 2




(g) Market Risk (cont)

Sensitivity Disclosure AnalysisTaking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the financial markets, the Peninsula Health Service believes the following movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from the Reserve Bank of Australia)

- A shift of +1% and -1% in market interest rates (AUD) from year-end rates of 5.75%;

- A parallel shift of +1% and -1% in inflation rate from year-end rates of 2.4%

The following table discloses the impact on net operating result and equity for each category of financial instrument held by Peninsula Health at year end as presented to key management personnel, if changes in the relevant risk occur.

CarryingAmount

Interest Rate Risk Other Price Risk -1% +1% -1% +1%

Profit$’000

Equity$’000

Profit$’000

Equity$’000

Profit$’000

Equity$’000

Profit$’000

Equity$’0002010

Financial Assets Cash and Cash Equivalents(i) 1,528 (15) (15) 15 15 - - - - Receivables - Trade Debtors 11,380 - - - - - - - - - Other Receivables - - - - - - - - - Other Financial Assets - Term Deposit 11,655 (117) (117) 117 117 - - - - - Managed Investments 16,798 (78) (78) 78 78 (448) (448) 448 448 - Other 1,958 (20) (20) 20 20 - - - - Financial Liabilities Payables 16,906 - - - - - - - - Interest Bearing Liabilities - - - - - - - - - Other Financial Liabilities - Accommodation Bonds 2,377 - - - - - - - - - Other 2 - - - - - - - - (230) (230) 230 230 (448) (448) 448 448 2009 Financial Assets Cash and Cash Equivalents(i) 8,082 (81) (81) 81 81 - - - - Receivables - Trade Debtors 10,130 - - - - - - - - - Other Receivables - - - - - - - - - Other Financial Assets - Term Deposit 23,164 (232) (232) 232 232 - - - - - Managed Investments 15,049 (69) (69) 69 69 (406) (406) 406 406 - Other 1,565 (16) (16) 16 16 - - - - Financial Liabilities Payables 17,256 - - - - - - - - Interest Bearing Liabilities - - - - - - - - - Other Financial Liabilities - Accommodation Bonds 2,377 - - - - - - - - - Other 9 - - - - - - - - (398) (398) 398 398 (406) (406) 406 406

(i) The carrying amount must exclude statutory financial assets and liabilities (i.e. GST input tax credit and GST payable)

Section 2


48 Peninsula Health Annual Report 2009/10


(h) Fair ValueThe fair values and net fair values of financial instrument assets and liabilities are determined as follows:

• the fair value of financial instrument assets and liabilities with standard terms and conditions and traded in active liquid markets are determined with reference to quoted market prices; and

• the fair value of other financial instrument assets and liabilities are determined in accordance with generally accepted pricing models based on discounted cash flow analysis.

Peninsula 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.

CarryingAmount

2010$’000

Fair ValueAmount

2010$’000

CarryingAmount

2009$’000

Fair ValueAmount

2009$’000

Financial AssetsCash and cash equivalents 13,183 13,183 31,246 31,246 Receivables 11,380 11,380 10,130 10,130 Other Financial Assets 18,756 18,756 16,614 16,614 Total Financial Assets 43,319 43,319 57,990 57,990 Financial LiabilitiesPayables 16,906 16,906 17,256 17,256 Accommodation Bonds 2,021 2,021 2,377 2,377 Other Liabilities 2 2 9 9 Total Financial Liabilities 18,929 18,929 19,642 19,642

Carrying Amount as at

30 June

Fair value measurement at end of reporting period using:

Level 1 Level 2 Level 32010 $’000 $’000 $’000 $’000Financial assets at fair value through profit & lossAvailable for sale financial assets - Equities and managed funds 18,756 18,756 - - Total Financial Assets 18,756 18,756 - -

2009Financial assets at fair value through profit & lossAvailable for sale financial assets - Equities and managed funds 16,614 16,614 - - Total Financial Assets 16,614 16,614 - -

Section 2



Note 17: Commitments for Expenditure2010

$’0002009$’000

Capital Expenditure Commitments - Land and Buildings 9,900 44,000 - Plant & Equipment 6,600 4,400 Total Capital Commitments 16,500 48,400

Not later than one year 16,500 34,400 Later than one year and not later than 5 years - 14,000 Total 16,500 48,400 Lease CommitmentsOperating leases 591 910 Total Lease Commitments 591 910

Operating LeasesNon-CancellableNot later than one year 421 310 Later than one year and not later than 5 years 170 600 Later than 5 years - -Sub-total 591 910 Total 591 910

Note: There are no contingent Assets or Liabilities at Balance Date.

Section 2


50

Section 2



Note 18: Segment ReportingResidentialAged Care

2010


2009

Pers. AlarmCall systems

2010


2009

AcuteCare2010

AcuteCare2009

MentalHealth

2010

MentalHealth

2009

AgedCare2010

AgedCare2009

PrimaryHealth

2010

PrimaryHealth

2009

Total2010

Total2009

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000REVENUEExternal Segment Revenue 9,409 9,367 11,073 7,990 323,963 289,267 26,472 25,678 5,413 4,798 19,827 19,308 396,157 356,408 Total Revenue 9,409 9,367 11,073 7,990 323,963 289,267 26,472 25,678 5,413 4,798 19,827 19,308 396,157 356,408 EXPENSESExternal Segment Expenses 15,364 13,515 6,209 5,437 309,228 287,379 26,986 25,342 3,788 3,160 19,988 18,077 381,563 352,910 Net Result from ordinary activities (5,955) (4,148) 4,864 2,553 17,385 1,888 (514) 336 1,625 1,638 (161) 1,231 17,244 3,498 Interest Income - - - - 2,650 1,864 - - - - - - 2,650 1,864 Revaluation of Non-Financial Assets - (2,336) - - - (8,016) - 643 - - - - - (9,709)Impairment of Financial Assets - - - - - (1,630) - - - - - - - (1,630)Net Result for Year (5,955) (6,484) 4,864 2,553 20,035 (5,894) (514) 979 1,625 1,638 (161) 1,231 17,244 (5,977)

OTHER INFORMATIONSegment Assets 8,204 13,063 9,654 1,188 284,756 268,939 23,079 23,874 4,719 4,461 17,286 17,951 347,698 329,476 Total Assets 8,204 13,063 9,654 1,188 284,756 268,939 23,079 23,874 4,719 4,461 17,286 17,951 347,698 329,476

Segment Liabilities 1,901 5,261 2,236 709 65,964 63,743 5,346 5,658 1,093 1,057 4,004 4,255 80,544 80,684 Total Liabilities 1,901 5,261 2,236 709 65,964 63,743 5,346 5,658 1,093 1,057 4,004 4,255 80,544 80,684

Acquisition of property, plantand equipment and intangible assets 662 184 1,316 985 44,329 24,272 182 946 63 177 3,414 9,294 49,966 35,858 Building Revaluations - 2,077 - - - 59,073 - 1,762 - - - - - 62,912 Depreciation & amortisation expense 16 570 175 564 15,861 10,707 14 950 5 178 153 715 16,224 13,684

Geographical SegmentPeninsula Health operates predominantly in Melbourne (South Eastern Suburbs and Mornington Peninsula), Victoria. More than 90% of revenue, net surplus from ordinary activities and segment assets relate to operations in that area.

Note 18: Segment Reporting

Business Segments Residential Aged Care Services (RACS)The Commonwealth Government regulates and partly funds the provision of residential care for older people who can no longer live independently in their own home. There are two levels of care: “low level residential care” and “high level residential care”.

Personal Alarm Call Systems (MEPACS)MEPACS provides personal alarm services to private clients as well as government funded (PAV) clients. Personal Alert Victoria (PAV) is a personal monitoring service that responds to calls for assistance and is funded by the Victorian Government through the Department of Human Services. MEPACS personal alarm services enhance the confidence of frail, older people and people with disabilities, who are isolated and vulnerable, to live independently in their own home by providing contact 24 hours a day. This segment reporting note excludes some corporate costs and capital expenditure items.

Acute CareProvision of inpatient and outpatient care within the areas of general and specialty medical and surgical services, maternity, paediatric and emergency services.


Note 18: Segment ReportingResidentialAged Care

2010


2009


2010


2009

AcuteCare2010

AcuteCare2009

MentalHealth

2010

MentalHealth

2009

AgedCare2010

AgedCare2009

PrimaryHealth

2010

PrimaryHealth

2009

Total2010

Total2009

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000REVENUEExternal Segment Revenue 9,409 9,367 11,073 7,990 323,963 289,267 26,472 25,678 5,413 4,798 19,827 19,308 396,157 356,408 Total Revenue 9,409 9,367 11,073 7,990 323,963 289,267 26,472 25,678 5,413 4,798 19,827 19,308 396,157 356,408 EXPENSESExternal Segment Expenses 15,364 13,515 6,209 5,437 309,228 287,379 26,986 25,342 3,788 3,160 19,988 18,077 381,563 352,910 Net Result from ordinary activities (5,955) (4,148) 4,864 2,553 17,385 1,888 (514) 336 1,625 1,638 (161) 1,231 17,244 3,498 Interest Income - - - - 2,650 1,864 - - - - - - 2,650 1,864 Revaluation of Non-Financial Assets - (2,336) - - - (8,016) - 643 - - - - - (9,709)Impairment of Financial Assets - - - - - (1,630) - - - - - - - (1,630)Net Result for Year (5,955) (6,484) 4,864 2,553 20,035 (5,894) (514) 979 1,625 1,638 (161) 1,231 17,244 (5,977)

OTHER INFORMATIONSegment Assets 8,204 13,063 9,654 1,188 284,756 268,939 23,079 23,874 4,719 4,461 17,286 17,951 347,698 329,476 Total Assets 8,204 13,063 9,654 1,188 284,756 268,939 23,079 23,874 4,719 4,461 17,286 17,951 347,698 329,476

Segment Liabilities 1,901 5,261 2,236 709 65,964 63,743 5,346 5,658 1,093 1,057 4,004 4,255 80,544 80,684 Total Liabilities 1,901 5,261 2,236 709 65,964 63,743 5,346 5,658 1,093 1,057 4,004 4,255 80,544 80,684

Acquisition of property, plantand equipment and intangible assets 662 184 1,316 985 44,329 24,272 182 946 63 177 3,414 9,294 49,966 35,858 Building Revaluations - 2,077 - - - 59,073 - 1,762 - - - - - 62,912 Depreciation & amortisation expense 16 570 175 564 15,861 10,707 14 950 5 178 153 715 16,224 13,684

Geographical SegmentPeninsula Health operates predominantly in Melbourne (South Eastern Suburbs and Mornington Peninsula), Victoria. More than 90% of revenue, net surplus from ordinary activities and segment assets relate to operations in that area.

51

Section 2




Note 18: Segment Reporting Continued

Mental HealthPeninsula Mental Health Service provides a range of focused mental health services including aged and adult acute inpatient services, community liaison early intervention acute and recovery services (CLEARS), consultation liaison inpatient psychiatric services (CLIPS) and community care units (residential care).

Aged CarePeninsula Health provides a range of inpatient, interim care and domiciliary aged care and rehabilitation services as well as palliative care and Hospital in the Home services.

Primary HealthPeninsula Health provides support for the community in the areas of audiology, counselling, nutrition, podiatry, physiotherapy, cardiac rehabilitation, diabetes education, health education and health promotion.

52

Section 2



Note 19: Responsible Persons Related Disclosures

(a) Responsible PersonsPeriod Time

Responsible MinisterThe Honourable Daniel Andrews, MLA Minister for Health June 30, 2009 June 30, 2010

Governing BoardMr Barry Nicholls (Chairperson) June 30, 2009 June 30, 2010Ms Diana Ward June 30, 2009 June 30, 2010Ms Nancy Hogan June 30, 2009 June 30, 2010Mr James Kerrigan OAM June 30, 2009 June 30, 2010Dr Winston McKean June 30, 2009 June 30, 2010Mr Michael Tiernan June 30, 2009 June 30, 2010Ms Dianne Wickham, MLA June 30, 2009 June 30, 2010Professor Paul Collier June 30, 2009 June 30, 2010Mr Peter Brookhouse June 30, 2009 June 30, 2010

Accountable OfficerDr Sherene Devanesen June 30, 2009 June 30, 2010

(b) Remuneration of Responsible Persons & Accountable Officer

2010No.

2009No.

Income Band$0 - $9,999 1 2$10,000 - $19,999 4 7$20,000 - $29,999 3 -$30,000 - $49,999 1 1$360,000-$369,999 - 1$370,000-$379,999 1 -Total Numbers 10 11

Total remuneration for the reporting period forResponsible Persons included above amounted to:

$,000 $,000565 543


53

Section 2



Note 19: Responsible Persons Related Disclosures Continued

(c) Executive Officers RemunerationThe numbers of executive officers, other than Ministers and Accountable Officers, and their total remunerationduring the reporting period are shown in the first column in the table below in their relevant income bands.The base remuneration of executive officers is shown in the second column. Base remuneration isexclusive of bonus payments, long-service leave payments, redundancy payments and retirement benefits.

2010 Remuneration 2009 RemunerationTOTAL

No.BASENo.

TOTALNo.

BASENo.

$5,000 - $9,999 1 1 - 1$20,000 - $29,999 1 1$40,000 - $49,990 1 1 1 2$70,000 - $79,990 - - 1 -$90,000 - $99,990 - - - 1$100,000 - $109,999 - 1 2 1$120,000 - $129,999 - 1 1 -$130,000- $139,999 1 - 1 1$150,000 - $159,999 1 - - -$160,000 - $169,999 - - 2 2$210,000 - $219,999 - - - 2$220,000 - $229,999 - - 2 -$230,000 - $239,999 - 4 - 1$240,000 - $249,000 1 - 1 -$250,000 - $259,999 3 - - -

9 9 11 11

Total remuneration for the reporting period for $’000 $’000 $’000 $’000 Executive Officers included above amounted to: 1,375 1,253 1,618 1,430

Note 20: Remuneration of Auditors2010

$’0002009$’000

Audit fees paid or payable to the Victorian Auditor-General’sOffice for audit of the Peninsula Health’s current financial report

Payable as at 30 June 97 80

Total Paid and Payable 97 80


54

Appendix 1


Legislation Requirement Page Reference

Ministerial Directions

Report of operations

Charter and purpose

FRD 22B Manner of establishment and relevant Ministers 7

FRD 22B Objectives, functions, powers and duties 7

FRD 22B Nature and range of services provided 7

Management and structure

FRD 22B Organisational structure 13

Financial and other information

FRD 10 Disclosure index 54

FRD 11 Disclosure of ex-gratia payments 16

FRD 21A Responsible person and executive officer disclosures 16, 17, 52

FRD 22B Application and operation of Freedom of Information Act 1982 16

FRD 22B Application and operation of Whistleblowers Protection Act 2001 17

FRD 22B Compliance with building and maintenance provisions of Building Act 1993 16

FRD 22B Details of consultancies over $100,000 16

FRD 22B Details of consultancies under $100,000 16

FRD 22B Major changes or factors affecting performance 10

FRD 22B Occupational health and safety 16

FRD 22B Operational and budgetary objectives and performance against objectives 7

FRD 22B Significant changes in financial position during the year 10

FRD 22B Statement of availability of other information 18

FRD 22B Statement of merit and equity 24

FRD 22B Statement on National Competition Policy 16

FRD 22B Subsequent events 10

FRD 22B Summary of the financial results for the year 10

FRD 22B Workforce Data Disclosures 16

FRD 25 Victorian Industry Participation Policy disclosures 16

SD 4.2(j) Report of Operations, Responsible Body Declaration 7

SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 18

Financial statements

Financial statements required under Part 7 of the FMA

SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 19

SD 4.2(b) Comprehensive Operating Statement 22

SD 4.2(b) Balance Sheet 23

SD 4.2(b) Statement of Changes in Equity 24

SD 4.2(b) Cash Flow Statement 25

SD 4.2(c) Accountable Officer’s Declaration 19

SD 4.2(c) Compliance with Ministerial Directions 26

SD 4.2(d) Rounding of amounts 26

Legislation

Freedom of Information Act 1982

Whistleblowers Protection Act 2001

Victorian Industry Participation Policy Act 2003

Building Act 1993

Financial Management Act 1994

Disclosure index

55

Appendix 2


GlossaryACHS Australian Council on Healthcare Standards

– the starting point for EQuIP (see below) is the ACHS standards

ACSAA Aged Care Standards and Accreditation Agency

ATSI Aboriginal and Torres Strait Islanders

CALD Culturally and Linguistically Diverse

CCC Community & Continuing Care

COPD Chronic Obstructive Airways Disease

DHS Department of Human Services – delivers community and housing services directly and with community sector partners

DVA Department of Veterans’ Affairs

ED Emergency Department

EQuIP Evaluation and Quality Improvement Program – a framework developed by the ACHS to help healthcare organisations establish and maintain quality care and services

FTE Full time equivalent – used in relation to number of staff employed

GP General Practitioner

FCHS Frankston Community Health Services

HACC Home and Community Care Program

HEWS Hospital Early Warning System – an alert system designed to prevent hospital bypass by getting hospitals to identify that their emergency departments are nearing maximum safe capacity, and to take steps to ease congestion

ICU Intensive care unit

MEACAS Mt Eliza Aged Care Assessment Service

MEPACS Mt Eliza Personal Alarm Call Service

OHS Occupational Health and Safety

PCHS Peninsula Community Health Service

SACS Sub-acute Ambulatory Care Services

SHARPS Southern Hepatitis Aids Resource Prevention Service

TAC Transport Accident Commission

VACS Victorian Ambulatory Classification and Funding System

VWA Victorian WorkCover Authority

VICNISS Victorian Hospital-Acquired Infection Surveillance System

WIES Weighted Inlier Equivalent Separations – each patient is assigned a resource weight dependent on the primary reason for admission, and this resource weight determines the amount of funding received for providing care

This report was printed on ecoStar, an environmentally responsible paper manufactured from 100% post consumer recycled paper in a process chlorine free environment under the ISO 14001 environmental management system.

Peninsula Health locations

SeafordMICHAEL COURT RESIDENTIAL AGED CARE UNIT10 Michael Court Seaford Vic 3198Tel (03) 9785 3744/3739 Fax (03) 9782 4434

FrankstonCARINYA RESIDENTIAL AGED CARE UNIT125 Golf Links Road Frankston Vic 3199 Tel (03) 9783 7277 Fax (03) 9783 7515

COMMUNITY CARE UNIT4 Spray Street Frankston Vic 3199 Tel (03) 9781 4288 Fax (03) 9781 4393

FRANKSTON COMMUNITY REHABILITATION CENTRE125 Golf Links Road Frankston Vic 3199 Tel (03) 9783 7288 Fax (03) 9770 5459

FRANKSTON HOSPITALHastings Road (PO Box 52) Frankston Vic 3199 Tel (03) 9784 7777

GOLF LINKS ROAD REHABILITATION SERVICE125 Golf Links Road Frankston Vic 3199 Tel (03) 9784 8666 Fax (03) 9784 8662

FRANKSTON INTEGRATED HEALTH CENTRE12-32 Hastings Road Frankston Vic 3199 Tel (03) 9784 8100

Frankston Community HealthTel (03) 9784 8100 Fax (03) 9784 8149

PENINSULA HEALTH COMMUNITY MENTAL HEALTH SERVICE15-17 Davey Street Frankston Vic 3199 Tel (03) 9784 6999 Fax (03) 9784 6900

SHARPS20 Young Street Frankston Vic 3199 Tel (03) 9781 1622 Fax (03) 9781 3669

TATTERSALLS PENINSULA PALLIATIVE CARE UNIT125 Golf Links Road Frankston Vic 3199Tel (03) 9784 8600 Fax (03) 9784 8674

RosebudROSEBUD COMMUNITY REHABILITATION SERVICE288 Eastbourne Road Rosebud Vic 3939

Community Rehabilitation CentreTel (03) 5986 3344 Fax (03) 5981 2267

Inpatient UnitTel (03) 5981 2166 Fax (03) 5982 2110

ROSEBUD HOSPITAL1527 Pt Nepean Road Rosebud Vic 3939Tel (03) 5986 0666 Fax (03) 5986 7589

ROSEBUD COMMUNITY HEALTH1527 Pt Nepean Road Rosebud Vic 3939Tel (03) 5986 9250Fax (03) 5986 9251

Incorporating:

Rosebud Dental Services(rear of Rosebud Hospital)Tel (03) 5986 9200Fax (03) 5986 9201

ROSEBUD RESIDENTIAL AGED CARE SERVICES14 Cairns Avenue Rosebud Vic 3939

Incorporating:

Jean Turner Community Nursing HomeTel (03) 5986 2222 Fax (03) 5982 2762

Lotus Lodge HostelTel (03) 5986 1011 Fax (03) 5982 2762

Rosewood House1497 Pt Nepean Road Rosebud Vic 3939Tel (03) 5982 0147Fax (03) 5982 0378

Mt ElizaMT ELIZA CENTREJacksons Road (PO Box 192) Mount Eliza Vic 3930Tel (03) 9788 1200 Fax (03) 9787 9954

MorningtonTHE MORNINGTON CENTRECnr Tyalla Grove & Separation Street Mornington Vic 3931Tel (03) 5976 9000 Fax (03) 5976 9136

MORNINGTON COMMUNITY HEALTH 61 Tanti Avenue Mornington Vic 3931Tel (03) 5975 8266Fax (03) 5975 8257

HastingsHASTINGS COMMUNITY HEALTH 185 High Street Hastings Vic 3915Tel (03) 5971 9100Fax (03) 5979 4735

Incorporating:

Hastings Dental ServiceTel (03) 5971 9120

Hastings Road (PO Box 52) Frankston Vic 3199Tel (03) 9784 7777 Callers outside the Melbourne Metropolitan Area phone 1800 858 727 www.peninsulahealth.org.au

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