annual report 2017 · western health alliance ltd. and the murray primary health network to provide...

ANNUAL REPORT

2017

CCResponsible Bodies Declaration

In accordance with the Financial Management Act 1994, I am pleased to present the Report of Operations for Robinvale District Health Services for the year ending 30th June 2017.

Mr Peter CampisiChairman

Robinvale1st July 2017

Robinvale District Health Services

128 Latje Road Robinvale Victoria 3549Telephone +61 3 5051 8111 Facsimile +61 3 5051 8100Email [email protected] 58 413 230 512

Annual Report

Robinvale District Health Service reports on its annual performance in two separate documents. This Annual Report of Operations fulfi ls the statutory reporting requirements to Government and the Quality Account Report reports on quality, risk management and performance improvement matters. Both documents are distributed to the community.

These reports are available on our website: www.rdhs.com.au

The Hon. Jill Hennessy MP Minister for HealthThe Hon. Martin Foley MP Minister for Mental Health Minister for Housing, Disability and AgeingThe Hon. Jenny Mikakos MLC Minister for Families and Children

The responsible Ministers during the reporting period were:

CCCONTENTS

1www.rdhs.com.au

About Us 2Our Vision, Our Statement of Purpose, Our Commitment 42016–2017 Health Service Snapshot 5Strategic Plan 2011–2016 6Chairman and Chief Executive Officer’s Report 8Director Reports 12People and Culture 18Primary Care Services 20Environmental Performance 23Performance 24Quality and Risk Management 32 Management 34The Board of Management (Including Statutory Reporting) 36Disclosure Index 41Index 42Glossary of Terms 43

Robinvale District Health Services Annual Report 20172 AAnnual Report 2017AAnnual Report 2017AARobinvale District Health Services (RDHS) is a Multi-Purpose Service (MPS) that provides a diverse range of services to communities across a catchment area of approximately 60,000 square kilometres.

In addition to service delivery in its immediate area, RDHS provides outreach services to the communities of Ouyen, Boundary Bend and Manangatang in Victoria and Dareton, Wentworth and Balranald in New South Wales.

We have a proud history of growth through innovation, investment in our staff and working in partnership with a broad range of stakeholders.

Denotes RDHS Service Area

Nyah

RobinvaleEuston

Ivan

hoe

Pooncarie

Dareton

Murray R

iverWentworth

Red Cliffs

Ouyen

WemenBoundary Bend

ManangatangPiangil

Woorinen

Lake BogaMurrabit

KoondrookKerang

Nyah West

Balranald

Vic

NSWMildura

Melbourne

Swan HillDenotes RDHS Service Area

Nyah

RobinvaleEuston

Ivan

hoe

Pooncarie

Dareton

Murray R

iver

Wentworth

Red Cliffs

Ouyen

WemenBoundary Bend

ManangatangPiangil

Woorinen

Lake BogaMurrabit

KoondrookKerang

Nyah West

Balranald

Vic

NSWMildura

Melbourne

Swan Hill

ABOUT US

www.rdhs.com.au 3AOUR SERVICES

Hospital (acute)

• 20acutemedicalbeds• Stabilisationandresuscitation• UrgentCareCentre• MaternityProgram-AnteandPostNatalCare

• MaternalChildHealthNursing• Palliativecare• PostAcuteCare• MedicalImaging• RenalDialysis

Aged Care

• RiversideHostel-30LowCareAgedResidentialCarebeds

• MainMPSsite-14HighCareAgedResidentialCareBeds

• ManangatangCampus–10HighCareAgedResidentialCareBeds

• RespiteCare• AdultDayActivityandSupportService

Primary Care Services

• AboriginalHospitalLiaisonOfficer• Access&SupportWorker• EarlyYearsprogram• AgedandDisabilitySupport• AsthmaEducation• ContinenceManagement• Counselling• DiabetesEducation• HealthPromotion/Education• ImmunisationProgram• Men’sPrograms• NutritionandDietetics• OccupationalTherapy• PapSmearScreening/Women’sHealth

• Physiotherapy• Podiatry• SocialWork• SpeechPathology• Women’sHealthPrograms

Home Nursing Service

• VisitingNurseService• PostAcuteCare

Support Services

• Administration• CustomerServices• ClinicalEducatorservicesto agenciesinManangatangandOuyen

• EmployerTrainingPrograms• GraduateNurseProgram• HospitalityandFacilities ManagementServices• InformationTechnology• MealsonWheels• OccupationalHealthandSafety• PublicRelations• Supply• RDHSLinenService• VolunteerServices

Services operating from or in association with RDHS:

• AgedCareAssessmentTeam• Agedpsychiatricnursingservice• Audiologyservices• Cancersupport• MeninSheds• Playgroup• Psychiatriccommunitynursing• RuralAmbulanceServiceVictoria• SelfHelparthritisgroup• SeniorsinSchoolsProgram• SexualAssaultTeam

RDHSoperates20acutebeds,55residentialagedcareplacesandprovidesUrgentCareservicestoboththeRobinvaleandManangatangcommunities.ThemaincampusatRobinvalesupportsacomprehensiverangeofservicesthatincludesRenalDialysis,Radiology,Midwifery,VisitingNursingandCommunityHealthNursingServices.AlsobasedatRobinvaleisanAlliedHealthteamfundedbyTheWesternHealthAllianceLtd.AndTheMurrayPrimaryHealthNetworktoprovidePrimaryCareServicesacrosstheregion.

RDHSemploys154staffandhasanoperatingbudgetofapproximately14milliondollars.Wearefortunatetohaveahighperformingmanagementteamthattakesprideinachievingexceptionalbusinessoutcomes.RDHSmaintainsaclearfocusonservicedevelopmentanddeliveryprioritiesandleveragesoffstrongfinancialperformancetomakebestuseoftheresourcesavailabletothecommunity.

RDHShasachieved“WholeofBusiness”certificationtotheinternationallyrecognisedstandardsofAS/NZS/ISO9001:2008,AS4801:2001andtheenvironmentalstandardAS/NZS/ISO14001:2004.RDHSwasthefirsthealthserviceinAustraliatoachievethisstandard.

RDHSwashonouredatthe2010VictorianHealthCareAwardstobepresentedwiththe“2010RuralHealthServiceoftheYear”bythePremierofVictoria,MrJohnBrumby.RDHSachievedthesameawardin2007andwasthefirstVictorianruralhealthservicetohavereceivedthisawardtwice.

In July 2009 the Manangatang & District Hospital and RDHS merged to ensure the sustainability and development of health care services for the Manangatang community. During 2010 RDHS was also successful in having the Manangatang location incorporated into an MPS funding agreement.

VV4 Cultural DiversityIndividualsareentitledtocarethatisattentive,respectful,andresponsivetotheirneeds.Weunderstandthevalueofculturaldiversityandwillstrivetoengagewithallmembersofthecommunityandotherstakeholders.

CollaborationCollectivelywecanachievebetteroutcomes.Workingcollaborativelywithotheragenciesweseektoreduceservicefragmentationandgeneratingresourceefficiencies.

CommunityIndividualhealth,wellbeingandqualityoflifeiscloselyconnectedtocommunity.Wearecommittedtothesocialdeterminantsofhealthmodelandwillworktoassistindividualstoachievetheirpotentialandtobuildcommunitycapacity.

Quality, Safety and Environment Providingthebestpossiblecareandensuringasafeandhealthyenvironment.Weworktocontinuouslyimproveourservices,identify,eliminateorminimiserisksandminimiseourenvironmentalfootprint.

Innovation/LeadershipInnovationandleadershipisvaluedandencouraged.Wearecommittedtoasupportiveenvironmentthatencouragesnewideasandcreativityandwillactivelyseekopportunitiestodevelopandimproveservicesavailabletothecommunity.

Professional IntegrityAtalltimeswewillactethicallyandwithintegrity.Wewillobserveresponsiblebusinesspractices,makingbestuseofresourcesavailabletotheorganisationandthecommunity

WorkforceStaffwillbetreatedfairly,consistentlyandwithhonesty.Wewillinvestinthedevelopmentofaskilledworkforcethatismotivatedbycollaboration,strivingforexcellenceandachievingoutcomesforclientsandthecommunity.

OUR COMMITMENT

Robinvale District Health Services is an acknowledged leader and innovator in the provision of rural health services. We aim to build sustainable healthy communities by improving the health, wellbeing and quality of life of all of our community members. We will achieve this by being accessible, building strong relationships, understanding and meeting people’s needs and using resources wisely.

OUR STATEMENT OF PURPOSE

Through leadership and innovation Robinvale District Health Services will strive to improve the health, wellbeing and strength of our communities.

OUR VISION

Robinvale District Health Services Annual Report 2017

VHHwww.rdhs.com.au 5

2016–2017 HEALTH SERVICE SNAPSHOT

55,000MEALS PREPARED

AT RDHS AND DELIVERED TO PATIENTS, RESIDENTS,

VISITORS AND STAFF, INCLUDING 3000 MEALS ON

WHEELS TO ROBINVALE AND MANANGATANG RESIDENTS.

2,370PRESENTATIONS TO THE

URGENT CARE CENTRE

159STAFF RADIOLOGY EXAMINATIONS

PERFORMED

2,300+

730ACUTE ADMISSIONS

242 DAYSOPEN

OVER THE LAST 12 MONTHS THE OUT OF SCHOOL HOURS (OOSH) AND VACATION CARE

PROGRAMS

VACATION

OOSH

19CLINICAL PLACEMENT

STUDENTS

SSSTRATEGIC PLAN 2011–2016


In the 2016 we reported that our Strategic Plan (2011-2016) was due for an update during the 2017 year.

The Board of Management and Executive have determined that the development of a new Strategic Plan will need to be done in conjunction with both the relevant State and Commonwealth Health Department plans. The Victorian Department of Health and Human Services are currently undertaking health service planning by region. The Northwest regional planning commenced its review in May with Swan Hill District Health and will continue in July with Mildura Base Hospital. Both health services will have signifi cant infl uence on the services provided from Robinvale. Once the service planning has occurred within the region, the outcomes of this review together with the State-wide Rural Health Plan, will put Robinvale District Health Services in a better position to develop its own Strategic Plan. The Strategic Plan must be refl ective of service provision and within the framework and expectations of our funding and governing bodies.

The Board will now consider undertaking its Strategic Planning process early in 2018 to ensure the fi ndings of all the reviews noted above are incorporated into the fi nal plan. The Board of Management will continue to seek feedback via consultation, with its community members in the interim. RDHS is committed to hearing your voices and opinions on what you think your health needs are.

During the life of the 2011-2016 Strategic Plan strong progress has been made against all pillars. Following are examples of the achievements.

SSSDelivering Person Centred Services

Strengthening our Community

• RDHShasthefollowingservicesregularlyvisiting:Ophthalmology,MentalHealth,Psychology,Nephrology,Gynaecology,ObstetricsandAudiologyfrom3differentserviceproviders.

• Preventivehealthgroupssuchaswarmwaterexerciseclasses,communitywalkinggroups,Strength&Balance,HEALandmonthlydiabeteseducationsessionsforthosewithType2Diabetesareregularlyrun.

• TheCEOholdsregularmeetingswiththeRobinvale“Elders”todiscusscurrentissuesrelatingtotheindigenouscommunity.

• RDHSauspicedandparticipatedintheRobinvaleEustonFestivalforHealthLivingproject.

• ThePeaceofMindPapsmearprojectwasconductedwithRDHSAlliedHealthAssistantsandhealthworkersatMurrayValleyAboriginalCooperativebeingtrainedtobecomepeereducatorsandadvocates.

• BreastScreenVictoria,RDHSwillcontinuetoprovidea“base”forthemobilevanthatvisitsruralandremotecommunitiesonaregularbasis.

• TheRoyalFlyingDoctorServiceVictoria,MobileDentalCareProgramprovidedamobiledentalscreeningandreferralservicetothecommunityin2013.Theprogramimprovedaccesstodentalservices,enhanceoralhealthknowledge(viaeducationandhealthpromotion)andcontributedtobetterhealthoutcomes(linkingoralandgeneralhealth).

• Awingofthe‘oldhospital’wasrefurbishedtoprovideasinglepointofentrytothecompleterangeofoutpatient/primarycareservicesofferedbyRDHS.

• RDHSauspicedtheRobinvaleAdvancingCountryTownsProject.

• RDHScreatedanddistributedtheRobinvale/EustonandsurroundingareaEarlyYearsDirectory.Thisresourceprovidesanoverviewofallservicesvisitingandbasedintheareatochildrenandfamilies.Itisabrightanduserfriendlydirectory.

• TuningintoKidsparentingprogramwasimplementedsuccessfullywithanumberoffamilies.

• Anewpositiontitled‘CommunityWellbeingOfficer’wasintroducedinmid-2015.Thispositionhasastrongfocusonimprovingthewellbeingofourcommunity.

• RDHScontinuestohostanumberofcommunityeventssuchasNeighbourDay–acelebrationofcommunityrelationshipsandNAIDOCweek.

• TheRippleEffectofEthnicities(TREE)Project;acommunityventurewashostedbyRobinvaleDistrictHealthServiceswiththeaimtoprovideasafe,comfortableandmeaningfulplatformforpeoplefromdifferentculturalgroupstoparticipateandengageintheRobinvalecommunity.Thereareplansforthistobearegularevent.

• ThenewRDHSWebsitewaslaunched.Thewebsiteiseasy-touse,makingitsimplerandfastertolocateinformationandengagewiththecommunity.

www.rdhs.com.au 7

SSSSUsing Resources Responsibly

Investing in an Outstanding Workforce

Building Organisational Capacity

• RenalDialysisroomexpandedtoaccommodate4chairsandtomeetinfectioncontrolguidelines.

• HealthandWellbeingCentrerefurbishmentself-fundedbyRDHS.

• RenewableEnergysolutionforthemaincampusimplementedandwasself-fundedbyRDHS.

• OwnershipoftheRiversideCampusbuildingandlandtransferredtoRDHSbytheRobinvaleCommitteefortheAged.

• RDHScontinuestomaintainabalancedbudget.

• Anewairconditioningsystems(providingforpersonalcomfortlevels)tothemaincampushospitalandnursinghomewasinstalledin2015.

• A100KilowattSolarEnergysystem(allowingustobelessreliantonnon-greenenergysources)wasinstalledatthemaincampus.ThishasgeneratedsignificantsavingsforRDHS.

• PhillipsUltrasoundmachinepurchasedtoreplacethedatedunit.

• AgedX-Raymachinereplacedin2016.

• PrimaryCarestaffparticipatedinstudentsupervisiontraining.

• 5staffundertookRIPERNtraining.

• MidwifepresentedtoamidwiferyconferenceontheRDHSmodelofcare.

• RDHSacceptedclinicalplacementstudents(InitialRegistrationforOverseasNurses)fromtheInstituteofHealth&Nursing,Australia.

• 4studentsfromtheplacementandtheoverseasprogramhavegainedemploymentatRDHS.

• 7WorkExperiencestudents.

• BoardofManagementcontinuetosupportlocalstudentswishingtoundertaketertiarystudiesintheHealth/Sciencefieldwiththeannualboardscholarships.

• TheWorkplaceAchievementProgramwasimplementedacrosstheorganisation.TheprogramisaninitiativeofHealthyTogetherVictoriaandsupportsahealthyworkplaceenvironment.

• ThehealthservicewideAuditconductedinAugust2015demonstratedahighlevelofachievementagainstall10NationalSafetyandQualityHealthServiceStandards(NSQHSS).RDHSawarded3“metwithmerit”inourGovernanceandPartnershiparrangements.

RDHSdidmaintainaccreditationandthe‘metwithmerit’statusin2016.

• RiversideresidentialagedcarecampuscontinuestoachievefullcomplianceagainsttheAustralianAgedCareQualityAgencyStandards(AACQA).

• BoardofManagementundertookGovernanceevaluationandtraining.

• Kronostimeandattendanceandrosteringembeddedwithintheorganisation.

• Quarterlycommunitynewsletterintroduced.

• Batteryrecyclingserviceintroduced.

• HealthandWell-beingCentre-Purchaseof100%carbonneutralfurniture,increaseuseofnaturallightanddoubleglazewindowstodecreaseenergyusage.

• SteamCleanersareusedineachcampuswhichhasresultedinasignificantreductionofharshchemicalsandwater.

• RDHScontinuestoimproveclinicalriskmanagementsystemsandprocesses.

• RDHScontinuestoachieveoutcomesidentifiedintheRDHSMPSagreementandserviceplan.


CCCCCHAIRMAN AND CHIEF EXECUTIVE OFFICER'S REPORT

RDHS continues to pursue excellence in the areas of governance, management, continuous improvement and service delivery to you, our community.

www.rdhs.com.au 9

CCCIt gives us great pleasure to provide a report on behalf of the Board of Management and staff of the Robinvale District Health Services. This report would not be possible without the commitment of all those people involved that together make up the team of staff , medical offi cers and volunteers that support the health service to provide its many and varied programs to our unique multicultural community.

Thisyearwecontinuetodelivermanyservicestoourcommunityinaresponsibleandengagingmanner.Thehealthservicealsocontinuestoperformfromastableandsoundfinancialbasewhichisessentialtosustainitintothefuture.ThemembersoftheBoardofManagementcontinuetoworktogetherwiththestaff,inastrongpartnership,todevelopanddeliverauniqueanddiversehealthcareprogramtocomplementourcommunitywithafocusuponserviceimprovementandquality.

WearecontinuingtoworkuponthenewStrategicPlanandareintheprocessofgatheringinformationfromthecommunitiesweserveabouttheirhealthneedsandtheirthoughtsaboutthefuture.ThisprocesswilltakesometimeastheBoardofManagementwouldliketobetterunderstandwhatitisthatthecommunitythinkaboutthehealthserviceandwhattheywouldliketoseeimprove.Thismustbematchedhoweverwiththedirectionandpolicyframeworkofhealthfrombothastateandcommonwealthgovernmentperspectiveaneverchangingandfluidenvironment.Duringthisprocesshowever,RDHScontinuestopursueexcellenceintheareasofgovernance,management,continuousimprovementandservicedeliverytoyou,ourcommunity.

WewelcomethisyearanewBoardmember,AlisonBlack,whohasbroughtanewdynamictothegoverningcommitteewithastrongbackgroundinarangeofskillareas.TherehasbeennomembersleavetheBoardthisyear.

Cont’d...

ThisyeartheDepartmentofHealthandHumanServices(DHHS)hasimplementedanumberofchangestotheGovernancearrangementsatallofitshealthservices.Thiswillresultinanumberofchangesoverthecomingyearstoallhealthservicesandwewillreportthosechangesastheycometohand.Wehaveestablishedthisyearastrongerframeworkinthecommitteethathasresponsibilityfortheclinicalactivitieswithinourhealthservice.Named,appropriately,theClinicalRiskManagementcommittee,ithasbroadclinicalrepresentationfromacrossourcommunitywiththeadditionoftwoBoardmembers.ThemaintaskforthisgroupistoensurethatRDHShasallofthesafetyrequirementsinplacetomonitorthecareandservicesprovidedtoallofourusers.

Therehavebeennochangestoeitherourorganisationalstructureorstaffinglevelsduringthispastyear.Themanagementteamhasremainedstableandalldepartmentsareworkinghardtoachievethebestoutcomesforourpatients,residentsandclients.SadlyourPrimaryHealthManager,LisaTaggertresignedtopursueacommercialbusinesscareer.LisaprovidedRDHSandthemanagementteamgreatsupportwithherwisdom,knowledgeandapproachtoproblemsolvingandwillbemissed.HoweverwearefortunatethatPieterUysourPodiatristhasagreedtostepupintothisimportantroleandtodatehasdoneaverygoodjob!RDHScontinuestomeetallofitstargetssetatthebeginningoftheyearandwithinthebudgetset.RDHSremainsaviableconcernfromabusinessperspectiveandthisisanimportantelementfromacommunity/userperspective.

Achallengetothehealthservice,thathasbeensignificantthisyear,hasbeentheretentionoffundingfromthePrimaryHealthNetworks.RDHShasbeenreceivingfundingforouralliedhealthservicesformanyyearsandhasenabledustoestablishaverystronganddiverseteamofhealthprofessionalswhoprovideanevenmorediverseamountofhealthprogramstoyou,ourcommunity.RDHSlosta

contracttotheWesternPHN,basedinthelowerpartofNSWandnowonlyhastheMurrayPHNtosupportouralliedhealthprogram.BoththeChairoftheBoardofManagementandtheCEOtravelledtoCanberrarecentlytoputacasefortheretentionoftheseveryimportantfundstocontinuethesehealthservicestoyouall.RDHShasbeensuccessfulinsecuringfundingtoyears’endwhichenablesustimetonegotiatewithourfundersintothefuture.Retentionofourprofessionalstaffisimportanttoourlocalcommunityandwithouttheirpresence,accesstoserviceswillbelimitedoronlyavailableviatraveltoMildura.

Ourprimarycarestaffhavedoneafantasticjobthisyearwiththeirhealthpromotionprograms.Theconceptof“wellness”isthemainfocusofallofourstaffhoweverseveralprogramsneedtobehighlightedinourreporttoyou.First,wehavecontinuedtheverysuccessful“TREE”projectwhichisanacronymfor“TheRippleEffectEthnicities”,aprogramwherepeoplefromdifferentculturalgroupsandwalksoflifeparticipateandengageinthecommunitywithinasafe,comfortableandmeaningfulenvironment.Givenourlargemulticulturalcommunitythisprogramisneededtoensurethatallmembersofourcommunityhaveaconnectiontoothers.AnothercontinuingprojectistheCommunityGarden,basedatRobinvaleCollege.Thisgardenhasthepurposeofnotonlyeducatingourchildreninhealthyeatingthroughgrowingbutconnectingthecommunitythroughthemaintenanceoftheareathroughtheactivityofgardeningtogether.ForouryouthourHealthPromotionsOfficer,TomCoverdale,hassecuredfundsandcommunitysupportforaboxingprogramknownas“QuickHands”.Themainpurposeofthisprogramiseducateouryouththroughthemediumofboxing,onhowtoresolveonesemotionsandfrustrationsinaproductivemanner.Tomhasalsoproducedthisyearonaregularbasis,aCommunityNewsletterthatprovideshealthadviceandtips.Thisnewsletterhasbeenverypopularandwellacceptedthroughoutthecommunity.


CHAIRMAN AND CHIEF EXECUTIVE OFFICER'S REPORT

Onaveryimportantnote,ourCommunityWellnessOfficer,SueWatson,hasbeendeliveringtheprogram“MentalHealth1stAid”initiallytoourstaff,butmorerecentlytointerestedmembersofthecommunity.Thisprogrameducatesonthevariousformsofmentalhealthissues,howtorecogniseandthenmoreimportantlyhowtomanagethem.RDHSintendstocontinuewiththiseducationandfocusongroupswithinthecommunitythatmayrequireaccesstothiseducation.

RDHSstrivestobeflexibleinthedevelopmentofallofitsprogramsandcontinuestothinkofnewprogramdevelopmentasandwhenwerecogniseaneedfromourlocalcommunity.RDHSisalsodevelopingstrongerpartnershipswithintheNorthWestregionofVictoria.WearemeetingonaregularbasiswithbothMilduraBaseHospital(MBH)andMalleeTrackHealthService(MTHS)toexploreopportunitiestosupporteachotherfromaclinicalperspective.RDHSisveryconfidentthatourfutureislinkedtothesehealthservicesandthiswillbetothebenefitofallinourcommunity.Thepartneringandsharingofresourcesisthefutureofallhealthservicesastheybecomemoredifficulttoaccess.

RDHShasbeenverysuccessfulinobtainingtheservicesofaDirectorofMedicalServices,DrPeterSloan.DrSloanwillbeassistingRDHStocomplywiththeClinicalGovernancerequirementsasestablishedbytheDHHSandprofessionalbodies.DrSloanwillalsoassistRDHSinthesourcingofadditionalDoctors/medicalservicestothetownandourhealthservice.DrSloanwillvisitRobinvaleonaregularbasisandprovidetelephonesupporttoourstaffinbetweenvisits.DrSloandoesnotprovideGPservicesbutsupportstheGPsintownandisourliaisonwithothersonmedicalmatters.RDHSwelcomesDrSloanandwehopetohavehisservicesforsometimeintothefuture.

Thisyearhasseenadeclineinagedcarenumbersutilisingthehealthservice.RDHShascontinuedtoinvestinmaintaininganddevelopingthevarioussitesacrossits3campuses.RiversideandManangatanghavebenefittedfromanumberofprojectsalldesignedwiththecomfortofResidentsinmind.ExamplesofthiscanbeseenontheRiversidecampuswherewehaveupdatedbathroomsfortheResidentsandaccesstothemainentrydropoff/pickuparea.InManangatangtheoutdoorareahasbeencompletedallowingResidentstoaccessoutsidewithsafetyinmind.Moreprojectsareintheplanningstagesandwillbeprogressedasfundsbecomeavailable.

ThecommunityofRobinvaleandManangatanghavesupportedallofourbuildingprojectswithfundraisingactivitiesandweareverygratefulfortheeffortsthatthesecommunitygroupsprovide.

OurhealthserviceissuccessfulandtheBoardofManagementareveryproudofandgratefulforthehardworkandeffortsofitsstaff,GPs,volunteersandcommunityinsupportingthiswonderfulandinnovativehealthservice.Youallprovideuswiththeinspirationtocontinuallyimproveourhealthserviceforthebettermentofourcommunities.RDHSisherebecauseofyouallandwethankyouallforyourinput!

WealsowanttoacknowledgetheDepartmentofHealthandHumanServicesbothatthecentralandregionaloffice,LoddonMallee.

Peter Campisi Mara RichardsChairman ChiefExecutiveOfficer

Robinvale District Health Services AnnualReport2015 11www.rdhs.com.au 11

RDHS strives to be fl exible in the development of all of its programs and continues to think of new program development as and when we recognise a need from our local community.

Robinvale District Health Services Annual Report 201712DAnnual Report 2017DAnnual Report 2017DDIRECTOR REPORTS

Innovation and leadership is valued and encouraged. We are committed to a supportive environment that encourages new ideas and creativity and will actively seek opportunities to develop and improve services available to the community.

www.rdhs.com.au 13DDIRECTOR OF CLINICAL SERVICES REPORT

Cont’d...

RESIDENTIAL AGED CAREAchievements

• RDHScontinuestoprovidehighqualitycareacrossourthreecampuseswithatotalof54bedsavailable.

• TelehealthopportunitieshaveenabledustoparticipateintheGeriConnectproject.AllcampuseshavetakenadvantageoftheopportunityforresidentstohaveconsultationswithaGeriatrician.Anexcellentopportunityforimprovedoutcomesastheresidentisn’trequiredtotraveltoaccessthisspecialistservice.

• Ongoingcommunityengagementismostwelcomeforourresidentstomaintainlinksandinterestsforthem.Weextendasincerethankyoutothevolunteersthatgivetheirtimeandenergywithsuchenthusiasm.

• Donationsarealwaysappreciatedandprovidetheresidentswiththeextrasthatmaketheirlivesthatbitmorecomfortable.Sincerethanksisextendedtothoseindividuals,familiesandorganisationsonbehalfofourresidents.

• RDHSisfacingchallengeswithmaintainingviablenumbersacrossthecampuses.Riversidenumbershavefluctuatedandareexperiencingdecliningadmissionswithnoticeablyhighercareneeds.

• Thenursinghomeatthemaincampusexperiencedvacanciesinthepastyearhoweverarecurrentlyrunningtofullcapacity.

• Manangatanghasfounditdifficulttomaintaincapacityandhasrelieduponadmissionsfromoutsidetheimmediatecommunity.

• Severalfactorsimpactourcapacityanditisnotedthatimprovedsupportinthehomedoesequatetoreducedadmissions.Itisalsonotedthatthoseadmittedareoftenrequiringahigherlevelofcare.

• EmbeddingchangesintroducedwithMyAgedCarehasbeenchallenging.ThecommunityisaskedtopreviewtheMyAgedCaresiteandprepareforfuturecareneeds.Theprocessisaimedatsupportingtheindividualandinvolvingthemindecisionmaking.

Future directions

• ThecontinuationofGeriConnectisavaluedmechanismtoprovideoptimalreferralandfollowupfortheresidents.

• ThecommunityembracingMyAgedCareasthegatewaytoresidentialcareandhomesupport,thereforebeingbetterpreparedintheirtwilightyears.

• AdvancedCarePlanningpromotionwithinthecommunitytodeveloppathwaysforcareneedswithaclearunderstandingoftheindividual’sexpresswishes.

• Continuetopromoteourresidentialcare,includingrespiteopportunities.

Challenges


DIRECTOR REPORTS

ACUTEAchievements

• TheacutesectorcontinuestoprovidecareinalignmentwiththeNationalStandards.Embeddingbestpractice isadriverforbetterhealthoutcomes.WehavebeenfortunatetoworkwiththePrimaryCareteamtoprovideoptimalcaretothepatients.Interventionswiththevariousdisciplinesenhancesoutcomesandcorrelatesintoreducedhospitaladmissions.

• RDHSispleasedtobehostingaGraduateRegisteredNursefor2017.

• TelehealthhasbeenutilisedsuccessfullyinourUrgentCareCentrewiththeAdultRetrievalTeam.

• DialysisoperatesthreedaysperweekwithregularpatientsincludingopportunitiestosupportholidaymakersandMilduraBaseHospital.Wewerepleasedwiththesuccessfulkidneytransplantaffordedtooneofourregularpatients.MelbourneHealthstatisticsindicate12communitymembersareatthepredialysisstagecurrently.

• VisitingNurseServices(VNS)providesinhomecareforcommunityclients.Themainareascoveredinclude;WoundCare,PalliativeCareandSupport&Maintenancetosupervisethehealthandwellbeingofclients.VNScanliaisewiththeDoctorandmakereferralswheredeemedappropriate.AftermonthsofhavingnopermanentRegisteredNurseatthemainsite,wearepleasedthatonewillcommenceattheendofJuly.

• RDHSismaintainingconnectionswiththeCancerClinicalNetworkAdvisoryCommitteetoensure Robinvalecommunitymaintainstheessentiallinks.

• RDHSwassuccessfulinattainingaDirectorofMedicalServices–DrPeterSloan.DrSloanisawelcome additiontotheteamandstrengthenstheclinical governanceacrosstheorganisationbutparticularlywithourClinicalRiskManagementCommittee.BoardofManagementmembersregularlyattendthesemeetingsalso,providingtheBoardwithadeeperunderstandingofclinicalgovernance.

• RDHShassurpassedallindustrystandardsinHandHygieneandCleaningAudits.RDHShasbeenabletoconsistentlysurpassindustryscores,includingexternalaudits.ThisisreflectedinourinfectionrateswithnoreportsmadetoVICNISS.Antibioticusageismonitored andstaffInfluenzavaccinationrateshavemetindustryexpectations.CurrentsuccessionplanningisunderwaytomaintainthehighstandardsofInfectionControlsetbyRNJanetPratt.

• MedicalImaginghasprovidedaservicewithminimaldisruption.Therecentinstallationofanewx-raymachinewillassistusindeliveringanoptimalserviceformanyyearstocome.Accesslocallytox-rayandsonographyisimportantforlocaldiagnosisforGP’sandsavesontravelcostsforthecommunity.

• Maintainingstaffinglevelsisachallengewith considerationofnaturalattritionandmaternityleave.ThisincludesmaintainingsuitablytrainedDialysisstaff.TheRuralIsolatedPracticeEndorsedRegisteredNurse(RIPERN)programhasbeenstalleddueto staffinghoweverthelearningsfromthePrimary ClinicalCareManual(PCCM)continuetobepromotedtoenhancebestpractice.

• DomesticviolenceistopicalatpresentandRDHSisexploringwaystoentrenchstrategiesintopracticeto

makesureourcommunityarecomfortabletotakeupthesupportsandreferralswecaninitiatetobetteraddressthiscommunityissue.

• OccupationalViolenceandAggressionishighlightedasanareaofconcernacrossthehealthcareindustry.RDHSvaluesourstaffandfeeltheyshouldbesafeintheirworkingenvironment.Strategieswillbeexploredtofurtherensureourstaffareprotectedfromviolentbehaviour.Violenceofanysortwillnotbetolerated.

Future directions

• Introductionofanewe-learningplatformforclinicalstaff.Thetrainingwillassistwithmaintainingconsistent bestpracticeacrosstheclinicalsector.Scenariotypesessionswillprovideopportunityforstafftobeexposedtoprobableincidentsthatmayonlyoccurintermittentlybutwillallowstafftohonetheirskills.

• RDHShopestoexpandtheuseoftelehealth opportunitiestominimisethedrawbacksofdistanceandaccesstospecialistareas.

Challenges

www.rdhs.com.au 15

MIDWIFERY

MATERNAL CHILD HEALTH

Achievements

Achievements

• Childbirthandparentingclassesnowheldevery February/May/August/NovemberandareconductedbyMidwife&MaternalChildHealthNurse(MCHN)/LactationConsultant(LC).

• FemaleVisitingGPObstetrician/GynaecologistfromMilduraBaseHospitalonaweeklybasis.

• ParticipationinAnte-natalclassesincreasedto 2classeswithbreastfeedingfeatured.

• FacilitatingNewParentsGroupswithcommunityspeakersincluding,SpeechPathology,DietitianandWomen’sHealth.

• SupportingMidwiferywithDomiciliaryvisits.

• Supportingandencouragingparentingskillsinthecareofbabiesthroughtopreschool.

• Initiatereferralswhereidentified,includingmentalhealthissues.

• ReferringfamiliesandinteractingwiththeEarlyYearsandplaygroups,includingtheBestStartProgram.

MaternalChildHealthNurse(MCHN)DepartmenthaswelcomedJantosupporttheteam.AsaLactationConsultant, Janisabletobringfurtherexpertisetothecommunity.

• Over100PapTestsconductedbymidwife.

• ParticipationinWomen’sHealthWeek–FreePapTests.

• AttendanceatCAPERSconferenceinBrisbane&WorkshoponSpinningBabies.

• Physioleadaquanatalexerciseclassescommenced.

• Assistingwith0-5yearimmunisationprogramatRDHS.

• AdditionalreferralpathwaywithinRDHSnowabletoofferqualifiedlactationconsultation,savingparentstravellingtoMilduraforthisserviceaspreviously.

• MaintainingMCHNrecordsinaccordancewith departmentalrequirements.

• TheMCHservicecontinuestoworktodevelopstrongrelationshipswiththefamiliesofourregiontoensuretheappropriateengagementandwelfareofchildren. AnopensessionisofferedonTuesdaymorningsallowingparentstovisitwithoutfirstmakinganappointment.AnotherachievementhasbeentheexpandingoftheManangatangservicenowofferingtwicemonthlyMCHNvisits.

• NoMedicareremainsahugeproblemwiththenumbersincreasing,leadingtomorereferralstoSocialWorkandotherservices.

• Increasednumberofunplannedpregnancies.

• Capacitytomaintainserviceswithincreasingcomplexneedswithinfamilyunits.

• 35.4%ofhomevisitstomothershadbirthedviaCaesareanSectionwhilsttheWorldHealthOrganisation’srecommendationis10-15%.Caesareansectionscarryanincreasedrisk.

Future directions

Future directions

• Contraception&Women’sHealthEducationforculturalgroups.

• ExpandingtheO&GGPclinictoincludea“contraception”session.

• MaintainaservicetoManangatangfamilies.

• Expandthelactationroletoimprovebreastfeedingrateswithinthecommunity.

• Educatewomenrerisksassociatedwithcaesareansection,includingtheSpinningBabiesconcept&exercisestouseduringpregnancyandlabour.

• PlannedMidwifeplacementattheRoyalWomen’sHospitalviaMaternityConnectprogram.

• Promoteappropriatereferralpathwaysforfamilies inneed.

Challenges

Challenges


FINANCERDHShascontinuedtodeliversafeandcost-effectivehealthcareinanefficientfinanciallysustainableway. WehaveenteredintoacontractualarrangementwithAccounting&AuditSolutionsBendigo(AASB)whoprovideongoingfinancialservicestoRDHS.

TheFinancialStatementshavebeenpreparedinaccordancewithStandingDirection4.2oftheFinancialManagementAct1994,applicableFinancialReportingDirections, AustralianAccountingStandardsandAustralianAccountingInterpretationsandothermandatoryprofessionalreportingrequirementsfortheyearended30June2017.

Theacceptedindicatorofperformanceistheresultfromcontinuingoperationspriortodepreciationandcapitalpurposeincome.RDHSdidrecordanoperatingsurplusinthe16/17yearandhasmetallsetperformanceindicators.PleaserefertotheattachedFinancialStatementsforfurtherinformation.

Internalfinancialauditingservicesareperformedby-Audit&RiskSolutionsPty.Ltd.(ARS).

Areasauditedin16/17include:• Payroll• FraudRiskAssessment• AgedCarebillingandtransactions• MonthlyFinancials• FinancialBudget• Patient\ResidentTrustAccounts• CreditCardtransactions• PayrollTesting/TimeSheets/Overtime

TheinternalauditorsverifiedtheeffectivenessofRDHS’sinternalcontrolandriskmanagementsystem,andreportedtotheFinance&AuditCommitteeandBoardofManagementthatRDHSdoeshaverobustfinancialandgovernanceprocessesinplace.

FundingInadditiontooperationalfundingfromtheDepartmentof HealthandHumanServicesVictoriaandtheCommonwealth DepartmentofHealth,RDHSwasproudtosecure supplementarygrantsfromStateandCommonwealthGovernmentandotheragenciestosupporttheRobinvalecommunitythroughvariousprograms.ProgramssuchasBestStart,CommunitiesforChildren,EarlyYears;HIPPY

(HomeInteractionProgramforParentsandYoungsters)andPrimaryHealthServicesFlexiblefundingviatheMurrayPrimaryHealthNetworkandtheWesternNewSouthWalesPrimaryHealthNetwork.

Community Initiative ActivitiesRobinvaleDistrictHealthServicesisakeenparticipantinallareasofcommunity.FormanyyearswithfinancialassistancefromSwanHillRuralCityCouncil,wehavemanagedtheoperationsoftheRobinvale/EustonTouristInformationCentre.

12,116customersaccessedtheTouristInformationCentreinthe16/17year.VLinecustomer’sequatedto63%ofthetotalcustomersvisitingthecentre.Vlinesaleshaveexceededpreviousyearswhichisanindicationofthe importanceofpublictransportoptionsinRobinvale.

RDHSalsorunstheRobinvaleOutofSchoolHours(OOSH)programtosupportthecommunity.ThiswouldnormallybealocalCounciladministeredprogram.

Thesustainabilityofnon-healthcommunityunitsare reviewedannuallytoensurethatthereisnofinancialimpostonthehealthservice.

FACILITIES / INFRASTRUCTURE / ASSETSMaintenancecompletedanumberofminorprojectsduringtheyearincludingtheinstallationofprotectivescreeningandautomaticdoorclosureatthemaincampusreceptiondeskandtheupgradeofthenursecallsystematboththemaincampusandRiversidecampus.

Thenewlyinstalledsolarsystematthemaincampus continuestogeneratesignificantmonetaryand environmentalefficiencies.

Data for the 2016 Calendar year:• 111.42Megawatthoursgenerated• $23,730savinginelectricitysupplycosts• 131.47kilogramsofCO2gassaved–thiscorrespondsto travelling1,101,654kminamotorvehicleorplanting 4,200trees.

Large asset purchases:• NewShimadzuX-raymachinewascommissionedin December2016

DIRECTOR OF CORPORATE SERVICES

The Corporate Services Directorate provides support to all departments of the three RDHS campuses. The range of support services provided includes Finance, Administration, Catering, Hotel Services, Supply, Laundry, Maintenance, Information Technology, Fleet Management and Clerical support services.

DIRECTOR REPORTS

www.rdhs.com.au 17

• ReplacementoftheFireIndicatorPanelattheRiverside Campus• Surveillancecamerasinstalledatentryofmaincampus andEarlyYearsbuilding\playground.Thesecameras werefundedundertheDHHS16/17HealthService ViolencePreventionfundinground.• Walk-aboutalarmsystemattheRiversideResidential AgedCarecampus

FOOD SERVICESOurCateringdepartmentsatallcampusescontinuedtheirqualityworkinthepastyear.Theteamofapproximately20staffprovidesmorethan55,000mealseachyearto patients,residents,visitorsandstaff,including1700+MealsonWheelstoRobinvaleresidentsand1,337inManangatang.Duetoashortageofmealsonwheelsvolunteersin Robinvale,wehavereduceddeliveriesto3daysperweek.Thischangehasbeenwellreceivedbymealrecipients.

LINEN SERVICESThelaundrystaffcontinuetoprovideahighlevelofservicetoexternalcustomersinBalranald,Ouyenandalocalmedicalclinic,motelsandhorticulturalbusinessinRobinvale.RDHSalsosupplieslinentoallthreeRDHScampuses.Residentpersonallaundryismanagedbythelinenservicewithdelicateprecision.

HOTEL SERVICESThecleaningstaffofapproximately8peoplecontinuedtheirqualityworkdeliveringexcellentresults.

RDHShascontinuedtoperformwellinourexternalcleaningauditswithresultswellabovetheindustrytargetof85.

Robinvale campusHighriskscored96.3/Moderaterisk96.5

Manangatang campusHighRiskscored97/Moderaterisk95.2

SUPPLYOurSupplydepartmentcontinuestomeetthehighdemandsacrossallcampuses.Asmallteamof1.2peopleworktirelesslytocollatepurchaseorders,placeordersandreceiveanddispatchstocktoallareas.

RDHSasaMulti-PurposeserviceisnotmandatedundertheHealthServicesAct(1988)VictoprocurethroughHealthPurchasingVictoria.However,wedowherever possibleseekaccesstorelevantHPVcontractstoensurethatRDHSachievesbestvalueoutcomeswhenprocuring.

ACCOMMODATIONFindingaccommodationinasmallruralcommunityisoftenhardtoobtainthereforeasarecruitmentandretentionincentiveRDHSdoeshaveavailableanumberofRDHSownedfullyfurnishedhousesandunitsinbothRobinvaleandManangatang.Theseareavailabletostaffandstudentsonplacementonanovernightorshort-termbasis.

In2016/17wehadatotalof33individualsaccessingaccommodation.Ofthese,8wereuniversitystudentsundertakingplacementintheareasofAlliedHealthandNursingandagencystaff,25werestaffmembersneedingovernightorshorttermaccommodation.

INFORMATION TECHNOLOGYTheRDHSInformationTechnologySupportteamis responsibleforprovidingbaselineusersupportservices forICTsystemsandinfrastructure.ThekeydeliverymechanismforhigherlevelICTsupportisviaexternalcompanyProAdvance.

RDHSisalsoamemberoftheLoddonMalleeRuralHealthAlliance(LMRHA).ICTdevelopmentandsoftware implementationsupportisprovidedbyLMRHA.

KeyareasoffocusfromaRDHSperspectivehavebeen:• CyberSecurity• OracleR12FMISupgrade• iPM–PatientManagementSystemupgrade• Telehealth–Geri-Connect• UpgradeoftheVirtualTraumaandCriticalCareUnit (ViTCCU)cart• UpgradeoftheVideoconferencingunitsattheMain campusandRiversidecampus.

ThetotalICTexpenditureincurredduring2016/2017is$536,620.28(Exc.GST).

AstherewasnoNon-BusinessasUsualexpenditure,abreakdownofOperationalandCapitalexpenditureisnotrequired.

$536,620.28 Nil Notapplicable Notapplicable

Business as Usual (BAU) ICT Expenditure

Non-Business as Usual (non-BAU) ICT Expenditure

OperationalExpenditure(excluding GST)

CapitalExpenditure(excluding GST)

PPRobinvale District Health Services Annual Report 201718

PEOPLE AND CULTURE

The People & Culture department is responsible for overseeing industrial matters, recruitment and retention, performance management, professional development, employee support, OH&S and payroll.

The department supports the health service through cultural change by creating, implementing and managing change and supporting the Management team in leadership development through performance management systems and constructive feedback.

The department also supports our organisation with the Achievement Program and The Ripple Eff ect of Ethnicities (TREE) Project.

In the period we implemented a new Employee Assistance Program to provide a confi dential counselling service from an external provider.

The Manager supported the Robinvale College with sessions on Change Management, Leadership, and Interview skills for Year 11 and 12 students, and a 2-day team building activity for those students completing their fi nal year of schooling.

The department introduced a traineeship position in May 2017 to develop into a People & Culture role over the next 12 months. The purpose of this role will ensure additional support for our organisation.

P www.rdhs.com.au 19

RECRUITMENTRDHScontinuestoexperiencedifficultiesintherecruitmentofRegisteredandEnrolledNursesandsomedisciplineswithinAlliedHealth.Itisstillincreasinglydifficultforsmallruralcommunitiestoattracthealthprofessionals;however,wehaveimplementedanongoingstrategytoseeksuitablecandidatesthroughouttheyear.

EMPLOYMENT & CONDUCT PRINCIPLESRDHSiscommittedtoapplyingmeritandequityprincipleswhenappointingstaff.

Theselectionprocessesensurethatapplicantsareassessedandevaluatedfairlyandequitablyonthebasisofthekeyselectioncriteriaandotheraccountabilitieswithoutdiscrimination.

AllagreementsthatRobinvaleDistrictHealthServicesisarespondentarecurrentlybeingnegotiatedthroughVHIA.

EMPLOYEE REMUNERATION & BENEFITSRDHScontractwithAccessPaycontinues.Mostemployeescontinuetosalarypackageapercentageoftheirwagesinthemanagementofwagesforregularpaymentsorsavings.RDHSadoptsthepolicysetbyGovernmentSectorExecutiveRemunerationPanelthatisalsoendorsedbytheDepartmentofHealth&HumanServices.

STAFF CREDENTIALINGRDHSverifiesthecredentialsofallregisteredpractitionersannuallythoughAustralianHealthPractitionersRegulationAgency(AHPRA)publicaccesswebsiteordirectlywithpresentationofrenewedregistration.

CLINICAL PLACEMENTPlacementswereundertakenby:• 5AlliedHealthStudents• 14RegisteredNurseStudents(Acutesetting)

WORK EXPERIENCERDHSaccepted16workexperiencestudentsfromtheRobinvaleCollegeinanumberofareasandlevelsofexperience.WorkexperiencewasprovidedtostudentsintheareasofAlliedHealth,Hospitality,maintenanceandintheAgedCaresetting.Studentsspent1dayperweekfor5to10weeksintheirchosenareaofinteresttoexperiencetheworkplacewhilstbeingsupervisedandguidedbyqualifiedstaff.

TRAINEESHIPSWecurrentlyhave4employeesundergoingatraineeshipcourse.OnecontinuesinaCertificateIIIinParksandGardens.TwohavecommencedCertificateIIinIndividualSupport,oneinCertificateIIinKitchenOperationsandoneinCertificateIVinHumanResources.

ACHIEVEMENT PROGRAMInearly2016RDHSjoinedtheVictorianAchievementProgram.Theprogramisawhole-settingapproachandaimstoembedhealthandwellbeingintoourorganisationforthelongterm.

OurfocusisonHealthyEating,PhysicalActivityandMentalHealth&Wellbeing.AnAchievementProgramcommitteewasestablishedandthroughoutthe2016/17year,thecommitteehascoordinatedarangeofactivitiesthathavebeenpopularamongststaff.Netball,soccer,touchfootball,walkinggroups,Pilates,internationalfooddayandmentalhealthactivitiesareexamplesofpopularactivities.Duringthisfinancialyear,People&CulturecontinuedtosupporttheAchievementProgrambyestablishingtheRDHSHouseRulesconceptwherebytheworkplaceisdividedinto4houseteamsandteammembersearnpointsfortheirhousethroughparticipationintheaboveactivities.

Thetableabove*(currentmonthFTE)representsallemployeesthatwerepaidinthemonthofJuneandtheirFTEforcalculationforthatmonth.**(YTDFTE)meansallemployeesemployedthroughoutthefinancialyeari.e.thesumofeachmonthFTEdividedby12.

Administration&ClericalAncillaryStaff(AlliedHealth)HospitalMedicalOfficersHotel&AlliedServicesMedicalOfficersMedicalSupportNursingSessionalClinicians

20.22

28.26

0

34

01

50.040

133.52

19.79

23.8

0

34.96

01.01

46.870

126.43

20.85

25.4

0

36.1

01.1244.7

0

128.17

19.41

26.44

0

35.21

01.0849.3

0

131.44

JUNECurrent Month FTE*

JUNEYTD FTE**

HospitalsLabour Category

2016 2017 2016 2017

PPPPPPPPRIMARY CARE SERVICES

to our community, for example Speech Pathology and Occupational Therapy working together in the Early Years environment. The co-location of services alongside the Primary Care Department such as x-ray, ultrasound, midwifery and pathology provide a convenient user friendly service. In addition to this the community continues to benefi t from visiting specialist services operating from RDHS Primary Care, off ering a broad range of healthcare options in one convenient location.


RDHS continues to provide high quality Primary Care Services in a model that is responsive and refl ects the ever changing needs of our diverse community. Highly skilled clinicians provide service including but not limited to Dietetics, Physiotherapy, Women’s Health, Diabetes Education, Podiatry, Social Work, Speech Pathology and Occupational Therapy.

Many successful programs are the result of various clinicians working together to ensure the best possible service delivery

Pwww.rdhs.com.au 21

Achievements

• EfficientandeffectivedeliveryofAlliedHealthservices,providingtimelytreatmenttothewholeofcommunitywhileensuringthosemostatriskareabletoaccessappropriateservices.Continuedcommitmentinbothpreventingthedevelopmentofandassistingpeopleintheirmanagementofpre-existingchronicillness,suchasdiabetesinanefforttoimprovehealthandminimiseavoidablehospitaladmissions.

• Increasedengagementwithourculturallyandlinguisticallydiverse(CALD)communitythroughtheintroductionofTheRippleEffectofEthnicities(TREE)Project.RDHShasbeenabletoprovideasafe,comfortableandmeaningfulplatformforpeoplefromaCALDbackgroundtoengageandparticipatewithinthelocalcommunity.Theprojectwasdeliveredintwophasesover18weeks;aculturalskillexchangeprogramfollowedbyamulticulturalfestival.Themulticulturalfestivalwasconsideredagreatsuccesswithover700peoplefromRobinvaleandsurroundingtownsattendingtheeventinearlyNovember.

• Introductionofthementalhealthlibrary.TheinitiativedrivenbyourCommunityWellbeingOfficersetsouttoprovidearangeofresourcestocoverallagegroups.Thelibrarycollectionisdesignedtoimprovementalhealthunderstandingwithinourcommunityaswellashelpinreducingthestigmaofmentalillness.Thisisafreeservicethatallowsthepublictoborrowitemsformthelibraryforuptofourweeksatatime.

• Numerousgroupprojectscomplimenttheindividualservicesoffered.Theseinclude:Carer’sSupportGroup,HealthyEatingActivityandLifestyle(HEAL)andpartnershipprogramssuchasthoseofferedbyMaternalChildHealthNurse,EarlyYearsandSpeechPathologyinthePositiveParentingProgram.

• RDHSPrimaryCareTeamacknowledgethevalueofprogramswhichassistcommunitytomodifylifestylebehaviourriskfactors(forexampleinactivity).Byassistingclientstomodifytheirlifestylebehaviourswhichplacethematriskofdevelopingchronicillnessandsomediseaseconditions,weareabletoworkinatrulypreventativehealthmodel.RDHShascontinuedourpartnershipwithRobinvaleCollegetoprovideawarmwaterAquaProgram.Thislow-impact,fun,andenjoyableexerciseoptionhasprovenverypopularoverthelast12months.

• RDHSandRobinvaleCollegestaffweretrainedintheStephanieAlexanderKitchenGardenscheme.Thisprogramisasustainablepreventativehealthstrategythatisimbeddedintotheschool’sframework.Vegetableeducationandconsumptionisamainfocusofthisprogramwhileaddressingthelackofvegetableintakeamongstudentsandthecommunity.

• Betterinteractionwiththecommunityviaacommunitynewsletter.Over80hardcopiesaredistributedbi-monthly.ThenewsletterprovidesinformationonRDHSalliedhealthservices,programsandevents.Healthyrecipesandhealthtipsalsofeatureinthenewsletter.

• Recruitmentandretention-RDHShasbeenefficientinthemethodofrecruitmentoverthepastyear.Forthemostpartwehavebeenabletoprovideafullquotaofstafftoserviceclientdemand.Howeverevenwithsoundrecruitmentstrategiesinplace,therehavebeenshortperiodsoftimewhereafullstaffquotahasnotbeenachieved.

Future directions

• ContinuetoprovidemainstreamAlliedHealthservicesinacosteffectiveandefficientmodel,reviewingcurrentservicedeliverymodelstoensurethatwearestillprovidingservicesinawaythatarerelevanttotheneedsofthecommunityandinlinewithgovernmentprioritiesandpolicies.

• Identifyopportunitiesforpartnershipswhichbetterutilisefundingandsupportthebenefitsofawholeofcommunitydirection.

• Implementprogramswhichencourageandsupportthemulti-culturalcommunitytoaccesscareandhealtheducation.

• Accessopportunitiestoprovidepreventativehealthprogramswhichalignwiththemodelofamulti-disciplinaryapproach.

Challenges


COMMONWEALTH HOME SUPPORT PROGRAM (CHSP)

On1July2016theHomeandCommunityCare(HACC) programtransitionedintotheCommonwealthHome SupportProgramme(CHSP).

ServicesforVictorianpeople65yearsandover(50yearsandoverforAboriginalandTorresStraitIslanderpeople)arenowfundedandmanagedthroughtheCommonwealthHomeSupportProgramme(CHSP).Servicesforpeopleunder65years(under50yearsforAboriginalandTorresStraitIslanderpeople)willcontinuetobefundedandmanagedbytheVictoriangovernmentuntiltheNationalDisabilityInsuranceSchemeisrolledout.

RDHSprovidesprogramssuchasPlannedActivityGroup(PAG)andservicessuchasAccessandSupport,MealsonWheels,DistrictNursingandsomeAlliedHealth,throughfundsreceivedunderCHSP.

Theseprogramsandservicesprovidesupportand maintenanceforolderfrailpeoplelivingathomeinadditiontoyoungerpeoplewithdisabilities.

PAGcontinuestoberuntwiceweeklyfromtheTown ViewRoomattheRiversidecampus.TheRDHSAccess andSupportWorkerassistseligibleclientstonavigate theservicesystemandaccessthoseservicesthatareappropriateandrequired.TheDistrictNursingserviceisavailable6daysperweekwhilstMealsonWheelscontinuetobecookedon-siteanddeliveredbycommunity volunteers.

EARLY YEARSAchievements

• HIPPYprogram,theMobileVisitingPlayProgramandthePlaygroupstocontinuewithfundingbeingsecuredforthenext12months.

• HIPPYprogramfundedTheMusicMan:PaulJamiesontoconductachildrens’concert.Thiswasagreatsuccesswithover350attendingtheconcert.

• WorkingwiththeMaternalChildHealthNursetoembed thenewBestStartstrategywithinthecommunity.Futureachievementsexpectedasoutcomeswiththeimplementedchanges.

• ThedevelopmentoftheLetsReadProgram.This programpromotesreadingandprovidesfreebooks tofamilies.

• RobinvaleEarlyYearsNetwork(REYN)continuestosupportprogramsdeliveredwithinthecommunity.AllserviceprovidersaregiventheopportunitytopromotetheiractivitiesaswellasshareprofessionalknowledgewithotherEarlyYearsservices.

• EngagingAlliedHealthstaffinactivitieswithintheOutofSchoolHours(OOSH)programtoeducatethechildrenandultimatelythefamiliesingoodhealth andnutrition.ActivitieshaveincludedtripstotheCommunityGarden,healthyshoppingandcooking.

• Successfulco-facilitationwithMaternalChildHealthNurseandEarlyYearstodelivertheTriplePparentingprogram.

• Staffretentioncontinuestobechallengingwith qualificationexpectationsandemploymentcapabilities.

• Prioritisingfamiliesandmanagingwaitinglistswithconsiderationofbudgetconstraints.

Future directions

• Wehavebeenfortunatetoreceivefundingfora programtosupportfamilieswithcomplexneeds. ThisprogramwillcommencepostJune2017and servicesproviderswilladoptateamapproachto supportthefamilies.

• Thedevelopmentofatoylibraryinthecommunity.Thiswillbeagreatresourceandassistinenhancingexperiencesforchildren.

• ContinuingtogrowanddeveloptheOOSHprogram.StrivetoincreasenumbersandfurtherdeveloptheeducationalandFUNprogramofferedbythe wonderfulstaff.

Challenges

www.rdhs.com.au 23

Weprogressivelyestablishandmaintainenvironmentalstandardsincompliancewithallapplicableregulationsandstandards.

Ournewlyinstalledrenewableenergysolutioncontinuestogeneratesignificantmonetaryandenvironmentalefficiencies includinganannualsavingof$23,730inelectricitysupplycosts.

TheDepartmentofHealthandHumanServiceshaslaunchedanewsoftwareprogramthatallowsustomonitorandbenchmarkourEnergyandWaterusage.TheEdenSuite

programhasalsoreducedourdataentryobligationasitautomaticallyuploadsconsumptionandcostinformationdirectlyfromthesupplier.

RDHScontinuestoexploreopportunitiessuchasindoorsensorlightingandelectricityusagemonitorsthatwill enableustoobservethepowerusageonourlarger departmentssuchasthelaundry.

ThegraphsbelowoutlineEnergy,WaterandFuelusageacrossallcampuses.

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RDHS ENERGY USE

ENVIRONMENTAL PERFORMANCE Robinvale District Health strives to continually improve the health of the people in our community by endeavouring to provide health care in an environmentally sound and sustainable manner. We commit to continual improvement in energy to reduce our carbon footprint.

GOALEnhance Renal Dialysis Capability to meet future demand

GOAL Support and maintain the existing maternity service model

OUTCOME• MOUwithMelbourneHealthtoprovideRenalDialysisasasatelliteprogram.• 3additionalstafftrainedin16/17.

OUTCOME• ParticipationintheMaternityConnectprogramplannedfor2017.Thisprogram isutilisedtomaintaintheskillsetoflocalmidwives.

RENAL DIALYSIS

MATERNITY SERVICES


Part A Service Plan Key Achievements

1 CONSOLIDATING ACUTE CARE AND RESIDENTIAL AGED CARE PROVISION

The RDHS Service Plan commenced in 2012. Following numerous reviews, the RDHS Service Plan is now a condensed version identifying priority Goals.

Key achievements against the Service Plan noted below.

PERFORMANCE

GOALEnhance the range of specialist consulting services that can be accessed locally

OUTCOME• VisitingserviceshaveexpandedtoincludeOphthalmology,MentalHealth,Psychology,Nephrology,Gynaecology,ObstetricsandAudiologyfrom3differentserviceproviders.

• ResidentialcarecontinuestobesupportedbythePsychiatricGeriatricianservicesoutofMilduraBaseHospital.

• ResidentsinresidentialcarenowabletoaccessageriatricianviatheGeri-Connecttelehealthprogram.

• EndocrinologyappointmentsareconductedviaSkypeforpatientswithGestationalDiabetes.ThisservicecomplimentsthemodelofcarefromtheMidwifeandDiabeticEducator.

• ContinuedsupportprovidedtothevisitingContinenceService.

SPECIALIST MEDICAL SERVICES

GOALEnhance the existing urgent care capability

OUTCOME• RuralIsolatedPracticeEndorsedRegisteredNurse(RIPERN)trainingwillbeoffered,whenavailable,tostaffatRDHStoenhanceskillsandcaredeliverytoourdistrict,includingManangatang.

URGENT CARE

www.rdhs.com.au 25

2 ENHANCING COMMUNITY BASED HEALTH SERVICES

GOALEnhance the capacity and availability of local GPs

GOALImprove service delivery outcomes through collaboration and partnerships

OUTCOME• DrLucca(RobinvaleGP)providesGPsupporttotheManangatangCampusNursingHome.

• RDHScontinuestoexploreopportunitiestosupportlocalGPworkload.

OUTCOME• RDHScontinuestosupportMentalHealthvisitingservicesoutofMilduraBaseHospital.

• CommunityWellbeingOfficerpositionhasastrongemphasisonmentalhealthawarenessandcommunitywellbeing.

• CommunityWellbeingOfficernowaqualifiedMentalHealthFirstAidInstructor.• MentalHealthFirstAidsessionsprovidedtoRDHSstaffandcommunity.Thesesessionsarealsoofferedtootherorganisations.

• MentalHealthtriageeducationsessionswereprovidedtoRDHSstaffviaMilduraMentalHealthServices.

• TREE(TheRippleEffectofEthnicity)project-aimedatincreasingsocialinclusionandparticipationconductedwithexcellentresults.Itisourintentionthatasimilarprogramberuninthe17/18year.

PRIMARY & COMMUNITY HEALTH - GENERAL PRACTITIONERS

COMMUNITY MENTAL HEALTH – COLLABORATION AND INTEGRATION

GOALEnhance the service capability for AOD services

OUTCOME• NeedleSyringeProgramcontinuestooperatefromtheHealth&WellbeingCentretosupportcommunityneed.

• AlcoholandDrugServicesdeliveredbyexternalprovidersissupportedbytheprovisionofconsultingroomsbyRDHS.

PRIMARY & COMMUNITY HEALTH – ALCOHOL AND OTHER DRUGS

GOALDevelop a Service Framework that improves CDM service delivery

OUTCOME• TheWorkplaceAchievementProgramisimbeddedacrosstheorganisation.TheprogramisaninitiativeofHealthyTogetherVictoriaandsupportsahealthyworkplaceenvironment.

• PersonCentred/GoalDirectedCarePlanningprocessembedded.• SupportvisitingNephrologyservicesfromRoyalMelbourneHospitalcontinuetoreachcommunitymembersatpre-dialysisstage.

• Preventivehealthgroupsincludegroupssuchaswarmwaterexerciseclasses,Strength&Balance,HEALandmonthlydiabeteseducationsessionsforthosewithType2Diabetes.

• RegularmeetingsareheldwiththeRobinvale“Elders”todiscusscurrentissuesrelatingtotheindigenouscommunity.

PRIMARY & COMMUNITY HEALTH – CHRONIC DISEASE MANAGEMENT


GOALImprove service integration within RDHS and between service providers

GOALConsolidate and incrementally improve a range of community based services

OUTCOME• Promotepolicytobettermanagetheinternalreferralprocess.• Provideaforumforserviceproviderstomeetandestablishrelationshipstobettercoordinatecaredelivery.

• Embedinitiativestoenhancetheadmission/dischargeprocess.• Provideaforumforotherserviceproviderstoconductcommunitysessions.JusticeDepartmenthasdeliveredtrainingonConflictResolutiontoanIndigenousaudience.

OUTCOME• Preventivehealthgroupsincludegroupssuchaswarmwaterexerciseclasses,Strength&Balance,HEAL,monthlydiabeteseducationsessionsforthosewithType2Diabetes,walkinggroupsandmoderateintensityexercisegroupswhichrespondtotheneedsofthecommunity.IntroducedAqua-Natal&Gymexerciseclassesin2017.

• TheCommunityWellbeingOfficerpositionhasastrongemphasisonmentalhealthawarenessandcommunitywellbeing.

• ChronicDiseaseManagement/PreventionProgramsaredeliveredafterhourstoencourageparticipation.

• “SpeechintheSchools”serviceisprovidedlocallytochildrenofprimaryschoolage.

PRIMARY & COMMUNITY HEALTH – OTHER SERVICES

PRIMARY & COMMUNITY HEALTH – INTEGRATION

3 ACHIEVING SUSTAINABILITY

GOALMaintain the Commonwealth Flexible Funding (under Primary Health Network)

OUTCOME• ContractswiththeWesternNewSouthWalesPHNandtheMurrayPHNwererenewedfortheperiod1/7/16–30/6/17.ThesecontractswillensurecontinuationofalliedhealthservicestoRobinvale,ManangatangandOuyeninVictoriaandDareton,WentworthandBalranaldinNewSouthWales.

• Seekingalternatefundingopportunitiestocontinueserviceprovisionbeyondthecontractedperiods.

SUSTAINABILITY – RURAL PRIMARY HEALTH SERVICE PROGRAM

GOALImprove understanding of the costs of service streams to better manage the service

OUTCOME• AcomprehensiveBudgetdevelopedforservicesprovidedundertheCommonwealthFlexibleFunding(PHN)programforthe2016/17period.

• DepartmentalandOrganisationBudgetisannuallydevelopedforeachservicestream.In2017/18RDHSwillundertakeananalysisofeachservicetypetoenableanaccurateunderstandingofthefullservicecostperresident/patientperday.

• Thesoftwarebudgetingtool‘Powerbudget’hasbeenupgradedtoallowManagerstobettermanagetheirdepartmentbudgets.

SUSTAINABILITY – FINANCIAL MANAGEMENT

PERFORMANCE

www.rdhs.com.au 27

5 DEVELOPING PARTNERSHIPS

GOALFocus on the development of priority partnerships and alliances

OUTCOME• Murray Valley Aboriginal Cooperative-Continuetopromoterelationshipsandagreedpracticestobetterengagewiththeindigenouscommunity.

• AstrongpartnershipcontinueswiththeAboriginalEldersandSeniorManagementstaff.TheAboriginalHealthLiaisonOfficercoordinatestheseconversationsasrequired.AperiodicmeetinghasalsobeenestablishedbetweenMVACseniorstaffandRDHSseniorstaff.

• Mildura Base Hospital–ContinuetopromotedialoguetoenhancethereferraltoanddischargefromMBHprocesses.

• RelationshipwiththeMBHDialysisUnitembeddedtopromoteactivesupporttoeachother.

• GP’s–SupportthecapacityforGP’stoprovideurgentcareon-callservicesatRobinvaleandManangatangwiththeRIPERN(RuralIsolatedPracticeEndorsedRegisteredNurse)staff.

• Robinvale College–partnershipcontinueswiththeRobinvaleCollegetoutiliseheatedpoolfacilitiessothatwaterexerciseclassescanberunallyearround.

4 ENHANCING PERFORMANCE MANAGEMENT

GOALEnsure a robust basis for performance monitoring

OUTCOME• ContractedexternalaccountantcontinuestoprovidetheBoMwithinformativeadviceandmonthlyfinancialreports.Improvedreportingensuresarobustbasisforperformancemonitoring.

• Internal/externalauditorsperformquarterlyauditstoreviewRDHSbusinessfunctionsandcompliancewiththeFinancialManagementAct.

• Continuetomeetallhealthindustryreportingrequirements.IncludingInfectionControlandresidentialcareQualityIndicators.

ENHANCING PERFORMANCE MANAGEMENT - MONITORING AND REPORTING

PARTNERSHIPS AND ALLIANCES


6 ENABLING PEOPLE

GOALEnsure development of innovative and flexible staffing and workforce models to enhance future service delivery

OUTCOME• ManagerPeople&Culturesupportsthehealthservicethroughculturalchangebycreating,implementingandmanagingchangeandsupportingtheManagementteaminleadershipdevelopmentthroughperformancemanagementsystemsandconstructivefeedback.

• RuralIsolatedPracticeEndorsedRegisteredNurse(RIPERN)trainingwillbeoffered,whenavailable,tostaffatRDHStoenhanceskillsandcaredeliverytoourdistrict,includingManangatang.

• RDHSunabletooffertheEnrolledNurseTraineeshipin2017asthetrainingcurriculumwasnotavailablelocally.

• PersonalCareWorkertraineeshipsofferedinRiversideandmaincampusresidentialagedcare

• Cook/FoodServicesAssistanttraineeshipofferedintheCateringDepartment.

ENABLING PEOPLE – INNOVATIVE WORKFORCE MODELS

GOALFurther develop effective staff engagement

OUTCOME• RDHScontinuestoassistwiththecostofprofessionaldevelopmentforallstaff,ensuringthatskillsaremaintained.

• EmbeddedanexternalprocesstoprovidearobustEmployeeAssistanceProgram.• StafftrainingcontinueswithmanymodulesnowpresentedbytheManagerPeople&Culture.Additionaltrainingisprovidedthroughthee-learningmodules.

• TheWorkplaceAchievementProgramhasbeenimplementedacrosstheorgani-sation.TheprogramisaninitiativeofHealthyTogetherVictoriaandsupportsahealthyworkplaceenvironment.

• Traineeshipsinmanydisciplinesareofferedacrosstheorganisation.• Toofferanewskillsbasedmodelofe-learningfornursingstaffcommencing2017.• ATSIinduction/orientationprogramdevelopedbyAboriginalLiaisonOfficer.

ENABLING PEOPLE – STAFF ENGAGEMENT

7 SUPPORTING QUALITY

GOALDevelop and sustain a comprehensive clinical governance framework

OUTCOME• ThehealthservicewideSurveillanceAuditconductedin2016demonstratedahighlevelofachievementagainstall10NationalSafetyandQualityHealthServiceStandards(NSQHSS).

• RDHSmaintained3“metwithmerit”inourGovernanceandPartnershiparrangements.• RiversidemaintainedaccreditationagainsttheAustralianAgedCareQualityAgencyStandards(AACQA)thisyear.

• RDHSrecognisestheimportanceofstrongclinicalgovernanceacrosstheorganisationandengagedanumberofexternalconsultantstoconductclinicalreviewsofcurrentprocesses.ThesereviewshaveensuredthatRDHScontinuouslyimproveprocesses,minimiserisks,andfosteranenvironmentofexcellenceincareforconsumers/patients/residents.

• EngagedaDirectorofMedicalServicestosupportourGP’sandprovideanoverarchingviewofclinicalgovernance.

• ParticipateintheRegionalClinicalGovernanceCommittee.• ConductAdvanceCarePlanAuditsforalldischargeanddeaths.ResultsaretabledatClinicalRiskManagementMeetings.

• InternalClinicalReviewWorkingGroupestablishedandmeetsmonthly.

QUALITY

PERFORMANCE

www.rdhs.com.au 29

8 DEVELOPING INFRASTRUCTURE

GOALImprove ICT within RDHS to address the technical and functional capability of the organisation (in collaboration with LMRHA)

OUTCOME• RDHScontinuestoparticipateinregionalandLMRHAinitiativesincludingICTstrategicplanningfortheLoddonMalleeRegion.

• Geri-Connect.• Telehealth.• Telehealth–SuccessfuluseofTelehealthinUCCwiththeMelbournebasedAdultRetrievalTeam

QUALITY


ServiceMedicalinpatients

Urgentcare

Non-admittedpatientsRadiologyPalliativecareDistrictnursing

MaternityRenalDialysis

CampusRobinvaleManangatangRobinvaleManangatangRobinvaleRobinvale

RobinvaleManangatang

Robinvale

Type of ActivityBeddaysBeddaysPresentationsPresentationsOccasionsofserviceNumberofclientsNumberofclientsOccasionsofserviceOccasionsofserviceOccasionsofserviceEpisodes

Actual155713222015022922366NA19163151472534

ACUTE CARE

Service

SpeechPathology*

CommunityHealthNursingOccupationalTherapy*Dietetics*

Podiatry*

Physiotherapy*

SocialWork*

AlliedHealthAssistant*CulturalOfficer*

HealthPromotion*PlannedActivityGroup*EarlyYears*AccessandSupportWorker*

Activity levels (e.g. occasions/hours of service. By campus)IndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesIndividualOccasionsofServiceGroupAttendeesGroupAttendeesNumberofGroupSessionsGroupAttendeesGroupAttendeesIndividualOccasionsofServiceGroupAttendees

PRIMARY HEALTH CARE

*ServiceswhicharenotfundedoronlypartfundedthroughtheMPSTripartiteAgreement

51411392161454623631942000310645913452944030817046130904464181853866621150464023

Part B Performance Priorities

GOVERNANCE AND LEADERSHIPKey Performance IndicatorPeopleMatterSurvey- percentageofstaffwitha positiveresponsetosafetyculturequestions

Target80%

Actual76%

QUALITY AND SAFETYKey Performance IndicatorHealthServiceAccreditationCompliancewithcleaningstandardsVeryhighrisk(CategoryA)Highrisk(CategoryB)Moderaterisk(CategoryC)CompliancewiththeHandHygieneAustraliaProgramPercentageofhealthcareworkersimmunisedforinfluenzaVictorianHealthcareExperienceSurvey–patientexperienceQuarter1,2,3VictorianHealthcareExperienceSurvey–dischargecareQuarter1,2,3

TargetFullcomplianceFullcompliance

90points85points85points80%

75%

95%positiveexperience

75%verypositiveexperience

ActualAchievedAchieved

NotapplicableAchievedAchievedAchieved90.5%

Achieved85.6%

FullCompliance*

FullCompliance*

*Lessthan42responseswerereceivedfortheperiodduetorelativesizeoftheHealthService.

PERFORMANCE

Number 1410

FUNDED FLEXIBLE AGED CARE PLACESCampusFlexible High CareRobinvaleManangatang

UTILISATION OF AGED CARE PLACESNumber 37892570

701152458

211489

Occupancy Level %

85%75%

CampusFlexible High Care bed daysRobinvaleManangatangRespite Care bed daysRiversideManangatangRobinvaleConvalescent bed daysRiversideManangatangRobinvale

www.rdhs.com.au 31

OCCUPATIONAL VIOLENCEOccupational Violence Statistics1. Workcoveracceptedclaimswithanoccupational violencecauseper100FTE2.NumberofacceptedWorkcoverclaimswithlost timeinjurywithanoccupationalviolencecause per1,000,000hoursworked.3.Numberofoccupationalviolenceincidentsreported4.Numberofoccupationalviolenceincidentsreported per100FTE5.Percentageofoccupationalviolenceincidents resultinginastaffinjury,illnessorcondition

2016-20170

0

00

0

DefinitionsForthepurposesoftheabovestatisticsthefollowingdefinitionsapply.

Occupational violence-anyincidentwhereanemployeeisabused,threatenedorassaultedincircumstancesarisingoutof,orinthecourseoftheiremployment.

Incident-occupationalhealthandsafetyincidentsreportedinthehealthserviceincidentreportingsystem.CodeGreyreportingisnotincluded.

Accepted Workcover claims–AcceptedWorkcoverclaimsthatwerelodgedin2016-17.

Lost time–isdefinedasgreaterthanoneday.

FTEfiguresrequiredintheabovetableshouldbecalculatedconsistentwith theWorkforceinformationFTEcalculation(refertopage16oftheHealth ServiceModelAnnualReportguidelines).Thesedonotincludecontractedstaff (e.g.Agencynurses,Fee-for-ServiceVisitingMedicalOfficers)whoarenotregardedasemployeesforthispurpose.TheabovedatashouldbeconsistentwiththeinformationprovidedintheMinimumEmployeeDataSet.

YEAR IN BRIEF2016/17

729155730%

2237.162220534

1131%13

1150

6919701

2170%

378945889

85%

257015214

75%

PERFORMANCE INDICATORS (ACUTE)ROBINVALE ACUTEAdmissionsBedDaysOccupancyRateAverageLengthofStayWEISUCCOutpatientsDialysisEpisodesMANANGATANG CAMPUSAdmissionsBedDaysOccupancyRateAverageLengthofStayWEISUCCOutpatients

RIVERSIDE CAMPUSBedDaysRespiteBedDaysConvalescentBedDaysOccupancyRateROBINVALE CAMPUSBedDaysRespiteBedDaysConvalescentBedDaysOccupancyRateMANANGATANG CAMPUSBedDaysRespiteBedDaysConvalescentBedDaysOccupancyRate

PERFORMANCE INDICATORS (AGED CARE)


QQQQUALITY AND RISK MANAGEMENT

RDHS is committed to providing the best possible care and ensuring a safe and healthy environment. We work to identify and eliminate/minimise risk, whilst striving to continuously improve our services.

www.rdhs.com.au 33

QJUL 16 AUG 16 SEP 16 OCT 16 NOV 16 DEC 16 JAN 17 FEB 17 MAR 17 APR 17 MAY 17 JUN 17

Complaints Compliments/Suggestions/Feedback

012345678

REGISTERED COMPLAINTS & COMMENTS / SUGGESTIONS / FEEDBACK

QualityInlinewithRobinvaleDistrictHealthService’s(RDHS)commitmenttoprovidingthebestpossiblecareandensuringasafeandhealthyenvironment,theorganisationcontinuouslystrivestoimproveourservices;identifyandeliminateorminimiseriskandminimiseourenvironmentalfootprint.

RDHShasastrongcommitmenttosafetyandqualityandthisisreflectedinourapproachto:• Creatingsafeenvironmentsandsystemsofworkforourstaff

• Reviewingandimprovingonacontinuousbasistheperformanceofourpatientsafetyandqualitysystems

• AssistingourhealthcareprofessionalsandVisitingMedicalOfficerstomonitorthesafetyandqualityofcaretheyprovide,and

• EnsuringaccountabilityforthesafetyandqualityofcareatalllevelsofourorganisationreportingthroughtotheBoardofManagement.

AsaMulti-PurposeService(MPS)RDHSprovidesintegratedhealthandagedcareservicesforourlocalcommunity.AsajointinitiativeoftheCommonwealthandStateGovernment,RDHSisrequiredtomeetanarrayofrelevantstandardsandaccreditationframeworksthroughtheaccreditationprocess.

AccreditationAllAustralianhealthcarefacilitiesareaccreditedusingtheNationalSafetyandQualityHealthService(NSQHS)Standardswhichwereintroducedin2013.Thesestandardsprovideaclearstatementaboutthelevelofcareconsumerscanexpectfromhealthserviceorganisations,andtheyplayanessentialrolewiththeaccreditationprocess.

During2016–2017RDHScontinueditsongoingworktowardsmeetingandmaintainingtherequiredCommonwealthandStateGovernmentStandards.InSeptember2016theorganisationunderwentasuccessfulsurveillanceauditmaintainingaccreditationtotheNationalSafetyandQualityHealthService(NSQHS)StandardsandISO9001:2008QualityManagementSystems.Inadditiontothis,RDHSalsocontinuedsuccessfulcertificationwiththefollowingstandards:

• ISO14001:2004EnvironmentalManagementSystems• AS4801:2001OccupationalHealthandSafetyManagementSystems,

• AustralianAgedCareQualityAgencyStandards(AACQA)• CommunityCareStandards(HACC).

TheAgedCarefacilitiesatboththeRobinvaleandManangatangCampusesdonotrequireexternalaccreditationfromtheAACQA,howeverwithourextensiveinternalauditingprocessweensurethatthesameprocessesandproceduresarefollowedatboththesefacilities.RiversideaccreditationwithAACQAiscurrentandasperrequirementsisrequiredtoparticipateinonesupported“unannounced”visitannually(financialcalendar).ThisoccurredinAugust2016withafollow-upannouncedvisitinNovember2016.

RiskRDHScontinuestoutilisetheVictorianHealthIncidentManagementSystem(VHIMS)incollaborationwiththeDepartmentofHealthandHumanServices.VHIMSprovidestheorganisationwithastandardelectronicmethod(whichisusedbyallVictorianpublichospitals)ofreporting,recordingandmonitoringincidents/nearmissesthatoccurwithinthehealthsetting.Thisensuresthatifthingsgowrong,theorganisationhasaprocedureforreportingandmanagingincidents.Thisensuresthatconsumerandstaffsafetyismaintainedandthatanyidentifiedissuesareaddressedtopreventand/orminimisethelikelihoodofasimilarincidentoccurringagain.

Consumer/Community FeedbackTheorganisationcontinuallyseeksconsumerfeedbackthroughsurveys(internalandexternal);directcontactandourcommentsandcomplaintsprocess.

10compliments/suggestions/feedbackand6complaintshavebeenreceivedfortheJuly2016–June2017year.Staffalsoreceivedmanyunofficialcardsandverbal“thankyou”asawayofsayingthanks,whichourhardworkingstaffgreatlyappreciates.WeatRDHSviewtheseas‘opportunitiesforimprovement’andouraimistoensureconsumersandcommunitymembershaveopportunityindecisionprocessesrelatingtothesafeandeffectivedeliveryofservices.

Robinvale District Health Services Annual Report 201734MRobinvale District Health Services MRobinvale District Health Services Annual Report 2017MAnnual Report 2017MSENIOR MANAGEMENT TEAM

OUR DEPARTMENTAL MANAGERS OUR VISITING MEDICAL OFFICERS & CONSULTANTS

Mrs Mara RichardsMBA,AFCHSM

Chief Executive Officer (December 2016 - current)TheChiefExecutiveOfficerresponsibletotheBoardofManagementfortheefficientandeffectivemanagementofRobinvaleDistrictHealthServices.Majorresponsibilitiesincludethedevelopmentandimplementationofoperationalandstrategicplanning,maximisingserviceefficiencyandqualityimprovementandminimisingrisk.

Mrs Leanne AdcockRN,BAAppMan,CertIVTAA,CertifiedInstructorIANCICI,MRCNA

Director of Clinical ServicesTheDirectorofClinicalServicesmanagestheclinicaloperationsofRDHSincluding;AcuteNursing,ResidentialAgedCare,VisitingNurseServices,MaternityandMaternalHealth,ClinicalEducationandRadiology.

Mrs Vicki ShawcrossBAAppMan,AdvDipBusMan,CertificateIVWorkplaceTraining&Assessment,AFCHSM

Director Corporate Services

Interim Chief Executive Officer (May 2016 – November 2016)

TheDirectorCorporateServiceshasoperationalresponsibilityforthemajorityofcorporatesupportservicesprovidedtosupporttheorganisation.FinancialServices,HumanResources,HealthInformationSystems,InformationCommunicationTechnology,CapitalProjects,HospitalityServices,HotelServices,Procurement,Engineering,Maintenance,Fleet,Administration\CustomerServices,CorporateReporting&Publications,Robinvale/EustonTouristInformationCentre.

Manager Primary CareMrsLisaTaggert,RN(toApril2017)MrPieterUys(May2017–current)

Manager Supply & MaintenanceMrPeterRickard

Manager People & CultureMrRayGentle

Maternity Services ManagerMissVickiBroad, RN,RM

Director of Nursing – Manangatang CampusMrsJudyShawyer,RN

Nurse Unit Manager - Riverside Campus MsGailRobinson,RN

Nurse Unit Manager - Robinvale CampusMsKerrynMoroney,RN(toFebruary2017)MrsBinuJoy,RN(March2017–current)

General Practitioners

Dr. Luigi LuccaMBBSTURIN1981

Dr Raj Beejadhur MB BCh BAO NationalUniversityofIreland(Ireland)1971

Dr Sameer Shaikh, MBBS 1998KuvempuUniversity,India

MANAGEMENT

www.rdhs.com.au 35MMORGANISATIONAL STRUCTURE

• Acute Services• Clinical Education• Maternal and Child Health• Medical Imaging• Midwifery• Residental Aged Care• Visiting Nurse Service

Board ofManagement Board Committees

• Quality Systems• Quality Accreditation• Risk Management

• Allied Health Services• Primary Care• Early Years

• Accomodation• Administrative Services• Education• Environmental• Finance• Fleet• Health Information• Hospitality Services• Hotel Services• Information Communication Technology• Infrastructure• Linen Services• Procurement/Supply• Tourist Information Centre

Quality

• Occupational Health and Safety• Payroll• People and Culture

ManagerPrimary

Care

ManagerPeople and

Culture

• Visiting Medical Officers

DirectorMedicalServices

DirectorClinical

Services

DirectorCorporateServices

Chief Executive Officer


TTTTHE BOARD OF MANAGEMENT

On the 30th June 2009 Robinvale District Health Services (RDHS) and Manangatang and District Hospital were amalgamated and declared to be a ‘Multipurpose Health Service’ (the same as a ‘multipurpose service’) named Robinvale District Health Services under s115U of the Act (Special Gazette S214 p1). This Order took eff ect on 1 July 2009.

RDHS operates under a tripartite agreement between the Department of Health and the Australian Government Department of Social Services. The Health Service is governed by a Board of Management (BOM), appointed by the Governor in Council upon recommendation of the Minister for Health.

www.rdhs.com.au 37

T CAPITAL WORKS AND PROJECTSCOMMITTEE (MEETS AS REQUIRED)

MrPeterCampisi–ChairMrQuentinNorton–ViceChairMsAlisonBlackMrDaronHulls

EXECUTIVE GOVERNANCE CREDENTIALING COMMITTEE (MEETS AS REQUIRED)

MrPeterCampisi–ChairMrQuentinNorton–ViceChairMrsMerrilynGrantMsAlisonBlack

TheGovernorinCouncilappointsBoardMembersontheadviceoftheMinisterforHealth.

BoardMembersofRobinvaleDistrictHealthServicesdonotreceivepaymentandareresponsiblefortheeffectiveandefficientclinicalandcorporategovernanceoftheserviceandensurereportingoffinancialandclinicaldataisaccurate,transparentandincompliancewithGovernmentrequirements.

RDHS BOARD OF MANAGEMENT 2016–2017Name Office Original Appointment Attendance Record 10 Meetings Held

MrPeterCampisi Chair 01.03.1999 10/10MrQuentinNorton ViceChair 01.07.2011 8/10MrsMerrilynGrant 01.11.2009 8/10MrDaronHulls 01.07.2013 7/10MrsFreuleJones 01.07.2014 9/10MrCliveBowden 01.07.2014 8/10MrsTeneilleFollett 01.07.2015 7/10MrsLisaMurray 01.07.2015 5/10MsAlisonBlack 05.04.2016 9/10

BOARD OF MANAGEMENT MEMBERS 2016–2017MrPeterCampisi–ChairMrQuentinNorton–ViceChairMrCliveBowdenMrsFreuleJonesMrsMerrilynGrantMrDaronHullsMrsTeneilleFollettMrsLisaMurrayMsAlisonBlack

FINANCE AND AUDIT COMMITTEE(MEETS QUARTERLY)

MrBruceGinn–Chair(IndependentMember)MrQuentinNortonMrPeterCampisiMrsLisaMurrayMrsTeneilleFollettMrsGinetteChirchiglia(IndependentMember)MrGlennBussell(IndependentMember)MrJohnBond(IndependentMember)


COMPLIANCE

Attestation for compliance with the Ministerial Standing Direction 3.7.1 – Risk Management Framework and Processes

I,MaraRichardscertifythatRobinvaleDistrictHealthServiceshascompliedwithMinisterialDirection3.7.1– RiskManagementFrameworkandProcesses.RobinvaleDistrictHealthServicesAuditCommitteehasverifiedthis.

Mrs Mara RichardsChiefExecutiveOfficer

Robinvale1stJuly2017

THE BOARD OF MANAGEMENT

www.rdhs.com.au 39

STATUTORY REQUIREMENTS

Occupational Health and Safety

RobinvaleDistrictHealthServices(RDHS)iscommittedto enthusiasticallyworkingtoprovide asafe,“environmentallyfriendly”workenvironmentforallstaffandforresidentsthatmeetregulatoryrequirements.

RDHSmonitorandmaintainthesafety andwellbeingofstaff,patients, residents,consumers,visitorsandcontractorsthroughOccupationalHealth,SafetyandEnvironmental(OHSE)procedures.Amajorcomponent toensureRDHSremainsasafeworkingenvironmentisthroughtheOHSEcommittee.TheOHSEcommitteemeetonabi-monthlybasis(everytwomonths)toreportandresolveanyissuethatmayariseorhavearisenasaresultofOHSE.Thismeetingisminutedandavailableforviewingbyallstaff,ManagersandDirectors.

Robinvale District Health Services (RDHS) standard Work Cover claims

RobinvaleDistrictHealthServices hadnoclaimssubmittedforthe2016/17year.

Therearenooutstandingclaims.

Freedom of Information

AccesstodocumentsandrecordsheldbyRDHSmayberequestedundertheFreedomofInformationAct1982.Consumerswishingtoaccess documentsshouldapplyinwriting totheFOIOfficeratRDHS.

ThisyearsixFOIrequestswere received.Norequestsweredenied.Allrequestswereprocessedwithintherequiredtimeframes.

Competitive Neutrality

RobinvaleDistrictHealthServicescompliedwithallthegovernmentpoliciesregardingcompetitive neutrality.

Statement on Compliance with the Building and Maintenance Provisions of the Building Act 1993

InaccordancewiththeBuildingRegulations2006,madeundertheBuildingAct1993,allbuildingswithintheServiceareclassifiedaccordingtotheirfunctions.

Eachcampushasaplanned preventativemaintenanceprogram toensureongoingbuildingsafety andcompliancewithregulations.

AnEssentialSafetyMeasuresReportispreparedannuallyforeachcampusandconfirmsthesafetyofbuildingsincludingfiresafety,entryandegress.

Summary of major changes or factors which have affected the achievement of the operational objectives for the year

Duringthe2016-2017financialyeartherewerenomajorchangesorfactorswhichmateriallyaffectedtheachievementoftheoperationalobjectives.

Events subsequent to balance date which may have a significant effect on the operations of the entity in subsequent years

Therewerenoeventssubsequenttobalancedatethatmayhaveasignificant effectontheoperationsoftheentityinsubsequentyears.

Victorian Industry Participation Policy Act

RobinvaleDistrictHealthServicesabidesbytheprinciplesoftheVictorian IndustryParticipationPolicy.In2016/17therewerenoprojectsundertheVictorianIndustryParticipationPolicywhichwereabovethethresholdof$1million.

Fees and Charges

Allfeesandchargeschargedby RobinvaleDistrictHealthServices areregulatedbytheAustralian

DepartmentofHealthandAgeingandtheHospital&Charities(Fees)Regulations1986,asamendedandasotherdeterminedbytheDepartmentofHumanServices,Victoria.

Policiesandproceduresareinplacefortheeffectivecollectionoffees owingtotheservice

Publications

PublicationssuchastheAnnualReport,QualityAccountReports,StrategicPlan2011-2016andamultiplicityofPatientInformationBrochuresareavailablefromRobinvaleDistrictHealthServices.

InformationonRobinvaleDistrictHealthServicesisalsoavailableontheWebwww.rdhs.com.au

The Protected Disclosure Act 2012

ThemainobjectoftheProtectedDisclosureAct2012istoencourageandfacilitatethemakingofdisclosureofimproperconductbypublicofficersandpublicbodiesandestablisha systemformatterstobeinvestigated.TheActprovidesprotectionfromdetrimentalactiontoanypersonaffectedbyaprotecteddisclosurewhetheritisapersonwhomakesadisclosure,awitness,orapersonwhoisthesubjectofaninvestigation.

ProtectedDisclosuresaretobe reporteddirectlyto:

Independent Broad-Based Anti-Corruption Commission (ibac)Phone1300735135Fax0386356444Street addressLevel1,NorthTower,459CollinsStreet,MelbourneVIC3000Postal addressGPOBox24234,MelbourneVIC3001Webwww.ibac.vic.gov.au/contact-us

RobinvaleDistrictHealthServicesisobligatedbylegislationtoensurethewelfareandprotectionofgenuinepersonsmakingprotecteddisclosures,againstdetrimentalaction.Any instancesofdetrimentalactionagainstapersonmakingaprotected

Cont’d...


disclosureshouldbereportedimmediatelytotheProtectedDisclosureCoordinator(PDC).ThePDCisalsoavailabletoprovideadvicerelatingtoProtectedDisclosure.

Protected Disclosure Coordinator (PDC)MrRayGentleManagerPeople&CulturePhone0350518174

Health Records Act 2001 and Information Privacy Act 2000

TheActspreservetheprivacyandconfidentialityofinformationheldbyouragency.

Allpatients,residentsandclientsreceiveabrochureexplaininghowtheirhealthinformationwillbeusedandwhowillhaveaccesstosuchinformation

Allstaffarerequiredtoundertakeprivacyandconfidentialitytrainingonaregularbasisandtherearedocumentedpolicyandprotocolsrelatingtoprivacyandconfidentialitywithinourorganisation

TheChiefExecutiveOfficeristhedesignatedPrivacyOfficeranddealswithenquiriesandcomplaintsrelatingtotheHealthRecordsandInformationPrivacyActs

In2015/16therewerenowrittencomplaintswithrespecttobreachesofprivacyorconfidentiality.

Carers Recognition Act 2012

UndertheAct,Stategovernmentdepartments,councils,andorganisationsfundedbygovernmenttoprovideprogramsorservicestopeopleincarerelationships,needtotakeallpracticablemeasuresto:• ensurestaffareawareofandunderstandtheprinciplesintheAct

• ensurestaffpromotetheprinciplestopeopleincarerelationships,sothatpeopleincarerelationshipsareawareofandunderstandtheprinciplesintheAct

• reflectthecarerelationshipprinciplesindeveloping,providingorevaluatingsupportandassistanceforthoseincarerelationships.

(f) detailsofanyotherresearchanddevelopmentactivitiesundertakenbytheHealthServicethatarenototherwisecoveredeitherinthereportofoperationsorinadocumentwhichcontainsthefinancialstatementandreportofoperations;

(g) detailsofoverseasvisitsundertakenincludingasummaryoftheobjectivesandoutcomesofeachvisit;

(h) detailsofmajorpromotional,publicrelationsandmarketingactivitiesundertakenbytheHealthServicetodevelopcommunityawarenessoftheservicesprovidedbytheHealthService;

(i) detailsofassessmentsandmeasuresundertakentoimprovetheoccupationalhealthandsafetyofemployees,nototherwisedetailedinthereportofoperations;

(j) ageneralstatementonindustrialrelationswithintheHealthServiceanddetailsoftimelostthroughindustrialaccidentsanddisputes,whicharenototherwisedetailedinthereportofoperations;and

(k) alistofmajorcommitteessponsoredbytheHealthService,thepurposesofeachcommitteeandtheextenttowhichthepurposeshavebeenachieved.

(l) Detailsofallconsultanciesandcontractorsincludingconsultants/contractorsengaged,servicesprovidedandexpenditurecommittedforeachengagement.

Acknowledgement of Support

RDHSacknowledgestheWesternNSWPrimaryHealthNetwork&theMurrayPrimaryHealthWorkasmajorfundingbodies.

RDHSdoesensurethatstaffhaveanawarenessabouttheActprinciplesandcharter,andwhattheymeanforstaff.RDHSalsohasavailableforstaffcopiesoftheprinciplesoftheActandcopiesofthecharter.TheRDHSstaffinductionpackageincludesinformationabouttheActandcharter,andwhattheActprinciplesandchartermeaninthewaystaffdotheirwork.

Safe Patient Care Act 2015

RobinvaleDistrictHealthServiceshasnomatterstoreportinrelationtoitsobligationsundersection40oftheSafePatientCareAct2015.

Consultancies

In2016/17RDHSdidnotengageanyconsultantswherethetotalfeespaidwerelessthan$10,000.

In2016/17RDHSdidnotengageanyconsultantswherethetotalfeespaidweremorethan$10,000.

Additional Information (FRD 22G APPENDIX)

IncompliancewiththerequirementsoftheStandingDirectionsoftheMinisterforFinance,detailsinrespectoftheitemslistedbelowhavebeenretainedbytheRobinvaleDistrictHealthServicesandareavailabletotherelevantministers,MembersofParliamentandthepubliconrequest(subjecttothefreedomofinformationrequirements,ifapplicable):

(a) astatementthatdeclarationsofpecuniaryinterestshavebeendulycompletedbyallrelevantofficersoftheDepartment;

(b) detailsofsharesheldbyseniorofficersasnomineeorheldbeneficiallyinastatutoryauthorityorsubsidiary;

(c) detailsofpublicationsproducedbytheDepartmentabouttheactivitiesoftheHealthServiceandwheretheycanbeobtained;

(d) detailsofchangesinprices,fees,charges,ratesandlevieschargedbytheHealthService

(e) detailsofanymajorexternalreviewscarriedoutinrespectoftheoperationoftheHealthService

THE BOARD OF MANAGEMENT

www.rdhs.com.au 41

Legislation Requirement Page Reference

Ministerial Directions

Report Of Operations

Charter and PurposeFRD22H MannerofEstablishmentandthe relevantMinisters 36,IFC FRD22H Purpose,Functions,PowersandDuties 2,36FRD22H Natureandrangeofservicesprovided 3FRD22H Initiativesandkeyachievements 5,24

Management and StructureFRD22H Organisationalstructure 35 Financial and Other InformationFRD10A Disclosureindex 41FRD11A Disclosureofex-gratiapayments FSFRD21C Responsiblepersonandexecutive officerdisclosures 38,IFCFRD22H ApplicationandoperationofProtected Disclosure Act 2012 39FRD22H ApplicationandoperationofCarers Recognition Act 2012 40FRD22H ApplicationandoperationofFreedom of information Act 1982 39FRD22H Compliancewithbuildingandmaintenance provisionsofBuilding Act 1993 39FRD22H Detailsofconsultanciesover$10,000 40FRD22H Detailsofconsultanciesunder$10,000 40FRD22H Employmentandconductprinciples 19FRD22H InformationandCommunication TechnologyExpenditure 17FRD22H Majorchangesorfactorsaffecting performance 39FRD22H OccupationalViolence 39FRD22H Operationalandbudgetaryobjectives andperformanceagainstobjectives FSFRD24C Reportingofoffice-basedenvironmental impacts 23FRD22H Significantchangesinfinancialposition duringtheyear FS

Legislation Requirement Page Reference

FRD22H StatementonNationalCompetitionPolicy 39 FRD22H Subsequentevents FSFRD22H Summaryofthefinancialresultsofthe year FSFRD22H WorkforceDataDisclosuresincluding astatementontheapplicationof employmentandconductprinciples 19FRD25C VictorianIndustryParticipationPolicy Disclosures 19FRD29B WorkforceDatadisclosures 19FRD103F Non-FinancialPhysicalAssets FSFRD110A CashFlowStatements FSFRD112D DefinedBenefitSuperannuationObligations FSSD5.2.3 Declarationinreportofoperations 38SD3.7.1 RiskManagementframeworkandprocesses 33

Other requirements under Standing Directions 5.2 SD5.2.2 DeclarationinfinancialstatementsSD5.2.1(a) CompliancewithAustralianaccounting standardsandotherauthoritative pronouncements FSSD5.2.1(a) CompliancewithMinisterialDirections FS

LegislationFreedom of Information Act 1982Protected Disclosure Act 2012Carer Recognition Act 2012 Victorian Industry Participation Policy Act 2003 Building Act 1993 Financial Management Act 1994Safe Patient Care Act 2015

FS-ReferstoFinancialStatementsIFC-ReferstoInsideFrontCover

The Annual Report of Robinvale District Health Services is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identification of Robinvale District Health Services compliance with statutory disclosure requirements.

DISCLOSURE INDEX


AAccreditation 33AcuteCare 14AgedCare 13AttestationRiskManagement 38AuditorGeneral’sReport FS

BBoardofManagement 36

CCatchmentMap 2Chairman 8-11ChiefExecutiveOfficer 8-11ClinicalServices 13-15CorporateServices 16-17ConsumersRightsand Responsibilities 40CustomerFeedback 33,43

DDeclarationResponsibleBodies IFCDepartmentManagers 34DisclosureIndex 41

EEarlyYears 22Environmental 23

FFees 39FinancialManagement 16FinancialPerformance FS

GGlossaryofTerms 43Governance 36-37

HHaemodialysis 14

IInfectionControl 14InformationManagement/ Technology 17InternalAuditors 16

LLocationMap 2

MMaternalandChildHealth 15MedicalImaging 14Midwifery 15

OOccupationalHealth&Safety 39OrganisationalStructure 35OurCommitment 4OurStatementofPurpose 4

PPartnerships 9PeopleandCulture 18-19PrimaryCareServices 20-22Profile 2-3Publications 39

QQuality 32-33

RResidentialCare 13ResponsibleOfficersDeclaration FSRiskManagement 32-33RoleofBoardofManagement 36-37

SSeniorManagers 34ServicePlan 24-29StatutoryRequirements 39-40StrategicPlan 6-7

VVision 4VMO-VisitingMedicalOfficers 34

WWorkforceComposition 19

XX-ray/Ultrasound 14

FS-ReferstoFinancialStatements

INDEX

www.rdhs.com.au 43

Australian Standards-NationalStandardsdevelopedbytheStandardsAssociationofAustralia/NewZealand

Best Practice-Measuringresultsagainstthebestperformanceofothergroups

BOM-BoardofManagementRDHS

Carers-Peoplewhocareforpatients/clientswhoarenotpartofRobinvaleDistrictHealthServices

CEO-ChiefExecutiveOfficer

Client-Apersonreceivingcareand/ortreatmentfromRobinvaleDistrictHealthServices

Continuity of Care-Thecycleofcareincorporatingaccess,entry,assessment,planning,implementation,evaluation,dischargeandcommunitycare.

Corporate Governance-Effective,fair,transparentandaccountablemanagementoftherelationshipwiththecommunitywithintegritytoproduceanefficientservice

DHHS-TheDepartmentofHealthandHumanServices,Victoria

DVA-DepartmentofVeteran’sAffairs

EEO-EqualEmploymentOpportunity

FBT-FringeBenefitsTax

FTE-FullTimeEquivalentstaffingposition

HACC-Home&CommunityCare.Fundingforservicesandprogramswhichareprovidedinthehomeor community.

HIPPY-HomeInteractionProgramforParentsandYoungsters

Inpatient-ApersonwhoisadmittedtoRobinvaleDistrictHealthServicesforcareandtreatment ISO 9001:2008-AS/NZS9001:2008QualityManagementsystems-Requirement

PHN-PrimaryHealthNetwork

Medical Record-Compilationofpatientmedicaltreatmentandhistory

Multidisciplinary-Careorserviceprovidedwithinputfrommorethanonedisciplineorprofession

NSQHSS-NationalSafetyandQualityHealthServiceStandards

Occupied Bed Days-TotalnumberofpatientsRDHShasinagivenperiod

Outcome-Theresultofaserviceprovided

Patient/Client/Consumer-Apersonforwhomthisserviceacceptstheresponsibilityofcare

Quality Activities-Activitieswhichmeasureperformanceandidentifyareasforimprovementinourservice

RDHS-RobinvaleDistrictHealthServices

Separation/Discharge-Theprocesswherebycareiscompletedandthepatientleavestheorganisation

Standard-Levelofperformancetobeachieved

Statutory or legislative requirement-AnyrequirementlaiddownbyanActofParliament

The Board-TheBoardofManagementRDHS

The Service-RobinvaleDistrictHealthServices

Values-TheprinciplesandbeliefswhichguideRobinvaleDistrictHealthServices

Comments and ComplaintsRDHSinviteanycommentyoumayhaveaboutthecareorserviceprovidedbyRDHSasthisprovidesanopportunityforserviceimprovement.

CommentsorcomplaintsmaybedirectedtotheChiefExecutiveOfficeron0350518111

Ifthematterisnotresolvedtoyoursatisfaction,the HealthServicesCommissionerwhoassistswithcomplaintresolutioncanbecontactedon0396555200

For Information about Patients’ Right and ResponsibilitiesContacttheQualityCoordinatoron0350518122

To Make a Tax Deductible DonationToRobinvaleDistrictHealthServices,orifyouare consideringacontributiontohealthcareservices throughabequestpleasecontacttheChiefExecutive Officeron0350518111

To become a VolunteerContact:ManagerPeopleandCultureon0350518174

To let staff know you are pleased with the service you have receivedWritetotheQualityCoordinator POBox376, Robinvale3549 orringthemainswitchboardon0350518111.

StudentsSeekinginformationaboutstudentworkexperience,shouldringthePeopleandCultureOfficeron50518179

GLOSSARY OF TERMS


NOTES

Robinvale District Health Services 30th June 2017

FINANCIAL STATEMENTS 2017 Contents Board Member’s, Accountable Officer’s and Chief Finance and Accounting Officer’s Declaration Auditor General’s Report Comprehensive Operating Statement Balance Sheet Statement of Changes in Equity Cash Flow Statement Notes to the Financial Statements Appendix A – 5 Year Financial Comparison

Independent Auditor’s Report To the Board of Robinvale District Health Service

Opinion I have audited the financial report of Robinvale District Health Service (the health service) which comprises the:

x balance sheet as at 30 June 2017 x comprehensive operating statement for the year then ended x statement of changes in equity for the year then ended x cash flow statement for the year then ended x notes to the financial statements, including a summary of significant accounting

policies x board member's, accountable officers and chief finance & accounting officer's

declaration.

In my opinion the financial report presents fairly, in all material respects, the financial position of the health service as at 30 June 2017 and their financial performance and cash flows for the year then ended in accordance with the financial reporting requirements of Part 7 of the Financial Management Act 1994 and applicable Australian Accounting Standards.

Basis for Opinion

I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Auditing Standards. My responsibilities under the Act are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report.

My independence is established by the Constitution Act 1975. My staff and I are independent of the health service in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for

Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. My staff and I have also fulfilled our other ethical responsibilities in accordance with the Code.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Board’s responsibilities for the financial report

The Board of the health service is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the Financial

Management Act 1994, and for such internal control as the Board determines is necessary to enable the preparation and fair presentation of a financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the Board is responsible for assessing the health service’s ability to continue as a going concern, and using the going concern basis of accounting unless it is inappropriate to do so.

2

Auditor’s responsibilities for the audit of the financial report

As required by the Audit Act 1994, my responsibility is to express an opinion on the financial report based on the audit. My objectives for the audit are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

x identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

x obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the health service’s internal control

x evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board

x conclude on the appropriateness of the Board’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the health service’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the health service to cease to continue as a going concern.

x evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the Board regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE 31 August 2017

Ron Mak as delegate for the Auditor-General of Victoria

ROBINVALE DISTRICT HEALTH SERVICE

COMPREHENSIVE OPERATING STATEMENT

FOR THE FINANCIAL YEAR ENDED 30 JUNE 2017

Note 2017 2016

$'000 $'000

Revenue from Operating Activities 2.1 13,831 14,135

Revenue from Non Operating Activities 2.1 205 219

Employee Expenses 3.1 (10,295) (9,968)

Non Salary Labour Costs 3.1 (297) (452)

Supplies and Consumables 3.1 (723) (706)

Other Expenses 3.1 (2,037) (2,479)

Net Result Before Capital and Specific Items 684 749

Capital Purpose Income 2.1 92 69

Expenditure for Capital Purpose 3.1 (35) (108)

Depreciation 4.4 (1,134) (1,111)

Net Result after Capital and Specific Items (393) (401)

Other economic flows included in net result

Net gain/(loss) on non-financial assets 7.2 16 12

Revaluation of Long Service Leave 3.3 74 1

Total other economic flows included in net result 90 13

NET RESULT FOR THE YEAR (303) (388)

Other Comprehensive Income

Items that will not be classified to net result

Changes in physical asset revaluation surplus 8.1 0 0

COMPREHENSIVE RESULT (303) (388)

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

1


BALANCE SHEET

AS AT 30 JUNE 2017

Note 2017 2016

$'000 $'000

Current Assets

Cash and Cash Equivalents 6.1 4,122 2,277

Receivables 5.1 374 455

Investments & Other Financial Assets 4.1 6,060 7,414

Inventories 5.2 66 78

Prepayments and Other Assets 5.4 126 110

Total Current Assets 10,748 10,334

Non-Current Assets

Receivables 5.1 381 396

Property, Plant and Equipment 4.3 16,091 16,824

Total Non-Current Assets 16,472 17,220

TOTAL ASSETS 27,220 27,554

Current Liabilities

Payables 5.5 843 430

Provisions 3.3 2,269 2,345

Other current liabilities 5.3 2,558 2,805

Total Current Liabilities 5,670 5,580

Non-Current Liabilities

Provisions 3.3 385 506

Total Non-Current Liabilities 385 506

TOTAL LIABILITIES 6,055 6,086

NET ASSETS 21,165 21,468

EQUITY

Property, Plant and Equipment Revaluation Surplus 8.1a 26 26

Contributed Capital 8.1b 22,352 22,352

Accumulated Surpluses/(Deficits) 8.1c (1,213) (910)

TOTAL EQUITY 8.1 21,165 21,468

Commitments 6.2

Contingent Assets and Contingent Liabilities 7.3


2


STATEMENT OF CHANGES IN EQUITY


Property, Plant Contributed Accumulated Total

and Equipment Capital Surpluses/

Revaluation (Deficits)

Surplus

$'000 $'000 $'000 $'000

Balance at 1 July 2015 26 22,352 (522) 21,856

Net result for the year 8.1c 0 0 (388) (388)

Balance at 30 June 2016 26 22,352 (910) 21,468

Net result for the year 8.1c 0 0 (303) (303)

Balance at 30 June 2017 26 22,352 (1,213) 21,165


3


CASH FLOW STATEMENT


Note 2017 2016

$'000 $'000

Inflows / Inflows /

CASH FLOWS FROM OPERATING ACTIVITIES (Outflows) (Outflows)

Operating Grants from Government 11,672 11,616

Capital Grants from Government 34 53

Patient and Resident Fees Received 1,414 1,590

Donations and Bequests Received 58 16

GST (Paid to)/received from ATO 142 15

Interest Received 222 187

Other Receipts 719 616

Total Receipts 14,261 14,093

Employee Expenses Paid (10,418) (9,764)

Non salary labour costs (297) (452)

Payments for Supplies and Consumables (711) (722)

Other payments (1,737) (2,077)

Total Payments (13,163) (13,015)

NET CASH FLOW FROM /(USED IN) OPERATING ACTIVITIES 8.2 1,098 1,078

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of Non-Financial Assets (452) (701)

Proceeds from sale of Non-Financial Assets 71 53

Purchase of Investments 643 (3,646)

NET CASH FLOW FROM /(USED IN) INVESTING ACTIVITIES 262 (4,294)

NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS HELD 1,360 (3,216)

CASH AND CASH EQUIVALENTS AT BEGINNING OF FINANCIAL YEAR 2,027 5,243

CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR 6.1 3,387 2,027

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

4

Robinvale District Health Service

Notes to the Financial Statements

30 June 2017

BASIS OF PRESENTATION

These financial statements are presented in Australian dollars and the historical cost convention is used unless a different measurement

basis is specifically disclosed in the note associated with the item measured on a different basis.

The accrual basis of accounting has been applied in the preparation of these financial statements whereby assets, liabilities, equity,

income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

Consistent with the requirements of AASB 1004 Contributions (that is contributed capital and its repayment) are treated as equity

transactions and, therefore, do not form part of the income and expenses of the hospital.

Additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers

that are in the nature of contributions to or distributions by owners have also been designated as contributions by owners.

Transfers of net assets arising from administrative restructurings are treated as distributions to or contribution by owners. Transfer of net

liabilities arising from administrative restructurings are treated as distribution to owners.

Judgements, estimates and assumptions are required to be made about financial information being presented. The significant judgements

made in the preparation of these financial statements are disclosed in the notes where amounts affected by those judgements are

disclosed. Estimates and associated assumptions are based on professional judgements derived from historical experience and various

other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.

Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are affected

by the revision. Judgements and assumptions made by management in the application of AASs that have significant effects on the financial

statements and estimates relate to:

• The fair value of land, buildings, infrastructure, plant and equipment, (refer to Note 7.1);

• Superannuation expense (refer to Note 3.4);

• Actuarial assumptions for employee benefit provisions based on likely tenure of existing staff, patterns of leave claims, future

salary movements and future discount rates (refer to Note 3.3); and

NOTE 1 : SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Statement of compliance

The annual financial statements were authorised for issue by the Board of Robinvale District Health Service on 30 /08/2017

(b) Reporting Entity

The financial statements includes all the controlled activities of Robinvale District Health Services.

Its principal address is:

128-132 Latje Road

Robinvale

Victoria 3549.

These annual financial statements represent the audited general purpose financial statements for Robinvale District Health Services (ABN 58

413 230 512) for the period ending 30 June 2017. The purpose of the report is to provide users with information about the Health Services’

stewardship of resources entrusted to it.

These financial statements are general purpose financial statements which have been prepared in accordance with the Financial

Management Act 1994 and applicable Australian Accounting Standards (AASs), which include interpretations issued by the Australian

Accounting Standards Board (AASB). They are presented in a manner consistent with the requirements of AASB 101 Presentation of

Financial Statements .

The financial statements also comply with relevant Financial Reporting Directions (FRDs) issued by the Department of Treasury and Finance,

and relevant Standing Directions (SDs) authorised by the Minister for Finance.

The Health Service is a not-for profit entity and therefore applies the additional Aus paragraphs applicable to “not-for-profit” Health Services

under the AASs.

5



30 June 2017

NOTE 1 : SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

A description of the nature of Robinvale District Health Services' operations and its principal activities is included in the report of

operations, which does not form part of these financial statements.

Objectives and funding

Robinvale District Health Services' overall objective is to be a leader in rural healthcare, providing a consumer-centred, multi-

disciplinary service responding to the needs of the community, as well as improve the quality of life to Victorians.

Robinvale District Health Services is predominantly funded by accrual based grant funding for the provision of outputs.

(c) Basis of accounting preparation and measurement

Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the

concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.

The accounting policies set out below have been applied in preparing the financial statements for the year ended

30 June 2017, and the comparative information presented in these financial statements for the year ended 30 June 2016.

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

These financial statements are presented in Australian Dollars, the functional and presentation currency of the Health

Service.

The financial statements, except for cash flow information, have been prepared using the accrual basis of accounting.

Under the accrual basis, items are recognised as assets, liabilities, equity, income or expenses when they satisfy the

definitions and recognition criteria for those items, that is they are recognised in the reporting period to which they relate,

regardless of when cash is received or paid.

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

• Non-current physical assets, which subsequent to acquisition, are measured at a revalued amount being their fair

value at the date of the revaluation less any subsequent accumulated depreciation and subsequent impairment losses.

Revaluations are made and are re-assessed when new indices are published by the Valuer General to ensure that the

carrying amounts do not materially differ from their fair values;

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

Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are not

readily apparent from other sources. The estimates and associated assumptions are based on professional judgements derived

from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results

may differ from these estimates.

Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are

affected by the revision. Judgements and assumptions made by management in the application of AASBs that have significant effects

on the financial statements and estimates relate to:

• The fair value of land, buildings, infrastructure, plant and equipment, (refer to Note 7.4);

• Superannuation expense (refer to Note 3.4);

• Actuarial assumptions for employee benefit provisions based on likely tenure of existing staff, patterns of leave claims, future

salary movements and future discount rates (refer to Note 3.3); and

• Equities and management investment schemes classified at level 3 of the fair value hierarchy.

(d) Principles of Consolidation

Intersegment Transactions

Transactions between segments within Robinvale District Health Service have been eliminated to reflect the extent of

Robinvale District Health Services operations as a group.

6



30 June 2017

NOTE 2: FUNDING DELIVERY OF OUR SERVICES

The health service's overall objective is to deliver programs and services that support and enhance the wellbeing of all Victorians.

To enable the health service to fulfil its objective it receives income based on parliamentary appropriations. The hospital also receives

income from the supply of services.

Structure

2.1 Analysis of revenue by source

7



30 June 2017

NOTE 2.1: ANALYSIS OF REVENUE BY SOURCE Admitted Residential Aged Primary Other TOTAL

Patients Aged Care Care Health

2017 2017 2017 2017 2017 2017

$'000 $'000 $'000 $'000 $'000 $'000

Government Grants 7,159 1,733 504 2,040 0 11,436

(1) (1) 0 0 0 (2)

Patient and Resident Fees 611 672 31 65 0 1,379

Other Revenue from Operating Activities 207 205 16 250 340 1,018

Total Revenue from Operating Activities 7,976 2,609 551 2,355 340 13,831

Interest and Dividends 9 94 2 11 89 205

Total Revenue from Non-Operating Activities 9 94 2 11 89 205

Targeted Capital Works and Equipment 0 0 0 0 34 34

Donations and Bequests 0 0 0 0 58 58

Total Capital Purpose Income 0 0 0 0 92 92

TOTAL REVENUE 7,985 2,703 553 2,366 521 14,128

Indirect Contributions by Department of Health and

Human Services

8



30 June 2017

NOTE 2.1: ANALYSIS OF REVENUE BY SOURCE (Continued)

Admitted Residential Aged Primary Other TOTAL


2016 2016 2016 2016 2016 2016

$'000 $'000 $'000 $'000 $'000 $'000

Government Grants 5,518 3,382 476 2,002 0 11,378

10 25 2 12 0 49

Patient and Resident Fees 681 849 27 42 0 1,599

Other Revenue from Operating Activities 205 252 19 261 372 1,109

Total Revenue from Operating Activities 6,414 4,508 524 2,317 372 14,135

Interest and Dividends 11 101 2 13 92 219

Total Revenue from Non-Operating Activities 11 101 2 13 92 219

Targeted Capital Works and Equipment 0 0 0 0 53 53

Donations and Bequests 0 0 0 0 16 16

Total Capital Purpose Income 0 0 0 0 69 69

TOTAL REVENUE 6,425 4,609 526 2,330 533 14,423

Department of Health/Department of Health and Human Services makes certain payments on behalf of the Health Service.

These amounts have been brought to account in determining the operating result for the year by recording them as revenue

and expenses.

Income is recognised in accordance with AASB 118 Revenue and is recognised as to the extent that it is probable that the

economic benefits will flow to Robinvale District Health Services and the income can be reliably measured at fair value.

Unearned income at reporting date is reported as income received in advance.

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

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

In accordance with AASB 1004 Contributions, government grants and other transfers of income (other than contributions

by owners) are recognised as income when the Health Service gains control of the underlying assets irrespective of

whether conditions are imposed on the Health Service's use of the contributions.

Contributions are deferred as income in advance when the Health Service has a present obligation to repay them and the

present obligation can be reliably measured.

Indirect Contributions from the Department of Health and Human Services

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

• 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 04/2017.

Patient and Resident Fees

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

Private Practice Fees

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

Indirect Contributions by Department of Health and

Human Services

9



30 June 2017

NOTE 2.1: ANALYSIS OF REVENUE BY SOURCE (Continued)

Revenue from commercial activities

Revenue from commercial activities such as provision of meals to external users is recognised at the time the invoices

are raised.

Donations and Other Bequests

Donations and bequests are recognised as revenue when received. If donations are for a special purpose, they may be

appropriate to a surplus, such as specific restricted purpose surplus.

Interest Revenue

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

Sale of investments

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

Other income

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

Category Groups

Robinvale District Health Services has used the following category groups for reporting purposes for the current and previous

financial years.

Admitted Patient Services (Admitted Patients) comprises all acute and subacute admitted patients services, where

services are delivered in public hospitals.

Aged Care comprises a range of in home, specialist geriatric, residential care and community based programs and support

services, such as Home and Community Care (HACC) that are targeted to older people, people with a disability, and their

carers.

Primary, Community and Dental Health comprises a range of home based, community based, community, primary

health and dental services including health promotion and counselling, physiotherapy, speech therapy, podiatry and

occupational therapy and a range of dental health services.

Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as psychogeriatric

residential services, comprises those Commonwealth-licensed residential aged care services in receipt of supplementary

funding from the department 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 and secure extended care units.

Other Services not reported elsewhere - (Other) comprises services not separately classified above, including: Public

Health Services including laboratory testing, blood borne viruses / sexually transmitted infections clinical services,

Kooris liaison officers, immunisation and screening services, drugs services including drug withdrawal, counselling and

the needle and syringe program, Disability services including aids and equipment and flexible support packages to people

with a disability, Community Care programs including sexual assault support, early parenting services, parenting assessment

and skills development, and various support services. Health and Community Initiatives also falls in this category group.

10



30 June 2017

NOTE 3: THE COST OF DELIVERING SERVICES

This section provides an account of the expenses incurred by the health service in delivering services and outputs. In Section 2, the

funds that enable the provision of services were disclosed and in this note the cost associated with provision of services are

recorded.

Structure

3.1 Analysis of expenses by source

3.2 Analysis of expense and revenue by internally managed and restricted specific purpose funds

3.3 Employee benefits in the balance sheet

3.4 Superannuation

11



30 June 2017

NOTE 3.1: ANALYSIS OF EXPENSE BY SOURCE Admitted Residential Aged Primary Other TOTAL


2017 2017 2017 2017 2017 2017

$'000 $'000 $'000 $'000 $'000 $'000

Employee Expenses 2,155 5,391 183 2,566 0 10,295

Other Operating Expenses

Non Salary Labour Costs 110 130 1 56 0 297

Supplies and Consumables 250 383 9 81 0 723

Other Expenses 347 928 45 417 300 2,037

Total Expenditure from Operating Activities 2,862 6,832 238 3,120 300 13,352

Other Non-Operating expenses

Revaluation of Long Service Leave (refer note 3.3) 0 0 0 0 (74) (74)

Expenditure for Capital Purpose 0 0 0 0 35 35

Depreciation (refer note 4.4) 0 0 0 0 1,134 1,134

Total Other Expenses 0 0 0 0 1,095 1,095

TOTAL EXPENSES 2,862 6,832 238 3,120 1,395 14,447

Admitted Residential Aged Primary Other TOTAL


2016 2016 2016 2016 2016 2016

$'000 $'000 $'000 $'000 $'000 $'000

Employee Expenses 3,267 4,064 270 2,366 0 9,967


Non Salary Labour Costs 340 83 2 27 0 452

Supplies and Consumables 447 216 6 37 0 706

Other Expenses 478 1,120 55 504 322 2,479

Total Expenditure from Operating Activities 4,532 5,483 333 2,934 322 13,604

Other Non-Operating expenses

Expenditure for Capital Purpose 0 0 0 0 108 108

Depreciation (refer note 4.4) 0 0 0 0 1,111 1,111

Total Other Expenses 0 0 0 0 1,219 1,219

TOTAL EXPENSES 4,532 5,483 333 2,934 1,541 14,823

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

Cost of goods sold

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

12



30 June 2017

NOTE 3.1: ANALYSIS OF EXPENSE BY SOURCE (Continued)

Employee expenses

Employee expenses include:

• Wages and salaries;

• Fringe Benefits Tax;

• Leave Entitlements;

• Termination Payments;

• Work cover Premiums; and

• Superannuation expenses which are reported differently depending upon whether employees are members of

defined benefit or defined contribution plans.

Grants and Other Transfers

Grants and other transfers to third parties (other than contribution to owners) are recognised as an expense in the reporting

period in which they are paid or payable. They include transactions such as: grants, subsidies and personal benefit

payments made in cash to individuals.


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

Supplies and Consumables

Supplies and service costs which are recognised as an expense in the reporting period in which they are incurred.

The carrying amounts of any inventories held for distribution are expenses when distributed.

Bad and Doubtful Debts

Refer to Note 4.1 Investments and other financial assets.

Fair value of assets, services and resources provided free of charge or for nominal consideration

Contributions of resources provided free of charge or for nominal consideration are recognised at their fair value when the

transferee obtains control over them, irrespective of whether restrictions or conditions are imposed over the use of the

contributions, unless received from another agency as a consequence of a restructuring of administrative arrangements.

In the latter case, such a transfer will be recognised at it's carrying value. Contributions in the form of services are only

recognised when a fair value can be reliably determined and the services would have been purchased if not donated.

Borrowing costs of qualifying assets

In accordance with the paragraphs of AASB 123 Borrowing Costs applicable to not-for-profit public sector entities, the Health

Service continues to recognise borrowing costs immediately as an expense, to the extent that they are directly attributable

to the acquisition, construction or production of a qualifying asset.

Other economic flows are changes in the volume or value of assets or liabilities that do not result from transactions.

Net gain/ (loss) on non-financial assets

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

Revaluation gains/ (losses) of non-financial physical assets.

Refer to Note 4.3 Property plant and equipment.

Net gain/ (loss) on disposal of non-financial assets

Any gain or loss on the disposal of non-financial assets is recognised at the date of disposal and is the difference between

the proceeds and the carrying amount of the asset at the time.

Net gain/ (loss) on financial instruments

Net gain/ (loss) on financial instruments includes:

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

• impairment and reversal of impairment for financial instruments at amortised cost. Refer to

Note 4.1 Investments and other financial assets; and

• disposals of financial assets and derecognition of financial liabilities

13



30 June 2017

NOTE 3.1: ANALYSIS OF EXPENSE BY SOURCE (Continued)

Impairment of non-financial assets

Goodwill and intangible assets with indefinite useful lives (and intangible assets not available for use) are tested annually for

impairment and whenever there is an indication that the asset may be impaired. Refer to Note 4.1 Investments and other

financial assets.

Revaluations of financial instrument at fair value

Refer to Note 7.1 Financial instruments.

Other gains/ (losses) from other economic flows

Other gains/ (losses) include:

• the revaluation of the present value of the long service leave liability due to changes in the bond rate

movements, inflation rate movements and the impact of changes in probability factors; and

• transfer of amounts from the reserves to accumulated surplus or net result due to disposal or derecognition

or reclassification.

Derecognition of financial liabilities

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

When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms

of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the

original liability and the recognition of a new liability. The difference in the respective carrying amounts is recognised as an

expense in the consolidated comprehensive operating statement.

14



30 June 2017

NOTE 3.2: ANALYSIS OF EXPENSES AND REVENUE BY INTERNALLY MANAGED AND

RESTRICTED SPECIFIC PURPOSE FUNDS

2017 2016 2017 2016

$'000 $'000 $'000 $'000

Commercial Activities

Laundry 232 210 63 58

Other 98 95 99 103

Total 330 305 162 161

NOTE 3.3: EMPLOYEE BENEFITS IN THE BALANCE SHEET 2017 2016

Current Provisions $'000 $'000

Employee Benefits (i)

Annual Leave

- unconditional and expected to be settled wholly within 12 months (ii) 763 785

- unconditional and expected to be settled wholly after 12 months (iii) 0 0

Long Service Leave



Accrued Days Off


Accrued Salaries & Wages


2,011 2,033

Provisions related to employee benefit on-costs



258 312

Total Current Provisions 2,269 2,345

Non-Current Provisions

Employee Benefits (i) 300 439

Provisions related to employee benefit on-costs 85 67

Total Non-Current Provisions 385 506

Total Provisions 2,654 2,851

(a) Employee Benefits and Related On-Costs

Current Employee Benefits and Related On-Costs

Unconditional Long Service Leave Entitlements 999 984

Annual Leave Entitlements 861 906

Accrued Salaries and Wages 361 407

Accrued Days Off 48 48

2,269 2,345

Non-Current Employee Benefits

Conditional Long Service Leave Entitlements (iii) 385 506

385 506

Total Employee Benefits and Related On-Costs 2,654 2,851

Notes:

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

(ii) The amounts disclosed are nominal amounts

(iii) The amounts disclosed are discounted to present values

RevenueExpense

15



30 June 2017

NOTE 3.3: EMPLOYEE BENEFITS IN THE BALANCE SHEET (Continued)

Movements in Provisions

Movement in Long Service Leave

Balance at start of year 1,490 1,402

Provision made during the year

- Revaluations (74) 1

- Expense recognising employee service 196 259

Settlement made during the year (228) (172)

Balance at end of year 1,384 1,490

Provisions 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, using a discount rate

that reflects the time value of money and risks specific to the provision.

When some or all of the economic benefits required to settle a provision are expected to be received from a third party, the receivable

is recognised as an asset if it is virtually certain that recovery will be received and the amount of the receivable can be measured

reliably.

Employee Benefits

This provision arises for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave for

services rendered to the reporting date.

Wages and Salaries, Annual Leave and Accrued Days Off

Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulating sick leave are all recognised

in the provision for employee benefits as ‘current liabilities’, because the health service does not have an unconditional right to

defer settlements of these liabilities.

Depending on the expectation of the timing of settlement, liabilities for wages and salaries and annual leave are measured at:

• Undiscounted value – if the health service expects to wholly settle within 12 months; or

• Present value – if the health service does not expect to wholly settle within 12 months.

Long Service Leave (LSL)

Liability for LSL is recognised in the provision for employee benefits.

Unconditional LSL is disclosed in the notes to the financial statements as a current liability, even where the health service does

not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement

of the entitlement should an employee take leave within 12 months. An unconditional right arises after a qualifying period.

The components of this current LSL liability are measured at:

• Undiscounted value – if the health service expects to wholly settle within 12 months; or

• Present value – where the entity does not expect to settle a component of this current liability within 12 months.

Conditional LSL is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the entitlement

until the employee has completed the requisite years of service. This non-current LSL liability is measured at present value.

Any gain or loss followed revaluation of the present value of non-current LSL liability is recognised as a transaction, except to

the extent that a gain or loss arises due to changes in estimations e.g. bond rate movements, inflation rate movements and

changes in probability factors which are then recognised as other economic flow.

Termination benefits

Termination benefits are payable when employment is terminated before the normal retirement date or when an employee decides

to accept an offer of benefits in exchange for the termination of employment.

The health service recognises termination benefits when it is demonstrably committed to either terminating the employment of current

employees according to a detailed formal plan without possibility of withdrawal or providing termination benefits as a result of an offer

made to encourage voluntary redundancy.

On-Costs related to employee expense

Provision for on-costs, such as payroll tax, workers compensation and superannuation are recognised together with provisions for

employee benefits.

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30 June 2017

NOTE 3.4: SUPERANNUATION

Fund

2017 2016 2017 2016

$'000 $'000 $'000 $'000

(i) Defined Benefit Plans: First State Super 30 33 0 0

Defined Contribution Plans: First State Super 778 755 0 0

HESTA 67 52 0 0

(i) The basis of determining the level of contributions is determined by the various actuaries of the defined benefit superannuation plans.

Employees of the Health Service are entitled to receive superannuation benefits and the Health Service contributes to both defined

benefit and defined contribution plans. The defined benefit plan(s) provides benefits based on years of service and final average salary.

The Health Service does not recognise any defined benefit liability in respect of the plan(s) 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 discloses the State's defined benefits liabilities in tis disclosure for administered items.

However, superannuation contributions paid or payable for the reporting period are included as part of employee benefits in the

comprehensive operating statement of the Health Service. The name, details and amounts expense in relation to the major employee

superannuation funds and contributions made by the Health Services are as follows:

Defined contribution superannuation plans

In relation to defined contribution (i.e. accumulation) superannuation plans, the associated expense is simply the employer contributions

that are paid or payable in respect of employees who are members of these plans during the reporting period. Contributions to defined

contribution superannuation plans are expensed when incurred.

Defined benefit superannuation plans

The amount charged to the comprehensive operating statement in respect of defined benefit superannuation plans represents the

contributions made by the Health Service to the superannuation plans in respect of the services of current Health Service staff during

the reporting period. Superannuation contributions are made to the plans based on the relevant rules of each plan, and are based

upon actuarial advice.

Employees of Robinvale District Health Service are entitled to receive superannuation benefits and Robinvale District Health Service

contributes to both the 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 Robinvale District Health Service are disclosed

in Note 3.4: Superannuation.

Superannuation liabilities

Robinvale District Health Service does not recognise any unfunded defined benefit liability in respect of the superannuation plans

because the Health Service has no legal or constructive obligation to pay future benefits relating to its employees; its only obligation is

to pay superannuation contributions as they fall due.

Outstanding Contributions

at Year End

Paid Contributions

for the year

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30 June 2017

NOTE 4: KEY ASSETS TO SUPPORT SERVICE DELIVERY

The health service controls infrastructure and other investments that are utilised in fulfilling its objectives and conducting its activities. They

represent the key resources that have been entrusted to the health service to be utilised for delivery of those outputs.

Structure

4.1 Investments and other financial assets

4.2 Jointly controlled operations and assets

4.3 Property, plant & equipment

4.4 Depreciation and amortisation

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30 June 2017

NOTE 4.1: INVESTMENTS AND OTHER FINANCIAL ASSETS

2017 2016 2017 2016

CURRENT $'000 $'000 $'000 $'000

Loans and Receivables

Term Deposit

Aust. Dollar Term deposits > 3 Months 6,060 7,414 6,060 7,414

TOTAL CURRENT OTHER FINANCIAL ASSETS 6,060 7,414 6,060 7,414

Represented by:

Joint Operation Investments 160 207 160 207

Robinvale District Health Services Investments 4,000 4,643 4,000 4,643

Accommodation Bonds Investment 1,900 2,564 1,900 2,564

TOTAL 6,060 7,414 6,060 7,414

(a) Ageing analysis of other financial assets

Please refer to Note 7.1 for the ageing analysis of other financial assets.

(b) Nature and extent of risk arising from other financial assets

Please refer to Note 7.1 for the nature and extent of credit risk arising from other financial assets.

Investments and other financial assets

Health service investments must be in accordance in Standing Direction 3.7.2 – Treasury and Investment Risk Management. Investments are

recognised and derecognised on trade date where purchase or sale of an investment is under a contract whose terms require delivery

of the investment within the timeframe established by the market concerned, and are initially measured at fair value, net of transaction costs.

Investments are classified in the following categories:

• financial assets at fair value through profit or loss;

• held-to-maturity;

• loans and receivables; and

• available-for-sale financial assets.

Robinvale District Health Service classifies its other financial assets between current and non-current assets based on the purpose for

which the assets were acquired. Management determines the classification of its other financial assets at initial recognition.

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

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

Derecognition of financial assets

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

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

• the Health Service retains the right to receive cash flows from the asset, but has assumed an obligation to pay them in full

without material delay to a third party under a 'pass through' arrangement; or

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

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

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

of the asset.

Where the Health Service has neither transferred nor retained substantially all the risks and rewards or transferred control, the

asset is recognised to the extent of the Health Service's continuing involvement in the asset.

Impairment of financial assets

At the end of each reporting period, the Department assesses whether there is objective evidence that a financial asset or group of

financial assets is impaired. All financial instrument assets, except those measured at fair value through profit or loss, are subject to

annual review for impairment.

The allowance is the difference between the financial asset’s carrying amount and the present value of estimated future cash flows,

discounted at the effective interest rate. In assessing impairment of statutory (non-contractual) financial assets, which are not financial

instruments, professional judgement is applied in assessing materiality using estimates, averages and other computational methods in

accordance with AASB 136 Impairment of Assets.

Doubtful debts

Receivables are assessed for bad and doubtful debts on a regular basis. Those bad debts considered as written off by mutual consent

are classified as a transaction expense. Bad debts not written off by mutual consent and the allowance for doubtful debts are classified

as other economic flows in the net result.

Operating Fund Total

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30 June 2017

NOTE 4.2: JOINTLY CONTROLLED OPERATIONS AND ASSETS

Name of Entity Principal Activity 2017 2016

% %

Loddon Mallee Rural Health Alliance Information Systems 4.35 4.37

Robinvale District Health Services interest in assets employed in the above jointly controlled operations and assets is detailed below.

The amounts are included in the financial statements under their respective categories:

2017 2016

Current Assets $'000 $'000

Cash and Cash Equivalents 236 216

Receivables 16 13

Prepayments 28 24

Total Current Assets 280 253

Non Current Assets

Property Plant and Equipment 7 9

Total Non Current Assets 7 9Total Assets 287 262

Current Liabilities

Payables 55 50

Total Current Liabilities 55 50Total Liabilities 55 50

Net Assets 232 212

Robinvale District Health Service interest in revenues and expenses resulting from jointly controlled operations and assets is detailed below:

Revenues

Grants 332 372

Total Revenue 332 372

Expenses

Information Technology and Administrative Expenses 300 322

Capital Expense 13 79

Total Expenses 313 401Profit 19 (29)

Contingent Liabilities and Capital Commitments

There are no known contingent liabilities or capital commitments for Loddon Mallee Rural Health Alliance as at the date of this report.

Investments in joint operations

In respect of any interest in joint operations, Robinvale District Health Service recognises in the financial statements:

• its assets, including its share of any assets held jointly;

• any liabilities including its share of liabilities that it had incurred;

• its revenue from the sale of its share of the output from the joint operation;

• its share of the revenue from the sale of the output by the operation; and

• its expenses, including its share of any expenses incurred jointly.

Ownership Interest

20



30 June 2017

NOTE 4.3 PROPERTY, PLANT AND EQUIPMENT 2017 2016

(a) Gross carrying amount and accumulated depreciation $'000 $'000

Land

- Land at fair value 761 761

Total Land 761 761

Buildings

- Buildings at fair value 16,579 16,468

Less Accumulated Depreciation 2,346 1,553

Total Buildings 14,233 14,915

Plant and Equipment

- Plant and Equipment at fair value 2,373 2,283

Less Accumulated Depreciation 1,579 1,468

794 815

- Joint Operation P&E at fair value 36 39

Less Accumulated Depreciation 29 30

7 9

Total Plant and Equipment 801 824

Motor Vehicles

- Motor Vehicles at fair value 668 684

Less Accumulated Depreciation 394 360

Total Motor Vehicles 274 324

Assets Under Construction at Fair Value

- Buildings 12 0

- Plant & Equipment 10 0

Total Assets Under Construction at Fair Value 22 0

TOTAL 16,091 16,824

(b) Reconciliations of the carrying amounts of each class of asset

Land Buildings Plant & Motor Assets Under Total

Equipment Vehicles Construction

$'000 $'000 $'000 $'000 $'000 $'000

Balance at 1 July 2015 761 15,272 782 312 168 17,295

Additions 0 282 264 155 0 701

LMRHA Movement 0 0 1 0 0 1

Net Transfers Between Classes 0 148 0 0 (148) 0

Disposals 0 0 0 (42) 0 (42)

Expense Reclassification 0 0 0 0 (20) (20)

Depreciation (Note 4.4) 0 (787) (223) (101) 0 (1,111)

Balance at 1 July 2016 761 14,915 824 324 0 16,824

Additions 0 111 207 112 22 452

LMRHA Movement 0 0 4 0 0 4

Net Transfers Between Classes 0 0 0 0 0 0

Disposals 0 0 0 (55) 0 (55)

Expense Reclassification 0 0 0 0 0 0

Depreciation (Note 4.4) 0 (793) (234) (107) 0 (1,134)

Balance at 30 June 2017 761 14,233 801 274 22 16,091

Land and buildings carried at valuation

An independent valuation of the Health Service's property, plant and equipment was performed by the Valuer-General Victoria to determine the value of the

land and buildings. The valuation, which conforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could

be exchanged between knowledgeable willing parties in an arm's length transaction. The valuation was based on independent assessments.

The effective date of the valuation is 30 June 2014.

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30 June 2017

NOTE 4.3 PROPERTY, PLANT AND EQUIPMENT (Continued)

(c) Fair value measurement hierarchy for assets

Level 1 Level 2 Level 3

Land at fair value

Non-specialised land 285 0 285 0

Specialised land 476 0 0 476Total of land at fair value 761 0 285 476

Buildings at fair value

Non-specialised buildings 1,134 0 1,134 0

Specialised buildings 13,099 0 0 13,099Total of building at fair value 14,233 0 1,134 13,099

Plant and equipment at fair value

Plant equipment and vehicles at fair value

- Vehicles 274 0 274 0

- Plant and equipment 801 0 0 801Total of plant, equipment and vehicles at fair value 1,075 0 274 801

There have been no transfers between levels during the period.

Level 1 Level 2 Level 3

Land at fair value

Non-specialised land 285 0 285 0

Specialised land 476 0 476Total of land at fair value 761 0 285 476

Buildings at fair value

Non-specialised buildings 1,134 0 1,134 0

Specialised buildings 13,781 0 0 13,781Total of building at fair value 14,915 0 1,134 13,781

Plant and equipment at fair value

Plant equipment and vehicles at fair value

- Vehicles 324 0 324 0

- Plant and equipment 824 0 0 824Total of plant, equipment and vehicles at fair value 1,148 0 324 824


Consistent with AASB 13 Fair Value Measurement, Robinvale District Health Service determines the policies and procedures for both

recurring fair value measurements such as property, plant and equipment, investment properties and financial instruments, and for

non-recurring fair value measurements such as non-financial physical assets held for sale, in accordance with the requirements of

AASB 13 and the relevant FRDs.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value

hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:

• Level 1 – Quoted (unadjusted) market prices in active markets for identical assets or liabilities

• Level 2 – Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly

or indirectly observable

• Level 3 – Valuation techniques for which the lowest level input that is significant to the fair value measurement is

unobservable.

Carrying amount

as at 30 June

2017

Fair value measurement at end of reporting period

using:

Carrying amount

as at 30 June

2016

Fair value measurement at end of reporting period

using:

22



30 June 2017


For the purpose of fair value disclosures, Robinvale District Health Service has determined classes of assets and liabilities on the basis

of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.

In addition, Robinvale District Health Service determines whether transfers have occurred between levels in the hierarchy by re-assessing

categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each

reporting period.

The Valuer-General Victoria (VGV) is Robinvale District Health Service's independent valuation agency.

Robinvale District Health Service, in conjunction with VGV monitors the changes in the fair value of each asset and liability through relevant

data sources to determine whether revaluation is required.

Fair value measurement

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market

participants at the measurement date. The fair value measurement is based on the following assumptions:

• that the transaction to sell the asset or transfer the liability takes place either in the principal market (or the most advantageous

market, in the absence of the principal market), either of which must be accessible to the Health Service at the measurement date;

• that the Health Service uses the same valuation assumptions that market participants would use when pricing the asset or

liability, assuming that market participants act in their economic best interest.

The fair value measurement of a non-financial asset takes into account a market participant’s ability to generate economic benefits by

using the asset in its highest and best use or by selling it to another market participant that would use the asset in its highest and best use.

Consideration of highest and best use (HBU) for non-financial physical assets

Judgements about highest and best use must take into account the characteristics of the assets concerned, including restrictions on the use

and disposal of assets arising from the asset’s physical nature and any applicable legislative/contractual arrangements.

In considering the HBU for non-financial physical assets, valuers are probably best placed to determine highest and best use (HBU) in

consultation with Health Services. Health Services and their valuers therefore need to have a shared understanding of the circumstances

of the assets. A Health Service has to form its own view about a valuer’s determination, as it is ultimately responsible for what is presented

in its audited financial statements.

In accordance with paragraph AASB 13.29, Health Services can assume the current use of a non-financial physical asset is its HBU

unless market or other factors suggest that a different use by market participants would maximise the value of the asset.

Therefore, an assessment of the HBU will be required when the indicators are triggered within a reporting period, which suggest the

market participants would have perceived an alternative use of an asset that can generate maximum value. Once identified, Health Services

are required to engage with VGV or other independent valuers for formal HBU assessment.

These indicators, as a minimum, include:

External factors:

• Changed acts, regulations, local law or such instrument which affects or may affect the use or development of the asset;

• Changes in planning scheme, including zones, reservations, overlays that would affect or remove the restrictions imposed

on the asset’s use from its past use;

• Evidence that suggest the current use of an asset is no longer core to requirements to deliver a Health Service’s service obligation;

• Evidence that suggests that the asset might be sold or demolished at reaching the late stage of an asset’s life cycle.

In addition, Health Services need to assess the HBU as part of the 5-year review of fair value of non-financial physical assets. This is

consistent with the current requirements on FRD 103F Non-financial physical assets and FRD 107B Investment properties.

23



30 June 2017


Valuation hierarchy

Health Services need to use valuation techniques that are appropriate for the circumstances and where there is sufficient data available

to measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value

hierarchy. It is based on the lowest level input that is significant to the fair value measurement as a whole:

• Level 1 – Quoted (unadjusted) market prices in active markets for identical assets or liabilities;

• Level 2 – Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or

indirectly observable;

• Level 3 – Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.

(d) Reconciliation of Level 3 fair value

Land Buildings30 June 2017 $'000 $'000 $'000

Opening Balance 476 13,781 824

Purchases (sales) 0 111 207

Transfers in (out) of Level 3 0 0 0

Gains or losses recognised in net result

- Depreciation 0 (793) (228)Subtotal 476 13,099 803

Items recognised in other comprehensive income

- Revaluation 0 0 0

Subtotal 0 0 0Closing Balance 476 13,099 803


Reconciliation of Level 3 fair value as at 30 June 2016

Land Buildings30 June 2016 $'000 $'000 $'000

Opening Balance 476 14,138 802

Purchases (sales) 0 282 264

Transfers in (out) of Level 3 0 0 0

Gains or losses recognised in net result

- Depreciation 0 (639) (242)Subtotal 476 13,781 824

Items recognised in other comprehensive income

- Revaluation 0 0 0

Subtotal 0 0 0Closing Balance 476 13,781 824


Identifying unobservable inputs (level 3) fair value measurements

Level 3 fair value inputs are unobservable valuation inputs for an asset or liability. These inputs require significant judgement and

assumptions in deriving fair value for both financial and non-financial assets.

Unobservable inputs shall be used to measure fair value to the extent that relevant observable inputs are not available, thereby allowing

for situations in which there is little, if any, market activity for the asset or liability at the measurement date. However, the fair value

measurement objective remains the same, i.e., an exit price at the measurement date from the perspective of a market participant that

holds the asset or owes the liability. Therefore, unobservable inputs shall reflect the assumptions that market participants would use when

pricing the asset or liability, including assumptions about risk.

Plant and

Equipment

Plant and

Equipment

24



30 June 2017


Assumptions about risk include the inherent risk in a particular valuation technique used to measure fair value (such as a pricing risk

model) and the risk inherent in the inputs to the valuation technique. A measurement that does not include an adjustment for risk would

not represent a fair value measurement if market participants would include one when pricing the asset or liability i.e., it might be necessary

to include a risk adjustment when there is significant measurement uncertainty. For example, when there has been a significant decrease

in the volume or level of activity when compared with normal market activity for the asset or liability or similar assets or liabilities, and the

Health Service has determined that the transaction price or quoted price does not represent fair value.

A Health Service shall develop unobservable inputs using the best information available in the circumstances, which might include the

Health Service’s own data. In developing unobservable inputs, a Health Service may begin with its own data, but it shall adjust this data if

reasonably available information indicates that other market participants would use different data or there is something particular to the

Health Service that is not available to other market participants. A Health Service need not undertake exhaustive efforts to obtain information

about other market participant assumptions. However, a Health Service shall take into account all information about market participant

assumptions that is reasonably available. Unobservable inputs developed in the manner described above are considered market

participant assumptions and meet the object of a fair value measurement.

Non-specialised land and non-specialised buildings

Non-specialised land and non-specialised buildings are valued using the market approach. Under this valuation method, the assets are

compared to recent comparable sales or sales of comparable assets which are considered to have nominal or no added improvement

value.

For non-specialised land and non-specialised buildings, an independent valuation was performed by the Valuer-General Victoria to

determine the fair value using the market approach. Valuation of the assets was determined by analysing comparable sales and allowing

for share, size, topography, location and other relevant factors specific to the asset being valued. An appropriate rate per square metre

has been applied to the subject asset. The effective date of the valuation is 30 June 2014.

To the extent that non-specialised land and non-specialised buildings do not contain significant, unobservable adjustments, these assets

are classified as Level 2 under the market approach.

Specialised land and specialised buildings

The market approach is used for specialised land and specialised buildings although is adjusted for the community service obligation

(CSO) to reflect the specialised nature of the assets being valued. Specialised assets contain significant, unobservable adjustments;

therefore these assets are classified as Level 3 under the market based direct comparison approach.

The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the extent that is

also equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value

measurement, and takes into account the use of the asset that is physically possible, legally permissible and financially feasible.

As adjustments of CSO are considered as significant unobservable inputs, specialised land would be classified as Level 3 assets.

For the health service, the depreciated replacement cost method is used for the majority of specialised buildings, adjusting for the

associated depreciation. As depreciation adjustments are considered as significant and unobservable inputs in nature, specialised

buildings are classified as Level 3 for fair value measurements.

An independent valuation of the Health Service’s specialised land and specialised buildings was performed by the Valuer-General Victoria.

The valuation was performed using the market approach adjusted for CSO. The effective date of the valuation is 30 June 2014.

Vehicles

The Health Service acquires new vehicles and at times disposes of them before completion of their economic life. The process of acquisition,

use and disposal in the market is managed by the Health Service who set relevant depreciation rates during use to reflect the consumption of

the vehicles. As a result, the fair value of vehicles does not differ materially from the carrying value (depreciated cost).

Plant and equipment

Plant and equipment is held at carrying value (depreciated cost). When plant and equipment is specialised in use, such that it is rarely

sold other than as part of a going concern, the depreciated replacement cost is used to estimate the fair value. Unless there is market

evidence that current replacement costs are significantly different from the original acquisition cost, it is considered unlikely that

depreciated replacement cost will be materially different from the existing carrying value.

There were no changes in valuation techniques throughout the period to 30 June 2017.

For all assets measured at fair value, the current use is considered the highest and best use.

25



30 June 2017


(e) Description of significant unobservable inputs to Level 3 valuations:Significant

unobservable

inputs

Community

Service

Obligation

(CSO)

Specialised Buildings Direct cost per

square metre

Useful life of

specialised

buildings

Plant and equipment at fair value Cost per Unit

Useful life

of PPE

Refer to Note 7.4 for guidance on fair value measurement indicative expectations.

Property, Plant and Equipment

All non-current physical assets are measured initially at cost and subsequently revalued at fair value less accumulated depreciation

and impairment. Where an asset is acquired for no or nominal cost, the cost is its fair value at the date of acquisition. Assets

transferred as part of a merger / machinery of government are transferred at their carrying amount.

More details about the valuation techniques and inputs used in determining the fair value of non-financial physical assets are

discussed in Note 4.3 Property, plant and equipment.

The initial cost for non-financial physical assets under finance lease is measured at amounts equal to the fair value of the leased asset

or, if lower, the present value of the minimum lease payments, each determined at the inception of the lease.

Specialised land

Market Approach

Specialised buildings

Depreciated Replacement

Cost

Depreciated Replacement

Cost

Valuation technique

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30 June 2017


Crown Land is measured at fair value with regard to the property's highest and best use after due or consideration is made for any

legal or physical restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of

the asset. Theoretical opportunities that may be available in relation to the asset(s) are not taken into account until it is virtually

certain that any restriction will no longer apply. Therefore, unless otherwise disclosed, the current use of these non-financial

physical assets will be their highest and best uses.

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

impairment.

Plant, Equipment and Vehicles are recognised initially at cost and subsequently measured at fair value less accumulated

depreciation and impairment. Depreciated historical cost is generally a reasonable proxy for depreciated replacement cost

because of the short lives of the assets concerned.

Leasehold improvements

The cost of a leasehold improvement is capitalised as an asset and depreciated over the shorter of the remaining term of the lease

or the estimated useful life of the improvements.

Revaluations of non-current physical assets

Non-Current physical assets are measured at fair value and are revalued in accordance with FRD 103F Non-current physical assets.

This revaluation process normally occurs at least every five years, based upon the asset's Government Purpose Classification but

may occur more frequently if fair value assessments indicate material changes in values. Independent valuers are used to conduct

these scheduled revaluations and any interim revaluations are determined in accordance with the requirements of the FRDs.

Revaluation increments or decrements arise from differences between an asset's carrying value and fair value.

Revaluation increments are recognised in 'other comprehensive income' and are credited directly to the asset revaluation surplus

except that, to the extent that an increment reverses a revaluation decrement in respect of that same class of asset previously

recognised as an expense in net result, the increment is recognised as income in the net result.

Revaluation decrements are recognised in 'other comprehensive income' to the extent that a credit balance exists in the asset

revaluation surplus in respect of the same class of property, plant and equipment.

Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one another

within that class but are not offset in respect of assets in different classes.

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

In accordance with FRD 103F Robinvale District Health Services' non-current physical assets were assessed to determine whether

revaluation of the non-current physical assets was required.

NOTE 4.4: DEPRECIATION 2017 2016

$'000 $'000

Depreciation

Buildings 793 787

Plant and Equipment 137 125

Medical Equipment 91 86

Motor Vehicles 107 101

Joint Operation 6 12

Total Depreciation 1,134 1,111

All infrastructure assets, buildings, plant and equipment and other non-financial physical assets that have finite useful lives are depreciated

(i.e. excludes land assets held for sale, and investment properties). Depreciation begins when the asset is available for use, which is when

it is in the location and condition necessary for it to be capable of operating in a manner intended by management.

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, residual value and depreciation method for all assets are reviewed at least

annually and adjustments made as appropriate. This depreciation charge is not funded by the Department of Health and Human Services.

Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided on depreciable assets so as to allocate their cost or

valuation over their estimated useful lives.

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30 June 2017

NOTE 4.4: DEPRECIATION (Continued)

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

2017 2016

Buildings

- Structure Shell Building Fabric 37 to 42 Years 37 to 42 Years

- Site Engineering Services and Central Plant 27 Years 27 Years

Central Plant

- Fit Out 12 Years 12 Years

- Trunk Reticulated Building Systems 17 years 17 years

Plant & Equipment 5 to 10 years 5 to 10 years

Medical Equipment 5 to 20 years 5 to 20 years

Computers and Communication 4 years 4 years

Motor Vehicles 5 years 5 years

Leasehold Improvements 5 to 10 years 5 to 10 years

As part of the buildings valuation, building values were separated into components and each component assessed for its useful

life which is represented above.

Intangible produced assets with finite lives are depreciated as an expense on a systematic basis over the asset's useful life.

28



30 June 2017

NOTE 5: OTHER ASSETS AND LIABILITIES

This section sets out those assets and liabilities that arose from the health service's operations.

Structure

5.1 Receivables

5.2 Inventories

5.3 Other liabilities

5.4 Prepayments and other non-financial assets

5.5 Payables

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30 June 2017

NOTE 5.1: RECEIVABLES 2017 2016

CURRENT $'000 $'000

Contractual

Trade Debtors 234 253

Patient Fees 17 57

Accrued Revenue 29 41

Less Allowance for Doubtful Debts (5) (10)

Joint Operations - Receivables 10 9

285 350

Statutory

Accrued Grants - Department of Health & Human Service 0 36

Joint Operations - GST Receivable 5 5

GST Receivable - Health Service 84 64

89 105

TOTAL CURRENT RECEIVABLES 374 455

NON CURRENT

Statutory

Long Service Leave - Department of Health and Human Services 381 396

TOTAL NON-CURRENT RECEIVABLES 381 396

TOTAL RECEIVABLES 755 851

(a) Movement in the allowance for doubtful debts

Balance at beginning of the year (10) (12)

Amounts written off during the year 0 0

Amounts recovered during the year 5 2

Increase/(decrease) in allowance recognised in new result 0 0

Balance at end of year (5) (10)

(b) Ageing analysis of receivables

Please refer to Note 7.1 for the ageing analysis of receivables.

(c) Nature and extent of risk arising from receivables

Please refer to Note 7.1 for the nature and extent of credit risk arising from receivables.

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30 June 2017

NOTE 5.1: RECEIVABLES (Continued)

Receivables consist of:

• Contractual receivables, which includes of mainly debtors in relation to goods and services, loans to third parties,

accrued investment income, and finance lease receivables; and

• Statutory receivables, which includes predominantly amounts owing from the Victorian Government and Goods

and Services Tax ("GST") input tax credits recoverable.

Receivables that are contractual are classified as financial instruments and categorised as loans and receivables. Statutory

receivables are recognised and measured similarly to contractual receivables (except for impairment), but are not classified as

financial instruments because they do not arise from a contract.

Receivables are recognised initially at fair value and subsequently measured at amortised cost, using the effective interest rate

method, less any accumulated impairment.

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

Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectible are written off. A provision

for doubtful debts is recognised when there is objective evidence that the debts may not be collected and bad debts are written off

when identified.

NOTE 5.2: INVENTORIES

2017 2016

$'000 $'000

Food supplies - at cost 5 0

Medical and surgical lines - at cost 61 78

TOTAL INVENTORIES 66 78

Inventories include goods and other property held either for sale, consumption or for distribution at no or nominal cost in the

ordinary course of business operations. It excludes depreciable assets.

Inventories held for distribution are measured at cost, adjusted for any loss of service potential. All other inventories, including land

held for sale, are measured at the lower of cost and net realisable value.

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

The bases used in assessing loss of service potential for inventories held for distribution include current replacement cost and

technical or functional obsolescence. Technical obsolescence occurs when an item still functions for some or all of the tasks it

was originally acquired to do, but no longer matches existing technologies. Functional obsolescence occurs when an item no

longer functions the way it did when it was first acquired.

Cost for all other inventory is measured on the basis of weighted average cost.

NOTE 5.3: OTHER LIABILITIES 2017 2016

$'000 $'000

CURRENT

Monies Held in Trust*

- Patient Monies Held in Trust 13 14

- Accommodation Bonds (Refundable Entrance Fees) 2,544 2,791

- Other 1 0

TOTAL CURRENT 2,558 2,805

* Total Monies Held in Trust

Represented by the following assets:

Cash Assets (refer to Note 6.1) 658 241

Other Financial Assets (refer to Note 4.1) 1,900 2,564TOTAL OTHER LIABILITIES 2,558 2,805

31



30 June 2017

NOTE 5.4: PREPAYMENTS AND OTHER NON-FINANCIAL ASSETS

2017 2016

CURRENT $'000 $'000

Prepayments 97 84

Joint Operation - Prepayments 28 24

Deposits Paid 1 2

TOTAL OTHER ASSETS 126 110

Other non-financial assets include prepayments which represent payments in advance of receipt of goods or services or that part of

expenditure made in one accounting period covering a term extending beyond that period.

NOTE 5.5: PAYABLES 2017 2016

$'000 $'000

CURRENT

Contractual

Trade Creditors (i) 278 246

Joint Operation - Payables 54 49

Accrued Expenses 94 100

Income in Advance 223 3

649 398

Statutory

Department of Health and Human Services 114 0

GST Payable (ii) 80 32

194 32

TOTAL 843 430

(i) The average credit period is 30 days. No interest is charged on payables.

(ii) Where amount of taxes payable is material, Health Services should present statutory 'taxes payable' in the note broken down by

classes of taxes, i.e. GST payable, FBT payable, income tax payable, and other tax payable, as appropriate.

(a) Maturity analysis of payables

Please refer to Note 7.1 for the ageing analysis of payables.

(b) Nature and extent of risk arising from payables

Please refer to Note 7.1 for the nature and extent of risks arising payables.

Payables consist of:

• contractual payables which consist predominantly of accounts payable representing liabilities for goods and services

provided to the Health Service prior to the end of the financial year that are unpaid, and arise when the Health Service

becomes obliged to make future payments in respect of the purchase of those goods and services. The normal credit

terms for accounts payable are usually Nett 30 days.

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

Contractual payables are classified as financial instruments and are initially recognised at fair value, and then subsequently carried at

amortised cost. Statutory payables are recognised and measured similarly to contractual payables, but are not classified as financial

instruments and not included in the category of financial liabilities at amortised cost, because they do not arise from a contract.

32



30 June 2017

NOTE 6: HOW WE FINANCE OUR OPERATIONS

This section provides information on the sources of finance utilised by the health service's during its operations, along with interest expenses

(the cost of borrowings) and other information related to financing activities of the health service.

This section includes disclosures of balances that are financial instruments (such as borrowings and cash balances). Note: 7.1

provides additional, specific financial instrument disclosures.

Structure

6.1 Cash and cash equivalents

6.2 Commitments for expenditure

33



30 June 2017

NOTE 6.1: CASH AND CASH EQUIVALENTS

For the purposes of the cash flow statement, cash assets includes cash on hand and

in banks, and short-term deposits which are readily convertible to cash on hand, and are

subject to an insignificant risk of change in value, net of outstanding bank overdrafts. 2017 2016

$'000 $'000

Cash on Hand 1 1

Cash at Bank 4,044 2,267

Joint Operation - Cash 77 9

TOTAL CASH AND CASH EQUIVALENTS 4,122 2,277

$'000 $'000

Represented by:

Cash for Health Service Operations (as per cash flow statement) 3,387 2,027

Monies Held in Trust

Patient Monies 14 14

Accommodation Bonds 644 227

Joint Operation - Cash 77 9

TOTAL CASH AND CASH EQUIVALENTS 4,122 2,277

Cash and cash equivalents recognised on the balance sheet comprise cash on hand and cash at bank, deposits at call and highly

liquid investments with an original maturity of three months or less, which are held for the purpose of meeting short term cash

commitments rather than for investment purposes, which are readily convertible to known amounts of cash and are subject to

insignificant risk of changes in value.

For cash flow statement presentation purposes, cash and cash equivalents include bank overdrafts, which are included as liabilities

on the balance sheet.

NOTE 6.2: COMMITMENTS FOR EXPENDITURE

Commitments for future expenditure include operating and capital commitments arising from contracts. These commitments are disclosed

by way of a note at their nominal value and are inclusive of the goods and services tax ("GST") payable. In addition, where it is

considered appropriate and provides additional relevant information to users, the net present values of significant individual projects

are stated. These future expenditures cease to be disclosed as commitments once the related liabilities are recognised on the balance

sheet.

There are no known commitments for expenditure for Robinvale District Health Service at the date of this report.

34



30 June 2017

NOTE 7: RISKS, CONTINGENCIES & VALUATION UNCERTAINTIES

The health service is exposed to risk from its activities and outside factors. In addition, it is often necessary to make judgements and estimates

associated with recognition and measurement of items in the financial statements. This section sets out financial instrument specific

information, (including exposures to financial risks) as well as those items that are contingent in nature or require a higher level of

judgement to be applied, which for the health servicel is related mainly to fair value determination.

Structure

7.1 Financial instruments

7.2 Net gain/ (loss) on disposal of non-financial assets

7.3 Contingent assets and contingent liabilities

7.4 Fair value determination

35



30 June 2017

NOTE 7.1: FINANCIAL INSTRUMENTS

Financial Risk Management Objectives and Policies

Robinvale District Health Services' principal financial instruments comprise of:

- Cash Assets

- Term Deposits

- Receivables (excluding statutory receivables)

- Payables (excluding statutory payables)

- Accommodation Bonds

Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement

and the basis on which income and expenses are recognised, with respect to each class of financial asset, financial liability and equity

instrument are disclosed in note 1 to the financial statements.

The Health Service's main financial risks include credit risk, liquidity risk and interest rate risk. The Health Service manages these

financial risks in accordance with its financial risk management policy.

The Health Service uses different methods to measure and manage the different risks to which it is exposed. Primary responsibility for the

identification and management of financial risks rests with the finance and audit committee of the Health Service.

The main purpose in holding financial instruments is to prudentially manage Robinvale District Health Services financial risk within the

government policy parameters.

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30 June 2017

NOTE 7.1: FINANCIAL INSTRUMENTS (Continued)

Categorisation of financial instruments

Contractual

financial

assets -

loans and

receivables

Contractual

financial

liabilities at

amortised

cost Total

2017 $'000 $'000 $'000

Contractual Financial Assets

Cash and cash equivalents 4,122 0 4,122

Receivables

- Trade Debtors 234 0 234

- Other Receivables 51 0 51

Other Financial Assets

- Term Deposits 6,060 0 6,060

Total Financial Assets (i) 10,467 0 10,467

Financial Liabilities

Payables 0 649 649

Other Financial Liabilities

- Accommodation Bonds 0 2,544 2,544

- Other 0 14 14

Total Financial Liabilities(ii) 0 3,207 3,207

Contractual

financial

assets -

loans and

receivables

Contractual

financial

liabilities at

amortised

cost Total

2016 $'000 $'000 $'000

Contractual Financial Assets

Cash and cash equivalents 2,277 0 2,277

Receivables

- Trade Debtors 253 0 253

- Other Receivables 97 0 97

Other Financial Assets

- Term Deposits 7,414 0 7,414

Total Financial Assets (i) 10,041 0 10,041


Payables 0 398 398


- Accommodation Bonds 0 2,791 2,791

- Other 0 14 14

Total Financial Liabilities(ii) 0 3,203 3,203

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

(ii) The total amount of financial liabilities disclosed here excludes statutory payables (i.e. Taxes payable)

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30 June 2017


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

Total interest

income/

(expense) Total

$'000 $'000

2017

Financial Assets

Loans and Receivables (i) 205 205

Total Financial Assets 205 205


At amortised cost (ii) 0 0

Total Financial Liabilities 0 0

2016

Financial Assets

Loans and Receivables (i) 219 219

Total Financial Assets 219 219


At amortised cost (ii) 0 0

Total Financial Liabilities 0 0

(i) For cash and cash equivalents, loans or receivables and available-for-sale financial assets, the net gain or loss is calculated by taking

the movement in the fair value of the asset, interest revenue, plus or minus foreign exchange gains or losses arising from revaluation of

the financial assets, and minus any impairment recognised in the net result;

(ii) For financial liabilities measured at amortised cost, the net gain or loss is calculated by taking the interest expense, plus or minus

foreign exchange gains or losses arising from the revaluation of financial liabilities measured at amortised cost.

(c) Credit Risk

Credit risk arises from the contractual financial assets of the Health Service, which comprise cash and deposits, non-statutory receivables

and available for sale contractual financial assets. The Health Service's exposure to credit risk arises from the potential default of a

counter party on their contractual obligations resulting in financial loss to the Health Service. Credit risk is measured at fair value and is

monitored on a regular basis.

Credit risk associated with the Health Service's contractual financial assets is minimal because the main debtor is the Victorian Government.

For debtors other than the Government, it is the Health Service's policy to only deal with entities with high credit ratings of a minimum

Triple-B and to obtain sufficient collateral or credit enhancements, where appropriate.

In addition, the Health Service does not engage in hedging for its contractual financial assets and mainly obtains contractual financial assets

that are on fixed interest, except for cash assets, which are mainly cash at bank. As with the policy for debtors, the Health Service's policy

is to only deal with banks with high credit ratings.

Provision of impairment for contractual financial assets is recognised when there is objective evidence that the Health Service will not be

able to collect a receivable. Objective evidence includes financial difficulties of the debtor, default payments, debts which are more than 60

days overdue, and changes in debtor credit ratings.

Except as otherwise detailed in the following table, the carrying amount of contractual financial assets recorded in the financial statements,

net of any allowances for losses, represents Robinvale District Health Services' maximum exposure to credit risk without taking account

of the value of any collateral obtained.

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30 June 2017


(c) Credit Risk (Continued)Credit quality of contractual financial assets that are neither past due nor impaired

Financial Government Other Total

Institutions agencies (Unrated)

(Min BBB (AAA credit

credit rating) rating)

2017 $'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 2,546 1,576 0 4,122


- Trade Debtors 0 0 234 234

- Other Receivables (i) 0 0 51 51

- Term Deposit 3,060 3,000 0 6,060Total Financial Assets 5,606 4,576 285 10,467

2016

Financial Assets

Cash and Cash Equivalents 1,101 1,176 0 2,277



- Other Receivables (i) 0 0 97 97

- Term Deposit 4,014 3,400 0 7,414Total Financial Assets 5,115 4,576 350 10,041

(i) The total amounts disclosed here exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable).

Ageing analysis of financial asset as at 30 June

Total Not Past Less than 1 - 3 3 Months 1 - 5 Impaired

Carrying due and not 1 Month Months - 1 Year Years Financial

Amount impaired Assets

2017 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 4,122 4,122 0 0 0 0 0

Loans and Receivables (i)

- Trade Debtors 234 107 110 4 4 4 5

- Other Receivables 51 51 0 0 0 0 0

- Term Deposit 6,060 6,060 0 0 0 0 0

Total Financial Assets 10,467 10,340 110 4 4 4 5

2016

Financial Assets

Cash and Cash Equivalents 2,277 2,277 0 0 0 0 0


- Trade Debtors 253 96 109 8 30 0 10

- Other Receivables 97 97 0 0 0 0 0

- Term Deposit 7,414 7,414 0 0 0 0 0

Total Financial Assets 10,041 9,884 109 8 30 0 10

(i) Ageing analysis of financial assets excludes statutory financial assets (i.e. GST input tax credit).

Contractual financial assets that are neither past due or impaired

There are no material financial assets which are individually determined to be impaired. Currently the Health Service does not hold

any collateral as security nor credit enhancements relating to its financial assets.

There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they

are stated at their carrying amounts as indicated. The ageing analysis table above discloses the ageing only of contractual financial

assets that are past due but not impaired.

Past due but not impaired

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30 June 2017


(d) Liquidity Risk

Liquidity risk is the risk that the Health Service would be unable to meet its financial obligations as and when they fall due. The Health

Service operates under the Government's fair payments policy of setting financial obligations within 30 days and in the event of a dispute,

making payments within 30 days from the date of resolution.

The Health Service's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the

balance sheet. The Health Service manages its liquidity risk as follows:

- Term Deposits and cash held at financial institutions are managed with variable maturity dates and take into consideration cash flow

requirements of the Health Service from month to month.

The following table discloses the contractual maturity analysis for Robinvale District Health Services' 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

Total Nominal Less than 1 - 3 3 Months 1 - 5

Carrying Amount 1 Month Months - 1 Year Years

Amount

2017 $'000 $'000 $'000 $'000 $'000 $'000


Payables (i) 649 649 636 12 1 0


- Accommodation Bonds 2,544 2,544 2,544 0 0 0

- Other 14 14 0 0 14 0

Total Financial Liabilities 3,207 3,207 3,180 12 15 0

2016


Payables (i) 398 398 388 10 0 0


- Accommodation Bonds 2,791 2,791 2,791 0 0 0

- Other 14 14 0 0 14 0

Total Financial Liabilities 3,203 3,203 3,179 10 14 0

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

(e) Market Risk

Robinvale District Health Services' exposures to market risk are primarily through interest rate risk with only insignificant exposure to foreign

currency and other price risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraphs below.

Currency Risk

Robinvale District Health Services is exposed to insignificant foreign currency risk through its payables relating to purchases of supplies and

consumables from overseas. This is because of a limited amount of purchases denominated in foreign currencies and a short timeframe

between commitment and settlement.

Interest Rate Risk

For financial liabilities, Robinvale District Health Service mainly undertakes financial liabilities with relatively even maturity profiles.

Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates.

The Health Service has minimal exposure to cash flow interest rate risks through its cash and deposits, term deposits and bank overdrafts

that are at floating rate.

The Health Service manages this risk by mainly undertaking fixed rate or non-interest bearing financial instruments with relatively even maturity

profiles, with only insignificant amounts of financial instruments at floating rate. Management has concluded for cash at bank and bank overdraft,

as financial assets that can be left at floating rate without necessarily exposing the Health Service to significant bad risk, management monitors

movement in interest rates on a daily basis.

Maturity Dates

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30 June 2017


(e) Market Risk (Continued)

Other Price Risk

The Health Service is exposed to normal price fluctuations from time to time through market forces. Where adequate notice is provided by

suppliers, additional purchases are made for long term goods. Supplier contracts are also in place for major product lines purchased by the

Health Service on a monthly basis. These contracts have set price arrangements and are reviewed on a regular basis.

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

2017 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 1.65 4,122 2,220 1,902 0



- Other Receivables 51 0 0 51Other Financial Assets 2.16 6,060 6,060 0 0

Total Financial Assets 10,467 8,280 1,902 285


Payables (i) 0.00 649 0 0 649


- Accommodation Bonds 0.00 2,544 0 0 2,544- Other 0.00 14 0 0 14

Total Financial Liabilities 3,207 0 0 3,207

2016

Financial Assets

Cash and Cash Equivalents 1.90 2,277 0 2,277 0

Loans and Receivables (i) 0

- Trade Debtors 0.00 253 0 0 253

- Other Receivables 0.00 97 0 0 97Other Financial Assets 2.43 7,414 7,414 0 0

Total Financial Assets 10,041 7,414 2,277 350


Payables (i) 0.00 398 0 0 398


- Accommodation Bonds 0.00 2,791 0 0 2,791- Other 0.00 14 0 0 14

Total Financial Liabilities 3,203 0 0 3,203

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

Weighted

Average

Effective

Interest Rate

(%)

Carrying

Amount

$'000

Interest Rate Exposure

Fixed Interest

Rate

Non - Interest

Bearing

Variable

Interest Rate

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30 June 2017


(e) Market Risk (Continued)

Sensitivity Disclosure Analysis

Taking into account past performance, future expectations, economic forecasts, and management's knowledge

and experience of the financial markets, the Robinvale District Health Services 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 100 basis points up and down in market interest rates (AUD) from year-end rates of 1.5%; and

- A parallel shift of +1% and -1% in inflation rate from year-end rates of 1.9%.

The following table discloses the impact on net operating result and equity for each category of interest bearing financial instrument held by

Robinvale District Health Services at year end as presented to key management personnel, if changes in the relevant risk occur.

Carrying

Amount

Profit Equity Profit Equity Profit Equity Profit Equity

2017 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 4,122 (41) (41) 41 41 0 0 0 0


- Trade Debtors 234 0 0 0 0 0 0 0 0

- Other Receivables 51 0 0 0 0 0 0 0 0

- Term Deposit 6,060 (61) (61) 61 61 0 0 0 0


Payables 649 0 0 0 0 0 0 0 0


- Accommodation Bonds 2,544 0 0 0 0 0 0 0 0

- Other 14 0 0 0 0 0 0 0 0

(102) (102) 102 102 0 0 0 0

2016

Financial Assets

Cash and Cash Equivalents 2,277 (23) (23) 23 23 0 0 0 0


- Trade Debtors 253 0 0 0 0 0 0 0 0

- Other Receivables 97 0 0 0 0 0 0 0 0

- Term Deposit 7,414 (74) (74) 74 74 0 0 0 0


Payables 398 0 0 0 0 0 0 0 0


- Accommodation Bonds 2,791 0 0 0 0 0 0 0 0

- Other 14 0 0 0 0 0 0 0 0

(97) (97) 97 97 0 0 0 0

(f) Fair Value

The fair values and net fair values of financial instrument assets and liabilities are determined as follows:

• Level 1 - the fair value of financial instrument with standard terms and conditions and traded in active liquid markets are determined

with reference to quoted market prices;

• Level 2 - the fair value is determined using inputs other than quoted prices that are observable for the financial asset or liability,

either directly or indirectly; and

• Level 3 - the fair value is determined in accordance with generally accepted pricing models based on discounted cash flow analysis

using unobservable market inputs.

-1%

Interest Rate Risk Other Price Risk

-1% +1%+1%

42



30 June 2017


(f) Fair Value (Continued)

Robinvale District Health Services considers that the carrying amount of financial instrument asset 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.

Comparison between carrying amount and fair value

Total Fair Value Total Fair Value

Carrying Carrying

Amount Amount

2017 2017 2016 2016$'000 $'000 $'000 $'000

Financial Assets

Cash and Cash Equivalents 4,122 4,122 2,277 2,277


- Trade Debtors 234 234 253 253

- Other Receivables 51 51 97 97

-Term Deposits 6,060 6,060 7,414 7,414Total Financial Assets 10,467 10,467 10,041 10,041



- Accommodation Bonds 2,544 2,544 2,791 2,791

- Other 14 14 14 14

Payables (i) 649 649 398 398Total Financial Liabilities 3,207 3,207 3,203 3,203

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

All financial assets held by Robinvale District Health Service are classified as Level 1.

Financial instruments arise out of contractual agreements that give rise to a financial asset of one entity and a financial liability or equity

instrument of another entity. Due to the nature of Robinvale District Health Services' activities, certain financial assets and financial

liabilities arise under statute rather than a contract. Such financial assets and financial liabilities do not meet the definition of financial

instruments in AASB 132 Financial Instruments: Presentation . For example, statutory receivables arising from taxes, fines and penalties

do not meet the definition of financial instruments as they do not arise under contract.

Where relevant, for note disclosure purposes, a distinction is made between those financial assets and financial liabilities that meet the

definition of financial instruments in accordance with AASB 132 and those that do not.

The following refers to financial instruments unless otherwise stated.

Categories of non-derivative financial instruments

Loans and receivables

Loans and receivables are financial instrument assets with fixed and determinable payments that are not quoted on an active market.

These assets are initially recognised at fair value plus any directly attributable transaction costs. Subsequent to initial measurement,

loans and receivables are measured at amortised cost using the effective interest method, less any impairment.

Loans and receivables category includes cash and deposits (refer to Note 6.1), term deposits with maturity greater than three months,

trade receivables, loans and other receivables, but not statutory receivables.

Financial Liabilities at Amortised Cost

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

directly attributable transaction costs. Subsequent to initial recognition, these financial instruments are measured at amortised cost with

any difference between the initial recognised amount and the redemption value being recognised in profit and loss over the period

of the interest-bearing liability, using the effective interest rate method.

Financial instrument liabilities measured at amortised cost include all of the Health Service’s contractual payables, deposits held and

advances received, and interest-bearing arrangements other than those designated at fair value through profit or loss.

43



30 June 2017

NOTE 7.2: NET GAIN/(LOSS) ON DISPOSAL OF NON-FINANCIAL ASSETS 2017 2016

$ $

Proceeds from Disposal of Non-Current Assets

- Motor Vehicles 71 53

Total Proceeds from Disposal of Non-Current Assets 71 53

Less: Written Down Value of Non-Current Assets Disposed

- Motor Vehicles 55 41

Total Written Down Value of Non-Current Assets Disposed 55 41

NET GAIN/(LOSS) ON DISPOSAL OF NON-FINANCIAL ASSETS 16 12

Disposal of Non-Financial Assets

Any gain or loss on the sale of non-financial assets is recognised in the comprehensive operating statement.

Impairment of Non-Financial Assets

Goodwill and intangible assets with indefinite lives (and intangible assets not yet available for use) are tested annually for impairment

(as described below) and whenever there is an indication that the asset may be impaired.

All other non-financial assets are assessed annually for indications of impairment, except for:

• inventories;

• investment properties that are measured at fair value,

• non-current physical assets held for sale; and

• assets arising from construction contracts.

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

amount. Where an asset's carrying value exceeds its recoverable amount, the difference is written-off as an expense except to the extent

that the write-down can be debited to an asset revaluation reserve amount applicable to that same class of asset.

If there is an indication that there has been a reversal in the estimate of an asset's recoverable amount since the last impairment loss was

recognised, the carrying amount shall be increased to its recoverable amount. This reversal of the impairment loss occurs only to the

extent that the asset's carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or

amortisation, if no impairment loss had been recognised in prior years.

It is deemed that, in the event of the loss or destruction of an asset, the future economic benefits arising from the use of the asset will be

replaced unless a specific decision to the contrary has been made. The recoverable amount for most assets is measured at the higher of

depreciated replacement cost and fair value less costs of disposal. 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 of disposal.

NOTE 7.3: CONTINGENT ASSETS AND CONTINGENT LIABILITIES

Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of note and, if quantifiable,

are measured at nominal value. Contingent assets and contingent liabilities are presented inclusive of GST receivable or payable

respectively.

There are no known contingent assets or contingent liabilities for Robinvale District Health Service at the date of this report.

44



30 June 2017

NOTE 7.4: FAIR VALUE DETERMINATION

Significant inputs (Level 3

only)

N/A

CSO adjustments

N/A

Depreciated replacement

cost approach

Cost per square metre

Useful life

Asset Class

Non-specialised land

Specialised land

Non-specialised

buildings

Specialised buildings (i)

Plant and equipment (i)

Dwellings (i)

Vehicles

Examples of types of

assets

Expected fair value

level Likely valuation approach

In areas where there

is an active market:

- vacant land

- land not subject to

restrictions as to use

or sale

Level 2 Market approach

Land subject to

restrictions as to use

and/or sale

Land in areas where

there is not an active

market


For

general/commercial

buildings that are just

built


Specialised buildings

with limited

alternative uses

and/or substantial

customisation e.g.

prisons, hospitals, and

schools

Level 3


Useful life

Specialised items with

limited alternative

uses and/or

substantial

customisation Level 3


cost approach


Useful life

Social/public

housing/employee

housing

Level 2, where there

is an active market in

the area

Market approach N/A

Level 3, where there

is no active market in

the area


cost approach


Useful life

(i) Newly built / acquired assets could be categorised as Level 2 assets as depreciation would not be a significant unobservable

input (based on the 10% materiality threshold)

If there is an active

resale market

available;

If there is no active

resale market

available

Level 2 Market approach N/A

Level 3


cost approach

45



30 June 2017

NOTE 8: OTHER DISCLOSURES

This section includes additional material disclosures required by accounting standards or otherwise, for the understanding of this financial

report.

Structure

8.1 Equity

8.2 Reconciliation of net result for the year to net cash inflow/(outflow) from operating activities

8.3 Operating segments

8.4 Responsible persons disclosures

8.5 Executive officer disclosures

8.6 Related parties

8.7 Remuneration of auditors

8.8 AASBs issued that are not yet effective

8.9 Events occurring after the balance sheet date

8.10 Alternative presentation of comprehensive operating statement

46



30 June 2017

NOTE 8.1: EQUITY 2017 2016

$'000 $'000

(a) Surpluses

Property, Plant and Equipment Revaluation Surplus ¹

Balance at beginning of the reporting period 26 26

Revaluation Increment/(Decrement)

- Buildings 0 0Balance at the end of the reporting period 26 26

(b) Contributed Capital

Balance at the beginning of the reporting period 22,352 22,352

Balance at the end of the reporting period 22,352 22,352

(c) Accumulated Surpluses/(Deficits)

Balance at the beginning of the reporting period (910) (522)

Net Result for the Year (303) (388)

Balance at the end of the reporting period (1,213) (910)

Total Equity at end of financial year 21,165 21,468

(1) The property, plant & equipment asset revaluation reserve arises on the revaluation of property, plant & equipment.

Contributed Capital

Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities

and FRD 119A 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.

Transfers of net assets arising from administrative restructurings are treated as contributions by owners. Transfers of net liabilities

arising from administrative restructures are to go through the comprehensive operating statement.

Property, plant and equipment revaluation surplus

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

NOTE 8.2: RECONCILIATION OF NET RESULT FOR THE YEAR TO NET CASH INFLOW / (OUTFLOW)

FROM OPERATING ACTIVITIES 2017 2016

$'000 $'000


Non-cash movements

Depreciation 1,128 1,099

Reclassification of Asset Under Construction to Expense 0 20

Share of net result from Joint Operation (19) 29

Movements included in investing and financing activities

Net (gain)/loss from disposal of non financial physical assets (16) (12)

Movements in assets and liabilities

Change in Operating Assets & Liabilities

(Increase)/Decrease in Receivables 97 78

(Increase)/Decrease in Prepayments (12) 6

Increase/(Decrease) in Payables 408 59

Increase/(Decrease) in Provisions (197) 203

Change in inventories 12 (16)

NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES 1,098 1,078

47



30 June 2017

NOTE 8.3: OPERATING SEGMENTS

2017 2016 2017 2016 2017 2016 2017 2016

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

REVENUE

External Segment Revenue 7,976 6,414 2,609 4,508 0 0 10,585 10,922

Unallocated Revenue 0 0 0 0 3,354 3,294 3,354 3,294

Total Revenue 7,976 6,414 2,609 4,508 3,354 3,294 13,939 14,216

EXPENSES

External Segment Expenses (2,862) (4,532) (6,832) (5,483) 0 0 (9,694) (10,015)

Unallocated Expense 0 0 0 0 (4,753) (4,808) (4,753) (4,808)

Total Expenses (2,862) (4,532) (6,832) (5,483) (4,753) (4,808) (14,447) (14,823)

Net Result from Ordinary Activities 5,114 1,882 (4,223) (975) (1,399) (1,514) (508) (607)

Interest Income 9 11 94 101 102 107 205 219

Net Result for Year 5,123 1,893 (4,129) (874) (1,297) (1,407) (303) (388)

OTHER INFORMATION

Segment Assets 14,399 14,576 4,667 4,725 8,153 8,253 27,220 27,554

Total Assets 14,399 14,576 4,667 4,725 8,153 8,253 27,220 27,554

Segment Liabilities 3,008 3,024 975 980 2,072 2,082 6,055 6,086

Total Liabilities 3,008 3,024 975 980 2,072 2,082 6,055 6,086

Acquisition of Property, Plant and

Equipment 51 51 0 0 401 650 452 701

Depreciation

Expenses 0 0 0 0 1,134 1,111 1,134 1,111

Non-Cash Expenses other than

Depreciation (1) 10 (1) 25 0 14 (2) 49

The major products/services from which the above segments derive revenue are:

Business Segments Services

Acute Provider of acute health services

Residential Aged Care (RACS) Provider of residential aged care beds

Hostel Facilities

Other Services provider of primary health services and other services

Geographical Segment

Robinvale District Health Services operates predominantly in and around the district of Robinvale and

Manangatang, Victoria. More than 90% of revenue, net surplus from ordinary activities and segment assets relate

to operations in Robinvale and Manangatang, Victoria.

ADMITTED PATIENTS RACS OTHER SERVICES TOTAL

48



30 June 2017

NOTE 8.4: RESPONSIBLE PERSON DISCLOSURES

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosuresare made regarding responsible persons for the reporting period.

Responsible Ministers:

The Honourable Jill Hennessy, Minister for Health, Minister for Ambulance Services

The Honourable Martin Foley, Minister for Housing, Disability and Ageing, Minister for Mental Health

Governing Boards

P Campisi

Q Norton

D Hulls

M Grant

C Bowden

F Jones

T Follett

L Murray

A Black

Accountable Officers

Mrs Mara Richards

Mrs Vicki Shawcross

Remuneration of Responsible Persons

Remuneration received or receivable by responsible persons was in the range: $160,000 - $169,999 ($170,000 - $179,999 in 2015-16).

Amounts relating to Responsible Ministers are reported in the financial statements of the Department of Parliamentary Services.

NOTE 8.5: EXECUTIVE OFFICER DISCLOSURES

Remuneration of executives

The number of executive officers, other than Ministers and Accountable Officers, and their total remuneration during the reporting period are shown in the table below.

Total annualised employee equivalent provides a measure of full time equivalent executive officers over the reporting period.

Remuneration comprises employee benefits in all forms of consideration paid, payable or provided in exchange for services rendered, and is disclosed in the

following categories.

Short-term employee benefits include amounts such as wages, salaries, annual leave or sick leave that are usually paid or payable on a regular basis,

as well as non-monetary benefits such as allowances and free or subsidised goods or services.

Post-employment benefits include pensions and other retirement benefits paid or payable on a discrete basis when employment has ceased.

Other long-term benefits include long service leave, other long-service benefit or deferred compensation.

Termination benefits include termination of employment payments, such as severance packages.

Share-based payments are cash or other assets paid or payable as agreed between the health service and the employee, provided specific vesting conditions,

if any, are met.

Several factors affected total remuneration payable to executives over the year. A number of employment contracts were completed during the year and negotiated

and a number of executives received bonus payments during the year. These bonus payments depend on the terms of individual employment contracts. Some

contracts provide for an annual bonus payment whereas other contracts only include the payment of bonuses on the successful completion of the full term of the

contract. A number of these contract completion bonuses became payable during the year.

A number of executive officers retired, resigned or were retrenched in the past year. This has had a significant impact on total remuneration figures due to the

inclusion of annual leave, long-service leave and retrenchment payments.

Remuneration of executive officers

2017

$

Short-term employee benefits 207,707

Post-employment benefits 17,370

Other long-term benefits 4,679

Termination benefits 0

Share-based payments 0

Total Remuneration (b) 229,756

Total Number of executives (c) 2

Total annualised employee equivalent (AEE) (d) 1.6

28/11/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

Period

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 27/11/2016

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

01/07/2016 - 30/06/2017

Total Remuneration

49



30 June 2017

NOTE 8.5: EXECUTIVE OFFICER DISCLOSURES (Continued)

Remuneration of executives

Notes:

(a) No comparatives have been reported because remuneration in the prior year was determined in line with the basis and definition under

FRD 21B. Remuneration previously excluded non-monetary benefits and comprised any money, consideration or benefit received or receivable,

excluding reimbursement of out-of-pocket expenses, including any amount received or receivable from a related party transaction. Refer to the

prior year's financial statements for executive remuneration for the 2015-16 reporting period.

(b) Remuneration represents the expenses incurred by the entity in the current reporting period for the employee, in accordance with

AASB 119 Employee benefits

(c) The total number of executive officers includes persons who meet the definition of Key Management Personnel (KMP) of the entity under

AASB 124 Related Party Disclosures and are also reported within the related parties note disclosure (Note 8.6).

(d) Annualised employee equivalent is based on the time fraction worked over the reporting period. This is calculated as the total number of days the

employee is engaged to work during the week by the total number of full-time working days per week (this is generally five full working days

per week).

NOTE 8.6: RELATED PARTIES

The health service is a wholly owned and controlled entity of the State of Victoria. Related parties of the health service include:

• all key management personnel and their close family members;

• all cabinet ministers and their close family members; and

• all hospitals and public sector entities that are controlled and consolidated into the whole of state consolidated financial statements.

All related party transactions have been entered into on an arm’s length basis.

Key management personnel (KMP) of the health service include the Portfolio Ministers, Cabinet Ministers and Chief Executive Officer (note 8.4) as

determined by the health service. The compensation detailed below excludes the salaries and benefits the Portfolio Ministers receive. The Minister’s

remuneration and allowances is set by the Parliamentary Salaries and Superannuation Act 1968 , and is reported within the Department of Parliamentary

Services’ Financial Report.

Transactions with key management personnel and other related parties

Given the breadth and depth of State government activities, related parties transact with the Victorian public sector in a manner consistent

with other members of the public e.g. stamp duty and other government fees and charges. Further employment of processes within the

Victorian public sector occur on terms and conditions consistent with the Public Administration Act 2004 and Codes of Conduct and Standards

issued by the Victorian Public Sector Commission.

Procurement processes occur on terms and conditions consistent with the Victorian Government Procurement Board requirements. Outside

of normal citizen type transactions with the department, there were no related party transactions that involved key management personnel

and their close family members. No provision has been required, nor any expense recognised, for impairment of receivables from related parties.

Significant transactions with government-related entities

Robinvale District Health Service received funding from the Department of Health and Human Services of $6,944,000 (2016: $7,275,000).

During the year, Robinvale District Health Service had the following other government-related entity transactions:

- Commonwealth Government funding received for health related programs totalling $4,525,000 (2016 $4,206,000).

NOTE 8.7: REMUNERATION OF AUDITORS 2017 2016

$'000 $'000

Victorian Auditor-General's Office 23 23

Audit of financial statement 23 23

Share based payments

Total

2017

$

150,870

12,868

5,085

0

0

168,823

COMPENSATION

Short term employee benefits

Post-employment benefits

Other long-term benefits

Termination benefits

50



30 June 2017

NOTE 8.8: AASBs ISSUED THAT ARE NOT YET EFFECTIVE

Certain new Australian accounting standards and interpretations have been published that are not mandatory for 30

June 2017 reporting period. DTF assesses the impact of all these new standards and advises the Health Service of their

applicability and early adoption where applicable.

As at 30 June 2017, the following standards and interpretations had been issued by the AASB but were not yet effective.

They become effective for the first financial statements for reporting periods commencing after the stated operative dates

as detailed in the table below. Robinvale District Health Service has not and does not intend to adopt these standards early.

Standard / Summary Applicable for Impact on Health

Interpretation reporting periods Service's Annual

beginning on Statements

AASB 9 Financial Instruments The key changes include the simplified 1 January 2018 The assessment has identified that the

requirements for the classification and amendments are likely to result in earlier

measurement of financial assets, a new recognition of impairment losses and at

hedging accounting model and a revised more regular intervals.

impairment loss model to recognise impairment

losses earlier, as opposed to the current While there will be no significant impact

approach that recognises impairment only arising from AASB 9, there will be a

when incurred. change to the way financial instruments

are disclosed.

AASB 2010-7 Amendments to The requirements for classifying and 1 January 2018 The assessment has identified that the

Australian Accounting measuring financial liabilities were added to financial impact of available for sale

Standards arising from AASB AASB 9. The existing requirements for the (AFS) assets will now be reported

9 (December 2010) classification of financial liabilities and the ability through other comprehensive income

to use the fair value option have been retained. (OCI) and no longer recycled to the

However, where the fair value option is used profit and loss.

for financial liabilities the change in fair value is

accounted for as follows: Changes in own credit risk in respect of

- The change in fair value attributable to liabilities designated at fair value through

changes in credit risk is presented in other profit and loss will now be presented

comprehensive income (OCI); and within other comprehensive income

(OCI).

- Other fair value changes are presented in

profit and loss. If this approach creates or Hedge accounting will be more closely

enlarges an accounting mismatch in the profit aligned with common risk management

or loss, the effect of the changes in credit risk practices making it easier to have an

are also presented in profit or loss. effective hedge.

For entities with significant lending

activities, an overhaul of related systems

and processes may be needed.

AASB 2014-1 Amendments to Amends various AASs to reflect the AASB’s 1 January 2018 This amending standard will defer the

Australian Accounting decision to defer the mandatory application application period of AASB 9 to the

Standards [Part E Financial date of AASB 9 to annual reporting periods 2018-19 reporting period in accordance

Instruments] beginning on or after 1 January 2018 as a with the transition requirements.

consequence of Chapter 6 Hedge Accounting,

and to amend reduced disclosure requirements.

AASB 2014-7 Amendments to Amends various AASs to incorporate the 1 January 2018 The assessment has indicated that there

Australian Accounting consequential amendments arising from the will be no significant impact for the public

Standards arising from AASB 9 issuance of AASB 9. sector.

51



30 June 2017

NOTE 8.8: AASBs ISSUED THAT ARE NOT YET EFFECTIVE (Continued)




AASB 15 Revenue from The core principle of AASB 15 requires an 1 January 2018 The changes in revenue recognition

Contracts with Customers entity to recognise revenue when the entity requirements in AASB 15 may result in

satisfies a performance obligation by transferring changes to the timing and amount of

a promised good or service to a customer. revenue recorded in the financial

statements. The Standard will also

require additional disclosures on service

revenue and contract modifications.

AASB 2014-5 Amendments Amends the measurement of trade receivables 1 Jan 2017, except The assessment has indicated that there

to Australian Accounting and the recognition of dividends. amendments to AASB 9 will be no significant impact for the public

Standards arising from Trade receivables, that do not have a significant (Dec 2009) and AASB 9 sector.

AASB 15 financing component, are to be measured at (Dec 2010) apply from

their transaction price, at initial recognition. 1 Jan 2018

Dividends are recognised in the profit and loss

only when:

- the entity’s right to receive payment of the

dividend is established;

- it is probable that the economic benefits

associated with the dividend will flow to the entity;

and the amount can be measured reliably.

AASB 2015-8 Amendments to This Standard defers the mandatory effective 1 January 2018 This amending standard will defer the

Australian Accounting date of AASB 15 from 1 January 2017 to 1 application period of AASB 15 for

Standards – Effective Date of January 2018. for-profit entities to the 2018-19 reporting

AASB 15 period in accordance with the transition

requirements.

AASB 2016-3 Amendments to This Standard amends AASB 15 to clarify the 1 January 2018 The assessment has indicated that there

Australian Accounting Standards requirements on identifying performance will be no significant impact for the public

– Clarifications to AASB 15 obligations, principal versus agent sector, other than the impact identified for

considerations and the timing of recognising AASB 15 above.

revenue from granting a licence. The

amendments require:

- A promise to transfer to a customer a good or

service that is ‘distinct’ to be recognised as a

separate performance obligation;

- For items purchased online, the entity is a

principal if it obtains control of the good or

service prior to transferring to the customer; and

- For licences identified as being distinct from

other goods or services in a contract, entities

need to determine whether the licence transfers

to the customer over time (right to use) or at a

point in time (right to access).

AASB 2016-7 Amendments to This Standard defers the mandatory effective 1 January 2019 This amending standard will defer the

Australian Accounting date of AASB 15 for not-for-profit entities from application period of AASB 15 for

Standards – Deferral of AASB 1 January 2018 to 1 January 2019. not-for-profit entities to the 2019-20

15 for Not-for-Profit Entities reporting period.

52



30 June 2017

NOTE 8.8: AASBs ISSUED THAT ARE NOT YET EFFECTIVE (Continued)




AASB 2016-8 Amendments to This Standard amends AASB 9 and AASB 15 to 1 January 2019 The assessment has indicated that there

Australian Accounting include requirements to assist not-for-profit will be no significant impact for the public

Standards – Australian entities in applying the respective standards to sector, other than the impacts identified

Implementation Guidance particular transactions and events. The for AASB 9 and AASB 15 above.

for Not-for-Profit Entities amendments

- require non-contractual receivables arising

from statutory requirements (i.e. taxes, rates

and fines) to be initially measured and

recognised in accordance with AASB 9 as if

those receivables are financial instruments; and

- clarifies circumstances when a contract with a

customer is within the scope of AASB 15.

AASB 16 Leases The key changes introduced by AASB 16 1 January 2019 The assessment has indicated that as

include the recognition of most operating leases most operating leases will come on

(which are current not recognised) on balance balance sheet, recognition of the right-of

sheet. -use assets and lease liabilities will

cause net debt to increase.

Rather than expensing the lease

payments, depreciation of right-of-use

assets and interest on lease liabilities will

be recognised in the income statement

with marginal impact on the operating

surplus.

No change for lessors.

AASB 2016-4 Amendments to The standard amends AASB 136 Impairment of 1 January 2017 The assessment has indicated that there

Australian Accounting Assets to remove references to using is minimal impact. Given the specialised

Standards – Recoverable depreciated replacement cost (DRC) as a nature and restrictions of public sector

Amount of Non-Cash- measure of value in use for not-for-profit entities. assets, the existing use is presumed to

Generating Specialised Assets be the highest and best use (HBU),

of Not-for-Profit Entities hence current replacement cost under

AASB 13 Fair Value Measurement is

the same as the depreciated

replacement cost concept under

AASB 136.

AASB 1058 Income of Not-for- This standard replaces AASB 1004 Contributions 1 January 2019 The assessment has indicated that

Profit Entities and establishes revenue recognition principles revenue from capital grants that are

for transactions where the consideration to provided under an enforceable

acquire an asset is significantly less than fair agreement that have sufficiently specific

value to enable to not-for-profit entity to further obligations, will now be deferred and

its objectives. recognised as performance obligations

are satisfied. As a result, the timing

recognition of revenue will change.

In addition to the new standards and amendments above, the AASB has issued a list of other amending standards that are not effective for the 2016-17

reporting period (as listed below). In general, these amending standards include editorial and references changes that are expected to have insignificant

impacts on public sector reporting.

• AASB 2016-1 Amendments to Australian Accounting Standards – Recognition of Deferred Tax Assets for Unrealised

Losses [AASB 112]

• AASB 2016-2 Amendments to Australian Accounting Standards – Disclosure Initiative: Amendments to AASB 107

• AASB 2016-5 Amendments to Australian Accounting Standards – Classification and Measurements of Share-based

Payment Transactions

• AASB 2016-6 Amendments to Australian Accounting Standards – Applying AASB 9 Financial Instruments with AASB 4

Insurance Contracts

• AASB 2017-1 Amendments to Australian Accounting Standards – Transfers of Investment Property, Annual Improvements

2014-16 Cycle and Other Amendments

• AASB 2017-2 Amendments to Australian Accounting Standards – Further Annual Improvements 2014-16 Cycle

53



30 June 2017

NOTE 8.9: EVENTS OCCURRING AFTER THE BALANCE SHEET DATE

Assets, liabilities, income or expenses arise from past transactions or other past events. Where the transactions result from an agreement

between the Health Service and other parties, the transactions are only recognised when the agreement is irrevocable at or before the

end of the reporting period.

Adjustments are made to amounts recognised in the financial statements for events which occur between the end of the reporting period

and the date when the financial statements are authorised for issue, where those events provide information about conditions which

existed at the reporting date. Note disclosure is made about events between the end of the reporting period and the date the financial

statements are authorised for issue where the events relate to conditions which arose after the end of the reporting period that are

considered to be of material interest.

There have been no material events which have occurred subsequent to the reporting date which require further disclosure.

NOTE 8.10: ALTERNATIVE PRESENTATION OF COMPREHENSIVE OPERATING STATEMENT 2017 2016

Note $'000 $'000

Grants

Operating 2.1 11,434 11,427

Capital 2.1 34 0

Interest 2.1 205 219

Sales of goods and services 2.1 1,379 1,599

Other Income

Assets received for nominal consideration 2.1 0 0

Other 2.1 1,076 1,178

Revenue from Transactions 14,128 14,423

Employee expenses 3.1 10,295 9,968

Depreciation 4.4 1,134 1,111

Other operating expenses 3.1 3,092 3,745

Expenses from Transactions 14,521 14,824

Net Result From Transactions (393) (401)

Other economic flows included in net result

Net gain/ (loss) on sale of non-financial assets 7.2 16 12

Other gains/ (losses) from other economic flows included in net result 3.3 74 1

Total other economic flows included in net result 90 13


54

ROBINVALEDISTRICTHEALTHSERVICESREPORTOFOPERATIONSFINANCIALDATA

2016/17 2015/16 2014/15 2013/14 2012/13TotalRevenue 14,128 14,423 16,725 14,479 14,670TotalExpenses 14,521 14,824 15,043 14,546 15,073OtheroperatingflowsincludedintheNetresult 90 13 - - -NetResultfortheYear (303) (388) 1,682 (67) (403)*OperatingResult 684 749 1,195 1,143 689

TotalAssets 27,220 27,554 27,661 24,739 28,301TotalLiabilities 6,055 6,086 5,805 4,565 5,501NetAssets 21,165 21,468 21,856 20,174 22,800

TotalEquity 21,165 21,468 21,856 20,174 22,800

CDesign, Production & Print ManagementVisual Strategy Design vsdesign.com.au

Attach Financial Statements 2016-2017.

Please email [email protected] in the event that there are no Financial Statements attached to this report.

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