bhs annual report 2011-2012 inside - parliament of victoria

Ballarat H

ealth

Services An

nu

al REPO

RT 2011-2012

Base Hospital

Drummond Street NorthPO Box 577 Ballarat 3353

Phone: (03) 5320 4000Fax: (03) 5320 4828

Queen Elizabeth Centre

102 Ascot Street SouthPO Box 199 Ballarat 3353

Phone: (03) 5320 3700Fax: (03) 5320 3860

Psychiatric Services

Sturt StreetPO Box 577 Ballarat 3353

Phone: (03) 5320 4100Fax: (03) 5320 4028

www.bhs.org.au

ANNUALREPORT2011-2012

2 Ballarat Health Services

Allied Health Services

• Dietetics

• Exercise therapy

• Occupational therapy

• Physiotherapy

• Podiatry

• Prosthetics and orthotics

• Psychology

• Social work

• Speech therapy

Acquired brain injury

Breast Care

BHS Catering

Cardiology

Central Sterile Supply Department (CSSD)

Cognitive Impairment and Dementia Management

Community Nursing

Community Programs

• Carer Respite and Support Services

• Ambulatory Care Services

• Domiciliary Services

• Grampians Aged Care Assessment Service (ACAS)

• Grampians Regional Continence Service

• Diabetes and Continence Resource Centre

• Grampians Regional Palliative Care Team

• Hospital Admission Risk Program (HARP)

• Linkages Central Highlands Co-ordinated Community Care

• Planned Activity Groups

• Post Acute Care

• Rehabiliation in the Home

• Transition Care Program

• Direct2Care

Diagnostic and Radiology (X-ray) Services

• Ultrasound

• CT Scan

• MRI

• EEG

• ECG

• BreastScreen

• Nuclear medicine

Critical Care Unit

Dental Services

Diabetes Education

Dialysis

Ear, Nose and Throat Surgery

Emergency Medicine

Endocrinology, including diabetes management

Eureka Linen

Falls and Balance

Gastroenterology

General Medicine

General Surgery

Geriatric Evaluation and Management

Gynaecology

ICU Liaison Nurse Service

Infection Control

Intensive Care Unit and Medical Emergency Response Team

Lymphoedema

Maxillofacial Surgery

Medical Oncology

Neonatal

Nephrology

Neurology

Maternity Services

Operating Suite

Ophthalmology

Organ and Tissue Donation Service

Orthopaedic Surgery

Otolaryngology

Outpatient Services

Paediatric Medicine

Perioperative Day Procedure Unit

Pain Management

Palliative Care

Pharmacy

Plastic Surgery

Mental Health Services including:

• Child and Adolescent Mental Health Service

• Acute Community and Inpatient Services

• Aged Community and Inpatient Services

• Adult Community

Rehabilitation (in-patient and out-patient)

Residential Aged Care

Respite Care

Safety Link

Stroke Management

Stomal Therapy

Statewide Aids and Equipment Program (SWEP)

Thoracic Medicine

Thoracic Surgery

Urology

Vascular Surgery

Wound Management

SPECIALTIES &SERVICES

www.bhs.org.au 3

Profi le of BHS 4

President and CEO’s report 5

Organisational chart 11

Board of Management 12

Our People 14

Statutory requirements 24

Financial statements and notes 29

CONTENTS


Ballarat Health Services is Victoria’s second largest regional health service, providing a comprehensive range of general and specialist care across key medical and healthcare disciplines including acute care, sub-acute care, residential aged care services, community care, psychiatric services, dental services and rehabilitation services.

Our Base Hospital is the largest regional hospital in the Grampians region and is the principal referral hospital for this region, which extends from Bacchus Marsh to the South Australian border. The region, covering some 48,600 square kilometres, is home to more than 230,000 people.

Ballarat Health Services was established under the Health Services Act 1988. the incorporation came into effect when our organization offi cially formed on January 1, 1997, following the voluntary amalgamation of the Ballarat Base Hospital, the Queen Elizabeth Centre and Grampians Psychiatric Services.

For the period July 1, 2011 to June 30, 2012, Ballarat Health Services was accountable, through its board of management, to the Hon. David Davis, MLC, Minister for Health.

OUR VISIONExcellence in health care

OUR MISSIONTo deliver accessible, integrated and positive health experiences for our people, community and region.

OUR VALUESOur services and staff embrace the following:

Compassion

Fair and caring to all those we come into contact with, even during diffi cult times. We treat others as we would expect to be treated.

Integrity

Behaving in accordance with our professional, ethical and legislative requirements. Using our resources responsibly and transparently, we are honest and trustworthy.

Respect

Upholding the dignity and rights of ourselves, patients, relatives, carers, colleagues and members of the community. We value the people we work with and their work.

Excellence

Striving to attain the highest standards of service delivery and clinical practice. We achieve this by acknowledging, recognising and promoting innovation, participating in continuous learning, development, training and research. We come to work to make a difference.

Teamwork

Involving staff and service providers in decision making. We work in partnership with our patients, their families, carers and other health care providers.

Accountability

Understanding our role in providing a safe environment for staff, patients, visitors and members of the community. We take personal responsibility to maintain the necessary skills and competencies to perform our workforce roles and encourage others to do the same. If we make mistakes, we support each other to be open about them in order to learn.

Collaboration

Initiating engagement with our services and professionals both internally and externally, sharing our knowledge and experiences to build a better health system.

BHS PROFILE

www.bhs.org.au 5

REPORT OF OPERATIONS

CAPITAL WORKS

The 2012-2013 State Government Budget contained great news for Ballarat Health Services with the allocation of $46.4M for the construction of:

• a helipad;

• multi-deck car park;

• bed expansion;

• an Ambulatory Care Centre; and,

• mother-baby mental health unit.

The BHS Service Plan and Model of Care, prepared in 2006, details the services to be provided now and into the future and considered factors including regional demographics, utilisation statistics, health care trends, Government Health Plans and burden of disease fi gures.

The BHS master plan details the facilities and buildings required to provide those services along with functional relationships between departments.

Our master plan has since been updated on several occasions as buildings are completed or as circumstances change. The master plan is now being revised following construction that has taken place over time and proposed building activity.

Since the development of both documents, BHS has achieved substantial funding allocations for capital works including:

• commissioning of an additional Operating Theatre;

• redevelopment of the Mental Health Service Adult Acute Unit;

• construction of a new Neonatal Special Care Unit;

• construction of a new Midwifery Clinic area;

• redevelopment of the Emergency Department including provision of an expanded waiting room and reception, fast track bays, improved security and a Short Stay Unit;

• construction of the Cardiovascular Service;

• construction of the Deakin University Clinical School;

• redevelopment of the Library;

• relocation of the Dental Clinic and subsequent funding for a new stand-alone expanded Clinic;

• construction of the Ballarat Regional Integrated Cancer Centre (BRICC);

• relocation of administrative functions currently in Yuille House to an additional two fl oors being built on the BRICC;

• upgrade of Power Supply and Emergency Generator Backup System housed in a new Energy Centre; and,

• commissioning of an additional bed in the Intensive Care Unit.

The total cost of works including the recent announcement totals approximately $150 million.

Another key feature of the master plan is the consideration of “future-proofi ng”.

Examples include building four linear accelerator bunkers in the BRICC, of which two are for future expansion; building an extra shell for a second catheter laboratory in the Cardiovascular Suite; and construction of two additional fl oors for administrative functions in the BRICC, which in the future could be used for the expansion of cancer services. In addition the Masterplan identifi es future growth options for other services including the Emergency Department, Intensive Care Unit, Radiology and Mental Health.

It is proposed the new Ambulatory Care Centre, to be constructed once Yuille House is vacated and demolished, will abut the Bolte Wing of the Base Hospital. This will enable the extension of the Operating Theatres, Day Procedure and Central Sterile Supply Department (CSSD) into the fi rst fl oor of the Ambulatory Care Centre.

The ground fl oor of the Ambulatory Care Centre will include a new main entrance for the Base Hospital, along with reception, and will enable a re-alignment of internal corridors. Pharmacy will also need to be relocated.

All specialist clinics will be relocated from the West Wing to the Ambulatory Care Centre. This will enable ward areas to be expanded into the vacated West Wing.


APPOINTMENT OFDIRECTOR OF SURGERY

As well as increasing bed numbers the expansion will allow existing problems to be addressed including:

• inadequate sized staff stations;

• access to computers;

• storage;

• bathroom facilities; and

• facilities for bariatric patients.

The proposed car park will initially be two levels, ground and fi rst fl oor with the helipad at a fourth fl oor level. As demand increases, additional levels may be added to the car park.

BHS is experiencing a substantial period of growth and development, and it is pleasing to receive support from the Department of Health along with State and Federal governments to further expand our facilities.

The recently announced projects will present a number of logistical and planning challenges for BHS. To assist the process architectural, engineering and other building consultants have been appointed and user groups will be established to provide input.

After the planning and design processes are completed, the projects will proceed to tender followed by construction.

On completion these projects will alleviate four signifi cant problems on the Base Hospital site namely bed capacity, patient and staff amenities in the wards, car parking and the opportunity to expand the Operating Theatre Suite and CSSD.

BHS has a history of attracting quality candidates to its ranks. In February 2012 we welcomed Vascular and General Surgeon Matthew Hadfi eld as our new Director of Surgery.

Mr Hadfi eld was previously a Consultant Vascular and General Surgeon, Pennine Acute Hospitals NHS Trust in England where he provided service to an estimated one million people in the North East sector of Greater Manchester. With one other vascular surgeons he introduced endovascular aneurysm repair to the trust and also led the setting up a day-unit Endovenous Laser Therapy service for varicose veins.

He is making a very signifi cant contribution to BHS.

EDUCATION

BHS places a high value on education and provides substantial incentives in the form of scholarships for staff who wish to build on their expertise.

BHS operates a Centre for Nursing and Health Education that provides a range of courses for nurses who wish to upgrade their skills and keep abreast of developments in their profession.

This fi nancial year we also saw the fi rst cohort of endorsed enrolled nurses, trained by BHS, each awarded a Diploma of Nursing.

The course the 14 students completed is unique in Victoria. It combines academic study with paid on-the-job training in the many wards, clinics and aged care homes operated by BHS.

www.bhs.org.au 7

MENTAL HEALTHSERVICES

Mental Health Services were signifi cantly restructured over the course of the year. This has resulted in the employment of more mental health professionals and the establishment of mental health teams better able to meet the community’s mental health needs.

The teams include:

• The Infant and Child Mental Health Team which supports children aged up to 14 years;

• The Youth Mental Health Team which supports those aged 15 to 25 years;

• The Adult Mental Health Team for the 26 to 64 age group; and,

• The Seniors Mental Health Team for those aged over 65 years.

The restructure, which saw a 28 per cent increase in the number of young people accepted for mental health treatment, has been part of a demonstration project funded by the State Government and provides a template for mental health services elsewhere in the state.

The demonstration project provides a greater emphasis on early intervention with the Infant and Child Team operating an expanded CAST (Cool at School Together) program in partnership with the Department of Education and Early Childhood Development and Catholic Education Offi ce that is now offered to kindergartens.

Feedback from young people, carers and other primary care providers is that the service is now far more responsive and accessible.

RESIDENTIAL CARE

The process of consolidating our residential facilities in Sebastopol began with the merger of Jessie Gillett with the refurbished James Thomas Court Hostel.

This was in response to an ongoing decline in demand for low-care residential accommodation. Jessie Gillett, which could potentially accommodate more than 40 residents, had been home to just 15 residents leading up to the merger.

Most residents chose to move into the James Thomas Court Hostel, which is directly connected to the Jessie Gillett Hostel.Jessie Gillett staff were redeployed to other BHS residential services.

Under the recently appointed Executive Director of Residential Services, Sue Gervasoni, many new and contemporary approaches to residential care are evident, including the introduction of the Respecting Patient Choices Program.

Congratulations are also extended to all staff in Residential Services for the achievement of full accreditation status in the recent survey process.

WOUND CARE PROJECT

Pressure ulcers or “bed sores” were reduced to an all-time low at BHS this year as a result of a fresh approach to wound care. The number of acute care patients with pressure wounds at the Ballarat Base Hospital dropped to just three per cent by June 2012, down from 11 per cent in early 2010.

These fi gures represent one of the lowest international pressure ulcer rates and are believed to set a new benchmark for Australian hospitals As a consequence the BHS Wound Care Improvement Program, introduced in 2010 with partner Smith and Nephew, is being introduced by a number of other Victorian health services.

BHS adopted new, evidence-based education modules on how to better care for patients who entered hospital with an existing pressure ulcer, or who were at risk of developing a pressure ulcer while in hospital.

The other signifi cant change involved a streamlining of the range of wound dressings used within the health service from 130 different products to about 20. This has made the management of dressings much simpler and more effective.

The new program also generated savings in the cost of wound care products. Part of these savings has been invested in the employment of additional wound care consultants.


BALLARAT REGIONALINTEGRATED CANCER CENTRE (BRICC)

The BRICC is on schedule to accept its fi rst patients early in 2013. The construction site itself became something of a landmark with the large crane towering over the streetscape. The building itself is set to be a striking addition to Ballarat’s architecture along with being a treatment and wellness facility that will help thousands of Ballarat and Grampians cancer patients and their families each year.

When it opens the BRICC will contain two linear accelerators and 12 chemotherapy chairs. It will also feature a Wellness Centre, an area dedicated to the social, emotional and psychological wellbeing of patients, their families and friends.

The BRICC received funding of $42 million from the Federal Government and $13 million from the State Government. A community-based fundraising campaign to ensure the BRICC is the best facility it can be is on track to raise a further $2 million.

CARDIOVASCULAR SUITE

The new $6 million Cardiovascular Suite at the Ballarat Base Hospital, opened in October 2011, contains a state-of-the-art cardiac catheter laboratory in which a range of procedures – including the insertion of pacemakers and stents – can be carried out.

The BHS Cardiology Department sees about 900 patients annually. This fi gure is expected to grow with our region having a higher than average incidence of cardiovascular disease.

Before the Cardiovascular Suite began operating, many cardiology patients had to travel to Melbourne for certain procedures. Now, more people are able to have cardiology procedures carried out closer to home.

RETIRING BOARD MEMBERS

This year we farewelled a number of board members whose terms expired on June 30, 2012.

The following outgoing board members provided outstanding service to BHS over a number of years:

Susanne McKenzie joined the Board in 2004, serving as vice-president and chair of committees including the Quality Care Committee; Robyn Reeves joined the board in 2008 while Paul Jans joined the board in 2008 and chaired the Finance and Audit committees.

Mr Jans, Ms McKenzie and Ms Reeves provided distinguished service to BHS during a period of change and development. Over the course of their terms they were involved in overseeing an expansion of consumer engagement, service provision, the building of some wonderful new facilities and sound fi nancial performance,

In early July 2012 we welcomed new board members Jock Selkirk and Mark Harris.

PARTNERSHIP AGREEMENT WITH BADAC

The partnership agreement between BHS and the Ballarat and District Aboriginal Co-operative (BADAC), signed in 2006, continues to bring about positive health outcomes for the Indigenous community.

Achievements include an increased participation in antenatal classes, aided by an Aboriginal Midwife Program along with increased attendance at outpatient and dental appointments.

The number of indigenous babies born at the BHS Base Hospital has also risen in recent years and in 2011 there were 37 babies born to indigenous parents who averaged 10 antenatal visits per pregnancy.

A new family-centred dental program provided in a culturally appropriate setting has been established and there is now no waiting time for indigenous clients needing dental care. Before the establishment of this program many in the indigenous community were accessing a Melbourne-based service with a waiting time of about three years.

BHS remains committed to working with BADAC to “close the gap” and improve the health status of the Indigenous community.

RESEARCH

Research has more than doubled in the 2011-2012 year with 76 new projects under way compared to 35 in the previous year, and a current total of 172 active studies

New research was reviewed and processed by the BHS and St John of God Human Research Ethics Committee for the following health services in the past year: East Wimmera Health Service, Stawell Regional Health, Beaufort and Skipton Health Service, Ballarat Hospice Care, Wimmera Healthcare Group, Maryborough District Health Service, Rural North West Health, Dunmunkle Health Services, Djerriwarrh Health Service, East Grampians Health Service, Ballarat Oncology and Haematology Service, Ballarat Day Procedure Centre, and Ballarat and District Division of General Practice.

The BHS Strategic Research Plan 2010-2015 led by the BHS Research Advisory Committee resulted in the development of the BHS Research Governance Policy and the hosting of the inaugural BHS Research Symposium held in September 2011. Feedback from Symposium participants was positive with overwhelming support for it to become an annual event.

IMPROVED CARE PLANNINGWe have worked hard to ensure local hospitals are more involved in the patient journey. Representatives from our Emergency Department and Operational Performance and Improvement Directorate have met with sub-regional hospitals to help facilitate the timely transfer of patients back to referring hospitals following treatment at BHS

www.bhs.org.au 9

PATIENT THROUGHPUTBHS recorded a record number of births, 1349, in 2011-12, eclipsing the previous record of 1289 set last year fi nancial year. The busiest month in our Maternity Ward was November 2011, with 127 births. The births included 14 sets of twins.

Our operating theatres were once again busy, with 8,574 surgeries performed. For the fi rst time in many years the number of people attending our Emergency Department was relatively stable. In 2011-2012, 52,522 people attended the ED compared to 52,601 in 2010-2011.

There were 44,860 attendances at outpatient clinics, a record number, while acute hospital bed days grew by 5.02 per cent to 83,560.Inpatient separations numbered 36,361 compared to 34,174 in 2010-11.

Our total waiting list for elective surgery as of June 30 was 1,228, an increase on last year’s fi gure of 1,095.

Babies born in Ballarat Base Hospital

2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012

1400

1350

1300

1250

1200

1150

1100

1050

1000

A HEALTHY AND SAFE ENVIRONMENTBHS is committed to providing a safe and healthy environment for staff, patients, residents, visitors, volunteers and contractors at all our facilities. This commitment includes achieving best practice in health and safety, with a focus on continuous improvement.

BHS has implemented a range of initiatives that ensures the organisation builds on its robust safety-focused culture. Improving communication and consultation has resulted in more health and safety representatives across the organisation and an increase in reporting of incidents and hazards, leading to improved safety outcomes.

Manual handling activities, especially in relation to patient handling, continue to be a risk for the healthcare sector. BHS has invested approximately $400,000 to reduce the risk of musculoskeletal injuries. The funding has been used to purchase new patient handling equipment, motorised equipment to move patient beds and to provide staff training. This strategy has seen a reduction in the number of manual handling injuries.

Other safety initiatives include:

• promotion of ergonomic issues in the offi ce environments;

• improved handling and storage of hazardous substances and dangerous goods;

• revision of the general workplace hazard inspection checklist to improve its usability;

• upgraded and improved safety information on the intranet; and,

• a best practice sharps and clinical waste disposal system.

In 2011-12 BHS experienced its lowest levels of compensable injuries for a number of years while the Workers Compensation Performance Rate is currently better than the industry average.

BHS will continue to monitor its health and safety performance and implement initiatives to ensure a culture of continuous improvement in health and safety is maintained.


DENTAL CLINICEast Grampians Health Service, Stawell Regional Health, East Wimmera Health Service, Beaufort and Skipton Health Service, Djerriwarrh Health Service - Bacchus Marsh, Maryborough Health and Hepburn Health Services.

The contract to provide linen services to Bendigo Health Care Group and a number of other health services in the Loddon Mallee Region was announced by Eureka Linen in January 2012.

The extra work at Eureka Linen’s Lonsdale Street laundry – about 30 tonnes of linen each week - saw the creation of about 30 part-time jobs bringing to more than 80 the total number of Eureka Linen employees.

An investment of more than $500,000 in extra plant and equipment including a new washing unit, linen press and delivery truck was also made to meet the growth in the business.

FINANCIAL RESULTS

BHS recorded a small fi nancial surplus of $214,000. This continues the trend of BHS recording operating surpluses over the past decade and was a pleasing result given the building activity and ongoing expansion of services.

RECOGNITION

The ongoing strong performance of BHS is a direct refl ection of the work of staff and volunteers, in both clinical and non-clinical roles.

We wish to acknowledge the efforts of staff and volunteers in continuing to ensure that we provide the best possible care for patients and clients in Ballarat and the Grampians region who need our services.

RESPONSIBLE BODIES DECLARATION

In accordance with the Financial Management Act 1994, we are pleased to present the Report of Operations for Ballarat Health Services for the year ending 30 June 2012.

Andrew FaullBoard of Management President

Andrew RoweChief Executive Offi cer

July 31, 2012

BHS took over management of the public dental clinic in Ballarat in 2008. Since then, waiting times for standard appointments have reduced signifi cantly.

A highlight for the year is the planning and scoping for a new dental facility which will comprise 20 dental chairs, including 10 dedicated to teaching, following an agreement reached with La Trobe University’s Dental School based in Bendigo. It is expected this new facility will be completed towards the end of 2013.

OUR BUSINESSES

BHS CATERINGBHS Catering, a business unit of Ballarat Health Services, not only provides meals for public patients and residents in Ballarat Health Services. It also has a commercial catering arm providing Meals on Wheels for the City of Ballarat, fi ve metropolitan Melbourne municipalities, 14 childcare centres and correctional remand centres.

More than 120 staff work in the kitchen and make up a team which has become recognized for quality services which have received an internationally accredited food safety award.

SAFETY LINKSafety Link is a 24-hour Personal Alarm Call Response Service that links clients with family, friends or emergency services in times of need.

The service, which provides Australia-wide coverage, is designed for people who may be at risk due to age, ill-health or a disability and comprises a personal alarm connected through the existing telephone system to highly trained staff at the Safety Link Monitoring Centre.

In late 2011 Safey Link celebrated its 30th anniversary

STATE-WIDE EQUIPMENT PROGRAMThe SWEP, which began in December, 2010, replaced 26 aids and equipment issuing centres that had operated around the state over the past 25 years.

SWEP provides people with a permanent or long-term disability with subsidised aids and equipment to enhance independence in their home, facilitate community participation and support families and carers in their roles.

Programs funded under the State-wide Equipment Program include:

• Domiciliary Oxygen;

• Continence Aids;

• Supported Accommodation Equipment Assistance Scheme;

• Aids and Equipment; and

• Repairs and Reissue.

EUREKA LINENOriginally built in 1979 Eureka Linen provides rental linen to healthcare facilities in an area that stretches from Birchip to Bacchus Marsh.

Ballarat Health Services, Bendigo Health Care Group and the St John of God hospitals in Ballarat and Geelong are Eureka Linen’s largest commercial clients. Other major customers include

d

www.bhs.org.au 11

ORGANISATIONAL CHART

Chief Executive Offi cerAndrew Rowe

Director Foundation and Fundraising - Geoff Millar

Director Governance & Risk Management - Keren Day

Manager, Population Health & Strategic Planning - Tracey Wilson

Manager Media & Communications - Nicholas Higgins

ED Medical Services++

ED Operational

Performance & Improvement

ED Acute Nursing &

Midwifery##

ED Sub Acute&

Community**

ED Residential Services

ED Mental Health Services

ED Finance, Information & Business

Development

ED Corporate Services

ED Human Resources

Philip Reasbeck

RowenaClift

LeanneShea

Wendy Hubbard

SueGervasoni

TamaraIrish

Andrew Kinnersly

StevenJones

TrevorOlsson

• AcuteMedical Staff:

- Surgery

- Medicine

- Critical Care

- O & G

• Medical Administration

• Senior and Junior Medical Staff

• University relationships

- medical

• Medicaleducation

• Research and Ethics

• Medico-Legal

• Mortuary

• Pharmacy

• Pathology

• Infection Control

• Library

• Waiting List Management

• Hospital in the Home

• Outpatient Services

• Activity Planning

• After Hours Co-ordinators

• Centralised Workforce Unit

• Redesign & Improvement

• Acute Nursing Services

• NursingAdministration

• NursingEducation

• Nursing Research

• Sub-Acute Services

• Allied Health

• Allied Health Education

• Community Programs

• Dental

• State-wide Equipment Programs

• NursingAdministration

• NursingEducation

• Nursing Research

• Ballarat East Complex Eureka Village GeoffreyCutter Centre

• QE Centre Talbot Place Bill Crawford Lodge

• Queen Elizabeth Village QE Village Hostel PS Hobson NursingHailey House

• Sebastopol Complex Jack Lonsdale Lodge Jessie Gillett Court James Thomas Court

• CAMHS

- Community Teams

- CAST

- Child & Youth Redesign Project

• Adult Mental Health Services

- Community Teams - Ballarat SE, SW, NE, NW

- Acute Inpatient Services

- Secure Extended Care

- CommunityCare Unit

- Ararat

- Horsham

• Aged Persons Mental Health Services

- Community Team

- Acute Inpatient Unit

- Aged High Level Needs Nursing Home

• Education TeamPsychiatry

• Finance

• Health Information Service

• Information Technology

• Imaging and Breastscreen

• Cardiovascular Suite

• Consulting and Diagnostic Suite

• Data Management and Reporting

• Information Technology Alliance

• Asset & Facility Management

• Engineering

• Supply

• Contracts and Tender Management

• Food Services

• Environmental

• Security

• Safety Link

• Laundry Services

• Switchboard

• Print Shop

• Car Parking

• Human Resources

• Chaplains

• Corporate Education & Development

• Payroll

• OH&S

• Industrial Employee Relations

• Equal Opportunity

• Volunteers

• Emergency Planning and Preparedness

Chief Nursing Offi cer ##Chief Medical Offi cer ++Chief Allied Health Offi cer **

Denotes close and co-operative relationship in respect to the operation of Acute Services.

Effective 8th June, 2011


BOARD OF MANAGEMENT AS AT JUNE 30, 2012

PRESIDENT

ANDREW FAULLBEc, LLB (Hons)Lawyer

Board member since 2011

Term of appointment: 01.07.11 - 30.06.14

Board meetings attended: 11

Board committees:Audit, Executive and Human Resources, Credentials Appeals Tribunal, Medical Credentials and Appointments Committee, Primary Care and Population Health Advisory, Futures,St John of God Joint Liaison.

VICE-PRESIDENT

SUSANNE MCKENZIEBA, DipEd, LLBLawyer




Board committees:Board Executive and Human Resources, Community Advisory, Human Research Ethics, Quality Care.

VICE-PRESIDENT

MARK PATTERSONMBA, Cert Public Relations, Dip. Management

Chief Executive Offi cer,North Ballarat Football Club


Term of appointment: 01.07.10 to 30.06.13


Board committees:Board Executive and Human Resources, Human Research Ethics, Primary Care and Population Health Advisory, Quality Care.

PAUL JANS B Comm, CPA,

Business Manager,Damascus College




Board committees:Audit, Board Executive and Human Resources, Finance.

ROBYN REEVESB SocWk, BA (Psych/Phil), Grad Dip MgmtAssociate Fellow, Australian College of Health Service Executives Member,Australian Institute of Company Directors




Board committees:Audit, Finance, Futures.

VIRGINIA FENELONM.Ed Ballarat, 2002Education and Training Consultant




Board committees:Audit, Medical Credentials and Appointments, Futures, Project Control Group.

CRAIG COLTMAN




Board committees: Community Advisory, Finance, Primary Care and Population Advisory, Quality Care, Futures.

NOEL COXALLAdvisor




Board committees: Community Advisory, Finance, St John of God Joint Liaison, Project Control Group,

Chief Executive Offi cerANDREW ROWE: BHA, MHA, AFCHSE, CHEAppointed June 2003

The Chief Executive Offi cer is responsible to the Board of Management for the effi cient and effective management of Ballarat Health Services. Major responsibilities include the development and implementation of service and strategic planning, the promotion of quality care, optimising fi nancial performance and implementation of human resource strategies. The Chief Executive Offi cer chairs the Executive Staff Council which comprises the senior executive staff of Ballarat Health Services. He provides leadership through collaborative management with staff and consultation with the community. Executive Director - Medical ServicesPHILIP REASBECK: Grad Dip Law, MA, MBBChir, MBA, MD, MRCP, FRCS, FRACS Appointed November 2010

The Executive Director has overall responsibility for medical services including direct service provision and ongoing medical education, pharmacy, medical records, the library, ethics and research as well as professional medical issues. Philip ensures all medical staff have appropriate credentials and actively encourages the placement of medical students at Ballarat Health Services. In conjunction with all the clinical executives, he has an active role developing clinical governance frameworks, embracing clinical risk management and continuous quality improvement.

Executive Director – Residential ServicesSUE GERVASONI: RN, RPN, BN, CertCritCare, MBAAppointed December 2010

The Executive Director has direct operational responsibility for Residential Aged Care Services. This role supports the organization to achieve its strategic goals through the provision of strategic leadership and support for safe and high quality residential aged care services. Key accountabilities include, the monitoring and management of resources, business performance, clinical governance and compliance with legislation and Aged Care Standards.

Executive Director - Mental Health ServicesTAMARA IRISH: RN, RM, RPNAppointed June 2010

The Executive Director is responsible for the full range of psychiatric services provided by Ballarat Health Services within the Grampians Region. These services include child and adolescent, adult, and aged persons mental health services both within the community and as inpatient services. Tamara has professional responsibility for all psychiatric staff. She has a particular interest in the routine delivery of evidence-based ‘best practice’’ treatments to clients and their carers, in the context of a family inclusive, recovery orientated, model of integrated mental health care.

Executive Director – Operational Performance and ImprovementROWENA CLIFT: DipAppScNsg, Ba(Mid), GradCertHlthAdminAppointed May 2009

The Executive Director is responsible for leading the organization on patient access, performance, improvement and service redesign. The role works across the divisions and portfolios in acute and sub-acute services to develop and implement an organization-wide improvement program to ensure BHS responds to current and future needs of the community. The role oversees Outpatients, Medihotel, Transit Lounge, Access Team, Redesign and Hospital in the Home.

Executive Director - Finance, Information and Business DevelopmentANDREW KINNERSLY: BBus, CPA, MBAAppointed September 2010

The Executive Director has responsibility for Ballarat Health Services integrated fi nancial services, including accurate and timely budget reports for the Board of Management and staff. Andrew also has operational responsibility for fi nance, information management, information technology, radiology services, BreastScreen, the Cardiovascular Suite, insurance and taxation systems.

Executive Director - Human ResourcesTREVOR OLSSON: B Bus, AIMM, CAHRI, AFCHSEAppointed October 1999

The Executive Director Human Resources responsibilities include all aspects of strategic human resource management including recruitment, organisational change, payroll, industrial / employee relations, equal employment opportunity, occupational health and safety, chaplaincy services, corporate training and development, volunteer co-ordination and emergency management.

Executive Director - Corporate ServicesSTEVEN JONES: Grad Cert Pub Sec Mgt, AFACHSEAppointment May 2005

The Executive Director Corporate Services has responsibility for engineering and environmental services as well as the business units, BHS Catering, Eureka Linen, and Safety Link. Steven also has responsibility for service planning, capital building and equipment, accommodation and facilities management and development.

Executive Director – Acute Nursing and MidwiferyLEANNE SHEA: RN, Adv Dip Bus MgtAppointed April 2011

The Executive Director provides organisational and professional leadership to contribute to developing and achieving strategic goals, policies, healthcare reforms, budget and quality management of acute nursing and midwifery services at Ballarat Health Services. Major management responsibilities include business, resource management, service planning and provision, and quality improvement and compliance.

Executive Director – Sub-acute and CommunityWENDY HUBBARD: BAppSC(PT), MAppSc(HM), MBA Appointed March 2000

The Executive Director has responsibility for the sub-acute services including rehabilitation, aged care evaluation and palliative care, has responsibility for community-based services, dental services and the nine allied health disciplines. With a special interest and expertise in quality systems she chairs the Clinical Review Panel, has executive responsibility for the Consumer Advisory Committee and supports the Governance and Risk Management Unit in all aspects of their service.

www.bhs.org.au 13

EXECUTIVE TEAM

Andrew Rowe

Andrew Kinnersly

PhilipReasbeck

TrevorOlsson

SueGervasoni

Steven Jones

Tamara Irish

Leanne Shea

Rowena Clift

Wendy Hubbard


OUR PEOPLE

CHIEF EXECUTIVE OFFICERAndrew Rowe BHA, MHA, AFCHSE, CHE

EXECUTIVE SERVICES

Manager, Population Health and Strategic PlanningTracey Wilson DipAppSci, MBA, MPHAA

Director, Foundation & FundraisingGeoff Millar BA, BEd, GradDipEdAdmin, DipTeach, GradCertMgt, MFIA

Director, Governance & Risk Management UnitKeren Day RN,BN,GradDip AdvNsg/WmnHlth, MNursg, DipProjMan

Risk ManagerTrudy Shortal RN, BNGrad Cert CCN, MMgt

Manager, Media and CommunicationsNick Higgins BA, GradDipEnvSt

MEDICAL SERVICES

Executive DirectorPhilip Reasbeck MA, MBBChir, MBA, MD, MRCP, FRCS, FRACS GradDipLaw

Deputy DirectorLinda Danvers MBBS, FRACGP, DipRACOG, MPH AFRACMA AdDipMgt

Manager Junior Medical Workforce UnitHelen Finneran BPhty MBA

Infection Control CoordinatorSue Flockhart RN,BN,MNursing,GradDipMgt&InfectCntrl, DipPrjctMgt, CertIVAss&Tng,RGNC

Clinical and Research Governance Offi cerSusan Shea BAppSc(Pod), PhD, FAAQHC

Medical Education Offi cerTerry Miller, M.Ed PGradCert.Tert.Teach PGradDipEd(Sec) BA DipBus CPA

Internal Medicine Service

Acting Clinical Director Internal MedicineJames Hurley MBBS, FRACP

Physicians

General (Sub-Specialty)Christoph Gatzka MBBS, MD, FRACP

James Hurley MBBS, BMedSci, PhD, FRACP Anthony Kemp MBBS, FRACP Brett Knight MBBS, FRACP John Richmond MBBS, FRACP Wayne Spring MBBS, FRCP, FRACP John Yamba MBBS, FRACP

CardiologistsChristopher Hengel MBBS, FRACP John Stickland MBBS, FRACP, FRACRMJohn van den Broek MBBS, FRACPRomulo Ernesto Oqueli Flores, MD, FRACPRodney Reddy MBChB FRACP

GastroenterologistsMaree Pekin MBBS, FRACPMohammed Al-Ansari MBChB ,FRACPJohn Yamba MBBS, FRACP

NeurologyThomas Kraemer MBBS, FRACP Mandy Lau MBBS FRACP

OncologistsKate Hamilton MBBS, FRACPGeoffrey Chong MBBS, FRACPStephen Vaughan MBBS, FRACPLee Na Teo MBChB, FRCPYen Tran MBBS FRACPHeather Francis MBBS, FRACP

NephrologyJohn Richmond,MBBS, FRACPChristoph Gatzka MBBS, MD FRACP

Clinical Research Co-ordinatorCarmel Goss RN

Sub-Acute Medicine

Clinical Director of Sub-Acute Medicine Joseph Ibrahim MBBS, PhD, FAFPHM, FRACP

Geriatric MedicineMark Yates MBBS, FRACPJohn Hurley MBBS, LRCP, MRCS, RCOG, MRCP, FAFRMKim Tew MBBS, FRACPJudith Adams MBBS, DGM, FRACPPhilip Street MBBS, FRACPRosemarie Shea MBBS, FRACPJennifer Schwarz MBBS, Grad Dip Ed, Grad Dip Pall Med, FRACP (Western Health)Richard Whiting MBBS, FRACP (Western Health)

Christopher Powers BSc MD, FRACPMark Johannesen LLB, MBBS, FRACP (Western Health)

Rehabilitation MedicineRichard Bignell MBBS, FAFRMThomas Kraemer MBBS (Germany), FRACPSusan Hodson MBBS Dip RANZCO&G, FRACGPMichael McDonough MBBS, Dip Clin Tox, MAddSc, FAChAM (Western Health)

Palliative Care MedicineDavid Brumley MBBS, FRACGP, MSC, FAChPMGreg Mewett MBBS, DRCOG, FRACGP, Postgrad Dip Pall Med, FAChP

Surgical Services

Clinical DirectorMatthew Hadfi eld, MB ChB FRCS (Gen)

Clinical Supervisor Advanced Surgical TrainingBruce Stewart, MBBS, FRACS

Surgeons

General:Ruth Bollard MBChB, FRCS(Gen)Peter Denton MBBS, FRACASDavid Deutscher BSc, MBBS, FRACSStuart Eaton MBBS, FRACS Tom Fisher MBBS, FRACS Andrew Lowe MBBS, FRACSBruce Stewart MBBS, FRACSStephen Tobin MBBS, FRACS, CIBGSDaniel Wong MBBS FRACS

Vascular SurgeonsMichael Condous MBBS, FRACSRobert Ventura MBBS, FRCS, FRACS Matthew Hadfi eld, M MB ChB FRCS (Gen)

UrologistsDavid Cook MBBS, FRACSLachlan Dodds MBBS, FRACS Lydia Johns-Putra, MBBS, FRACSRichard McMullin MBBS, FRACSRobert Forsyth MBBS, FRACS

Orthopaedic SurgeonsDavid Mitchell MBBS, FRACSShaun English MBBS, FRACSJohn Nelson MBBS, FRACSMilos Kolarik FRACS PCS, FCS John Dillon MBBS FRACS (Orth)George Bousonis MBBS

Matthias Russ, als Arzt FRACS

Ear, Nose & Throat Surgeons Paul Donoghue MBBS, FRCSMark Guirguis MBBS, FRACSNiall McConchie MBBS, FRACSBridget Clancy MBBS, FRACS

OphthalmologistsDavid McKnight MBBS, FRACO, FRACSMichael Toohey MBBS, FRACO

Facio MaxilliaryGraeme Fowler MDSc, FDSRCPS

Plastic SurgeonRobert Sheen MBBS, FRCS, FRACS

Women and Children’s Health Services

Clinical Director and Head of Obstetrics & GynaecologyPaul Davey MBBS, FRACOG

Gynaecological OncologistTom Jobling MBBS, FRCOG, FRANZCOG, CGO, MD

UrogynaecologistDr Jeanette Lim MBBS, FRANZCOG

Obstetricians and GynaecologistsTorben Iversen MD, ACOG, RANZCOGRussell Dalton MBBS, FRANZCOGDeepika Monga MBBS, FRANZCOG, MD(O&G),DNBEPatrick Moloney MBBS, FRANZCOGMichael Bardsley MBBS, FRANZCOG

Clinical Director and Head of PaediatricsMaurice Easton MBBS, FRACP

PaediatriciansDavid Tickell MBBS, FRACPLouise du Plessis MBChB, FRACPMark Nethercote MBBS, FRACPAdam Scheinberg MBBS, MMed FRACP FAFRMFiona Noble MBBS, FRACPPhilippa Bolton MBChB (Otago) FRACP

Endocrinologist (Paediatric) Christine Rodder MBBS, FRACP

Neurologist (Paediatric)Michael Hayman MBBS, FRACP

Critical Care Services

Chairman of Critical Care and Director of Emergency DepartmentJaycen Cruickshank MBBS, FACEM

Labour CategoryJUNE

Current Month FTE*JUNE

YTD FTE**

2011 2012 2011 2012

Nursing 971.00 1139.20 967.03 1042.72

Administration and Clerical 405.13 432.94 387.68 428.36

Medical Support 213.56 221.34 211.19 226.77

Hotel and Allied Services 308.46 321.84 347.90 328.97

Medical Offi cers 25.03 28.52 27.47 26.68

Hospital Medical Offi cers 117.93 105.28 114.69 122.97

Sessional Clinicians 32.62 34.69 31.61 32.18

Ancillary Staff (Allied Health) 196.98 219.83 195.55 216.48

Dental offi cers 4.79 5.83 5.76 5.34

Other dental Clinicans/Specialist 4.67 3.43 4.52 4.32

Number of employees occupying full, part time and casual position at 30/6/2012 is 3726.

SENIOR STAFF

www.bhs.org.au 15

Director of AnaesthesiaFred Rosewarne MBBS, FANZCA

Deputy Director of AnaesthesiaElizabeth Bashford MBBS, FRANZCA

Supervisor of Training in AnaesthesiaMichael Shaw MBBS, FRCA, FANZCA

AnaesthetistsDeas Brouwer MBBS FRANZCABruce Christie MBBS, FANZCA Richard Connell MBChB, FANZCAGraeme Clarke MBBS, FANZCAErika Dutz MD FANZCAMichael Farrell MBBS, DRCOG, FFARCSRob Gazzard MBBS, FANZCA, FFICANZCA Greg Henderson MBBS, FANZCAGreg Hughes MBBS, FANZCATony Keeble MBBS, FANZCACraig Mitchell MBBS, FRANZCA John Oswald MBBS FRANZCARoss Phillips MBBS, FANZCARobert Ray MBBS, FANZCA Angus Richardson MBBS, FANZCASanjay Sharma MBBS. MD Michael Shaw MBBS, FRCA, FANZCANeil Shorney MBChB, FRCAMark Tuck MBBS, FANZCAMichael Whitehead MBBS, FANZCAJeyanthi Kunadhasan MD, FANZCAJason Thomas MBBS, FANZCA

Director of Intensive CareTony Sutherland MBBS, FANZCA, FFICANZCA

Deputy Director of Intensive CareRob Gazzard MBBS, FANZCA, FFICANZCA

Anaesthetists/IntensivistsBruce Christie MBBS, FANZCADoug Paxton MBB, FANZCA Greg Henderson MBBS, FANZCARobert Ray MBBS, FANZCA Craig Mitchell MBBS, FANZCA Angus Richardson MBBS, FANZCA

Emergency Medicine

Director of Emergency Medicine Jaycen Cruickshank MBBS, FACEM

Deputy Directors of Emergency MedicineHeather Crook MBBS, FACEMPauline Chapman MBBS, FACEM

Emergency PhysiciansNigel Beck MBBS, FACEMDavid Bruce MBBSAndrew Crellin MBBS, FACEMMark Hartnell MBBS, FACEMMark Harris MBBSAmanda Lishman MBBS, FACEMVince Russell MBBSSpiro Tsipouras MBBS, FACEMAmanda Wilkin MBBS, FACEMMichael Veal MBBS, FRACGP, FACRRMAlastair Meyer MBBS, FACEM, FCEM, FRCP

Senior Medical Offi cers (Emergency Medicine)Ahmed Alwan MBBSWaad Elias MBBS

Radiology

Director of RadiologyRichard Ussher MBChB, FRANZCR

Radiologists / Nuclear Medicine PhysiciansPaul Walker, MBChB, FRANZCR, DDU, CRCPC, FRCPCIan Revfem, MBChB, FRANZCRDavid (Arthur) McKenna, MBChB, BAO, MBChBGenevieve Flannery, MBBS, BDSc, MDSc, FRACP

Dan Arhanghelschi, MBBS, FRANZCRPeter Lange, FRCR, MRCPKenny Wong, BSC, BMed, MSC, FRACP, ANZAPNM, DDU Jamie Tran (Radiology Registrar) MBChB

Dorevitch Pathology

PathologistsAlan Jones MBBS, FRCPAStephan Warwyk BSc, MBBS, PHD, FRCPA

Laboratory ManagerMichael Phyland BAppSc

Forensic MedicineAnthony Roberts MBBS, FRCPA, FRC(Path), MIAC Charles Harpur

PHARMACY

DirectorAaron Fitzpatrick BPharm, GradCertMgt, MSHP

Deputy DirectorDaniel Guidone BPharm, MClinPharm, MSHP (to January 2012)Jaclyn Baker BPharm, MPublicHealth, GradCertMgt, MSHP, MPS (from February 2012)

LIBRARY

ManagerGemma Siemensma, DipLIS, CertIVAss&Tng, BA(LIS), MAppSc(LIM), Member of Professional Association AALIA

OPERATIONAL PERFORMANCE AND IMPROVEMENT

Executive DirectorRowena Clift RN, DipAppSci(Nsg), BANsg(Mid) ,GradCertHlthAdmin, AFCHSE

Coordinator of Transit Lounge & Medi-HotelSylvia Mitting RN,RM, DipFrontlineMgt

Coordinator of Hospital in the Home Trish Twaits RN, RM, GradDipAdmin, StomalTherapist, MRCNA,

Redesign and Improvement DirectorAnton Freischmidt RN, BScBE(Biomed)

Cardiac Clinical FacilitatorSally Kruger DipAppSci(Nsg), BaNsg, GradCertCritlCare

Access ManagerMargraret O’Neill BN, GradDipMgt

Services Development Offi cerLee-Anne Sargeant BA.DipAud

Specialist Clinics NUMNarelle Basham RN, RM, BN, GCertNurs(Periop), PDipMid, DipPM, CTAA

HUMAN RESOURCES

Executive DirectorTrevor Olsson BBus, AIMM, CAHRI, AFACHSM

Deputy Executive Director / Employee Relations ManagerKevin Stewart BAppSc(PT), GradDipErg

Contracts and Remuneration ManagerRod Beaumont FIPA

Manager – Occupational Health and SafetyTim Reinders GradDipOHM, CPMSIA

Acting Payroll Services ManagerAdam Pegg BPsych

Senior Human Resources Consultant – Learning & Development (Non Clinical)Megan Ali BMgt(HR/Marktng), CertIVTAA, MAHRI

Senior Human Resources ConsultantLeah Shillito BA, GradDipBus(HRM)

Senior Human Resources ConsultantAngela Turley BBus(HR/Marktng), CertIVTAA, DipProjMgt, MAHRI

Senior Human Resources ConsultantMaree Baker GradCertHRM, AdDipM(HRM) DipBusHR, CertIVOHS, CAHRI

Manager: Emergency ManagementDon Garlick ADOBM, GradDipCritCare, CritCareRN, CertIVTAA, CertIVFireTech

Pastoral Care CoordinatorJohanna Niedra TPTC, GradCertGrie&LossC

Volunteer and Work Experience CoordinatorSue Jakob DipTeach(Prim), GradDipEd(Lit), CertIVTAA

MENTAL HEALTH SERVICES

Executive Director Tamara Irish RN, RM, RPN

Director of Clinical ServicesAbdul Khalid (A/Prof) MBBS, FRANZCP, MD(Psych), CCST

Consultant PsychiatristsRajul Tandon MBBS, MD(Psych)Ram Singh MBBS, MD(Psych) M.Sc ( IPAS)Manisha Mishra MBBS, MD(Psych)Vinit Mathur MBBS, DPM, MD(Psych)Ramesh Chandra MBBS, MD(Psych)Sonia Ghai MBBS, DPM(Psych), DNB(Psych)David Barton MBBS(UNSW), FRANZCP, MRACMARichard Kefford MBBS, FRANZCP, CertAccTrng C&APsych, (RANZCP)Dr Rajnarayan Mahasuar MBBS, MD (Psych)Dr Olorunyomi Olowosegun, MBBS, Fellow in Psychiatry (Nigeria)

Service Managers

Clinical Manager North Ballarat Adult Mental Health Services Ross Evans BA, M Psych

Clinical Manager South Ballarat Adult Mental Health ServicesIan Edgar BAppSci(OT)

Clinical Manager Wimmera and Southern Mallee Mental Health ServicesJanice Chalmers RGN RMN

Clinical Manager Ararat/Stawell Mental Health ServicesMichael Fryar RPN, BAppSc(NsgAdmin), GradDip(PsychNsg),

Clinical Manager (Acting) Infant & Child Mental Health ServicesDr Julie Rowse BOT (Hons), PhD

Clinical Manager Youth Mental Health ServicesDr Julie Rowse BOT (Hons), PhD

Clinical Manager Aged Persons Mental Health Services - CommunityKevin Harris RN, RPN.

Clinical Manager Secure Extended Care UnitColleen Fryar RN, RPN

Clinical Manager Aged Persons Inpatient Mental Health Services Jane Lockhart RPN, BN, RN, Grad Cert Gerontology

Clinical Manager Community Care UnitBrendan Thomas RPN, Grad Dip CBT

Clincal Manager Adult Acute Inpatient UnitMarice O’Brien RN, RPN

Manager Education, Training and Professional DevelopmentJulia Hailes MEd, PhD

Manager Quality and SafetyWendy Borowiak MBA

Executive Director Acute Nursing & MidwiferyLeanne Shea RN, AdvDipBusMgt, DipProjMan

Director of Nursing - Business & Service DevelopmentKym Peter RN, RM, BBus(Eco), GradCertHEcon, MHthSc, CCRN, PICNC, CertHlthMgt, Cert IVAss&Tng, GradCertAdvNsg, MCN (From October 2012)

Director Clinical Education & Practice DevelopmentDenielle Beardmore RN, MEd, GradDipEdT, GradDipAdvClinicalNsgOnc/PallCare, BN, DipHlthSci, CertIVAss&Tng, DipProjMan, MRCNA

Director of Nursing - Medical & Critical Care ServicesAngie Spencer RN, GradDipBus(e-Bus&Mkg)

Nurse Unit Managers

4 South/Day Oncology:Louise Taylor RN, DipN, BN, CertCritCare, CertHlthSrvMgt, DipBus, DipBus(HR)

4 North: Vicki Thomas RN, BN, CertHlthSrvMgt

Dialysis UnitCatherine Thomas RN, BN, CertHlthSrb Mgt

Emergency DepartmentPhil Catterson RN, BN, CCRN, MBA, CertIVProjMan

Critical Care UnitAndrew Thomas RN, BN, CertCritCare, CertIVAss&Tng

Endoscopy UnitSandra Holt RN

Cardiovascular SuiteFiona Greig RN, BN, CertCritCare (from October 2011)

RadiologyMargaret Grundell RN, RM, CertEmgCare

Donation Nurse SpecialistJoanna Forteath, RN, BN, PostGradDip AdvClnclNsg- EmgStrm

Director of Nursing - Women’s & Children’s ServicesTerri Antonio RN, MaMment, Dip C.Psy, GradCertNsg, Cert IV ProjMment, Cert IV FL Mment, Cert IV TAE

Nurse Unit Managers

Maternity Clinical ServicesKym Peter RN, RM, BBus(Eco), GradCertHEcon, MHthSc, CCRN, PICNC, CertHlthMgt, Cert IVAss&Tng, GradCertAdvNsg, MRCNA, MCN (to October 2011)Carolyn Robertson RN, RM, Dip.App.Sci. (Nursing), Ba Nsg, Post Grad.Dip. Midwifery (from November 2011)


Maternity Outpatient Services Sue McRae RN, RM, Grad.Dip.Comm.Hlth, MBA, Cert. Neonatal Intensive Care

Special Care NurseryNicole Stevens RN, BN, PostGradDipNsg (Gerontology), CertWndMan, PostGradDipNsg (Midwifery), Level 2 Neonatal Nursing Course, Cert Neonatal Intensive Care

Paediatric & Adolescent UnitClinton Griffi ths BN, PostBasicPaedNsg, DipBusFrontMan

Clinical Nurse Consultants

Wound Management/Stomal Therapy/Breast Cancer SupportMarianne Crowe RN, BN (PostReg), DipAppSciNsg, CertStomalTherapy

Wound Care TeamMatt Squire RNDonna Nair RN

Pain ManagementLouise Humble RN, GradDipAcuteCareNsg, ICU/CCUCert, MRCNA, GradDipSciMed(PainMgt)

CognitionMichelle Morvell RN, RPN, BN, CertIVAss&Tng

Diabetes EducationBarbara White RM, CDE, CertMid, Cert CritCare, BchHlthSci(Nsg), GradDip Adult Ed & Training, Cert IV WAT, Grad Cert Diabetes Ed.Ben Mudford RN, CDE GradCert Diab Ed, CertIVAss&Tng.Anne Harvey RN, CDE, GradCert Diab Ed, AccNrseImmunisor.Ann Morris, RN, CDE, CPT, Cert Clinical Teaching, GradCert Diab Ed.Judy Hatcher RN, CDE, Grad Cert Diabetes Edu, Cert IV WAT

McGrath Breast Care NurseFiona Reeves RNSue Bartlett RN, Grad Cert in Cancer & Palliative Care, Cert IV in Workplace Training & Assessment, Cert in ICU/HDU.

Director of Nursing - Surgical ServicesJoy Taylor RN, CertPeriopNsg, GradDipMgt, MRCNA

Nurse Unit Managers

Operating Suite:Bernice Anderson – RN, CertPeriopNsg (to October 2011)Bernadette Luka – RN GradDipPeriop, GradDipHealthAdmin, GradCertEducation, ProfCertHealthSystemsMan (from November 2011)

Perioperative and Day Procedure Unit: Loraine Hoiles RN, BN(PostReg)

CSSD: Denise Jackson RN, BN(PostReg), GradCertInfctnCntrl, MRCNA

3 North:Annette McFarlane RN, GradDipBusMgt, Grad Dip HM

3 South: Nicole Snibson RN GCertDiabEd

2 North: Danelle Klein RN, BN, GradCertOrthoNsg

RESIDENTIAL SERVICES

Executive Director Residential ServicesSue Gervasoni RN, RPN, BN, CertCritCare, MBA

Director of Nursing - Ballarat East (and Ballarat Central until January 2012)Judith Bloomfi eld RN, CertHlthMan, DipBusMgt (to January 2012)Raylene Fresle RN, Grad DipHlthSci, AdvDipBusMgt (from February 2012)

Facility Managers

Ricky Relouw RN, BN, GradDipIT, AdvDipBusMgt, CertIVAss&Tng (to March 2012) Eileen Booth RN, RPNPsych, FamTh, CertDev Psych (from May 2012)

Bill Crawford LodgeBeverley Adams RN, BN, RM, CertGeron, AdvDipBus

Geoffrey Cutter Wendy Burgener RN, GradCertTertEd, DipMgt, DipProjMgt, MHlthSci(Ed), CertIVAss&Tng (to April 2012)

Eureka Village HostelLee Prentice RNDiv2End

Director of Nursing - Queen Elizabeth Village & Hailey HousePat Erwin RN, RGNC, BN, GradCertMgt, MRCNA

PS HobsonShirley Madden, RN, PBGNCHeather George, RN, BN, BBGNC, GradDipMid, CertIVAss&Tng

WB MesserSue Hall RNDiv2End, GradCertMgt (to March 2012)Danielle Fisher RN, BN, GradCertNsgPaeds, GradCertNsgMtlHlth (Acting)

Hailey HouseLinda Newby RN, GradDipMidwifery, GradDipRehabNsg, CertIVOH&S, CertIVAss&Tng

Director of Nursing - Sebastopol Complex (and Ballarat Central from February 2012)Mick Kirby RN, BAppScNsg, Grad. DipBusMgt, CCRN, DipProjMan, MRCNA

Jack Lonsdale LodgeJenny Relouw RN, PostGradGerJacqui King RN, BN AdvDipBusMgt

James Thomas Court and Jessie Gillett Court Raylene Fresle RN, Grad DipHlthSci, AdvDipBusMgt (to January 2012)Geoffrey James RN, RPN, BN (from March 2012)

CORPORATE SERVICES

Executive DirectorSteven Jones GradCertPubSecMgt, AFCHSE

Director, Major Projects & InfrastructureChristopher Lockett OH&SAppSci, GradDipBus

Manager, FacilitiesBob Pickard BEng(Mech)Hons

Manager, BHS CateringRussell Hardy GradCertMgt, CertIV(FoodTech), PTC, MIHHC

General Manager, Safety LinkSteven Bruechert AdvDipCS, DipMgt/Bus, CertIVTAA, CertIVWT&A,CertIVGovt, MRN, SEN

Manager, Eureka LinenBob Maslin, TRLAV

Manager, Environmental ServicesDon Colbert GradCertMgt

Manager, SupplyRussell King MAHSPO, MCIPSA

Security ManagerRobert Dekleva GradDipSocSci(SecMgt), CertIII(Sec)

SUB-ACUTE AND COMMUNITY

Executive DirectorWendy Hubbard BAppSc(PT), MAppSc(HM), MBA, AFCHSE, CPE

Director of Nursing Sub-acute ServicesMeredith Theobald RN, RPN, BN, GradCertNsg(MentHlth), CertRehabNsg, MRCNA

Nurse Unit Managers

Inpatient Complex Care (Jim Gay Unit-GEM)Mary Cranage DipAppSc(Nsg), BAppScNsg, GrdCertMgt, GrdCertGerontology

Gandarra Palliative Care UnitMaree Kewish RNDiv1, BAppSc(Nsg), MPrimHlthCare(Pall Care)

Inpatient RehabilitationOlivia Johnstone RN, CertRehabNsg

Sub-Acute Medicine

Clinical Director of Sub-Acute Medicine Joseph Ibrahim MBBS, PhD, MRACMA, FAFPHM, FRACP

Consultant PhysiciansMark Yates MBBS, FRACPJudith Adams MBBS, DGM, FRACPRosie Shea MBBS, FRACPPhilip Street, MBBS, FRACPMark Yates MBBS, FRACPThomas Kraemer MBBS, FRACP

Rehabilitation SpecialistsRichard Bignell MBBS(Hons) FAFRMSusan Hodson MBBS FRACGP

Palliative Care SpecialistsDavid Brumley MBBS, FRACGP, MSC, FAChPM Greg Mewett MBBS, FRACGP, FAChPM

Dental Services

Manager Dental Services Tracey Wilson DipAppSc(DenThrpy), MBA, MPHAA

DentistsDr Iven Affl eck BDS Dr Pallavi Mishra BDS, ADC, MDSC Dr Petrus Niehaus BDS, ADC (resigned June 2012)Dr Preeti Grover BDSDr Nidhi Tandon BDS, ADC Dr Ritu Garg BDS, ADCDr Giselle Henning BChD, DipOdontDr Hoang Nguyen BDS (resigned March 2012)Dr Kevin Tan BDS (commenced March 2012)

Dr Ronald Chan BDS (commenced April 2012)

Allied Health

Clinical Manager DieteticsMeredith Atkinson BAppSc(Nut), GradDipDiet, MPH

Clinical Manager Exercise TherapyKerry Walsh BEd(PE)

Clinical Manager Occupational TherapyMichele Pearson BAppSc(OT), GradDip(HSM)

Clinical Manager PhysiotherapyGeorgie Kemp BAppSc(Physio), MPhysio

Clinical Manager Podiatry Margaret Dawson BAppSc(Pod), GradDip(Pod), MBA

Clinical Manager Prosthetics/OrthoticsMichelle Oliver BAppSc(P&O), DipBusMgt

Clinical Manager PsychologyKylie McKenzie BA(Hons), MPsych(Clinical), MCCP, MAPS

Clinical Manager Social WorkCatherine Ludbrook BA, BSW

Clinical Manager Speech PathologyAcushla Thompson BAppSc(SP), GradCert(Mgt), MSPAA, CPSP

Coordinator, Allied Health Quality and SafetyCathy Caruso BAppSci(OT), GradDipHlthSci(HEd), MAAOT

Community

Manager, Community ProgramsMichelle Veal RN, BA(Nsg), GradCert(BusAdmin) DipPrjMgt

Manager, Aged Care Assessment ServicesGary Humphrey BA(HonsSW) AdvDipBusMgt, ACRACS (AdvCertResi&CommServ)

Manager, Carer’s ProgramsCheryl Hines DipWelf, AdvDipBusMgt

Manager, Hospital Admission Risk ProgramLinda Govan RN, GradDip(NsgMgt), MHA, MPH

Manager, LinkagesNick Grakini BHlthSci(OT)

Manager, Planned Activity GroupsJan Stewart BAppSci(PE), GradDip(HlthSci)

Manager, Rehabilitation in the Home and Transition Care ProgramRoslyn McIntyre RN, BNPostReg DipPrjMgt

Advanced Continence Nurse Specialist, Grampians Regional Continence Service Shirley Whitaker RN, BN, CertContProm, Grad.CertHealth,

Manager, Grampians Regional Palliative Care TeamJade Odgers RN, GradDip(PallCare), GradDip(Psych), GradDipMgt, CertIVWrkPlAss&Tng, DipPrjMgt, GradDipFrontMan

Manager, Post Acute Care and Central IntakeHelen Jarvis RN, RM, BN, GradCertMgt, MRCNA

Allied Health Ambulatory Care Coordinator Catherine Chibnall B(OT), MHlthSci

Domiciliary Services CoordinatorMargaret Dawson BAppSc(Pod), GradDip(Pod), MBA

Quality CoordinatorKate Wise BA(HonsPsyc), DipPrjMgt

FINANCE, INFORMATION AND BUSINESS DEVELOPMENT

Executive DirectorAndrew Kinnersly BBus, MBA, ACHSE, AHSFMA, CPA

Deputy DirectorMick Smith BCom, AHSFMA, CPA

Director Radiography and Diagnostic ServicesRichard van Dreven MISRRT, MIR, DipAppSc(MedRadtn), GradDipAdmin

Director Information ManagementKate Nolan MBA, BHlthInfoMgt

www.bhs.org.au 17

ORGANISATION PERFORMANCE

Part A: Strategic priorities for 2011-2012

STATEMENT OFPRIORITIES

STRATEGIC PRIORITY DELIVERABLES OUTCOME

Ensure health care is provided in the most clinically effective and cost-effective environments.

1. Services provided by Ballarat Health Services and other health services demonstrate enhanced integration and referral patterns to improve the client journey.

By 2012 community-based programs will have a single point of entry.

2. Pre and post-admission non-bed based care has reduced the length of stay (LOS).

1. All Community Program referrals and 22 Allied Health programs are currently processed by the single point of access

2. Length of Stay was reduced following a review. Implementation of changes resulted in 100% of Priority 1 referrals assessed within 48 hours.

Development of regular complex case meetings across BHS sites.

Our Hospital Admissions Risk Program (HARP) provides care co-ordination for patients with chronic disease and/or complex psychosocial issues who are at risk of frequent inpatient admission or Emergency Department presentation. The program supports people living in the community, improves self-management and coping mechanisms and provides access to support services.

Reduce and prevent unnecessary hospital admissions by promoting the provision of care in community settings where appropriate.

A framework exists to identify opportunities for BHS staff and facilities to model health promotion and illness prevention. This includes further enhancement and collaboration with other organizations across the Grampians regional to promote initiatives designed to reduce illness and hospital admissions.

The Primary Care and Population Health Advisory Committee has agreed to act as the governance group in relation to the health promotion plan for BHS and for the partnership work advocating with external agencies.

The health promotion plan provides a framework for internal initiatives in health promotion and also outlines the advocacy work of BHS with its partners.

The Committee is now exploring funding options to implement initiatives to halt and reduce the burden of overweight and obese people in the Grampians community.

Improve care planning and coordination of care for patients with chronic and complex conditions.

Local hospitals are included in the patient journey enabling patients to return to their admitting hospital during the episode of care.

The patient journey includes integration of services.

The Emergency Department and the Operational Performance and Improvement Directorate have met with sub-regional hospitals to discuss inter-hospital transfers, BHS Hospital Demand Management response and the desire to ensure timely transfer of patients back to referring hospitals. The introduction of an inter-hospital transfer form also creating opportunity to improve performance.

Continuation of Rural patient Initiative program for elective surgery with increased service provision through Maryborough District Health Service.

Review of Health Reform targets including National Emergency Access Targets (NEAT) and National Elective Surgery Targets.

Development of a service plan for Residential Aged Care.

Participation in Health Round Table and membership in Advisory Board International.

Development of Ortho-geriatrics proposal to enhance service delivery to fractured neck or femur patients.

Implementation of a clinical pathway for hip and knee replacement and day case tonsillectomy.



Enhance the ability of individuals and families to make decisions that improve their health status and reduce the risk of ill-health by improving health literacy.

Illness prevention is incorporated into all patient interactions across BHS to improve patient information and education in managing their own health and wellbeing.

BHS agreed to take part in a University of Ballarat student evaluation to determine the health literacy of patients. This is the fi rst step in understanding the tools and resources required to assist patients in managing their own health and wellbeing.

Work with Dental Health Services Victoria to improve the model of care and increase productivity.

Work towards general dental care being provided within the State average timelines to maintain and support improved oral health for the eligible community.

The new funding formula and 2011/12 budget have been implemented. Appointment scheduling changes have enabled the clinic to accommodate additional ‘emergency’ appointments and achieve a positive fi nancial result. A one off allocation of additional funds has allowed longer waiting denture patients to receive Victorian Dental Service vouchers.

Collaborate with private dental providers to assist BHS to meet the demand for public dental services.

Regular dialogue and meetings occur with private dental providers.

Work across the region within the Oral Health Network is continuing with greater collaboration including the private dental sector and universities.

Planning for a new 20-chair public dental clinic in Ballarat is continuing.

Embed the provision of community-based mental health services. Enhance and develop Mental Health Services integration across BHS to ensure patient-centred care.

Further develop links with external mental health service providers.

Community-based mental health services are enhanced and provide patient-centred care and service delivery as evidenced by attainment of the required targets and satisfaction of clients and their families.

Mental Health Services (MHS) structures have been reconfi gured to place an emphasis on early detection and treatment services.

Competency based management program continues to be embedded throughout MHS.

Psychosocial research opportunities have been enhanced.

Improved relationships with Alliance members including Wimmera Uniting Care, Centacare, Grampians and Ballarat Community Health Centres have assisted engagement in the PDRSS sector.

Improve responsiveness to the mental health needs of the indigenous community.

Satisfaction surveys completed by members of the indigenous community indicate access to mental health services enhanced.

The rollout of the Ballarat and District Aboriginal Cooperative (BADAC) protocols to enhance Indigenous access are continuing.

Monthly carer meetings have been established in the region specifi cally targeting Indigenous families.

Ensure all redesign initiatives result in immediate, actionable service improvements.

Redesign initiatives are implemented to improve service delivery and improve access and effi ciency across BHS to address demand within funding allocation requirements.

Completion of ED to ICU in four hours project has resulted in a 25% reduction in the LOS for Cat 1 patients transferring to ICU.

Completion of orthopaedic redesign project has reduced the LOS for unilateral orthopaedic elective hip / knee replacement cases by one day. The range of brands and types of prosthesis utilised have also been refi ned. A unilateral hip and knee replacement pathway is now in development.

Completion of Cardiovascular Service Project including the commissioning of the service with a staged approach to minimise service disruption.

Develop and implement appropriate fi nancial strategies, revenue options and cost containment initiatives aimed at ensuring ongoing fi nancial sustainability as well as meeting the growing demand for clinical services.

BHS continues to balance budget allocations to meet current demand and consider future growth while also achieving SoP targets.

Cost saving and revenue generating initiatives continue to be implemented across the organisation. The most signifi cant benefi ts have been realised from:

• Reconfi guration of Sebastopol Aged Care Services.• Reduced rostered overtime.• Reduced levels of casual staff usage.• Re-tendering Pathology Services.

Revised business management model, resulting in increased budget awareness, understanding and accountability.

www.bhs.org.au 19


Enable the clinical leadership group to maximie understanding and involvement in fi nancial management to achieve effi ciency in patient care informed by clinical data.

Patient care is considered and delivered with a thorough understanding of the fi nancial impact and performed by clinical data.

Creation of a new business management model has signifi cantly strengthened the link between key clinical stakeholders, general management and the BHS Finance function. From this, we have seen far greater understanding of the cost versus benefi t of key clinical decisions and business cases

BHS has increased its level of resource allocation in Clinical Costing and KPI reporting, and has invested in memberships in both the Health Round Table and the Health Advisory Board.

Review best practice in innovative company cultures and foster innovation advocates.

Developing innovative practice is a key responsibility for managers across BHS creating a culture which is supportive of new ideas and processes to improve patient care.

An Executive Staff Council Improvement Committee has been established which meets monthly, and has focused on fostering the following innovative changes over the past six months:

• A review of the Diabetes Management framework• A review of the Observation Response chart• A six-Pack Falls Project• A Surgical Services review

The implementation of a new Cardiovascular Suite.

Engage BHS Futures Committee/Innovation Council and review recruitment strategies to refl ect the above.

BHS Futures Committee is sustained and encourages innovative thinking across BHS.

The Futures Committee has focussed on the issue of environmental sustainability and its impact on the delivery of health services. A sustainability forum planned in partnership with the University of Ballarat was held in July 2012.

In addition, the committee is exploring the impact of a signifi cant housing development in Ballarat West and its impact on the location and positioning of health services into the future.

Develop leadership programs to emphasise innovative practice.

Leadership programs support and emphasise innovation across BHS.

Two major Leadership programs have recently been completed:

• Residential Manager Training• An Advanced Diploma of Management in conjunction with the

University of Ballarat (26 BHS staff completed this qualifi cation).

BHS has supported at least one staff member to undertake the Leadership Ballarat and Western Region (LBWR) program each year.

Incorporate risk management strategies, quality improvement and redesign processes in all areas of service delivery, strategic and business planning, with education provided as required.

An education program exists and is evaluated, to ensure that risk management, quality improvement and redesign processes are included in planning across BHS.

Risk Management• External Review of the Risk Management Framework conducted

by VMIA in October 2011. Final report and recommendations received February, 2012 and are to being considered by appropriate Board Committees.

• Nurse Managers Risk Management Survey completed and evaluated.

• Risk Management training for NUMs and ANUMs• Risk Management training provided to new clinical and corporate

managers and for all new medical staff.• Patient Safety Walk rounds commenced in February 2012.

Clinical incident Management education/ Victorian Health Incident Management System (VHIMS) training is conducted: • Monthly VHIMS training sessions available and Nursing orientation

to VHIMS bi-monthly Quality Improvement• Development and delivery of a three part clinical audit workshop

with post workshop evaluation. • Introduction of RISKMAN Q anticipated by March 2012.• Development of a new Governance Documentation System

2012 Plan• Governance and Risk Management Unit (GARMU) has a quarterly

education session on the Professional Development calendar • GARMU to provide sessions in 2012 at Medical Grand round • Evaluation of VHIMs KPI’s will be conducted in 2012.

GARMU is currently developing an education calenda.


Part B: Performance priorities

FINANCIAL PERFORMANCEOPERATING RESULT TARGET 2011-12 ACTUALS

Annual Operating result ($m) Break even $214,000

CASH MANAGEMENT/LIQUIDITY TARGET 2011-12 ACTUALS

Creditors 60 days 40

Debtors 60 days 43


Implement open disclosure and transparency systems and processes across BHS.

Open disclosure teaching and training continues to be implemented across BHS as needed to ensure patients are informed of their care outcomes including when adverse events occur.

Governance Documents including protocol and policy ratifi ed and included in the system. These documents form part of orientation package for all new doctors and interns.

Online Open Disclosure training became available to all BHS staff in March 2012, with an evaluation of the usage to be conducted prior to the Periodic Review scheduled for October 2012.

www.bhs.org.au 21

SERVICE PERFORMANCEWIES ACTIVITY PERFORMANCE TARGET 2011-12 ACTUALS

WlES (public and private) performance to target (%) ± 2% 2.89%

ELECTIVE SURGERY TARGET 2011-12 ACTUALS

Elective surgery admissions – quarter 1 1,200 1,263




CRITICAL CARE TARGET 2011-12 ACTUALS

No. of days below lCU minimum operating capacity 0 2

QUALITY AND SAFETY TARGET 2011-12 ACTUALS

Health service accreditation Full Full

Residential aged care accreditation Full Full

Cleaning standards Achieved Achieved

Submission of data to VICNISS (%) Full Full

VICNISS Infection Clinical Indicators No outliers No outliers

Hand Hygiene Program compliance (%) 65% 76.7%

SAB rate (OBDs) 2.0 Achieved

Victorian Patient Satisfaction Monitor (VPSM) 73 77.4

MATERNITY TARGET 2011-12 ACTUALS

Postnatal home care 100% 99.5%

MENTAL HEALTH TARGET 2011-12 ACTUALS

28 day readmission rate (%) 14 8.7

Post-discharge follow-up rate (%) 75% 66.9

Seclusion rate (OBDs) (per 1,000 BD) 20 14.2

Continued on page 22.


ACCESS PERFORMANCE TARGET 2011-12 ACTUALS

Percentage of operating time on hospital bypass 3% Not applicable

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

80% 73.2%

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

80% 85.3%

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

0 1

Percentage of Triage Category 1 emergency patients seen immediately

100% 100%

Percentage of Triage Category 2 emergency patients seen within 10 minutes

80% 79%

Percentage of Triage Category 3 emergency patients seen within 30 minutes

75% 81%

*Emergency KPI’s are to be reported at hospital level, NOT Health Service level.

ELECTIVE SURGERY TARGET 2011-12 ACTUALS

Percentage of Category 1 elective patients admitted with in 30 days

100% 100%

Percentage of Category 2 elective surgery patients waiting less than 90 days

80% 59.1%

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

90% 73.7%

Number of patients on the elective surgery waiting list 1,500 1,228

Number of Hospital Initiated Postponements (HiPs) per 100 scheduled admissions

8 7.5

Continued from page 21.

www.bhs.org.au 23

Part C: Activity and Funding

ACTIVITYWeighted Inlier Equivalent Separations (WIES)

2011-12 ACTIVITY ACHIEVEMENT

WIES Public

WIES Private

Total WIES (Public and Private)

WIES Rural Patient Initiative

WIES Renal

WIES DVA

WIES TAC

WIES TOTAL

19,526

4,352

23,878

135

330

238

248

24,828

SUB ACUTE INPATIENT

CRAFT

Rehab L1 (non DVA)

Rehab L2 (non DVA)

Rehab - Paediatric

GEM (non DVA)

Palliative Care - Inpatient

Transition Care (non DVA) – bed day

Restorative Care

Rehab 2 - DVA

GEM -DVA

Palliative Care – DVA

248

1,581

1,281

432

14,364

2,130

9,969

N/A

157

508

133

AMBULATORY

VACS – Allied Health

VACS - Variable

Transition Care (non DVA) - Homeday

SACS – Non DVA

SACS - Paediatric

Post Acute Care

VACS – Allied Health - DVA

VACS - Variable - DVA

SACS - DVA

Post Acute Care – DVA

12,996

45,499

5,600

23,309

454

1162

3

35

452

7

AGED CARE

Aged Care Assessment Service


3,419

164,807

MENTAL HEALTH

MH – Inpatient

MH – Ambulatory

622

69,838

COMMUNITY HEALTH/PRIMARY CARE

Community Health - Direct Care 8,775


REPORTING REQUIREMENTSAND GENERAL INFORMATION

APPLICATION OF MERIT AND EQUITY

We are an equal opportunity employer and ensure open competition in recruitment, selection, transfer and promotion.

Employment decisions are based on merit and without consideration gender, marital status, age, pregnancy, disability, race, religious or political beliefs or activities, or on the grounds of being a parent, childless or in a de facto relationship.

Our people are treated fairly and reasonably and provided with redress against any unfair or unreasonable treatment.

EX-GRATIA PAYMENTS

We did not receive any ex-gratia payments during 2011-2012.

FREEDOM OF INFORMATION REQUESTS

Ballarat Health Services complies with the Victorian Freedom of Information Act 1982 (FOI). Since 2008 we have received to the following number of requests:

YEAR NUMBER OF REQUESTS

2008 215

2009 375

2010 392

2011 408

2012 464

BUILDING ACT 1993

Ballarat Health Services complies with building standards and regulations. All buildings constructed after July 1994, have been designed to conform to the Building Act 1993 and its regulations, as well as meet other statutory regulations that relate to health and safety matters.

All buildings have been issued with occupancy permits and all building practitioners engaged by Ballarat Health Services are required to produce evidence of current registration on commencing a project, as well as evidence that their registered status will be maintained throughout the year.

CONSULTANCIES

Ballarat Health Services engaged the following consultancies in 2011-2012 at an individual cost in excess of $10,000.

They were Health-E Workforce Solutions, $17,100; Visasys, $12,320; and Drewery Lane Consulting, $12,000.

In 2011-12 two consultancies were engaged, where the fees payable to the consultants totaled $2,255

NATIONAL COMPETITION POLICY

Ballarat Health Services complied with all government policies regarding competitive neutrality with respect to all tender applications.

www.bhs.org.au 25

CONTRACTSWHISTLEBLOWERS’ PROTECTION

We abide by the Victorian Industry Participation Policy Act 2003.In 2011/12 there was one contract continued by Ballarat Health Services under this act.

The contract was:

• The Ballarat Regional Integrated Cancer Centre development project, to the value of $55 million. This project proposes the use of more than 65% local content and created for 2011/2012 10.5 additional EFT and for 2012/2013 and the remainder of the contract a forecast additional 70 EFT.

In 2011/12 there were three projects completed by Ballarat Health Services under this act.

The contracts were:

• The Maternity Outpatients relocation to the undercroft of the Bolte Wing and the relocation of Special Care Nursery to Level 5 West Wing

• The construction of a coronary catheterisation laboratory (Cardiovascular Suite)

• • The development and refurbishment of the Special Care Baby Unit, the unit was relocated to the West Wing of Henry Bolte Building and expanded to 14 beds. The old SCN area vacated was converted into family unit accommodation and triage area.

These three projects, valued at a combined $18 million, used more than 95% local content & employment. They created additional employment for approximately 100 local trades people both on and off the Ballarat Base Hospital site.

FINANCIAL PERFORMANCE

Ballarat Health Services recorded an operating surplus of $214,000 for the year ended June 30, 2012.

This positive result compares favourably with the expectation in the Statement of Priorities of a breakeven result.

BHS is a signifi cant employer in the Grampians region with more than 2,400 full-time equivalent staff. In 2011-2012 employee payments exceeded $225 million

BHS spent more than $99 million on goods and services; investment in property plant and equipment at BHS sites was $35.9 million.

2012$000

2011$000

2010$000

2009$000

2008$000

Revenue 329,341 287,312 258,096 241,918 219,650

Total expenses 329,127 287,147 258,059 241,537 219,382

Net result for the year (before capital, specifi c items) 214 165 47 381 269

Retained surplus/ (accumulated defi cit) 16,511 (8,155) (6,511) (9,729) (430)

Total assets 331,990 285,326 278,757 283,738 235,331

Total liabilities 98,011 87,544 75,077 73,547 70,304

Net assets 233,979 197,782 203,680 210,191 165,027

Total equity 233,979 197,782 203,680 210,191 165,027

We are subject to the provisions of the Victorian Government’s Whistleblowers’ Protection Act 2001, and are committed to its aims and objectives.

We do not tolerate improper conduct by our people, nor the taking of reprisals against those who disclose such conduct.

We comply with the Act by applying our policies and procedures, which contain details of the Act and contact details for our protected disclosure co-ordinator, protective disclosure offi cer and welfare manager.

Ballarat Health Services received no disclosures during 2011-2012.


STATUTORY REQUIREMENTS

ATTESTATION ON DATA INTEGRITYI, Andrew Rowe certify that Ballarat Health Services has put in place appropriate internal controls and processes to ensure that reported data reasonably refl ects actual performance. Ballarat Health Services has critically reviewed these controls and processes during the year.

Andrew RoweChief Executive Offi cerBallarat

July 31, 2012

ATTESTATION FOR COMPLIANCE WITH THE AUSTRALIAN/NEW ZEALAND RISK MANAGEMENT STANDARDI, Andrew Faull, certify that Ballarat Health Services has risk management processes in place, consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Board verifi es this assurance and that the risk profi le of Ballarat Health Services has been critically reviewed within the last 12 months.

Andrew FaullPresidentBoard of ManagementBallarat

July 31, 2012

ndrew Rowe

www.bhs.org.au 27

DISCLOSURE INDEX

The annual report of Ballarat Health Services is prepared in accordance with all relevant Victorian legislation. This index has been prepared to facilitate identifi cation of the Department’s compliance with statutory disclosure requirements.

LEGISLATION REQUIREMENT PAGE REFERENCE

MINISTERIAL DIRECTIONSReport of Operations

Charter and purposeFRD 22C Manner of establishment and the relevant Ministers 4FRD 22C Objectives, functions, powers and duties 1, 4FRD 22C Nature and range of services provided 1

Management and structureFRD 22C Organisational structure 11

Financial and other informationFRD 10 Disclosure index 27FRD 11 Disclosure of ex gratia payments 24FRD 15B Executive offi cer disclosures 70FRD 21B Responsible person and executive offi cer disclosures 70, 71FRD 22C Application and operation of Freedom of Information Act 1982 24FRD 22C Application and operation of Whistleblowers Protection Act 2001 25FRD 22C Compliance with building and maintenance provisions of Building Act 1993 24FRD 22C Details of consultancies over $10,000 24FRD 22C Details of consultancies under $10,000 24FRD 22C Major changes or factors affecting performance 25FRD 22C Occupational health and safety 9FRD 22C Operational and budgetary objectives and performance against objectives 25FRD 22C Signifi cant changes in fi nancial position during the year 25FRD 22C Statement of availability of other information 28FRD 22C Statement on National Competition Policy 24FRD 22C Subsequent events 71FRD 22C Summary of the fi nancial results for the year 25FRD 22C Workforce Data Disclosures including a statement on the application of employment and conduct principles 14, 24FRD 25 Victorian Industry Participation Policy disclosures 25SD 4.2(j) Sign-off requirements 29SD 3.4.13 Attestation on Data Integrity 26SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 26

FINANCIAL STATEMENTS Financial statements required under Part 7 of the FMASD 4.2(a) Statement of changes in equity 34SD 4.2(b) Operating statement 32SD 4.2(b) Balance sheet 33SD 4.2(b) Cash fl ow statement 34 Other requirements under Standing Directions 4.2SD 4.2(a) Compliance with Australian accounting standards and other authoritative pronouncements 35SD 4.2(c) Accountable offi cer’s declaration 29SD 4.2(c) Compliance with Ministerial Directions 35SD 4.2(d) Rounding of amounts 35 LegislationFreedom of Information Act 1982 24Whistleblowers Protection Act 2001 25Victorian Industry Participation Policy Act 2003 25Building Act 1993 24Financial Management Act 1994 35


ADDITIONAL INFORMATION AVAILABLE ON REQUEST

Subject to the provisions of the FOI Act, information that must be retained by the Accountable Offi cer should include:

• a statement that declarations of pecuniary interests have been duly completed by all relevant offi cers;

• details of shares held by a senior offi cer as nominee or held benefi cially in a statutory authority or subsidiary;

• details of publications produced by the entity about itself, and how these can be obtained;

• details of changes in prices, fees, charges, rates and levies charged by the entity;

• details of any major external reviews carried out on the entity;

• details of major research and development activities undertaken by the entity;

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

• details of major promotional, public relations and marketing activities undertaken by the entity to develop community awareness of the entity and its services;

• details of assessments and measures undertaken to improve the occupational health and safety of employees;

• a general statement on industrial relations within the entity and details of time lost through industrial accidents and disputes;

• a list of major committees sponsored by the entity, the purposes of each committee and the extent to which the purposes have been achieved; and

• details of all consultancies and contractors including:

- consultants/contractors engaged;

- services provided; and expenditure committed to for each engagement.

www.bhs.org.au 29

FINANCIAL STATEMENTS AND NOTES

BALLARAT HEALTH SERVICES

BOARD MEMBER’S, ACCOUNTABLE OFFICER’S AND CHIEF FINANCE AND ACCOUNTING OFFICER’S DECLARATIONWe certify that the attached fi nancial statements for Ballarat Health Services have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian Accounting Interpretations and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, statement of changes in equity, cash fl ow statement and notes to and forming part of the fi nancial statements, presents fairly the fi nancial transactions during the year ended 30 June 2012 and the fi nancial position of Ballarat Health Services at 30 June 2012.

At the time of signing, we are not aware of any circumstance which would render any particulars included in the fi nancial statements to be misleading or inaccurate.

We authorise the attached fi nancial statements for issue on this day.

Andrew FaullPresidentBoard of ManagementBallarat

September 5, 2012

Andrew RoweChief Executive Offi cerBallarat

September 5, 2012

Andrew KinnerslyChief Financial Offi cerBallarat

September 5, 2012

Andrew Rowe

www.bhs.org.au 31


BALLARAT HEALTH SERVICESCOMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2012

Note

2012$000

2011$000

Revenue from Operating Activities 2,2(a) 328,332 286,913

Revenue from Non-Operating Activities 2,2(a) 1,048 587

Share of Net Operating Result of Joint Ventures 20 (39) (188)

Employee Benefi ts 2(b),(c) (229,675) (207,539)

Supplies and Consumables 2(b),(c) (55,444) (33,819)

Other Expenses 2(b),(c) (44,008) (45,789)

NET RESULT BEFORE CAPITAL & SPECIFIC ITEMS 214 165

Capital Purpose Income 2,2(a) 42,986 17,403

Capital Purpose Expense 2(b),(c) (781) (1,499)

Impairment of Financial Assets 2(b),(c) 42 1,991

Depreciation 2(b),3 (25,950) (26,214)

NET RESULT FOR THE YEAR 15 16,511 (8,155)

OTHER COMPREHENSIVE INCOME

Net fair value revaluation on Non Financial Assets 19,686 2,257

COMPREHENSIVE RESULT FOR THE YEAR 36,197 (5,898)

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

www.bhs.org.au 33

BALLARAT HEALTH SERVICESBALANCE SHEET AS AT 30 JUNE 2012

Note

2012$000

2011$000

ASSETS

Current Assets

Cash and Cash Equivalents 4,16 16,083 16,245

Prepayments 8 841 801

Inventory 7 1,271 1,188

Receivables 5 9,739 7,506

Other Financial Assets 6 35,262 20,096

Total Current Assets 63,196 45,836

Non Current Assets

Receivables 5 4,783 3,875

Other Financial Assets 6 706 2,350

Intangible Assets 9(b) 116 171

Property, Plant and Equipment 9(a) 263,189 233,094

Total Non Current Assets 268,794 239,490

TOTAL ASSETS 331,990 285,326

LIABILITIES

Current Liabilities

Employee Benefi ts 11 49,725 41,339

Monies Held in Trust 12 18,922 20,186

Payables 10,16 22,264 20,012

Other Liabilities 13 168 205

Total Current Liabilities 91,079 81,742

Non Current Liabilities

Employee Benefi ts 11 6,932 5,802

Total Non Current Liabilities 6,932 5,802

TOTAL LIABILITIES 98,011 87,544

NET ASSETS 233,979 197,782

EQUITY

Specifi c Purpose Reserve 14(a) 562 650

Contributed Capital 14(b) 149,952 149,952

Asset Revaluation Reserve 14(a) 95,325 75,639

Retained Earnings 14(c) (11,860) (28,459)

TOTAL EQUITY 14 233,979 197,782



BALLARAT HEALTH SERVICESCASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2012

Note

2012$000

Infl ows(Outfl ows)

2011$000

Infl ows(Outfl ows)

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

Operating Grants from Government 268,437 235,526

Proceeds from Donations 1,914 300

Patient Fees 16,745 16,433

Interest Received 2,144 1,835

Other 41,550 37,218

Goods and Services Tax Received 6,551 4,232

Payments

Employee Benefi ts (220,159) (203,754)

Other (108,102) (78,536)

CASH GENERATED FROM OPERATIONS 9,080 13,254

Capital Development Funds 1,866 1,980

Capital Grants 38,552 13,689

Proceeds from Donations and Bequests 88 377

Repayment of Monies Held in Trust (3,667) (5,355)

Proceeds from Monies Held in Trust 2,366 4,006

NET CASH INFLOWS/(OUTFLOWS) FROM OPERATING ACTIVITIES 15 48,285 27,951

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of Property, Plant and Equipment (35,944) (20,490)

Purchase of Investments (48,487) (36,000)

Sale of Investments 34,813 34,616

Proceeds from Sale of Property, Plant and Equipment 2(e) 1,170 1,863

NET CASH INFLOWS/(OUTFLOWS) FROM INVESTING ACTIVITIES (48,448) (20,011)

NET INCREASE/(DECREASE) IN CASH HELD (162) 7,940

Cash and Cash Equivalents at Beginning of Period 16,245 8,305

CASH AND CASH EQUIVALENTS AT END OF PERIOD 4 16,083 16,245


BALLARAT HEALTH SERVICESSTATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2012

Property, Plant& EquipmentRevaluation

Surplus

UnrestrictedSpecifi c PurposeSurplus

ContributionsBy Owners

AccumulatedSurpluses/

(Defi cits)

Total

Note $000 $000 $000 $000 $000

BALANCE AS AT 1ST JULY 2010 73,382 15,537 149,952 (35,191) 203,680

Net Result for the year - - - (8,155) (8,155)

Other Comprehensive Income for the year 14(a) 2,257 - - - 2,257

Transfer to accumulated surplus 14(a),(c) - (14,887) - 14,887 -

BALANCE AS AT 30 JUNE 2011 75,639 650 149,952 (28,459) 197,782

Net Result for the year - - - 16,511 16,511

Other Comprehensive Income for the year 14(a) 19,686 - - - 19,686

Transfer to accumulated surplus 14(a),(c) - (88) - 88 -

BALANCE AS AT 30 JUNE 2012 95,325 562 149,952 (11,860) 233,979


www.bhs.org.au 35

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.

Note 1: Summary of Signifi cant Accounting Policies

(a) Statement of Compliance

These fi nancial statements are general purpose fi nancial reports which have been prepared in accordance with the Financial Management Act 1994, and applicable Australian Accounting Standards (AAS) and Australian Accounting Interpretations and other mandatory requirements. AAS includes Australian equivalents to International Financial Reporting Standards.

The fi nancial 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 of Finance.

Ballarat Health Services is a not-for-profi t entity and therefore applies the additional AUS paragraphs applicable to “not-for-profi t” Health Services under the AAS’s.

The annual fi nancial statements were authorised for issue by the Board of Ballarat Health Services on 5/9/2012

(b) Basis of Preparation

Accounting policies are selected and applied in a manner which ensures that the resulting fi nancial information satisfi es 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 fi nancial statements for the year ended 30 June 2012, and the comparative information presented in these fi nancial statements for the year ended 30 June 2011.

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

The fi nancial statements, except for cash fl ow 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 defi nition and recognition criteria for those items. They are recognised in the reporting period to which they relate, regardless of when cash is received or paid.

The fi nancial statements are prepared in accordance with the historical cost convention, except for the revaluation of certain non-fi nancial assets and fi nancial instruments, as noted. Particularly, exceptions to the historical cost convention include:

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

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

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

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

In the application of AAS’s, management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period; or in the period of the revision, and future periods if the revision affects both current and future periods. Judgements made by management in the application AASs that have signifi cant effects on the fi nancial statements and estimates, with a risk of material adjustments in the subsequent reporting period, relate to:

• The fair value of land and buildings 1(k).

(c) Going Concern

The going concern basis was used to prepare the fi nancial statements.

After due consideration of the results of the operations of Ballarat Health Services for the year ended 30 June 2012 and the forecast cash fl ows of Ballarat Health Services for the next 12 months. The Board of Ballarat Health Services have sought a letter of comfort from the Department of Health for support in determining that the going concern basis is appropriate for the preparation of these statements.

Ballarat Health Services is dependent upon the State of Victoria, via the Department of Health, for the funding of a signifi cant proportion of its operations.

(d) Reporting Entity

The fi nancial statements include all the controlled activities of Ballarat Health Services.

Its principle address is:Drummond St NorthBallaratVictoria, 3350

A description of the nature of Ballarat Health Services operations and its principal activities is included in the report of operations, which does not form part of these fi nancial statements.

(e) Rounding Off

All amounts shown in the fi nancial statements are expressed to the nearest thousand dollars unless otherwise stated.

(f) Principles of Consolidation

Inter-segment TransactionsTransactions between segments within Ballarat Health Services have been eliminated to refl ect the extent of Ballarat Health Service’s operations as a group.

Joint Ventures Investments in a joint venture partnership are accounted for using the equity method of accounting. Under the equity method for accounting, Ballarat Health Services share of the post-acquisition profi ts or losses of the joint venture partnerships are recognised in the net result and its share of post-acquisition changes in revaluation surpluses and any other reserves are recognised in both the comprehensive operating statement and the statement of changes in equity. Details of the joint ventures are set out in note 20.



Note 1: Summary of Signifi cant Accounting Policies (continued)

(g) Scope and presentation of fi nancial statements

Fund AccountingBallarat Health Services operates on a fund accounting basis and maintains three funds: Operating, Specifi c Purpose and Capital Funds. Ballarat Health Services Capital and Specifi c Purpose Funds include unspent capital donations and receipts from fundraising activities conducted solely in respect of these funds.

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

Residential Aged Care Service The Residential Aged Care Service operations are an integral part of Ballarat Health Services and share its resources. An apportionment of land and buildings has been made based on fl oor space. The results of the two operations have been segregated based on actual revenue earned and expenditure incurred by each operation in Note 2(a) and 2(c) to the fi nancial statements.

Comprehensive Operating StatementThe Comprehensive Operating Statement includes the subtotal entitled “Net result Before Capital & Specifi c Items” to enhance the understanding of the fi nancial performance of Ballarat Health Service. The subtotal entitled “Net result Before Capital & Specifi c Items” is included in the Comprehensive Operating Statement to enhance the understanding of the fi nancial performance of Ballarat Health Services. This subtotal reports the result excluding items such as capital grants, assets received or provided free of charge, depreciation, and items of an unusual nature and amount such as specifi c revenues and expenses. The exclusion of these items are made to enhance matching of income and expense so as to facilitate the comparability and consistency of results between years and Victorian Public Health Services. The Net result Before Capital & Specifi c Items is used by the management of Ballarat Health Services, the Department of Health and the Victorian Government to measure the ongoing performance of Health Services in operating hospital services.

Capital and specifi c items, which are excluded from this sub-total, comprise of:

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

• Impairment of fi nancial and non-fi nancial assets, includes all impairment

losses (and reversal of previous impairment losses)

• Depreciation and amortisation, as described in note 1(i).

• Assets provided or received free of charge, as described in Note 1(h).

• Expenditure using capital purpose income, which comprises of expenditure which either falls below the asset capitalisation threshold or doesn’t meet asset recognition criteria and therefore does not result in the recognition of an asset in the balance sheet, where funding for that expenditure is from capital purpose income. The asset capitalisation threshold is set at $2,000 (2011: $2,000).

Balance sheetAssets and liabilities are categorised either as current or non-current.

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

Cash fl ow statementCash fl ows are classifi ed according to whether or not they arise from operating activities, investing activities, or fi nancing activities. This classifi cation is consistent with requirements under AASB 107 Statement of Cash Flows.

(h) Income Recognition

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

Indirect Contributions from the Department of Health- Insurance is recognised as revenue following advice from the Department of Health.- Long Service Leave (LSL) – Revenue is recognised upon fi nalisation of movements in LSL liability in line with the arrangements set out in the Metropolitan Health and Aged Care Services Division Hospital Circular 14/2009.

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

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

Donations and BequestsDonations and bequests are recognised as revenue when received. If donations are for a special purpose, they may be appropriated to a reserve, such as the specifi c purpose reserve.

Dividend RevenueDividend revenue is recognized when the right to receive payment is established.

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

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

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

www.bhs.org.au 37



(i) Expense Recognition

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

Employee expensesEmployee expenses include:• Wages and salaries;• Annual leave; • Sick leave; • Long service leave; and

Superannuation expenses which are reported differently depending upon whether employees are members of defi ned benefi t or defi ned contribution plans.

Defi ned contribution plansIn relation to defi ned 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 defi ned contribution superannuation plans are expensed when incurred.

Defi ned benefi t plans The amount charged to the Comprehensive Operating Statement in respect of defi ned benefi t superannuation plans represents the contributions made by Ballarat Health Services to the superannuation plan in respect to the current services of current Ballarat Health Services 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 Ballarat Health Services are entitled to receive superannuation benefi ts and the Health Service contributes to both the defi ned benefi t and defi ned contribution plans. The defi ned benefi t plan(s) provide benefi ts based on years of service and fi nal average salary.

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

Fund

Contributions Paid or Payable for the year

2012$000

2011$000

Defi ned benefi t plans:

Health Super 1,741 1,793

Defi ned contribution plans:

Health Super 12,218 11,313

HESTA 2,219 1,856

Emergency Services Scheme 540 589

Other 389 410

Total 17,107 15,961

Ballarat Health Services does not recognise any unfunded defi ned benefi t liability in respect of the superannuation plan because Ballarat Health Services has no legal or constructive obligation to pay future benefi ts relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance administers and discloses the State’s defi ned benefi t liabilities in its fi nancial statements.

DepreciationAssets with a cost in excess of $2,000 (2010-11 and 2011-12) are capitalised and depreciation has been provided on depreciable assets so as to allocate their cost or valuation over their estimated useful lives. Depreciation is generally calculated on a straight line basis, at a rate that allocates the asset value, less any estimated residual value over its estimated useful life. Estimates of the remaining useful lives and depreciation method for all assets are reviewed at least annually, and adjustments made where appropriate. This depreciation charge is not funded by the Department of Health.

Depreciation is provided on property, plant and equipment, including freehold buildings, but excluding land. 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. Linen used in the Linen Service is considered a fi xed asset of Ballarat Health Services and depreciated accordingly.

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

2012 2011

Buildings 1 to 52 years 1 to 51 years

Kitchen & Catering Equipment 10 years 10 years

Plant & Equipment 10 years 10 years

Medical Equipment 5 years 5 years

Computers & Communications 3 years 3 years

Furniture & Fittings 5 years 5 years

Linen 5 years 5 years

Motor Vehicles 3 to 7 years 3 to 7 years

Personal Alert Call Systems 5 years 5 years

Building works currently in progress are not depreciated until the completion of the building project.

As part of the Buildings valuation, building values were componentised and each component assessed for its useful life which is represented above.

AmortisationAmortisation is allocated to intangible assets with fi nite useful lives on a systematic (typically straight-line) basis over the asset’s useful life. Amortisation begins when the asset is available for use, that is, when it is in the location and condition necessary for it to be capable of operating in the manner intended by management. The amortisation period and the amortisation method for an intangible asset with a fi nite useful life are reviewed at least at the end of each annual reporting period. In addition, an assessment is made at each reporting date to determine whether there are indicators that the intangible asset concerned is impaired. If so, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount.

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

Any excess of the carrying amount over the recoverable amount is recognised as an impairment loss. Intangible assets with fi nite useful lives are amortised over a 3-5 year period (2011 3-5 years).




(j) Financial Assets

Cash and cash equivalentsCash and cash equivalents comprise of cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity of 3 months or less, which are 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 insignifi cant risk of changes in value.

ReceivablesTrade debtors are carried at nominal amounts due and are due for settlement within 30 days from the date of recognition. Collectability of debts is reviewed on an ongoing basis, and debts which are known to be uncollectible are written off. A provision for doubtful debts is raised where doubt as to collection exists. Bad debts are written off when identifi ed.

Investments and Other Financial AssetsInvestments 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.

Ballarat Health Services classifi es its other fi nancial assets between current and non-current assets based on the purpose for which the assets were acquired. Management determines the classifi cation of its other assets at initial recognition.

Ballarat Health Services assesses at each balance sheet date whether a fi nancial asset or group of fi nancial assets is impaired.

All fi nancial assets, except those measured at fair value through profi t and loss are subject to annual review for impairment.

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

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

Available-for-sale Financial AssetsOther fi nancial assets held by the Health Service are classifi ed as being available-for-sale and are measured at fair value. Gains and losses arising from changes in fair value are recognised directly in equity until the investment is disposed of or is determined to be impaired, at which time the cumulative gain or loss previously recognised in equity is included in the net result for the period. Fair value is determined in the manner described in Note 16.

Impairment of Financial AssetsAt the end of each reporting period Ballarat Health Services assesses whether there is objective evidence that a fi nancial asset or group of fi nancial assets are impaired. Objective evidence includes fi nancial diffi culties of the debtor, default payments, debts which are more than 60 days overdue, and changes in debtor credit ratings. All fi nancial instrument assets, except those measured at fair value through the profi t or loss, are subject to annual review for impairment.

Bad and doubtful debts for fi nancial assets are assessed on a regular basis. Those bad debts considered as written off and allowances for doubtful receivables are recognised as expenses in the net result.

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

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

In order to determine an appropriate fair value as at 30 June 2012 for its portfolio of fi nancial assets, Ballarat Health Services obtained a valuation based on the best available advice through a reputable fi nancial institution.

Net Gain/(Loss) on Financial InstrumentsNet gain/(loss) on fi nancial instruments includes:• Realised and unrealised gains and losses from revaluations of fi nancial

instruments that are designated at fair value through the profi t and loss or held-for-trading

• Impairment and reversal of impairment for fi nancial instruments at amortised cost, and

• Disposals of fi nancial assets.

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

(k) Non-Financial Assets

InventoriesInventories 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.

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

The basis 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 current technologies. Functional obsolescence occurs when an item no longer functions the way it did when it was fi rst acquired.

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

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

Property Plant and Equipment

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

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

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

www.bhs.org.au 39



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

Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that same class of asset previously recognised at an expense in net result, the increment is recognised as revenue in the net result.

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve.

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

Revaluation reserves are normally not transferred to accumulated funds on derecognition of the relevant asset.

A review based on FRD103D and Valuer-General Victoria Indices was conducted and that indicated a change of greater than 10% to overall valuations. In accordance with FRD103D, Ballarat Health Services non-current physical assets were assessed to determine whether revaluation of the non-current physical assets was required.

Intangible AssetsIntangible assets represent identifi able non-monetary assets without physical substance such as patents, trademarks, and computer software and development costs.

Intangible assets are initially recognised at cost. Subsequently, intangible assets with fi nite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefi ts will fl ow to the Health Service.

Other Non-Financial Assets

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

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

(l) Liabilities

PayablesContractual payables which consist predominantly of accounts payable representing liabilities for goods and services provided to Ballarat Health Services prior to the end of the fi nancial 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.

Contractual payables 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 classifi ed as fi nancial instruments and not included in the category of fi nancial liabilities at amortised cost, because they do not arise from a contract.

The normal credit terms are usually 30 Days from the end of the month in which the invoice was raised.

ProvisionsProvisions are recognised when Ballarat Health Services has a present obligation, the future sacrifi ce of economic benefi ts is probable, and the amount of the provision can be measured reliably.

The amount recognised as a liability 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 fl ows estimated to settle the present obligation, its carrying amount is the present value of those cash fl ows.

Patient Trust Account Ballarat Health Services holds deposits in trust on behalf of residents. As Ballarat Health Services has no claim on these funds they have been shown in the balance sheet as a liability.

Employee Benefi ts

Wages and Salaries, Annual Leave and Accrued Days OffLiabilities for wages and salaries, including annual leave and accrued days off which are expected to be settled within 12 months of the reporting date are recognised in the provision for employee benefi ts in respect of employee’s services up to the reporting date, and are classifi ed as current liabilities and measured at their nominal values.

Long Service LeaveThe liability for long service leave (LSL) is recognised in the provision for employee benefi ts.

Current Liability – unconditional LSL (representing 10 or more years of continuous service) is disclosed in the notes of the fi nancial statements as a current liability even where Ballarat Health Services does not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months.

The components of this current LSL liability are measured at:

Present value – component that Ballarat Health Services does not expect to settle within 12 months; andNominal value – component that Ballarat Health Services expects to settle within 12 months

Non-Current Liability – conditional LSL (representing less than 10 years of continuous service) is disclosed as a non-current liability. There is an unconditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service. Conditional LSL is required to be measured at present value.

Consideration is given for expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using interest rates of Commonwealth Government guaranteed securities in Australia.

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

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

On-CostsEmployee benefi t on-costs such as workers compensation, superannuation, annual leave and LSL accrued while on LSL taken in service are recognised separately from provision for employee benefi ts.




(m) Leases

Leases are classifi ed at their inception as either operating or fi nance leases based on the economic substance of the agreement so as to refl ect the risks and rewards incidental to ownership.

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

Finance Leases

Entity as lessorBallarat Health Services does not hold any fi nance lease arrangements with other parties.

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

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

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

(n) Equity

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

(o) Commitments

Commitments for future expenditure include operating and capital commitments arising from contracts. Major project commitments are fully funded by the Department of Health. These commitments are disclosed by way of a note (refer to note 18) at their nominal value and are inclusive of the goods and services tax (“GST”) payable.

(p) Contingent assets and contingent liabilities

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

(q) Goods and Services Tax

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

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

Cash fl ows are presented on a gross basis. The GST components of cash fl ows arising from investing or fi nancing activities which are recoverable from or payable to the taxation authority are presented as an operating cash fl ow.

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

(r) Category Groups

Ballarat Health Services has used the following category groups for reporting purposes for the current and previous fi nancial years.

Admitted Patient Services (Admitted Patients) comprises of all recurrent health revenue/expenditure on admitted patient services, where services are delivered in public hospitals, or free standing day hospital facilities, or alcohol and drug treatment units or hospitals specialising in dental services, hearing and ophthalmic aids.

Mental Health Services (Mental Health) comprises of all recurrent health revenue/expenditure on specialised mental health services (child and adolescent, general and adult, community and forensic) managed or funded by the state or territory health administrations, and includes: Admitted patient services (including forensic mental health), outpatient services, emergency department services (where it is possible to separate emergency departmental mental health services), community-based services, residential and ambulatory services.

Outpatient Services (Outpatients) comprises of all recurrent health revenue/expenditure on public hospital type outpatient services, where services are delivered in public hospital outpatient clinics, or free standing day hospital facilities, or rehabilitation facilities, or alcohol and drug treatment units, or outpatient clinics specialising in ophthalmic aids or palliative care.

Emergency Department Services (EDS) comprises of all recurrent health revenue/expenditure on emergency department services that are available free of charge to public patients.

Aged Care comprises revenue/expenditure from Home and Community Care (HACC) programs, Allied Health, Aged Care Assessment and support services.

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

Off Campus, Ambulatory Services (Ambulatory) comprises of all recurrent health revenue/expenditure on public hospital type services including palliative care facilities and rehabilitation facilities, as well as services provided under the following agreements: Services that are provided or received by hospitals (or area health services) but are delivered/ received outside a hospital campus, services which have moved from a hospital to a community setting since June 1998, services which fall within the agreed scope of inclusions under the new system, which have been delivered within hospitals i.e. in rural / remote areas. Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as psychogeriatric residential services, comprises those Commonwealth-licensed residential aged care services in receipt of supplementary funding from Department of Health under the mental health program. It excludes all other residential services funded under the mental health program, such as mental health-funded community care units (CCUs) and secure extended care units (SECs).

Other Services excluded from the National Health Care Agreement (NHCA) (Other) comprises of revenue/expenditure for services not separately classifi ed above, including: Public health services including Laboratory testing, Blood Borne Viruses/ Sexually Transmitted Infections clinical services, Koori liaison offi cers, immunisation and screening services, Drugs services including drug withdrawal, counselling and the needle and syringe program, Dental Health services including general and specialist dental care, school dental services and clinical education, Disability services including aids and equipment and fl exible 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 fall into this category group.

www.bhs.org.au 41



(s) AASs issued that are not yet effective

Certain new Australian Accounting Standards and interpretations have been published that are not mandatory for 30 June 2012 reporting period.

As at 30 June 2012, the following standards and interpretations had been issued by the AASB but were not yet effective. They become effective for the fi rst fi nancial statements for reporting periods commencing after the stated operative dates as detailed in the table below. Ballarat Health Services has not and does not intend to adopt these standards early.

Standard / Interpretation Summary Applicable for annual reporting periods beginning or ending on

Impact on Health Service’s Financial Statements

AASB 9 Financial instruments This standard simplifi es requirements for the classifi cation and measurement of fi nancial assets resulting from Phase 1 of the IASB’s project to replace IAS 39 Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement).

1 Jan 2013 Detail of impact is still being assessed.

AASB 10 Consolidated Financial Statements

This Standard establishes principles for the presentation and preparation of consolidated fi nancial statements when an entity controls one or more other entities and supersedes those requirements in AASB 127 Consolidated and Separate Financial Statements and Interpretation 112 Consolidation – Special Purpose Entities.

1 Jan 2013 Not-for-profi t entities are not permitted to apply this Standard prior to the mandatory application date. The AASB is assessing the applicability of principles in AASB 10 in a not-for-profi t context. As such, impact will be assessed after the AASB’s deliberation.

AASB 11 Joint Arrangements This Standard requires entities that have an interest in arrangements that are controlled jointly to assess whether the arrangement is a joint operation or joint venture. AASB 11 shall be applied for an arrangement that is a joint operation. It also replaces parts of requirements in AASB 131 Interests in Joint Ventures.


AASB 12 Disclosure of Interests in Other Entities

This Standard requires disclosure of information that enables users of fi nancial statements to evaluate the nature of, and risks associated with, interests in other entities and the effects of those interests on the fi nancial statements. This Standard replaces the disclosure requirements in AASB 127 and AASB 131.


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

1 Jan 2013 Disclosure for fair value measurements using unobservable inputs are relatively onerous compared to disclosure for fair value measurements using observable inputs. Consequently, the Standard may increase the disclosures for public sector entities that have assets measured using depreciated replacement cost.

AASB 119 Employee Benefi ts In this revised Standard for defi ned benefi t superannuation plans, there is a change to the methodology in the calculation of superannuation expenses, in particular there is now a change in the split between superannuation interest expense (classifi ed as transactions) and actuarial gains and losses (classifi ed as ‘Other economic fl ows – other movements in equity’) reported on the comprehensive operating statement.

1 Jan 2013 Not-for-profi t entities are not permitted to apply this Standard prior to the mandatory application date. While the total superannuation expense is unchanged, the revised methodology is expected to have a negative impact on the net result from transactions of the general government sector and for those few Victorian public sector entities that report superannuation defi ned benefi t plans.





AASB 127 Separate Financial Statements

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


AASB 128 Investments in Associates and Joint Ventures

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


AASB 1053 Application of Tiers of Australian Accounting Standards

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

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

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

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

1 Jan 2013 No signifi cant impact is expected from these consequential amendments on entity reporting.

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

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

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

AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127]

These consequential amendments are in relation to the introduction of AASB 9.


AASB 2010-8 Amendments to Australian Accounting Standards – Deferred Tax: Recovery of Underlying Assets [AASB 112]

This amendment provides a practical approach for measuring deferred tax assets and deferred tax liabilities when measuring investment property by using the fair value model in AASB 140 Investment Property.

Beginning 1 Jan 2012 This amendment provides additional clarifi cation through practical guidance.

AASB 2010-10 Further Amendments to Australian Accounting Standards – Removal of Fixed Dates for First-time Adopters [AASB 2009-11 & AASB 2010-7]

The amendments ultimately affect AASB 1 First-time Adoption of Australian Accounting Standards and provide relief for fi rst-time adopters of Australian Accounting Standards from having to reconstruct transactions that occurred before their date of transition to Australian Accounting Standards.

1 Jan 2013 No signifi cant impact is expected on entity reporting.

AASB 2011-2 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project – Reduced Disclosure Requirements[AASB 101 & AASB 1054]

The objective of this amendment is to include some additional disclosure from the Trans-Tasman Convergence Project and to reduce disclosure requirements for entities preparing general purpose fi nancial statements under Australian Accounting Standards – Reduced Disclosure Requirements.

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

AASB 2011-3 Amendments to Australian Accounting Standards – Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments [AASB 1049]

This amends AASB 1049 to clarify the defi nition of the ABS GFS Manual, and to facilitate the adoption of changes to the ABS GFS Manual and related disclosures.

1 July 2012 This amendment provides clarifi cation to users preparing the whole of government and general govovernment sector fi nancial reports on the version of the GFS Manual to be used and what to disclose if the latest GFS Manual is not used. No impact on departmental or entity reporting.

www.bhs.org.au 43




AASB 2011-4 Amendments to Australian Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements. [AASB 124]

This Standard amends AASB 124 Related Party Disclosures by removing the disclosure requirements in AASB 124 in relation to individual key management personnel (KMP).

1 July 2013 No signifi cant impact is expected from these consequential amendments on entity reporting.

AASB 2011-6 Amendments to Australian Accounting Standards – Extending Relief from Consolidation, the Equity Method and Proportionate Consolidation – Reduced Disclosure Requirements[AASB 127, AASB 128 & AASB 131]

The objective of this Standard is to make amendments to AASB 127 Consolidated and Separate Financial Statements, AASB 128 Investments in Associates and AASB 131 Interests in Joint Ventures to extend the circumstances in which an entity can obtain relief from consolidation, the equity method or proportionate consolidation.


AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards [AASB 1, 2, 3, 5, 7, 9, 2009-11, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139, 1023 & 1038 and Interpretations 5, 9, 16 & 17]

This Standard outlines consequential changes arising from the issuance of the fi ve ‘new Standards’ to other Standards. For example, references to AASB 127 Consolidated and Separate Financial Statements are amended to AASB 10 Consolidated Financial Statements or AASB 127 Separate Financial Statements, and references to AASB 131 Interests in Joint Ventures are deleted as that Standard has been superseded by AASB 11 and AASB 128 (August 2011).


AASB 2011-8Amendments to Australian Accounting Standards arising from AASB 13 [AASB 1, 2, 3, 4, 5, 7, 9, 2009-11, 2010-7, 101, 102, 108, 110, 116, 117, 118, 119, 120, 121, 128, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 & 1038 and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132]

This amending Standard makes consequentical changes to a range of Standards and Interpretations arising from the issuance of AASB 13. In particular, this Standard replaces the existing defi nition and guidance of fair value measurements in other Australian Accounting Standards and Interpretations.

1 Jan 2013 Disclosures for fair value measurements using unobservable inputs is potentially onerous, and may increase disclosures for assets measured using depreciated replacement cost.

AASB 2011-9Amendments to Australian Accounting Standards – Presentation of Items of Other Comprehensive Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049]

The main change resulting from this Standard is a requirement for entities to group items presented in other comprehensive income (OCI) on the basis of whether they are potentially reclassifi able to profi t or loss subsequently (reclassifi cation adjustments). These amendments do not remove the option to present profi t or loss and other comprehensive income in two statements, nor change the option to present items of OCI either before tax or net of tax.

1 July 2012 This amending Standard could change the current presentation of ‘Other economic fl ows- other movements in equity’ that will be grouped on the basis of whether they are potentially reclassifi able to profi t or loss subsequently. No other signifi cant impact will be expected.

AASB 2011-10Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) [AASB 1, AASB 8, AASB 101, AASB 124, AASB 134, AASB 1049 & AASB 2011-8 and Interpretation 14]

This Standard makes consequential changes to a range of other Australian Accounting Standards and Interpretaion arising from the issuance of AASB 119 Employee Benefi ts.


AASB 2011-11Amendments to AASB 119 (September 2011) arising from Reduced Disclosure Requirements

This Standard makes amendments to AASB 119 Employee Benefi ts (September 2011), to incorporate reduced disclosure requirements into the Standard for entities applying Tier 2 requirements in preparing general purpose fi nancial statements.


AASB 2011-12 Amendments to Australian Accounting Standards arising from Interpretation 20[AASB 1]

This Standard makes amendments to AASB 1 First-time Adoption of Australian Accounting Standards, as a consequence of the issuance of IFRIC Interpretation 20 Stripping Costs in the Production Phase of a Surface Mine. This Standard allows the fi rst-time adopters to apply the transitional provisions contained in Interpretation 20.

1 Jan 2013 There may be an impact for new agencies that adopt Australian Accounting Standards for the fi rst time. No implication is expected for existing entities in the Victorian public sector.





2011-13 Amendments to Australian Accounting Standard – Improvements to AASB 1049

This Standard aims to improve the AASB 1049 Whole of Government and General Government Sector Financial Reporting at the operational level. The main amendments clarify a number of requirements in AASB 1049, including the amendment to allow disclosure of other measures of key fi scal aggregates as long as they are clearly distinguished from the key fi scal aggregates and do not detract from the the information required by AASB 1049. Furthermore, this Standard provides additional guidance and examples on the classifi cation between ‘transactions’ and ‘other economic fl ows’ for GAAP items without GFS equivalents.

1 July 2012 No signifi cant impact is expected from these consequential amendments on entity reporting.

2012-1 Amendments to Australian Accounting Standards - Fair Value Measurement - Reduced Disclosure Requirements [AASB 3, AASB 7, AASB 13, AASB 140 & AASB 141]

This amending Standard prescribes the reduced disclosure requirements in a number of Australian Accounting Standards as a consequence of the issuance of AASB 13 Fair Value Measurement.

1 July 2013 As the Victorian whole of government and the general government (GG) sector are subject to Tier 1 reporting requirements (refer to AASB 1053 Application of Tiers of Australian Accounting Standards), the reduced disclosure requirements included in AASB 2012-1 will not affect the fi nancial reporting for Victorian whole of government and GG sector.

AASB Interpretation 20 Stripping Costs in the Production Phase of a Surface Mine

This Interpretation clarifi es when production stripping costs should lead to the recognition of an asset and how that asset should be initially and subsequently measured.

1 Jan 2013 No signifi cant impact is expected on entity reporting.

www.bhs.org.au 45

Note 2: Revenue

Note

HSA2012$000

HSA2011$000

H&CI2012$000

H&CI2011$000

Total2012$000

Total2011$000

Revenue from Operating Activities

Government Grants

- Department of Health 201,684 190,258 - - 201,684 190,258

- Department of Human Services 37,207 14,414 - - 37,207 14,414

- Commonwealth Government

- Aged Care Funding Instrument (ACFI) 18,201 17,909 - - 18,201 17,909

- PBS Contributions 4,541 3,344 - - 4,541 3,344

- Home & Community Care (HACC) 328 322 - - 328 322

- Transition Care 2,710 1,721 - - 2,710 1,721

- Disability 1,879 1,804 - - 1,879 1,804

- Other 3,347 3,304 - - 3,347 3,304

Total Government Grants 269,897 233,076 - - 269,897 233,076

Indirect contributions by Department of Health

Indirect contributions by Department of Health

- Insurance 278 2,915 - - 278 2,915

Total Indirect Contributions by Department of Health 278 2,915 - - 278 2,915

Patient, Resident & Private Practice Fees

Patient and Resident Fees 2(d) 15,461 15,214 - - 15,461 15,214

Private Practice Fees - - 1,380 1,090 1,380 1,090

Total Patient, Resident & Private Practice Fees 15,461 15,214 1,380 1,090 16,841 16,304

Business Unit and Specifi c Purpose Funds

Safety Link - - 6,056 6,063 6,056 6,063

Radiology - - 8,115 7,060 8,115 7,060

Catering - - 4,906 4,863 4,906 4,863

Eureka Linen - - 3,348 3,649 3,348 3,649

Grampians Integrated Cancer Services (GICS) - - 1,362 1,646 1,362 1,646

Breastscreen - - 1,392 1,426 1,392 1,426

Salary Packaging - - 1,497 1,402 1,497 1,402

Education - - 486 939 486 939

Accommodation - - 834 780 834 780

Car Parking - - 356 290 356 290

Print Shop - - 324 280 324 280

Recoupment from Private Practice for Use of Hospital Facilities - - 601 475 601 475

Donations & Bequests - - 1,914 300 1,914 300

Grampians Regional Health Alliance - - 921 793 921 793

Client Fees 2,300 2,103 - - 2,300 2,103

Other Services 4,956 1,682 2,869 1,660 7,825 3,342

Total Business Units and Specifi c Purpose Funds 7,256 3,785 34,981 31,626 42,237 35,411

Total Revenue from Operating Activities 292,892 254,990 36,361 32,716 329,253 287,706

Revenue from Non-Operating Activities

Interest & Dividends - - 1,048 587 1,048 587

Total Revenue from Non-Operating Activities - - 1,048 587 1,048 587

Revenue from Non-Operating Activities

Government Grants

- Department of Health - - 39,585 13,689 39,585 13,689

- Commonwealth Government - - 762 944 762 944

Residential Accommodation Payments 2(d) - - 1,104 1,036 1,104 1,036

Net Gain/(Loss) on Disposal of Financial Assets - - - (505) - (505)


Capital Interest - - 1,398 1,252 1,398 1,252

Assets Received Free of Charge - - - 600 - 600

Donations and Bequests - - 88 377 88 377

Total Capital Purpose Income - - 42,986 17,403 42,986 17,403

Total Revenue 2(a) 292,892 254,990 80,395 50,706 373,287 305,696

Indirect Contributions by the Department of Health - The Department of Health makes insurance payments on behalf of Ballarat Health Service. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expense.




Note 2(a): Analysis of Revenue by Source

AdmittedPatients

Outpatients EDS Ambulatory Mental Health

RAC AgedCare

Other Total

2012 2012 2012 2012 2012 2012 2012 2012 2012

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Revenue from Services Supported by Health Service Agreement

Government Grants 119,010 11,404 9,935 25,492 29,256 25,742 7,742 41,316 269,897

Indirect contributions by Department of Health 170 11 8 17 27 28 7 9 278

Patient and Resident Fees 2(d) 5,137 234 - 2,786 215 6,947 142 - 15,461

Client Fees 456 132 - 709 80 61 179 683 2,300

Other 2,455 692 219 634 531 300 37 88 4,956

Total Revenue from Services Supported by Health Services Agreement 127,228 12,473 10,162 29,638 30,109 33,078 8,107 42,096 292,892

Revenue from Services Supported by Hospital and Community Initiatives

Business Units & Special Purpose Funds - - - - - - - 34,577 34,577

Capital Purpose Income - - - - - - - 42,349 42,349

Grampians Regional Health Alliance - - - - - - - 969 969

Other - - - - - - - 2,500 2,500

Total Revenue from Services Supported by Hospital and Community Initiatives - - - - - - - 80,395 80,395

Total Revenue All Sources 127,228 12,473 10,162 29,638 30,109 33,078 8,107 122,491 373,287


Note 2(a): Analysis of Revenue by Source (Continued)

AdmittedPatients


RAC AgedCare

Other Total

2011 2011 2011 2011 2011 2011 2011 2011 2011

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Revenue from Services Supported by Health Service Agreement

Government Grants 111,543 10,704 9,135 22,451 28,310 25,958 6,985 17,990 233,076

Indirect contributions by Department of Health 1,784 116 81 181 288 293 75 96 2,915

Patient and Resident Fees 2(d) 4,927 197 - 2,925 202 6,839 124 - 15,214

Client Fees 460 134 - 698 81 62 197 471 2,103

Other 1,041 166 1 251 94 74 9 46 1,682

Total Revenue from Services Supported by Health Services Agreement 119,755 11,317 9,217 26,506 28,975 33,226 7,390 18,603 254,990

Revenue from Services Supported by Hospital and Community Initiatives

Business Units & Special Purpose Funds - - - - - - - 33,202 33,202

Capital Purpose Income - - - - - - - 15,405 15,405


Other - - - - - - - 1,296 1,296

Total Revenue from Services Supported by Hospital and Community Initiatives - - - - - - - 50,706 50,706

Total Revenue All Sources 119,755 11,317 9,217 26,506 28,975 33,226 7,390 69,309 305,696


www.bhs.org.au 47


Note 2(b): Expenses

Note

HSA2012$000

HSA2011$000

H&CI2012$000

H&CI2011$000

Total2012$000

Total2011$000

Employee Entitlements

Salaries and Wages 187,842 169,526 14,908 12,428 202,750 181,954

Superannuation 15,966 14,745 1,404 1,197 17,370 15,942

Long Service Leave 5,100 4,568 426 342 5,526 4,910

Workcover 2,914 2,713 330 355 3,244 3,068

Departure Packages - 87 - 74 - 161

Total Employee Benefi ts 211,822 191,639 17,068 14,396 228,890 206,035

Contract Labour Costs

Contract Labour Medical 330 444 - - 330 444

Contract Labour Other 304 983 151 77 455 1,060

Total Contract Labour Costs 634 1,427 151 77 785 1,504

Supplies and Consumables

Medical and Surgical Supplies 39,676 19,349 1,549 1,118 41,225 20,467

Drug Supplies 6,894 6,279 - - 6,894 6,279

Food Supplies 2,764 2,812 1,887 1,748 4,651 4,560

S100 Drugs 2,674 2,513 - - 2,674 2,513

Total Supplies and Consumables 52,008 30,953 3,436 2,866 55,444 33,819

Other Expenses

Purchased Services 8,074 6,840 2,841 3,478 10,915 10,318

Repairs and Maintenance 5,777 5,247 1,375 1,895 7,152 7,142

Administrative Expenses 2,986 3,750 2,957 2,784 5,943 6,534

Freight 119 11 - - 119 11

Staff Training 648 177 - - 648 177

Uniforms 59 5 - - 59 5

Advertising 114 149 - - 114 149

Licence and Registration 157 38 - - 157 38

Security 22 10 - - 22 10

Rental 383 370 - - 383 370

Work Related 606 276 - - 606 276

Diagnostic Services 2,366 5,176 - - 2,366 5,176

Energy Costs 2,802 2,954 259 205 3,061 3,159

Domestic Services 1,670 1,626 231 267 1,901 1,893

Insurance Costs 278 - - - 278 -

Insurance Costs funded by DH 3,033 2,915 - - 3,033 2,915

Vehicle Modifi cations Scheme 1,258 1,110 - - 1,258 1,110

Computing Services 959 1,134 56 38 1,015 1,172

Communications 1,072 990 444 433 1,516 1,423

Dental Services 135 977 - - 135 977

Safety Link Units - - 1,000 1,049 1,000 1,049


Patient Transport 1,543 1,173 - - 1,543 1,173

Vehicle Fleet Expenses 455 412 85 89 540 501

Audit Fees

- Auditor General - - 84 87 84 87

- Other - - 160 124 160 124

Total Other Expenses 34,516 35,340 10,452 11,430 44,968 46,770

Impairment of Financial Assets

Available for Sale Financial Assets - - (42) (1,991) (42) (1,991)

Total Impairment of Non-Financial Assets - - (42) (1,991) (42) (1,991)

Depreciation 3 - - 25,950 26,214 25,950 26,214

Net (Gain)/Loss from Disposal of Non Current Asset - - (367) 19 (367) 19

Other - - 1,148 1,480 1,148 1,480

Total Expenses 298,980 259,359 57,796 54,491 356,776 313,850



Note 2(c): Analysis of Expenses by Source

AdmittedPatients


RAC AgedCare

Other Total

2012 2012 2012 2012 2012 2012 2012 2012 2012

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Services Supported by the Health Services Agreement


Salaries and Wages 83,241 10,200 12,818 18,264 24,037 29,647 3,872 5,763 187,842

Superannuation 7,229 582 1,240 1,424 2,011 2,644 352 484 15,966

Long Service Leave 2,273 274 354 498 640 806 104 151 5,100

Workcover 899 (103) 215 185 394 1,156 96 72 2,914


Contract Labour Costs Medical 330 - - - - - - - 330

Contract Labour Costs Other - - - 56 41 - 147 60 304


Drug Supplies 6,875 - - - 1 18 - - 6,894

S100 Drugs 2,674 - - - - - - - 2,674

Medical and Surgical Supplies 7,673 336 667 755 185 498 29 29,533 39,676

Food Supplies 851 402 7 429 310 667 42 56 2,764

Other Expenses

Purchased Services 129 18 - 3,750 34 13 2,482 1,648 8,074

Diagnostic Services 2,366 - - - - - - - 2,366

Dental Services 135 - - - - - - - 135

Energy Costs 1,965 92 - 78 89 523 35 20 2,802

Domestic Services 685 182 49 199 148 362 22 23 1,670

Repairs and Maintenance/Minor Equipment 2,095 878 17 855 648 478 79 727 5,777

Patient Transport 1,102 4 11 247 63 9 93 14 1,543

Administrative Expenses 1,088 334 62 351 508 215 93 335 2,986

Freight 57 20 - 17 12 9 1 3 119

Staff Training 94 49 - 70 342 32 26 35 648

Uniforms 24 10 - 9 6 6 3 1 59

Advertising 46 6 4 6 25 13 7 7 114

Licence and Registration 55 23 - 19 15 41 1 3 157

Security 4 1 - 3 4 4 6 - 22

Rental - - - - 134 - 82 167 383

Work Related 327 53 38 69 77 24 6 12 606

Vehicle Modifi cations Scheme - - - - - - - 1,258 1,258

Vehicle Fleet Expenses 166 85 - 71 56 39 28 10 455

Computing Services 362 182 - 154 113 121 6 21 959

Communications 325 116 31 124 174 132 44 126 1,072

Insurance Costs 123 15 19 27 36 44 6 9 278

Insurance Costs funded by DH 1,344 165 207 295 388 479 63 93 3,033

Total Expenses from Services Supported by the Health Services Agreement 124,537 13,924 15,739 27,955 30,491 37,980 7,724 40,631 298,980

www.bhs.org.au 49


Note 2(c): Analysis of Expenses by Source (continued)

AdmittedPatients


RAC AgedCare

Other Total

2012 2012 2012 2012 2012 2012 2012 2012 2012

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Services Supported by Hospital and Community Initiatives


Salaries and Wages - - - - - - - 14,908 14,908

Superannuation - - - - - - - 330 330

Long Service Leave - - - - - - - 1,404 1,404

Workcover - - - - - - - 426 426


Contract Labour Costs Other - - - - - - - 151 151


Medical and Surgical Supplies - - - - - - - 1,549 1,549

Food Supplies - - - - - - - 1,887 1,887

Other Expenses

Purchased Services - - - - - - - 2,841 2,841

Energy Costs - - - - - - - 259 259

Domestic Services - - - - - - - 231 231

Repairs and Maintenance/Minor Equipment - - - - - - - 1,375 1,375

Safety Link Units - - - - - - - 1,000 1,000

Administrative Expenses - - - - - - - 2,957 2,957

Vehicle Fleet Expenses - - - - - - - 85 85

Computing Services - - - - - - - 56 56

Communication - - - - - - - 444 444

Depreciation 3 8,320 2,559 510 336 1,114 4,243 2,590 6,279 25,950

Audit Fees

- Auditor General 35 4 4 8 8 11 2 11 84

- Other 67 7 9 15 16 20 4 22 160


- Available for Sale - - - - - - - (42) (42)


Net Loss from Disposal of Non Current Asset 2(e) - - - - - - - (367) (367)

Other - - - - - - - 1,148 1,148

Total Services Supported by Hospital and Community Initiatives 8,423 2,570 523 358 1,139 4,274 2,596 37,914 57,796

Total Expenses 132,959 16,494 16,261 28,313 31,629 42,253 10,320 78,544 356,776



Note 2(c): Analysis of Expenses by Source

AdmittedPatients


RAC AgedCare

Other Total

2011 2011 2011 2011 2011 2011 2011 2011 2011

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Services Supported by the Health Services Agreement


Salaries and Wages 75,173 8,816 11,150 16,760 21,779 28,426 3,087 4,335 169,526

Superannuation 6,619 502 1,074 1,346 1,915 2,638 293 358 14,745

Long Service Leave 2,028 216 307 445 590 786 86 110 4,568

Workcover 910 69 205 280 375 702 123 49 2,713

Departure Packages 22 - - 27 19 15 - 4 87


Contract Labour Costs Medical 416 - 28 - - - - - 444

Contract Labour Costs Other 162 77 - 99 262 36 168 179 983


Drug Supplies 6,250 - - - 1 28 - - 6,279

S100 Drugs 2,513 - - - - - - - 2,513

Medical and Surgical Supplies 8,290 157 593 587 107 411 20 9,184 19,349

Food Supplies 828 377 9 430 299 768 48 53 2,812

Other Expenses

Purchased Services 130 13 - 2,929 41 18 2,014 1,695 6,840

Diagnostic Services 5,176 - - - - - - - 5,176

Dental Services 977 - - - - - - - 977

Energy Costs 2,059 105 - 89 127 512 37 25 2,954

Domestic Services 640 177 42 195 153 379 19 21 1,626

Repairs and Maintenance/Minor Equipment 1,922 795 34 779 586 528 125 478 5,247

Patient Transport 833 5 16 206 24 11 64 14 1,173

Administrative Expenses 1,317 491 80 455 685 288 71 363 3,750

Freight 11 - - - - - - - 11

Staff Training 20 - 5 14 88 13 13 24 177

Uniforms 4 - - - 1 - - - 5

Advertising 76 - 4 3 21 9 6 30 149

Licence and Registration 5 - - 1 - 31 1 - 38

Security 2 - - 2 3 2 1 - 10

Rental - - - - 175 - 106 89 370

Work Related 194 - 26 16 32 2 1 5 276

Vehicle Modifi cations Scheme - - - - - - - 1,110 1,110

Vehicle Fleet Expenses 152 77 - 66 51 37 18 11 412

Computing Services 436 220 - 185 134 125 8 26 1,134

Communications 313 114 30 117 180 104 42 90 990

Insurance Costs funded by DH 1,293 152 192 288 374 489 53 75 2,915

Total Expenses from Services Supported by the Health Services Agreement 118,771 12,363 13,795 25,319 28,023 36,358 6,404 18,328 259,359

www.bhs.org.au 51


Note 2(c): Analysis of Expenses by Source (continued)

AdmittedPatients


RAC AgedCare

Other Total

2011 2011 2011 2011 2011 2011 2011 2011 2011

Note $000 $000 $000 $000 $000 $000 $000 $000 $000

Services Supported by Hospital and Community Initiatives


Salaries and Wages - - - - - - - 12,428 12,428

Workcover - - - - - - - 355 355

Superannuation - - - - - - - 1,197 1,197

Long Service Leave - - - - - - - 342 342

Departure Packages - - - - - - - 74 74


Contract Labour Costs Other - - - - - - - 77 77


Medical and Surgical Supplies - - - - - - - 1,118 1,118

Food Supplies - - - - - - - 1,748 1,748

Other Expenses

Purchased Services - - - - - - - 3,478 3,478

Energy Costs - - - - - - - 205 205

Domestic Services - - - - - - - 267 267

Repairs and Maintenance/Minor Equipment - - - - - - - 1,895 1,895

Safety Link Units - - - - - - - 1,049 1,049

Administrative Expenses - - - - - - - 2,784 2,784

Vehicle Fleet Expenses - - - - - - - 89 89

Computing Services - - - - - - - 38 38

Communication - - - - - - - 433 433

Depreciation 3 8,405 2,585 515 339 1,125 4,286 2,616 6,343 26,214

Audit Fees

- Auditor General 44 4 4 8 9 11 2 6 87

- Other 53 6 7 13 14 18 3 9 124


- Available for Sale - - - - - - - (1,991) (1,991)


Net Loss from Disposal of Non Current Asset 2(e) - - - - - - - 19 19

Other - - - - - - - 1,480 1,480

Total Services Supported by Hospital and Community Initiatives 8,502 2,595 526 360 1,148 4,316 2,621 34,423 54,491

Total Expenses 127,273 14,958 14,321 25,679 29,171 40,673 9,025 52,751 313,850

Note 2(d): Patient and Resident Fees

2012$000

2011$000

Acute

- Inpatients 7,923 7,852

- Outpatients 234 197


- Geriatric 6,658 6,567

- Inpatients 289 272

Aged Care 142 124

Mental Health 215 202

Total Proceeds from Disposal of Non-Financial Assets 15,461 15,214

Capital Purpose Income

Residential Accommodation Payments 1,104 1,036

Total Capital Purpose Income 1,104 1,036

Ballarat Health Services charge fees in accordance with the Department of Health and Department of Health and Ageing directives.



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

2012$000

2011$000

Proceeds from Disposal of Non-Financial Assets

Plant and Equipment 11 4

Medical Equipment - 500

Motor Vehicles 1,159 1,359

Total Proceeds from Disposal of Non-Financial Assets 1,170 1,863

Less: Written Down Value of Non-Financial Assets Sold

Plant and Equipment (4) (7)

Medical Equipment - (721)

Buildings - (155)

Motor Vehicles (799) (999)

Total Written Down Value of Non-Financial Assets Sold (803) (1,882)

Net Gain/(Loss) on Disposal of Non-Financial Assets 367 (19)

Note 2(f): Analysis of Expenses for Services Supported by Hospital and Community Initiatives

2012$000

2011$000

Business Units

Safety Link 5,027 5,339

Catering 3,837 3,957

Eureka Linen 3,352 3,271

12,216 12,567

Other Services

Depreciation 23,885 23,775

Radiology 7,496 6,615

Breastscreen 1,136 1,426

Child and Youth Redesign 672 216

Grampians Regional Health Alliance 960 981

Private Practice 1,608 1,426

Accommodation 636 608

IMS Research 351 166

Education Services 1,483 807

Diabetic Shop 272 366

Direct 2 Care 336 328

Print Shop 481 459

Hospital Redesign 254 208

Salary Packaging 239 223

Grampians Intergrated Cancer Service 1,299 1,484

Midwifery 228 239

Other 4,244 2,597

45,580 41,924

Total 57,796 54,491

The Depreciation fi gure above excludes the depreciation associated with the Business units. The total depreciation attributable to the Business units is $2,064,862.

www.bhs.org.au 53


Note 3: Depreciation and Amortisation

2012$000

2011$000

Buildings 18,362 18,602

Medical Equipment 2,752 2,492

Plant & Equipment 1,519 1,517

Motor Vehicles 1,163 1,266

Personal Alert Call Systems 583 865

Linen Stock 474 493

Information Technology 363 236

Furniture & Fittings 536 434

Kitchen & Catering 134 189

Intangibles 65 121

Total 25,950 26,214

Note 4: Cash and Cash Equivalents

2012$000

2011$000

Cash and cash at bank (1) 16,083 16,245

Total 16,083 16,245

Represented By

Cash for Health Services Operations (as per Cash fl ow Statement) 16,083 16,245

Total 16,083 16,245

(1) Cash on hand includes cash at bank and petty cash advances.



Note 5: Receivables

Current$000

Non Current$000

2012$000

2011$000

Contractual

Trade Debtors

- Acute and Sub-Acute Inpatients 2,019 - 2,019 1,950

- RAC 147 - 147 120

- Eureka Linen 591 - 591 378

- Radiology 441 - 441 560

- Safety Link 457 - 457 85

- Sundry 3,371 - 3,371 3,048

- Other 42 - 42 14

Accrued Investment Income 358 - 358 56

7,426 - 7,426 6,211

Statutory

GST Receivable 587 - 587 740

Department of Health 1,939 4,783 6,722 4,634

2,526 4,783 7,309 5,374

Total 9,952 4,783 14,735 11,585

Less: Allowance for Doubtful Debts

Trade Debtors 131 - 131 109

Patient Fees 82 - 82 95

Net Debtors and Accrued Revenue 9,739 4,783 14,522 11,381

Note 5(a): Movement in the Allowance for doubtful debts

2012$000

2011$000

Balance at beginning of year 204 196

Amounts written off during the year (14) (29)

Amounts recovered during the year (86) (71)

Increase/(decrease) in allowance recognised in the net result 109 108

Balance at end of year 213 204

Note 5(b): Ageing analysis of receivables

Please refer to note 16 for the ageing analysis of receivables.

Note 5(c): Nature and extent of risk arising from receivables

Please refer to note 16 for the nature and extent of credit risk arising from receivables.

www.bhs.org.au 55


Note 6: Other Financial Assets

Operating Fund

Operating Fund

Specifi c Purpose

Fund

Specifi c Purpose

Fund

Trust Fund

Trust Fund

Capital Fund

Capital Fund

Total Total

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

Current

Shares 382 - - 9 - - - - 382 9

Bank Bill - - - 809 - 188 - - - 997

Term Deposits 4,899 - 562 - 17,427 15,000 9,912 - 32,800 15,000

Floating Rate Notes - - - - 500 1,549 - - 500 1,549

Managed Synthetic Notes - - - - 995 1,855 - - 995 1,855

Grampians Regional Health Alliance - - 585 686 - - - - 585 686

5,281 - 1,147 1,504 18,922 18,592 9,912 - 35,262 20,096

Non Current

Floating Rate Notes - - - - - 1,594 - - - 1,594

Radiotherapy Joint Venture - - - - - - 706 756 706 756

- - - - - 1,594 706 756 706 2,350

Total 5,281 - 1,147 1,504 18,922 20,186 10,618 756 35,968 22,446

Represented by:

Health Service Investments 5,281 - 394 613 - - 10,618 756 16,293 1,369

Monies held in Trust

- Accommodation Bonds - - - - 17,171 18,980 - - 17,171 18,980

- Patient Monies - - - - 1,085 1,107 - - 1,085 1,107

- Commuted Allowance - - - - 490 - - - 490 -

- SWEP - - - - 31 - - - 31 -

- GICS - - - - 145 99 - - 145 99

Grampians Regional Health Alliance - - 753 891 - - - - 753 891

5,281 - 1,147 1,504 18,922 20,186 10,618 756 35,968 22,446

Note 6(a): Ageing analysis of other fi nancial assets

Please refer to note 16 for the ageing analysis of other fi nancial assets.

Note 6(b): Nature and extent of risk arising from other fi nancial assets

Please refer to note 16 for the nature and extent of credit risk arising from other fi nancial assets.

Note 7: Inventory

2012$000

2011$000

General 654 614

Pharmaceuticals 617 574

Total 1,271 1,188



Note 8: Prepayments

2012$000

2011$000

Prepayments 841 801

Total 841 801

Note 9(a): Property, Plant & Equipment

Gross Cost/Valuation

Accumul.Dep’n

Written Down Value

Written Down Value

2012$000

2012$000

2012$000

2011$000

Land 19,966 - 19,966 19,966

Under Construction 27,875 - 27,875 8,724

Buildings 186,391 34 186,357 176,597

Plant and Equipment 20,510 11,520 8,990 10,264

Medical Equipment 29,385 18,746 10,639 9,399

Computers & Communications 8,212 5,881 2,331 470

Furniture & Fittings 3,463 1,566 1,897 1,928

Kitchen & Catering 2,648 2,152 496 630

Personal Alert Call Systems 10,730 9,818 912 998

Linen Stock 4,279 2,969 1,310 1,274

Motor Vehicles 4,635 2,219 2,416 2,844

Total Fixed Assets 318,094 54,905 263,189 233,095

A review based on FRD103D and Valuer-General Victoria Indicies was conducted on all assets and indicated a change of greater than 10% and less than 40% to building values. A managerial revaluation was conducted on buildings using the Valuer -General’s compounded indicies.

Reconciliations of the carrying amounts of each class of assets for the entity at the beginning and end of the previous and current fi nancial year is set out below.

Land Under Con-

struction

Buildings Plant & Equipment

Medical Equipment

Computers & Commu-

nications

Furniture &

Fittings

Kitchen &

Catering

Personal Alert Call Systems

Linen Stock

Motor Vehicles

Total

$000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000

2012

Carrying amount at start of year 19,966 8,724 176,598 10,264 9,399 470 1,928 630 998 1,274 2,844 233,095

Additions - 19,151 8,435 244 3,992 2,228 505 - 497 510 1,533 37,095

Revaluations - - 19,686 - - - - - - - - 19,686

Disposals - - - - - (4) - - - - (799) (803)

Depreciation expense - - (18,362) (1,519) (2,752) (363) (536) (134) (583) (474) (1,163) (25,884)

Carrying amount at end of year 19,966 27,875 186,357 8,990 10,639 2,331 1,897 496 912 1,310 2,416 263,189

2011

Carrying amount at start of year 17,709 8,256 183,624 11,495 7,930 357 1,518 816 1,704 1,409 3,046 237,865

Additions - 468 11,729 290 4,684 349 844 4 159 358 2,064 20,949

Revaluations 2,257 - - - - - - - - - - 2,257

Disposals - - (155) (4) (723) - - - - - (1,000) (1,882)

Depreciation expense - - (18,600) (1,517) (2,492) (236) (434) (190) (865) (493) (1,266) (26,093)

Carrying amount at end of year 19,966 8,724 176,598 10,264 9,399 470 1,928 630 998 1,274 2,844 233,095

www.bhs.org.au 57


Note 9(b): Intangible Assets

2012$000

2011$000

Computer Software 1,585 1,575

Less: Accumulated Amortisation (1,469) (1,404)

Total 116 171

Computer Software

$000

2012

Carrying amount at start of year 171

Additions 23

Disposals (13)

Amortisation (65)

Carrying amount at end of year 116

2011

Carrying amount at start of year 149

Additions 143

Amortisation (121)

Carrying amount at end of year 171

Note 10: Payables

2012$000

2011$000

Trade Creditors & Accrued Expenses 20,199 17,808

Salary Packaging Held in Trust 871 771

Department of Health 1,194 1,433

Total 22,264 20,012

Note 10(a): Maturity analysis of payables

Please refer to note 16 for the ageing analysis of payables.

Note 10(b): Nature and extent of risk arising from payables

Please refer to note 16 for the nature and extent of credit risk arising from payables.



Note 12: Monies Held in Trust

2012$000

2011$000

Current

Monies Held in Trust

- Refundable Accommodation Bonds 17,171 18,980

- Resident 1,085 1,107

- Commuted Allowance 490 -

- Grampians Integrated Cancer Service 145 99

- State Wide Equipment Program 31 -

Total 18,922 20,186

Monies Held in Trust Represented by:

Other Financial Assets and Cash at Bank 18,922 20,186

Total 18,922 20,186

Note 11: Employee Benefi ts

2012$000

2011$000

Current Provisions

Employee Benefi ts

- Unconditional and expected to be settled within 12 months 31,077 25,236

- Unconditional and expected to be settled after 12 months 18,648 16,103

Total 49,725 41,339

Non-Current Provisions

Employee Benefi ts 6,932 5,802

Total 6,932 5,802

Total Provisions 56,657 47,141

(a) Employee Benefi ts and Related On-Costs

Current

Unconditional Long Service Leave 21,817 19,754

Accrued Leave 16,406 15,535

Accrued Wages and Salaries 10,922 5,486

Accrued Days Off 580 564

Total 49,725 41,339

Non-Current

Conditional Long Service Leave 6,932 5,802

Total 6,932 5,802

Total Employee Benefi ts 56,657 47,141

(b) Movement in Provisions

Movement in Long Service Leave:

Balance July 1 25,556 24,130

Provision made during the year 6,362 5,077

Settlement made during the year (3,169) (3,651)

Balance June 30 28,749 25,556

Provision for Long Service Leave in accordance with AASB 101: Presentation of Financial Statements, Provision for Long Service Leave is considered a current liability in respect to employees who have met the required qualifi cation period, and therefore Ballarat Health Service does not have an unconditional right to defer settlement of the liability for at least twelve months after the balance date. Refer Note 1(l) for details.

www.bhs.org.au 59


Note 13: Other Liabilities

2012$000

2011$000

Current


Total 168 205

Note 14: Equity

2012$000

2011$000

(a) Reserves

Asset Revaluation Reserve (1)

Balance at the beginning of the reporting period 75,639 73,382

Revaluation Increments/(Decrements)

- Land - 2,257

- Buildings 19,686 -

Balance at the end of the reporting period 95,325 75,639

Represented by:

Land 12,503 12,503

Buildings 82,822 63,136

95,325 75,639

Specifi c Purpose Reserve

Balance at the beginning of the reporting period 650 15,537

Transfer to accumulated surplus (88) (14,887)

Balance at the end of the reporting period 562 650

Total Reserves 95,887 76,289

(b) Contributed Capital

Balance at the beginning of the reporting period 149,952 149,952

Capital contribution received from Victorian Government - -

Balance at the end of the reporting period 149,952 149,952

(c) Retained Earnings

Balance at the beginning of the reporting period (28,459) (35,191)

Net Result for the Year 16,575 (7,934)

Grampians Regional Health Alliance (64) (221)

Transfer from Reserve 88 14,887

Balance at the end of the reporting period (11,860) (28,459)

(d) Total Equity at the end of the Financial Year

Total Equity at the beginning of the reporting period 197,782 203,680

Total Changes in Equity Recognised in the Statement of Financial Performance 36,197 (5,898)

Total Equity at the end of the reporting period 233,979 197,782

(1) The land, building and investment assets revaluation reserve arises on the revaluation of land, buildings and investments

The above Reserves are internally managed Special Purpose Funds, which are used to quarantine Capital income such as Donations, Capital Grants and Interest Revenue. Once quarantined, this income is used to fund Capital Projects, Refurbishments, Equipment and Education.



Note 15: Reconciliation of Net Result for the Year to Net Cash Infl ow/(Outfl ow) fromOperating Activities

Note

2012$000

2011$000

Net Result for the Year 16,511 (8,155)

Non Operating Cash Movements

Net (Gain)/Loss on Sale of Fixed Assets 2(e) (367) 19

Write off of Investments - 505

Non Cash Movements

Depreciation and Amortisation 25,950 26,214


Assets Received Free of Charge (1,034) (600)

Impairment of Investments (42) (1,991)

Increase/(Decrease) in Payables 2,252 10,031

Increase/(Decrease) in Employee Entitlements 9,516 3,785

Increase/(Decrease) in Other Liabilities (1,301) (1,349)

(Increase)/Decrease in Inventory (83) (74)

(Increase)/Decrease in Prepayments (40) 49

(Increase)/Decrease in Receivables (3,141) (704)

Net Cash Infl ows from Operating Activities 48,285 27,951

www.bhs.org.au 61


Note 16: Financial Instruments

(a) Financial Risk Management Objectives and PoliciesBallarat Health Service’s principal fi nancial instruments comprise of:- Cash Assets- Term Deposits- Receivables (excluding statutory receivables)- Available for sale Financial Assets- Payables (excluding statutory payables)- Accommodation Bonds

Details of the signifi cant 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 fi nancial asset, fi nancial liability and equity instrument are disclosed in Note 1 to the fi nancial statements.

The main purpose in holding fi nancial instruments is to prudentially manage Ballarat Health Services fi nancial risks within the government policy parameters.

Categorisation of Financial Instruments Carrying Amount

2012$000

Carrying Amount2011$000

Financial Assets

Cash and cash equivalents 16,083 16,245

Receivables 6,855 5,951

Available for Sale 35,968 22,446

Total Financial Assets (i) 58,906 44,642

Financial Liabilities

Payables 21,070 18,579

Accommodation Bonds 17,171 18,980

Monies Held in Trust 1,751 1,206

Other Liabilities 168 205

Total Financial Liabilities (ii) 40,160 38,970

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

Net holding gain/(loss) on fi nancial instruments by category Carrying Amount

2012$000

Carrying Amount2011$000

Financial Assets

Cash and cash equivalents (i) 1,048 587

Designated at fair value through profi t or loss (ii) - (505)

Receivables (9) (8)

Available for Sale (i) 1,440 3,243

Total Financial Assets 2,479 3,317


Accommodation Bonds 72 69

Total Financial Liabilities 72 69

(i) For cash and cash equivalents, loans and receivables and available-for-sale fi nancial assets, the net gain or loss is calculated by taking the interest revenue, plus or minus foreign exchange gains or losses arising from revaluation of the fi nancial assets, and minus any impairment recognised in the net result.

(ii) For fi nancial assets and liabilities that are held-for-trading or designated at fair value through profi t or loss, the net gain or loss is calculated by taking the movement In the fair value of the fi nancial asset or liability.



(b) Credit RiskCredit risk arises from the contractual fi nancial assets of Ballarat Health Service, which comprise cash and deposits, non statutory receivables and available for sale contractual fi nancial assets. Ballarat Health Services exposure to credit risk arises from the potential default of a counter party on their contractual obligations resulting in the fi nancial lose to Ballart Health Services. Credit risk is measured at fair value and is monitored on a regular basis.

In addition, Ballarat Health Services does not engage in hedging for its contractual fi nancial assets and mainly obtains contractual fi nancial assets that are on fi xed interest, except for cash assets, which are mainly cash at bank. Ballarat Health Services is to only deal with banks with high credit ratings.

Provision for impairment for contractual fi nancial assets is recognised when there is objective evidence that Ballarat Health Services will not be able to collect a receivable. Objective evidence includes fi nancial diffi culties of the debtor, default payments, debt’s 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 fi nancial assets recorded in the fi nancial statements, net of any allowances for losses, represents Ballarat Health Services maximum exposure to credit risk without taking account the value of any collateral obtained.

Credit quality of contractual fi nancial assets that are neither past due nor impaired Financial

Institutions (AAA Credit Rating)

Government Agencies (AAA Credit Rating)

Other Total

$000 $000 $000 $000

2012

Financial Assets

Cash and Cash Equivalents 16,083 - - 16,083

Receivables

- Trade Debtors - - 6,855 6,855

- Other Receivables (i) 358 - - 358

Other Financial Assets

- Term Deposit 32,800 - - 32,800

- Other Financial Assets - - 1,495 1,495

- Shares in Other Entities 373 - 1,300 1,673

Total Financial Assets 49,614 - 9,650 59,264

2011

Financial Assets

Cash and Cash Equivalents 16,245 - - 16,245

Receivables

- Trade Debtors - - 5,951 5,951

- Other Receivables (i) 14 - 42 56

Other Financial Assets

- Term Deposit 15,000 - - 15,000

- Other Financial Assets - - 5,995 5,995

- Shares in Other Entities 9 - 1,442 1,451

Total Financial Assets 31,268 - 13,430 44,698

(i) The total amounts disclose here excludes statutory amounts (eg; amounts owing from Victorian Government and GST input tax credit recoverable).

www.bhs.org.au 63


Ageing analysis of fi nancial assets as at 30 June

Consolidated Carrying Amount

Not Past Due and Not

Imparied

Past Due But Not Impaired Imparied Financial

Assets Less than 1

Month1 - 3 Months 3 Months - 1

Year1 - 5 Years

$000 $000 $000 $000 $000 $000 $000

2012

Financial Assets

Cash and Cash Equivalents 16,083 16,083 - - - - -

Receivables 6,855 5,592 806 401 56 - -

Other Financial Assets 35,968 35,466 - - - - 502

58,906 57,142 806 401 56 - 502

2011

Financial Assets

Cash and Cash Equivalents 16,245 16,245 - - - - -

Receivables 5,951 4,208 1,154 190 399 - -

Other Financial Assets 22,446 21,903 - - - - 543

44,642 42,356 1,154 190 399 - 543

There are no fi nancial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated as the carrying amounts as indicated. The ageing analysis table above discloses the ageing only of contractual fi nancial assets that are past due but not impaired.

(c) Liquidity RiskLiquidity risk is the risk that Ballarat Health Services would be unable to meet its fi nancial obligations as and when they fall due.Ballarat Health Services maximum exposure to liquidity risk is the carrying amounts of fi nancial liabilities as disclosed in the face of the balance sheet.Ballarat Health Services manages its fi nancial instruments so as to minimise liquidity risk. This is achieved through a combination of daily cash fl ow forecasting and appropriate budget setting and monitoring.

Maturity analysis of fi nancial liabilities as at 30 June

Carrying Amount

Contractual Cash Flows

Maturity Dates

Less than 1 Month

1 - 3 Months 3 Months - 1 Year

1 - 5 Years

$000 $000 $000 $000 $000 $000

2012


Creditors 21,070 21,070 21,070 - - -

Accommodation Bonds 17,171 17,171 389 993 3,540 12,250

Monies Held in Trust 1,751 1,751 521 666 564 -

Other Liabilities 168 168 - - 168 -

40,160 40,160 21,980 1,659 4,272 12,250

2011


Creditors 18,579 18,579 18,579 - - -

Accommodation Bonds 18,980 18,980 389 994 3,544 14,053

Monies Held in Trust 1,206 1,206 - 99 1,107 -

Other Liabilities 205 205 - - 205 -

38,970 38,970 18,968 1,093 4,856 14,053



(d) Market RiskBallarat Health Services exposures to market risk are primarily through interest rate risk with only insignifi cant exposure to foreign currency and other price risks. Objectives, policies and processes used to manage each of these risks are disclosed in the paragraph below.

Currency RiskBallarat Health Services is exposed to insignifi cant 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.

Other Price RiskBallarat Health Services is not subject to price risk.

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

Weight Average Effective Interest

Rate (%)

CarryingAmount

Interest Rate Exposure

Fixed Interest Rate

Variable Interest Rate

Non Interest Bearing

$000 $000 $000 $000

2012

Financial Assets

Cash and Cash Equivalents 3.1% 16,083 - 16,083 -

Receivables (i) 0% 6,855 - - 6,855

Other Financial Assets 4.8% 35,968 32,800 2,462 706

- 58,906 32,800 18,545 7,561

2012


Creditors (i) 0% 21,070 - - 21,070

Accommodation Bonds 5.0% 17,171 17,171 - -

Monies Held in Trust 0% 1,751 1,751 - -

Other Liabilities 0% 168 168 - -

- 40,160 19,090 - 21,070

2011

Financial Assets

Cash and Cash Equivalents 4.7% 16,245 - 16,245 -

Receivables (i) 0% 5,951 - - 5,951

Other Financial Assets 5.3% 22,446 15,000 6,004 1,442

- 44,642 15,000 22,249 7,393

2011


Creditors (i) 0% 18,579 - - 18,579

Accommodation Bonds 5.0% 18,980 18,980 - -

Monies Held in Trust 0% 1,206 1,206 - -

Other Liabilities 0% 205 205 - -

- 38,970 20,391 - 18,579

(i) The carrying amount must exclude types of statutory fi nancial assets and liabilities (i.e. GST input tax credit and GST payable).

www.bhs.org.au 65


(d) Market Risk (continued)Sensitivity Disclosure AnalysisTaking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the fi nancial markets, Ballarat Health Services believe the following movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from the Reserve Bank of Australia) -- A parallel shift of +1.25% and -1.25% in infl ation rate from year-end rates of 2%. The following table discloses the impact on net operating result and equity for each category of fi nancial instrument held by Ballarat Health Services at year end as presented to key management personnel, if changes in the relevant risk occur.

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

CarryingAmount

Interest Rate Risk

- 1.25% + 1.25%

Profi t Equity Profi t Equity

$000 $000 $000 $000 $000

2012

Financial Assets

Cash and Cash Equivalents 16,083 (201) (201) 201 201

Other Financial Assets 35,968 (450) (450) 450 450


Accommodation Bonds 17,171 (215) (215) 215 215

Monies Held In Trust 1,751 (22) (22) 22 22

Other Liabilities 168 (2) (2) 2 2

CarryingAmount

Interest Rate Risk

- .5% + 1%

Profi t Equity Profi t Equity

$000 $000 $000 $000 $000

2012

Financial Assets

Cash and Cash Equivalents 16,245 (81) (81) 162 162

Other Financial Assets 22,446 (112) (112) 224 224


Accommodation Bonds 18,980 (95) (95) 190 190

Monies Held In Trust 1,206 (6) (6) 12 12

Other Liabilities 205 (1) (1) 2 2



(e) Fair ValueThe fair values and net fair values of fi nancial instrument assets and liabilities are determined as follows:

Level One - the fair value of fi nancial instrument assets and liabilities with standard terms and conditions and traded in active liquid markets are determined with reference to quoted market prices; and

Level Two - the fair value is determined using inputs other than quoted prices that are observable for the fi nancial asset or liability, either directly or indirectly; and

Level Three - the fair value of other fi nancial instrument assets and liabilities is determined in accordance with generally accepted pricing models based on discounted cash fl ow analysis using unobservable market inputs.

Ballarat Health Services considers that the carrying amount of fi nancial instrument assets and liabilities recorded in the fi nancial statements to be a fair approximation of their fair values, because of the short-term nature of fi nancial instruments and the expectation that they will be paid in full.

The following tables show that the fair values of most of the contractual fi nancial assets and liabilities are the same as the carrying amounts.

Comparison between carrying amount and fair value Carrying

Amount2012

Fair Value2012

CarryingAmount

2011

Fair Value2011

$000 $000 $000 $000

Financial Assets

Cash and cash equivalents 16,083 16,083 16,245 16,245

Receivables (i) 6,855 6,855 5,951 5,951

Available for Sale 35,968 35,968 22,446 22,446

Total Financial Assets 58,906 58,906 44,642 44,642


Payables 21,070 21,070 18,579 18,579

Accommodation Bonds 17,171 17,171 18,980 18,980

Monies Held in Trust 1,751 1,751 1,206 1,206

Other Liabilities 168 168 205 205

Total Financial Liabilities 40,160 40,160 38,970 38,970

(i) The carrying amount must exclude types of statutory fi nancial assets and liabilities (i.e. GST input tax credit and GST payable).

Financial assets measured at fair value

Carrying Amountas at June 30

Fair value measurement at end ofreporting period using:

Level 1 Level 2 Level 3

$000 $000 $000 $000

2012

Financial Assets at fair value through Profi t & Loss

Available for sale fi nancial assets 35,968 34,973 995 -

Total Financial Assets 35,968 34,973 995 -

2011

Financial Assets at fair value through Profi t & Loss

Available for sale fi nancial assets 22,446 20,591 1,855 -

Total Financial Assets 22,446 20,591 1,855 -

www.bhs.org.au 67


Note 17: Contingent Liabilities

2012$000

2011$000

Contingent Liabilities Quantifi able

Legal Proceedings and Disputes - 114

Total Quantifi able Liabilities - 114

Note 18: Commitments

2012$000

2011$000

Capital Expenditure Commitments

Land and Buildings 41,240 80,957

Medical Equipment 7,968 1,951

Computer 1,643 258


Total 50,968 83,569

Not later than 1 year 50,968 63,747

Later than 1 year and not later than 5 years - 19,822

50,968 83,569

Operating Expenditure Commitments


Computer 70 484

Medical Equipment 335 6

Other 1,681 1,742

Total 2,113 2,271

Not later than 1 year 2,099 2,247

Later than 1 year and not later than 5 years 15 24

2,113 2,271

Operating Expenditure Commitments

Property 1,298 1,549

Medical Equipment 54 270

IT Equipment 238 -

Total 1,590 1,819

Non Cancellable

Not later than 1 year 391 472

Later than 1 year and not later than 5 years 922 901

Later than 5 years 277 446

Total 1,590 1,819

Total Commitments for expenditure (inclusive of GST) 54,671 87,659

Less GST recoverable from the Australian Tax Offi ce 5,069 8,571

Total Commitments for expenditure (exclusive of GST) 49,602 79,088

All amounts shown in the commitments note are nominal amounts inclusive of GST. Capital commitments of $40,151,600 are fully funded by DH.



Note 19: Segment Reporting

AcuteCare

AcuteCare

Business Units

Business Units

RAC RAC Aged Care

Aged Care

Mental Health

Mental Health

Total Total

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

2012$000

2011$000

Revenue

External Segment Revenue 179,509 166,866 120,047 49,404 33,080 33,255 8,108 26,008 30,111 28,998 370,856 304,531

Total Revenue 179,509 166,866 120,047 49,404 33,080 33,255 8,108 26,008 30,111 28,998 370,856 304,531

Expenses

External Segment Expenses 194,028 182,230 37,914 34,423 42,181 40,604 50,951 27,353 31,629 29,171 356,704 313,781

Total Expenses 194,028 182,230 37,914 34,423 42,181 40,604 50,951 27,353 31,629 29,171 356,704 313,781

Net Result from Ordinary Activities (14,519) (15,364) 82,133 14,981 (9,102) (7,349) (42,843) (1,345) (1,518) (173) (14,152) (9,250)

Write Off on Investments - (505) - - - - - - - - - (505)

Interest Expense - - - - (72) (69) - - - - (72) (69)

Interest Income - 724 1,612 301 834 656 - 32 - 126 2,446 1,839

Share of Net Result of Associates & Joint Ventures using Equity Model (8) (70) (2) (32) (2) (29) (1) (15) (2) (23) (15) (169)

Net Result for Year (14,527) (15,216) 83,744 15,250 (8,342) (6,790) (42,844) (1,328) (1,520) (70) 16,511 (8,155)

Other Information

Segment Assets 96,515 139,959 139,698 36,577 47,903 54,716 32,741 31,051 15,132 23,023 331,989 285,326

Total Assets 96,515 139,959 139,698 36,577 47,903 54,716 32,741 31,051 15,132 23,023 331,989 285,326

Segment Liabilities 22,908 29,312 30,145 11,215 28,471 30,736 9,399 8,473 7,091 7,808 98,014 87,544

Total Liabilities 22,908 29,312 30,145 11,215 28,471 30,736 9,399 8,473 7,091 7,808 98,014 87,544

Investments in associates andjoint venture partnership 938 1,024 60 69 54 63 28 32 43 50 1,123 1,238

Acquisition of property, plantand equipment 15,448 9,686 6,260 2,258 7,706 4,572 5,267 2,876 2,434 1,556 37,115 20,949

Depreciation and amortisationexpense 10,436 11,710 5,106 3,152 5,206 5,776 3,558 3,707 1,644 1,869 25,950 26,214

www.bhs.org.au 69


Note 20: Jointly Controlled Operations and Assets

Ballarat Health Services has an interest in two jointly controlled Operations and Assets. The fi rst jointly controlled Operation being Ballarat - Austin Radiotherapy Oncology Centre and the second jointly controlled Asset being Grampians Rural Health Alliance. Details of both operations are listed as follows.

Ballarat - Austin Radiotherapy Oncology Centre

The investment was used for the construction of the Radiation Oncology Centre, for which Ballarat Health Service has an entitlement to receive a share of property rental under a 20 year co-operation agreement to recoup its investment.

No further amounts are receivable other than lease payments in respect of the investment. Ballarat Health Service is required to meet its share of the costs of maintaining the building over the term of the agreement. Lease payments received are allocated between the repayment of capital and rental income. The allocation of capital repaid is made so as to amortise the cost of the investment over the 20 year lease term. The carrying amount of the investment is as follows;

2012$000

2011$000

Opening Balance 757 805

Repayments (100) (100)

Interest 49 52

Capital Repaid (51) (48)

Closing Balance 706 757

Ownership Interest 47.67% 47.67%

Ballarat Health Services share of entitlement to lease receivables under the terms of the co-operation agreement are as follows;

2012$000

2011$000

Less than 1 year 100 100

Greater than 1 and less than 5 years 400 400

Greater than 5 years 206 257

706 757

Grampians Rural Health Alliance

In June 2008, the Department of Health issued circular number 17/2008, which outlines government requirements for the operation of rural health information and communication technology (ICT) alliances. The policy outlines the accepted governance model for the operation of the ICT alliances.

The policy requires public hospitals, public health services and multipurpose services which are declared or established under the Health Services Act 1988, to enter into the alliance for the region in which they operate, in accordance with a Joint Venture Agreement (JVA). Consistent with this policy, the Grampians Rural Health Alliance came into effect on 9th of December 2008.

2012$000

2011$000

Revenue 969 803

Expenses (1,033) (1,024)

Net Result (64) (221)

Assets 585 686

Liabilities 168 205

Net Assets 417 481

Equity 417 481

Ownership Interest 22.24% 23.85%



Note 21: Responsible Person Related Disclosures

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding responsible persons for the reporting period.

Period

Responsible Minister:

The Honourable David Davis, MLC, Minister for Health and Ageing 1/07/2011 - 30/06/2012

The Honourable Mary Woodridge, MLA, Minister for Mental Health 1/07/2011 - 30/06/2012

Governing Board:

Mr A Faull 1/07/2011 - 30/06/2012

Mr C Coltman 1/07/2011 - 30/06/2012

Mr N Coxall 1/07/2011 - 30/06/2012

Ms V Fenelon 1/07/2011 - 30/06/2012

Mr P Jans 1/07/2011 - 30/06/2012

Mrs S McKenzie 1/07/2011 - 30/06/2012

Mr M Patterson 1/07/2011 - 30/06/2012

Ms R Reeves 1/07/2011 - 30/06/2012

The following Board members have commenced from July 1 2012:

Mr M Harris 1/07/2012

Mr J Selkirk 1/07/2012

Accountable Offi cer

Mr A R Rowe - Chief Executive Offi cer 1/07/2011 - 30/06/2012

Remuneration of Responsible Persons

The number of Responsible Persons are shown in their relevant income band;

2012No.

2011No.

Income Band

$10,000 - $19,999 7 8

$30,000 - $39,999 1 1

$380,000 - $389,999 1 -

$390,000 - $399,999 - 1

Total Numbers 9 10

Total remuneration received or due and receivable by Responsible Persons from the reporting entity amounted to:

554,575 576,074

Amounts relating to the Responsible Ministers are reported in the fi nancial statements of the Department of Premier and Cabinet.

2012$000

2011$000

Other Transactions of Responsible Persons and their Related Parties

Mr M Patterson has an association with North Ballarat Sports Club who provided services on commercial terms and conditions. The total value of transactions with this entity was; 4 4

Ms R Reeves has an association with Ballarat Community Health Centre, who provided services on commercial terms and conditions. The total value of transactions with this entity was; - 1

www.bhs.org.au 71

Note 21: Responsible Person Related Disclosures (continued)

Executive Offi cers’ Remuneration

The numbers of executive offi cers, other than Ministers and Accountable Offi cers, and their total remuneration during the reporting period are shown in the fi rst two columns in the table below in their relevant income bands. The base remuneration of executive offi cers is shown in the third and fourth columns, Base remuneration is exclusive of bonus payments, long-service leave payments, redundancy payments and retirement benefi ts.

Total Remuneration Base Remuneration

2012 2011 2012 2011

$0 - $99,999 - 6 - 6

$140,000 - $149,999 - - - 1

$150,000 - $159,999 - - 5 -

$160,000 - $169,999 1 2 1 1

$170,000 - $179,999 1 - - 2

$180,000 - $189,999 1 3 1 -

$190,000 - $199,999 2 2 - 2

$200,000 - $209,999 2 - - 1

$250,000 - $259,999 - - 1 -

$280,000 - $289,999 1 - - -

$310,000 - $319,999 - - 1 -

$340,000 - $349,999 1 - - -

Total 9 13 9 13

Total Annualised Employee Equivalent (AEE) 9 9.1 9 9.1

Total Remuneration 1,961,456 1,572,479 1,694,530 1,366,570

All payments made to Executives are governed by the Government Sector Executive Remuneration Panel.The changes from the previous year refl ect GSERP approved pay increases, as well as the payment of accumulated long service leave for a number of Executives.

Note 22: Events Occurring after the Balance Sheet Date

There were no events occuring after reporting date which required additional information to be disclosed.


Ballarat H

ealth

Services An

nu

al REPO

RT 2011-2012

Base Hospital

Drummond Street NorthPO Box 577 Ballarat 3353

Phone: (03) 5320 4000Fax: (03) 5320 4828

Queen Elizabeth Centre

102 Ascot Street SouthPO Box 199 Ballarat 3353

Phone: (03) 5320 3700Fax: (03) 5320 3860

Psychiatric Services

Sturt StreetPO Box 577 Ballarat 3353

Phone: (03) 5320 4100Fax: (03) 5320 4028

www.bhs.org.au

ANNUALREPORT2011-2012