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Sunshine Coast Hospital and Health Service

Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014

Licence:

This annual report is licensed by the State of Queensland (Sunshine Coast Hospital and Health Service) under a Creative Commons Attribution (CC BY) 3.0 Australia licence.

CC BY Licence Summary Statement:

In essence, you are free to copy, communicate and adapt this annual report, as long as you attribute the work to the State of Queensland (Sunshine Coast Hospital and Health Service).

To view a copy of the licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en

Attribution:

Content from this annual report should be attributed as: Sunshine Coast Hospital and Health Service Annual Report 2013–2014.

ISSN: 2202-5200

Public availability statement:

Copies of this publication can be obtained by:

• visiting www.health.qld.gov.au/sunshinecoast/annual-reports

• phoning the Communications and Community Engagement Unit on (07) 5470 5833

• emailing [email protected]

For enquiries or further information please visit our website at www.health.qld.gov.au/sunshinecoast

Feedback can be provided through the Department of Premier and Cabinet’s website Get Involved at www.qld/gov.au/annualreportfeedback

The Sunshine Coast Hospital and Health Service is committed to providing accessible services to Queenslanders from all culturally and linguistically diversebackgrounds.Ifyouhavedifficultyinunderstanding the annual report, you can contact us on (07) 5470 5395 and we will arrange an interpreter to effectively communicate the report to you.

© (Sunshine Coast Hospital and Health Service) 2014

2

Our organisation

ThisannualreportfulfilsSunshineCoastHospitaland Health Service’s reporting requirement to the community and to the Minister for Health. It summarises the Hospital and Health Service’s results,performance,outlookandfinancialposition for 2013-2014.

In particular, the report outlines Sunshine Coast Hospital and Health Service’s performance againstobjectivesidentifiedintheSunshine Coast Hospital and Health Service Strategic Plan 2013 -2017, as well as the Queensland Government’s objectives for the community and its Blueprint for better health care in Queensland.

Open data

We are committed to the Queensland Government’s open data strategy and have published additional information to form part of our 2013-14 annual report. This information is published at:

www.qld.gov.au/data

SCHHS has published the following data on the government’s Open Data website:

• consultancy expenditure

• overseas travel expenditure

• results against the Queensland Cultural Diversity Policy

3Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014

Contents

Table of contents ........................................................3

Sunshine Coast Hospital and Health

Board Chair’s overview ..............................................4

Sunshine Coast Hospital and Health Service Chief Executive’s overview ..........................................5

2013–2014 highlights ..............................................6

Letter of compliance .................................................10

1 Our organisation ..........................11

Vision, purpose and values .................................11

Objectives, agency role and functions .................12

Our services .......................................................13

Communityprofile ..............................................14

Strategic risks, opportunities and challenges ......16

Machinery of government ...................................16

Commitment to the government’s objectives .......17

2 Our governance ............................20 Governance and organisation structure ...............20

Hospital and Health Board ..................................21

Board committees ..............................................26

Hospital and Health Service executive .................28

Strategic committees ..........................................32

Ethics and code of conduct .................................32

Audit and risk management ................................33

Information systems and recordkeeping ..............36

3 Our people ...................................37 Workforceprofile ................................................40

Recruitment, engagement and retention .............40

Early retirement, redundancy and retrenchment ...42

Orientation and training .....................................43

Occupational health, safety and wellbeing ...........46

4 Our performance ..........................48Delivering our services .......................................48

Service Delivery Statement .................................53

KPIs - Service agreement and purchasing framework key performance indicators ................55

Performance against Strategic Objectives ...........60

5 Our future ....................................81

6 Financial statements ....................85Statement of comprehensive income ..................86

Statementoffinancialposition ...........................87

Statement of changes in equity ...........................88

Statementofcashflows ......................................89

Notestothefinancialstatements ........................90

Managementcertificate ..........................................135

Independent auditor’s report ..................................136

Glossary ................................................................138

Compliance checklist ..............................................145

Contents

4 Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014

It is again with a sense of significant pride and satisfaction that I provide the Chair’s report on behalf of the Sunshine Coast Hospital and Health Board.

In our second year of operation, the Board has maintained its attention on providing strategic direction and governance to our Hospital and Health Service.

Our concentration on the current performance of the Health Service is of course increasingly equalled by an emphasis on the challenging and exciting journey of the organisation becoming a tertiary health service provider. The Board is absolutely determined to provide the governance to ensure the organisation develops capacity and capability to not only bring the Sunshine Coast Public University Hospital (SCPUH)on line in late 2016, but to also be an organisation that is recognised nationally and internationally for the excellent and innovative care that it provides. It is this objective that always features in my regular meetings with the Minister for Health.

The committee structure has matured and become the engine room of the Board’s deliberative and analytic approach to discharging its responsibilities. A preeminent focus of the Board is oversight of the safety and quality of the services provided by the Hospital and Health Service. This objective extends of course to the monitoring of the Workplace Health and Safety performance of the organisation. In this regard the safety and quality of care provided to patients and the safety of the work environment for staff are both a constant focus of the Board. I commend Deputy Chair, Dr Lorraine Ferguson, for her stewardship of the Safety and Quality Committee. Recent state level feedback indicates that our Safety and Quality Committee is one of the best informed and high performing committees across the State.

Similarly, the Board’s Finance and Performance Committee, led by Mr Peter Sullivan, provides strategic review and directionoftheorganisation’sfinancialperformance.Italsohas responsibility in the areas of Key Performance Indicators as detailed in our Service Agreement with the Department ofHealth.ThefinancialperformanceoftheHospitalandHealth Service is testament to the quality of both the Finance and Performance Committee and the effectiveness of the leadership and the commitment throughout the organisation totheefficientandeffectivedeliveryofservices.

Under the leadership of Mr Cos Schuh the Board’s Audit and Risk Management Committee ensures that our statutory auditrequirementsaresatisfiedandthestrategicrisksoftheorganisation are appropriately managed.

Further devolvement of accountability to Hospital and Health Boards and their respective Hospital and Health Services continued to advance during 2013-2014. The major milestone for the Sunshine Coast Hospital and Health Board was the successful assessment of the Hospital and Health Service to become the Prescribed Employer of its staff from 1 July 2014.

The Board remains committed to the strategic direction provided in the Health Services Plan 2012–2022 and outlook to 2026/27. It is also committed to delivering on the Government’s Blueprint for better health care in Queensland. In this regard the Board has assumed the decision making role in the contestability exercise currently being undertaken for clinical support services for the SCPUH.

The Board has, through successive independent external evaluations, become increasingly aware of just how fortunate the Sunshine Coast community is to have its Hospital and Health Service staffed by people with the highest quality, passion and ability. The Health Service Chief Executive (HSCE), Kevin Hegarty has proven to be a dedicated leader in this critical period of transition to tertiary status.

On behalf of the Board, I thank and congratulate the HSCE and all staff of the organisation for their contribution to a very successful year.

Emeritus Professor Paul Thomas AM – Chair

Sunshine Coast Hospital and Health BoardChair’s overview

Overview


Again, as is our established pattern, last year saw the Health Service provide a record level of health services to our com-munity. Total hospital activity increased by almost 5% over the previous year. Our Emergency Departments provided care to over 115,000 patients, 7,041 more than the previ-ous year. We responded to the continued growth in demand for elective surgery by performing almost 1000 additional elective surgery cases than in 2012-2013.

Increasingly, the focus of the organisation is dominated by the necessary preparation for our transition to Sunshine Coast Public University Hospital (SCPUH) and equally impor-tantly, the transformation of the Hospital and Health Service to that of a tertiary health care provider. This transition and transformation is not about moving the existing array of ser-vices to an additional new location. It is about delivering on the vision that our staff and community rightfully hold that SCPUH will ‘provide excellent care through collaboration, enquiry and education’, within the context of the Hospital and Health Service vision of ‘Health and wellbeing through exceptional care’.

What we are doing has not been done in Australia for more than two decades, creating a new rather than replacement tertiaryteachinghospital.Anexponentialgrowthinstaffingnumbers between now and 2021 is central to us successfully meeting this challenge. Our journey over the past ten years also evidences that we have been an organisation ‘in train-ing’ for such an expansionary journey. In 2004 we had head count of 2,527 staff; in 2014 we have a headcount of 4,773. That is an 88 per cent increase over the last ten years. The range and capacity of services we offer now, compared to ten years ago is testament to the contribution these skilled and dedicated resources have made.

The past year has seen the maintenance and enhancement ofourrecordasahealthservicewithefficientandeffectiveresource management. Our small surplus evidences this and will allow us to address strategic needs.

Our staff are the greatest asset of the Hospital and Health Service. They are the foundation on which our commitment to provide the highest quality health care to our community is based. The skill, professionalism and resilience of our team are known and acknowledged locally. It is also con-sistentlyidentifiedbythosewhovisit,includingspecialistcolleges and other accrediting bodies. After ten years as Chief Executive of this organisation during its various itera-tions, I have never been prouder or more humble to serve in the role.

The pages of this report provide examples of our contribu-tion to delivering on the Public Sector Renewal Program. The advancement of our Consumer Engagement Strategy, our clinical redesign and ongoing focus on teaching and edu-cation with an expansionary research agenda, are all direct contributorstothefiveprinciplesoftheProgram.

The strategic direction and governance provided by the Hospital and Health Board, under the leadership of Emer-itus Professor Paul Thomas AM, is strong and visionary. Allaspectsoftheorganisation’sperformancebenefitfromthe rigour applied by the Board and its Committees. The Board’s determination to maintain a separation between its responsibilities and that of the operational management responsibilities is a key enabler of organisational capacity to perform.

I commend this annual report to you and am pleased to share our achievements and demonstrate absolute commit-ment to providing high quality heath care in a consistent person centred manner.

Kevin Hegarty - Health Service Chief Executive

Sunshine Coast Hospital and Health Service Chief Executive’s overview

Overview

The 2013-2014 year, our second year as a Hospital and Health Service was, like our first, twelve months of exceptional challenge, change and achievement.


Highlights 2013 - 2014

2013

2014

Jul

Aug

Sept

Oct

Nov

• SCHHS achieves whole of health service Australian Council on Healthcare Standards (ACHS) accreditation – all standards met

• Outreach and sexual health clinic opens in Gympie

• Inaugural Think Health forum held in partnership with Sunshine Coast Medicare Local (SCML)

• Building and re-design project commences at Gympie Hospital

• Home and Community Care (HACC) service achieves accreditation

• Glenbrook Residential Aged Care Facility receives accreditation for a further three years by the Aged Care Standards and Accreditation Agency (ACSAA)

• First private practice independent midwife starts at Nambour

• Approval for the construction of additional facility for 15 new community care mental health beds at SCHHS Mountain Creek facility

• SCHHS announced as achieving prescribed employer status

• First public patients from SCHHS treated at Sunshine Coast Unversity Private Hospital

• SCPUH – Kawana Way duplication and carpark two completed

• Government announces clinical services at SCPUH will be delivered by SCHHS

• EOI’s sought for clinical support services at SCPUH

• Sunshine Coast Academic and Research Centre (SCARC) opens in Nambour

• Nambour Hospital auxiliary reaches $3million in donations to the SCHHS

• New dermatology outpatients clinic commences at Nambour

• Queensland Bedside Audit is conducted at SCHHS. Results show improvement in all areas of patient care

• Annual Research Day is held and SCHHS Research Strategic Plan 2013-2016 is launched

• SCPUH - piling works for foundation substantially complete

• Annual staff awards held. Dr Christine Fawcett receives the Dr Barny Moy Memorial Award for overall excellence

• Nambour Hospital commence using new non-invasive liver scan technology

Dec

Jan

Feb

Mar

Apr

May

Jun


115,342people presented to our emergency departments

233,455outpatient occasions of service were performed

$5,977,000net surplus from operations which is 0.9 per cent of total revenue

4,805elective surgery procedures were performed

$671,836,000

36,291

In revenue

patients arriving by ambulancepeople were admitted to hospital

87,270

employees at 30 June 2014

4,773

2,800babies delivered

9,607children (0-17) admitted to our hospitals


1,092 increase from last year

106 increase from last year



0.3 per cent decrease from last year

1.9 per cent increase from last year


Ouryearinfigures


1796 decrease from last year


$4,350average cost per patient

$344 less than state average


Financial highlights

Withadiverseandextensiveserviceprofile,acrossawidegeographical area, our costs and revenues must be carefully managed. A robust accounting and reporting system is key toensuringsatisfactoryfinancialoutcomesandcontinuingsustainability.

This year again presented particular challenges. A variety of service targets and KPIs were required to be met along withtheachievementoffinancialsavings.Aparticularfocuswas on our revenue base and ensuring the sustainability of revenue streams.

Particular success was achieved in Own Source Revenues such as outpatient fees, pharmaceuticals and prosthetics. The introduction of the contracted services through the Sunshine Coast University Private Hospital also presented challenges.

Ourfinancialandoperationalrealitieshavelargelybeensatisfied.Costbasescontinuetobemanagedwellandrevenue streams have been enhanced.

The small surplus achieved in 2013-2014 will help ensure capacity to meet future challenges.

Operating Statement - financial year ending 30 June

2014 $(000)’s

Revenue 671,836

Labour and employment related expenditure 443,319

Supplies and services 135,351

Other expenses 64,849

Depreciation and revaluation expense 22,340

Net Surplus from operations 5,977

Operating incomeThe following chart shows the major sources of total operating income by percentage, with the Queensland State Government (predominately the Department of Health) being the largest funder of total operating income.

Graph A: SCHHS operating income 2013-2014

Table 1: SCHHS operating statement 2013-2014


Queensland state funding 64%

Commonwealth funding 26%

Patient fees 7%

Other grants funding 2%

Other revenue 1%


As at 30 June 20142014

$(000)’s

Current assets 69,322

Non-current assets 295,895

Current liabilities 49,511

Non-current liabilities -

Net assets (equity) 315,705

Balance sheet

Cash and investmentsAs at balance date, we had $51.611 million in cash and investments. This balance is largely a result of the timing of payables including payroll, and the reported surplus. Depreciation is not cash funded, but investment in non-current assets is.

Financial RatiosCurrent ratio: At 30 June, 2014, the current ratio (current assets divided by current liabilities) was 1.40. This means for every $1.00 of current liabilities payable we hold $1.40 in current assets. A current ratio of this magnitude indicates that we are able to meet our current liabilities as and when they fall due.

Quick asset ratio: The quick asset ratio is similar to the current ratio, but provides a better indication of our short term solvency by only including those current assets and current liabilities of a short term nature. We have $1.31 in liquid assets for every $1.00 of short term liabilities.

Debt to equity ratio: We currently have no debt.

Debtors days: The average age of debtor accounts for patient, client and resident fees at year end was 60 days.


Operating expenditureThe following chart shows the major parts of total operating expenditure with labour and employment related expenses being the largest component of total operating expenditure.

Graph B: SCHHS operating expenditure 2013-2014

Table 2: SCHHS balance sheet 2013-2014

Labour and related costs 67%

Clinical supplies 4%

Drugs 4%

Pathology charges 2%

Contract payments (Sunshine Coast University Private Hospital/Noosa Hospital) 9%

Repairs and maintenance 1%

Other expenses 10%

Depreciation and revaluation expenses 3%


2 September 2014

The Honourable Lawrence Springborg MP Minister for Health Member for Southern Downs GPO Box 48 Brisbane QLD 4000

Dear Minister

IampleasedtopresenttheAnnualReport2013-2014andfinancialstatementsforSunshineCoastHospitaland Health Service.

I certify that this Annual Report complies with:

• the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and

• the detailed requirements set out in the Annual report requirements for Queensland Government agencies.

A checklist outlining the annual reporting requirements can be found at page 145 of this annual report or accessed at http://www.health.qld.gov.au/sunshinecoast/annual-reports/default.asp.

Yours sincerely

Emeritus Professor Paul Thomas AMChairSunshine Coast Hospital and Health Board

Letter of compliance


Our organisation

Sunshine Coast Hospital and Health Service is the major provider of public health services, health education and research in the Sunshine Coast, Gympie and Noosa regional council areas.

Vision, purpose and values

As outlined in Sunshine Coast Hospital and Health Service’s (SCHHS) Strategic Plan 2013–2017, our vision, purpose, values and objectives describe and support our direction and how we work with our community to improve people’s health and wellbeing.

Our visionHealth and wellbeing through exceptional care.

To achieve our vision we:

• will work for the community and be part of the community

• will provide exceptional services to ensure the community isconfidentinus

• acknowledge everything we do involves people and we will ensure they feel respected, safe, valued and listened to and that their dignity is maintained

• commit to fundamentally changing health care delivery across our health service including establishment of the new Sunshine Coast Public University Hospital as a key part of our services from 2016.

Our purposeOur purpose is to deliver the highest standards of safe, accessible, sustainable, evidence based health care with a highly skilled and valued workforce that optimises the wellbeing of our community.

Our valuesThe values of the SCHHS underpin the cultural expectations within our organisation. Our original values of vision, integrity collaboration,influenceandinspiration,andresiliencearereflectedintheQueenslandpublicservicevalues.

As part of our Hospital and Health Service annual review, thedecisionwasmadetoofficiallyadopttheQueenslandpublic service values as our own.

We will continue to develop a culture that is modelled on these values: • Customersfirst

• Ideas into action

• Unleash potential

• Be courageous

• Empower people.

1O

ur organisation


Our objectivesSCHHSobjectivesreflectourcommitmenttoworkingcloselywith the Queensland Government to implement its:

• Blueprint for better healthcare in Queensland

• Queensland Government Statement of Health Priorities

• Queensland Government’s objectives for the community

• Queensland Health Strategic Plan 2012-2016.

TheSCHHSStrategicPlan2013-2017setsoutfiveinterrelatedobjectives to deliver on our vision of health and wellbeing through exceptional care.

Ourfiveinterrelatedstrategicobjectivesare:

1. Care is person centred and responsive2. Care is safe, accessible, appropriate and reliable3. Care through engagement and partnerships with our

consumers and community4. Caring for people through sustainable, responsible and

innovative use of resources5. Care is delivered by an engaged, competent and valued

workforce.

Our role and functionThe SCHHS is an independent statutory body governed by the Sunshine Coast Hospital and Health Board (SCHHB). We were established as a statutory body on 1 July 2012. Our responsibilities are set out in legislation through the Hospital and Health Boards Act 2011 and the Financial Accountability Act 2009 and subordinate legislation.

We operate according to a service agreement with the DepartmentofHealthwhichidentifiestheservicestobeprovided, the funding arrangements for our services, the performance indicators and targets to ensure outcomes are achieved and our performance and reporting requirements.

ResearchWe are committed to developing and delivering best practice patient care through the development of quality research programs. The growth of research is a high priority for our health service in line with our strategic vision of providing health and wellbeing through exceptional care.

The SCHHS Research Strategic Plan: 2013-2016 detailing the vision and goals for research within our health service, has been an important development for our research function.

Over the past year, we have achieved major developments in infrastructure, including the opening of the Sunshine Coast Academic and Research Centre (SCARC) in Nambour.

We have built on our research successes from previous years. Our health service is moving into an exciting phase of transition as we prepare for the opening of the Skills, Academic and Research Centre at Kawana in 2016.

EducationAs part of our commitment to deliver care by an engaged, competent and valued workforce, we have implemented a Practice Development Strategy and Framework 2014–2017. This framework consolidates training and education services intoanintegrated,flexibleandefficienteducationprogramin preparation for becoming a tertiary training facility and a successful learning organisation.

Objectives, role and function

Our organisation


Our org

anisation

Our facilitiesAt the core of our service are four main hospital/health services providing a range of acute and sub-acute services:

Our services

The SCHHS delivers a range of specialty and sub specialty services in surgery, medicine, mental health, women’s and families and community integrated and sub-acute services.

Maleny Soldiers Memorial Hospital

• rural facility providing services to the southern Sunshine Coast hinterland

• 24 beds

Caloundra Health Service

• services the southern end of the Sunshine Coast

• 67 beds and 20 bed alternatives

Gympie Health Service

• provides services primarily to residents in the Gympie, Cooloola and Kilkivan areas.


Nambour Hospital

• acute regional facility that services Sunshine Coast and Gympie regions


Community and other health centres

• 25 centres located across the SCHHS region

Residential Aged Care Facility - Glenbrook

• high care residential aged care facility in Nambour

• 25 high care beds, 18 transition beds and 2 mental health sub-acute beds

We also have a residential aged care facility and community and other health centres:

SCHHS also funds public patient services at Noosa Hospital and Sunshine Coast University Private Hospital.


Our organisation

The Sunshine Coast Hospital and Health Service (SCHHS) covers approximately 10,020 square kilometres. It encompasses the areas of the Sunshine Coast, Gympie and Noosa Councils, the health service reaches to Gympie as its northern boundary down to Caloundra in the south and out to Kilkivan in the west.


Our org

anisation

We have an ageing population. In 2011, approximately 18 per cent of the population were over 65 years of age. This is projected to increase to approximately 22 per cent by 2026.

We have a lower number of Aboriginal and Torres Strait Islander people in our region compared to the Queensland state average. Aboriginal and Torres Strait Islander people account for 1.7 per cent of the SCHHS population compared to 3.7 per cent for Queensland.

We have a higher percentage of Aboriginal and Torres Strait Islander people in the 0-19 age group than the Queensland average. This age group represents 50 per cent of the total Aboriginal and Torres Strait Island population in the SCHHS region.

Servicing a population of over 380,000, the Sunshine Coast is one of the fastest growing population areas in Queensland.

With annual growth of around four per cent over thepastfiveyears,currentprojectionshavethe population reaching 403,053 by 2016 and 450,049 by 2021.

Compared to the whole of Queensland, our region has:• a faster population growth

• similar age and health risk factors

• significantlyhighermelanomaincidence

• relatively low Socio Economic Indexes for Areas (SEIFA)

• lower avoidable hospital deaths

• higher mortality due to mental and behavioural disorders

• higher percentage of people over 65 years

• higher percentage of people born in Australia

• higher coronary health disease separations

• lower percentage of Aboriginal and Torres Strait Islander people

• lower percentage of people between the age of 15-24 years

• lower diabetes mellitus separations

• higher intentional self harm separations

• lower stroke separations.

Growing population

Ageing population

Aboriginal and Torres Strait Islander people


Our organisation

Strategic risks, opportunities and challenges

ChallengesThe SCHHS, like all health services in Australia and internationally, operates in a complex and challenging environmentbalancingefficientservicedeliverywithaccountable, high quality health outcomes to meet the Government’s expectation of ensuring that health care expenditure achieves value for society.

The SCHHS faces service delivery challenges associated with:• rapid population growth

• older population growth

• relatively low Socio-economic Indices for Areas (SEIFA)

• increase in chronic disease across all ages

• changing nature of service delivery relating to innovative medical technologies

• consumer, community and government expectations regarding access to and performance of health services.

OpportunitiesThere are a number of opportunities for the SCHHS to capitalise upon:

• evolution and progression of the SCHHS as an independent statutory body under the governance of a local board

• building and commissioning of the Sunshine Coast Public University Hospital (SCPUH) as a Public Private Partnership (PPP)

• enhancement of research and academic initiatives including the establishment of the Skills Academic and Research Centre (SARC) in partnership with the University of the Sunshine Coast and the Sunshine Coast TAFE

• enhancing consumer and community engagement in service planning, service delivery and performance monitoring and evaluation in collaboration and partnership with the Medicare Local

• optimisation of expenditure and revenue activities to improveefficiencyandeffectiveness

• improved workforce capacity through workforce redesign utilising new technologies to enhance clinical service delivery models and improve access.

RisksWehaveidentifiedanumberofstrategicrisksthatmayimpacton the SCHHS:

• Workforce – capacity and capability of the workforce (right person,rightjob,righttime)isinsufficienttomeetserviceand skills demands

• Health technology - ability to introduce new and advanced technologiestoimproveefficiency,effectivenessandquality of health service due to inadequate infrastructure, resources and skills

• Financial pressures - the ability to maintain budget integrity, increase revenue and deliver services within anationallyefficientpricewhilecontinuingtomeetconsumer, community and workforce expectations for service scope and quality

• Change - the transition to include the Sunshine Coast Public University Hospital (SCPUH) into the SCHHS may have considerable impacts on staff and the Sunshine Coast community as a result of clinical service capability scope changes, infrastructure and resource capabilities and heightened service delivery expectations

• Patient safety and quality - continuing to meet the already established and acknowledged high level of health care commensurate to regulatory or industry standards and community expectations

• Demand - the health needs of the Sunshine Coast community may exceed the resource capacity of current service delivery as the SCHHS prepares for the opening of the SCPUH.

Machinery of Government changesIn 2013-2014 SCHHS was not subject to any Machinery of Government changes.


Government’s objectives for the community Sunshine Coast Hospital and Health Service (SCHHS) is committed to contributing to the Queensland Government’s statement of objectives for the community, Getting Queensland back on track.

Therearefivegovernmentobjectives:

• to grow a four pillar economy

• lower the cost of living for families by cutting waste

• deliver better infrastructure and better planning

• revitalise front-line services for families

• restore accountability in government.

Blueprint for better healthcare In 2013 the Queensland Government released the Blueprint for better healthcare in Queensland (the Blueprint). The Blueprint sets the direction for the structural and cultural improvements to establish Queensland as the leader in Australian healthcare.

The Blueprint has four themes:

• health services focused on patients and people

• empowering the community and our health workforce

• providing Queenslanders with value in health services

• investing, innovating and planning for the future.

Our org

anisation

Commitment to the government’s objectives


Our organisation

Our contributionIn keeping with the Queensland Government’s objectives and the Blueprint, SCHHS in 2013-2014 we have:

• undergone a major contestability process in relation to the delivery of clinical services for the SCPUH

• engaged in the contestability process for clinical support services at the new SCPUH

• ongoing build, own, operate transfer contract with Ramsay Health at Noosa Hospital

• returnedafinancialyearoperatingsurplusof$5,977,000

• achieved full compliance with National Safety and Quality Health Service (NSQHS) standards and achieved whole organisation accreditation by Australian Council of HealthCare Standards (ACHS)

• enhanced accountability and transparency through the establishment of an internal audit function

• explored alternative options for health service delivery through contestability

• continued construction on the Sunshine Coast Public University Hospital (SCPUH) – a new public tertiary teaching hospital to meet growing demand for hospital services and train local residents to be the health workforce of the future

• participated in eight Queensland Institute of Clinical Redesign (QuICR) projects throughout 2013-2014 and implemented new processes as a result

• continued health service planning for the opening of the SCPUH and the transition of services through a review of the SCHHS Health Services Plan

• increased capacity through the commencement of the Service Agreement at the Sunshine Coast University Private Hospital (SCUPH) in December 2013

• consolidated our commitment to research with the opening of the Sunshine Coast Academic Research Centre (SCARC) at Nambour - our partnership with the University of Queensland and the University of the Sunshine Coast.

• increased consumer and community engagement and refinedourpracticesasaresult

• focussed on high priority health areas to reduce the burden of disease

• built on existing and established new partnerships for the delivery of health care to the community

• enhanced the Telehealth capacity and capability throughout the SCHHS.

ContestabilityAs part of the Queensland Government’s Renewal Program, theHealthRenewalPortfolioOfficewasestablishedintheOfficeoftheDirectorGeneraltosupportthedeliveryoftheimprovementsidentifiedintheBlueprintforbetterhealthcarein Queensland (the Blueprint) and other whole-of-government and internal renewal agendas.

The Blueprint announced that public health services would be exposed to contestability processes, to ensure our public health services are affordable and sustainable. Contestability of service delivery was also one of the key principles recommended by the Commission of Audit (February 2013) to assist the government in achieving better value for money in the delivery of services.

The two major contestability processes for the SCHHS are in relation to the delivery of clinical services and clinical support services at the new Sunshine Coast Public University Hospital (SCPUH) scheduled to open November 2016.

In February 2013, the Queensland Government announced that a contestability process would be undertaken for the provision of all services (including clinical) at the SCPUH. An externalconsultancyfirm(KPMG)wasengagedtofacilitatethis process in conjunction with senior executives and senior clinicians from the SCHHS.

On the 6 December 2013, the Queensland Government announced that clinical services at the SCPUH would be delivered by the public sector (the SCHHS) and, further advised it would seek expressions of interest for contestability of clinical support services for the SCPUH. A rigorous evaluation process continues with an outcome expected in late 2014.

Prescribed EmployerAs 1 July 2014, the SCHHS will become the employer of all staff and therefore have greater responsibility and accountability for all people management related matters, excluding the setting of terms and conditions of employment.

The SCHHS fully addressed the requirements of the Prescribed Employer Evidence Framework and prepared a response to each of the seven evidence criteria and critical indicatorstoconfirmthattheSCHHShasthecapacityandcapability to be prescribed as the employer.


Our org

anisation

Becoming the employer is an important step in the ongoing devolution of responsibility and accountability to the SCHHS under the governance of our Board. This will allow for the development and implementation of local initiatives to deliver on the strategic objectives from the Blueprint for better health care in Queensland, the Queensland Public Service values and the intent of the Hospital and Health Boards Act 2011.

Land and buildings transferThe transfer of legal ownership of land and building assets to the SCHHS will occur by December 2014. In order for this ownership transfer to occur the SCHHS has undergone an assessment (against the endorsed framework) of our capability to sustainably manage our land and building assets.

Following the development of a comprehensive property portfolio, a Transfer Notice will be drafted to facilitate the legal transfer of land and buildings from the Department of Health to the SCHHS. This is an exercise of a ministerial statutory power under the Hospital and Health Boards Act 2011.


Our governance2

Efficient, effective and ethical governance is fundamental to achieving and moving beyond compliance to focus on sustainable achievement of our objectives. The Sunshine Coast Hospital and Health Service (SCHHS) organisational structure attempts to define the complex network of relationships vital in delivering health services.

Governance and organisational structure


Our BoardThe Sunshine Coast Hospital and Health Board (the Board)is comprised of eight members who were appointed by the Governor in Council on the recommendation from the Queensland Minister for Health in accordance with the provisions of the Hospital and Health Boards Act 2011. The Board reports to the Minister for Health.

All Board members, on commencement, are provided with a comprehensive interactive induction program to the SCHHS to ensure they have a clear understanding of their roles, responsibilities and duties as a member.

The Board is responsible for the governance of the SCHHS. It therefore provides strategic direction and oversight of the organisation to ensure objectives and goals meet the needs of the community and are in line with government health policies and directives.

The functions of the Board as articulated in the Board Charter include but are not limited to:• overseeing the SCHHS, including its control and

accountability systems

• providinginputintoandfinalapprovalofmanagement’sdevelopment of organisational strategy and performance objectives, including approving the Service Agreement with the Department of Health

• monitoring Health Service Chief Executive (HSCE) and senior executives’ performance

• reviewing, approving and monitoring systems of risk management, internal control and legal compliance

• approving and monitoring the annual SCHHS budget and financialandperformancereporting.

Key Board achievements for 2013-2014 include:

• provided ongoing governance and oversight of the contestability process for clinical support services at the SCPUH

• input into and approval of the inaugural SCHHS Annual Report 2012-2013

• approval of the 2013-2014 SCHHS operating budget

• approval of the annual SCHHS Service Delivery Statements

• approval of updated Board and Committee Charters

• approval of the hub and spoke model for the internal audit function

• approval of the Internal Audit Charter and internal audit strategic and annual plans

• approval of the SCHHS accounting policies and the annual financialstatements

• approval of the updated SCHHS Enterprise Risk Management Framework

• approval of the 2013–2017 (updated 2014) Strategic Plan.

Our governance


Our governance

Our governance

Emeritus Professor Paul Thomas AM

Chair BSc(Hons), DipEd, MA, PhD, FACE, LRPS

Emeritus Professor Paul Thomas AM has been the inaugural Chair of the Board since his appointment by the Governor of Queensland in 2012.

Paul has substantial board experience, well established networks in the Sunshine Coast region and has served on a number of boards, governing councils and community associations spanning over 40 years. He occupied senior posts in the British higher education system before taking up a position in Australia in 1976, where he became Head of Education at Kelvin Grove and its Campus Principal at what is now QUT. He also became a Professor at that University.

Paul was successful in establishing the University of the Sunshine Coast (USC). In 1994 he was appointed Planning President and in 1996 he became the university’s inaugural Vice Chancellor and President until he retired in 2010.

In 2002 Paul was one of 2000 Australians to receive a Commonwealth Centenary Medal for service to Australian society and higher education. In 2007 he was the recipient of an Order of Australia Medal for services to higher education and the establishment of the USC. In 2009 he became the firstAustralianViceChancellortobeawardedtheAsia-PacificChief Executive Leadership Award by the Council for the Advancement and Support of Education, in Kuala Lumpur.

In addition, Paul is a Fellow of the Australian College of Educators, a recipient of two Rotary International Paul Harris Fellowships and is an advisory board member of the National Leadership Institute.

Dr Lorraine Ferguson AM

Deputy chairRN, BSocSc, MPH, PhD, FACN, Ass.FACHSM, ACCCN (life member), Dip Company Directors Course

Dr Lorraine Ferguson AM is a registered nurse, a respected educator, an experienced executive, board member and author of a number of published works on healthcare reform, clinical management and nursing. She was appointed a Member of the Order of Australia in 2002 for service to critical care nursing, particularly in clinical, management and education disciplines, and to professional nursing organisations.

Since 2008, Lorraine has worked as a casual academic and independent education consultant, and has been involved in research and development of online educational materials for a number of tertiary institutions. Previously she held a conjoint appointment as Associate Professor of Nursing (Clinical Leadership and Professional Development) with the University of Western Sydney and the Sydney West Area Health Service.

Lorraine has held senior nursing and management positions at The College of Nursing, Northern Sydney Area Health Service and Royal North Shore Hospital. She has also served as a member of nursing executive teams, and as a member and chair of local, state and national committees including quality, casemix, clinical costing, health care funding, research ethics and curriculum development.

She also held numerous board memberships and executive positions including President and Honorary Treasurer, New South Wales College of Nursing.

Boardprofiles

Appointed 1 July 2012 to 17 May 2016 Appointed 1 July 2012 to 17 May 2016


Our governance

Appointed 6 September 2012 to 17 May 2016 Appointed 6 September 2012 to 17 May 2016

Dr Edward Weaver

Board memberMBBS, FRANZCOG, FACM (Hon)

DrEdward(Ted)WeaverisaSeniorMedicalOfficerwithinthe Department of Obstetrics and Gynaecology at Nambour hospital. He is also an Associate Professor in the Department of Obstetrics and Gynaecology and Deputy Head of the Sunshine Coast Clinical School, both within the University of Queensland (UQ).

From 1990-2011, he was a private specialist in obstetrics andgynaecologyinNambourandavisitingmedicalofficerat Nambour and Selangor Private Hospitals. In 2001, he was awarded an Honorary Fellowship of the Australian College of Midwives in recognition of work developing collaborative systems of maternity care.

Ted was Vice President of the Royal Australian and New Zealand College of Obstetricians and Gynaecologists (RANZCOG) from 2006, and President from 2008, during a timeofsignificantmaternitycarereforminAustralia.

Ted is currently the Chair of the Queensland Training Accreditation Committee for RANZCOG, overseeing specialist Obstetrician and Gynaecologist training in Queensland hospitals. He was on the Board of Directors for the RANZCOGResearchFoundation,responsibleforthefinancialmanagement,fundraisingandoverallfinancialviabilityofthefoundation, and for overseeing the annual awarding of eight research scholarships. He is a member of the Recognition of Medical Specialists committee of the Australian Medical Council. In 2011, Ted was awarded the University of Queensland Medical Society and School of Medicine Distinction in Clinical Teaching Award for the Sunshine Coast Clinical School.

Peter Sullivan

Board memberBBus(Acc), FCPA

Mr Peter Sullivan is a highly credentialed executive andhasheldabroadrangeoffinancialleadershipand strategic planning positions in large and complex organisations.

In 2007 Peter was appointed Pro Vice-Chancellor (CorporateServices)andChiefFinancialOfficeroftheUniversity of the Sunshine Coast and was responsible for overseeing a range of business functions to facilitate theongoingfinancialandplanningviabilityoftheuniversity.Peterprovidedadviceonbudgetandfinancialmanagement issues as well as major strategy and policy functions.

His key achievements included the establishment of a planning and reporting framework that allowed the University to undertake strategic and operational planning. He also established an audit and assurance framework to assist the University in its stewardship responsibilities, as well as establishing an open and accountable system of governance and continuous improvement processes.

Prior to that appointment Peter was appointed Executive Director of Finance and Resource Planning at the Queensland University of Technology (QUT), where he was responsible and accountable for corporate planning and resourcing policies and practices of the University.

In 2007, Peter was appointed to the Board of the Southbank Institute of Technology where he was accountable to the Minister for the Institute’s performance.


Our governance

Dr Karen Woolley

Board memberPhD(MedSc), BSc/BEd(HonsClass)

Dr Karen Woolley has more than 25 years experience in medical research and publications within tertiary hospital settings and the biotech and pharmaceutical industry in NorthAmericaandtheAsiaPacific.

In 2000, Karen co-founded ProScribe Medical Communications, an internationally recognised medical writing company that won the Queensland Premier’s Regional Exporter of the Year in 2014. Karen recently sold ProScribe to the Envision Pharma group and now leads the Asia-Pacificdivision.

In 2012, Karen was appointed as Director of the International Society for Medical Publication Professionals (USA)andChairofitsAsia-PacificAdvisoryCommittee.In2011, Karen accepted Professor (Adjunct) positions with USC, Faculty of Science Health and Education, and UQ, Faculty of Health Sciences.

Between 2007 and 2011, Karen was a member of The Innovation Centre Board at USC. From 1989 to 2000, Karen workedasaScientificOfficerandClinicalResearchManager,and was a member of the Queensland Government Small Business Advisory Council from 2007 to 2010.

Karen is the recipient of an Honorary Doctorate from USC, is a Fellow of the American Medical Writers Association, a Life Member of the Association of Regulatory and Clinical Scientists and has received several business awards (including the Telstra Business Woman of the Year Award). SheisalsoaCertifiedMedicalPublicationProfessional.

Dr Mason Stevenson

Board memberMB ChB

Dr Mason Stevenson has 28 years’ experience as a General Practitioner (GP), the majority on the Sunshine Coast. He has held senior roles within medical associations since 1996 and owned and managed medical practices since 1990.

Mason began his medical career in Melbourne after completing his studies at Monash University in 1983. He completed his internship and Junior Resident Medical OfficertrainingattheQueenVictoriaMedicalCentre.Oncecompleted, Mason worked as a doctor for the Melbourne Doctors After Hours Cooperative for a number of years before joining the Glen Waverley Medical Centre in Melbourne as a Principal General Practitioner (GP) Assistant in 1988.

In 1990, Mason moved to the Sunshine Coast to open and work in his own private practice as a GP. Mason received his Vocational Registration – General Practitioner in 1996. This same year he became an owner in a group GP practice with three other doctors and Treasurer of the Sunshine Coast Division of General Practice for two years.

Mason has held various executive positions within medical associations including Treasurer and President of the Sunshine Coast Local Medical Association (SCLMA), Treasurer and President of the Australian Medical Association (AMA) of Queensland, and Queensland representative for the AMA Federal Council. From 2010 to mid 2014, Mason worked as a GP subcontractor while continuing in executive positions within these organisations.

Appointed 1 July 2012 to 17 May 2017 Appointed 18 May 2013 to 17 May 2017


Our governance

Brian Anker

Board memberMAICD

Brian Anker has held senior executive roles within the Queensland Government. Until November 2010 he was the Deputy Director-General, Innovation of the former Queensland Department of Employment, Economic Development and Innovation, and worked in partnership with leaders in industry, science and technology. In 2011, Brian established Anker Consulting Pty Ltd, to provide strategic advice and planning particularly to the research and industry sector. He has undertaken strategic reviewsfortheUSC,assistedUQandQUTonspecificfundingprojects, and assisted the Sunshine Coast Regional Council on project assessments. In addition he provides employee mentoring to corporations.

Brian is currently Chair of the Education Investment Fund, Research Data Storage Infrastructure (RDSI) Project, and Chair of the Sunshine Coast Education and Research Taskforce. He has also acted as strategic advisor to a number of Queensland based universities.

Brian has an extensive background in the business and industry sectors. He is a current member of the Australian Institute of Company Directors, and has been a member on a number of boards and committees. Brian has also served as a government representative on review bodies for the Australian Institute of Bioengineering and Nanotechnology, Australian Tropical Forest Institute, Australian Tropical Science and Innovation Precinct, and the Institute for Molecular Bioscience.

Cosmo Schuh Board memberBBus, CA, CPA

Cosmo Schuh has worked as a Public Accountant in Gympie and South East Queensland for more than 35 years. After graduating from the University of Southern Queensland in 1976, he moved to Gympie and developed an accounting business, servicing the Gympie area and extending throughout rural Queensland.

Cosmo has been involved extensively in property developmentandsyndication,financialmanagement,estateplanning and strategic management for small to medium businesses. He sits on a number of boards for private and public companies and is a Director of a family Charitable Foundation. He is also a Registered Company Auditor.

Appointed 18 May 2013 to 17 May 2017 Appointed 18 May 2013 to 17 May 2017


Our governanceO

ur governance

The Board has legislatively prescribed committees which assist the Board to discharge its responsibilities. Each committee operates in accordance with a Charter that clearly articulates the specific purpose, role, functions and responsibilities.

The committees are:• Executive Committee

• Audit and Risk Committee

• Finance and Performance Committee

• Safety and Quality Committee.

Executive CommitteeThe role of the Executive Committee is to support the Board in its role of controlling our organisation by working with the HSCE to progress strategic priorities and ensure accountability in the delivery of services.

Committee members:• Emeritus Professor Paul Thomas AM (Chair)

• Dr Lorraine Ferguson AM

• Dr Ted Weaver.

Audit and Risk CommitteeThe purpose of the Audit and Risk Committee is to provide independent assurance and assistance to the Board on:

• the organisations risk, control and compliance frameworks

• the Board’s external accountability responsibilities as prescribed in the Financial Accountability Act 2009, the Hospital and Health Boards Act 2011, the Hospital and Health Boards Regulation 2012 and the Statutory Bodies Financial Arrangements Act 1982.

The Audit and Risk Committee has observed the terms of its charter and had due regard to the Treasury’s Audit Committee Guidelines.

The Audit and Risk Committee is responsible for overseeing, advising and making recommendations to the Board on the following matters, including but not limited to:• appropriatenessoftheSCHHSfinancialstatements

ensuring compliance with relevant accounting policies and standards

• monitoring and advising the Board about the internal audit function

• consultingwithQueenslandAuditOffice(QAO)–theexternal auditor in relation to proposed audit strategies and annual audit plans

• reviewingthefindingsandrecommendationsofexternalaudit (including from performance audits) and the management response

• reviewing the risk management framework for identifying, monitoringandmanagingsignificantrisks,includingfraud

• assessing and contribute to the audit planning processes relating to the risks and threats to the SCHHS

• reviewing, through the internal and external audit functions, whether relevant policies and procedures are in place and complied with, including those for management and exercise of delegations.

Committee members:• Mr Cos Schuh (Chair)

• Mr Brian Anker

• Mr Peter Sullivan.

Finance and Performance CommitteeThe Finance and Performance Committee oversees the financialposition,performanceandresourcemanagementstrategies of the SCHHS in accordance with relevant legislation and regulations. It also provides advice and recommendations to the Board on the following matters including, but not limited to:

• assessing the budgets and ensuring they are consistent with the organisational objectives and appropriate having regard to the organisations funding to enable the approval of the annual budgets by the Board

• monitoringthefinancialandoperatingperformanceoftheSCHHS

• monitoring activity performance against prescribed indicators and targets

• monitoring the SCHHS’s performance against relevant ServiceAgreementKPIsspecificallyrelatedtoperformanceand funding

• monitoring human resource indicators and compliance with the SCHHS strategic workforce planning.

Board Committees


Our governance

Committee members:• Mr Peter Sullivan (Chair)

• Mr Brian Anker

• Mr Cos Schuh

• Dr Mason Stevenson.

Safety and Quality CommitteeThe role of the Safety and Quality Committee is to ensure a comprehensive approach to governance of matters relevant to safety and quality of health services is developed and monitored.

The Committee is also responsible for advising the Board on matters relating to safety and quality of health services provided by the SCHHS including:

• strategies to minimise preventable patient harm

• reducingunjustifiedvariationsinclinicalcare

• improving the experience of patients and carers of the SCHHS in receiving health services

• promoting improvements in the safety and quality of health services being provided.

Committee membership:• Dr Lorraine Ferguson AM (Chair)

• Dr Mason Stevenson

• Dr Ted Weaver

• Dr Karen Woolley.

SCHHBmeetings

ExecutiveCommittee

Finance and PerformanceCommittee

Audit and RiskCommittee

Safety andQuality

Committee

Total Number of Meetings 11 1 12 4 4

Emeritus Professor Paul Thomas AM 8 1

Dr Lorraine Ferguson AM 10 1 3

Dr Edward Weaver 9 3

Peter Sullivan 10 10 3

Dr Mason Stevenson 10 10 4

Dr Karen Woolley 9 4

Brian Anker 11 12 4

Cosmo Schuh 10 12 4

Board member meeting attendance 2013-2014

Table 3: Board member meeting attendance 2013-2014


Executive Leadership Team

The Health Service Chief Executive (HSCE) is accountable to the board for all aspects of our performance, including theoverallmanagementofhuman,materialandfinancialresources and the maintenance of health service and professional performance standards. The HSCE, with the board, is also responsible for ensuring the development of our strategic direction.

Kevin has served in senior positions in Queensland Health since joining the organisation in 1995, including District Manager of the Rockhampton Health Service, District Manager of the Sunshine Coast Health Service, and District Chief Executive (CE) of the Sunshine Coast Wide Bay Health Service. As of 1 November 2010, the Sunshine Coast Health Service District became an entity in its own right with Kevin remaining as its District CE.

Kevin is committed to engaging with employees at all levels. He is passionate about improving the quality, safety and sustainability of health services, particularly in the areas of mental health and Aboriginal and Torres Strait Islander health.Kevinhasspecificinterestsinworkingwithotherkeyorganisation within the health sector.

Kevin is also passionate about education and research and has developed strong links with the University of the Sunshine Coast and the Sunshine Coast Institute of TAFE.

Kevin Hegarty

Health Service Chief Executive BBus(Acc), MAICD, MCHSM

Reporting to the Health Service Chief Executive (HSCE) are executives who are responsible for a portfolio within the organisation. Together they form the Executive Leadership Team (ELT).

TheChiefFinanceOfficer(CFO)providesleadershipandstrategicadviceonthefinancialperformanceandthefinancialmanagementofourorganisationtotheboard,CE,ELT and senior management. The CFO supports the CE in strategic negotiations with Health, and has an over-arching responsibility to enable the maximisation of our revenue streams.

RodcommencedemploymentasChiefFinanceOfficerinApril2009. Prior to this he worked in the Department of Education and Training as Director Business Analysis (TAFE) and as ChiefOperatingOfficerforSkillsTechAustralia.Hehasalsopreviously worked in Queensland Health from 1997 to 2004, assisting with the implementation of accrual accounting, as Director of the Goods and Services Tax (GST) Implementation Project and Team Leader Financial Business Improvement. During this time, he also worked in the Townsville Health Service District as Executive Director, Corporate Services.

Rod is committed to providing the best possible health services through the most effective utilisation of the resources available.

Rodney Margetts

ChiefFinanceOfficerBCom (Acc), CA(NZICA), MAICD

Our governance

Our governance


The Executive Director, Planning and Capacity Development’s (EDP&CD) responsibilities extend to all service planning within our organisation including Information and Communication Technology, and workforce planning. They also lead the strategic direction, governance and support for the planning and development of the Sunshine Coast Public University Hospital (SCPUH)

Scott commenced with Queensland Health in January 2010, after almost four years as Executive Director Service Planning and Development in South Metropolitan Area Health Service in Perth. He was a senior executive on the Fiona Stanley Hospital project, a position similar to his current role in the development of SCPUH.

Scott is committed to ensuring we continue to deliver on community expectations and work towards providing the majority of services on the Sunshine Coast. He is committed to delivering health services of a high quality and balancing available resources with growing demands.

Scott LisleExecutive DirectorPlanning and Capacity Development BPhty, MHA

The Executive Director of Nursing and Midwifery Services (EDN&MS) is the professional lead for nursing and midwifery services. They lead the strategic direction, clinical governance and professional support for all nursing and midwifery services. The role also focuses on research, innovation, education, the nursing and midwifery workforce, and the future development of these services.

Graham has worked as a nurse with Queensland Health for more than 35 years, commencing as an enrolled nurse. He has a diverse clinical background having held positions of Charge Nurse and Nurse Unit Manager in surgical, medical and oncology units. Over the past 20 years, Graham has worked in senior management positions, including District Director of Nursing at West Moreton prior to his current position. He currently holds an Adjunct Professorship with the University of the Sunshine Coast (USC) and has held similar appointments withtheUniversityofQueensland(UQ)andGriffithUniversity.

Graham strives to bridge the gap between theory and practice, and provide nursing services to the community which are contemporary, sustainable and enriching for the nurses and midwives involved.

Graham Wilkinson Executive Director Nursing and Midwifery ServicesRN, BAppSc (Nursing), MHA, Wharton Fellow - University of Pennsylvania

Our governance


The Executive Director of Medical Services (EDMS) is the professional lead for all medical practitioners. The EDMS leads the strategic direction, governance and professional support for the patient safety agenda, including the functions of patient safety management, patient complaints, maintenance of clinical standards and compliance with the National Standards for Safety and Quality in Health Care, medical administration including credentialing and recruitment, and medical education and research. Piotr (pronounced Peter), commenced his role as EDMS in March 2009, after moving from the Central Coast of NSW where he worked as Director of Medical Services. His clinical background is in general practice, with continuing limited clinical practice and the Fellowship of the Royal Australian College of General Practitioners.

He has worked clinically in various settings, both in Australia and the United States of America. His particular interest is in dataanalysisandfinancialmathematicsandheispursuingaPhD in a related area.

Dr Piotr Swierkowski

Executive Director, Medical Services BSc (Biochem), MBBS(Hons), FRACGP, FRACMA, MHA, E-MBA, GAICD

The Clinical Leadership Group (CLG) is a forum for the strategic engagement of clinicians. This group enables the opportunity for clinicians to have formal input by providing advice and decisions that are considered part of our strategic and operational planning processes.

Jeremy was appointed as inaugural Chair of the CLG in July 2011. He is included in the CLG as a member of the ELT, to support the organisation’s decision making processes.

Originally trained in South Africa, Jeremy moved to New Zealand to continue his work as a Medical Oncologist, becoming a Fellow of the Royal Australasian College of Physicians in 1998. Jeremy has directed the Cancer Unit at Waikato hospital in New Zealand, was a member of the cancer treatment working party of the Ministry of Health, and was the inaugural clinical Chair of the Midland Cancer Network.

Jeremy is a clinician with an interest in service development and is active in teaching and contributing to clinical trials.

Dr Jeremy Long

Chair, Clinical Leadership GroupMB BCh, FCP(SA), FRACP

Our governance

Our governance

Executive Leadership Team


The Executive Director of Strategy and Performance (EDSP) is primarily responsible for overseeing and leading the effective program management and alignment of key strategic initiatives. The core accountabilities of the EDSP include strategic planning, risk management, audit and compliance, quality systems, administrative records management, procedural development, organisational performance, and communications and community engagement. Tracey commenced in the role of EDSP in February 2011. Prior to this, she was the Director of Nursing at Gympie Health Services for six and a half years. During this time she played a key role in the amalgamation of the Gympie Health Service District with the Sunshine Coast Health Service District.

Originally trained as a Registered Nurse and later on a Clinical Nurse, Tracey has also held roles as the Manager Corporate Development and Administration, and the Manager Allied and Community Health Services, both within the Gympie Health Service District prior to the amalgamation. Tracey is committed to working collaboratively to build and sustain a world-class health service that is person-centred, outcome focussed and responsive to the health needs of the community.

Tracey Warhurst

Executive Director, Strategy and PerformanceRN, BN, GCM

Our governance

Vacant

ChiefOperatingOfficer

As at 30 June 2014, the position of Chief Operating Officer(COO)wasvacant.

A temporary appointment to the role will remain in place until a permanent appointment is made.


We have established several strategic committees to assist in carrying out the HSCE’s responsibilities. The Executive Leadership Team (ELT) is the overarching body within our committee structure.

To support the operation of the organisation, SCHHS has developed a strategic level committee system. Each strategic level committee has terms of reference clearly describing their respective purpose, functions and authority.

These committees are all chaired by an ELT member who has the appropriate sub-delegation relevant to the function and purpose of the committee. The committees are a vehicle for providing essential integration and uniformity of approach to health service planning, patient safety and quality, service development, workforce, resource management, information, communication and technology, performance management and reporting.

Our strategic committees:

• Clinical Leadership Group

• Patient Safety and Quality Committee

• Health Planning and Infrastructure Committee (HPIC)

• Workforce and Human Resource Committee (WHRC)

• Safe Practice and Environment Committee

• Resource Management Committee

• Information, Communication and Technology Committee

• Education Council.

Number of meetings

Executive Leadership Team 43

Workforce and Human Resources Committee 5

Clinical Leadership Group 10

Patient Safety and Quality Committee 11Health Planning and Infrastructure Committee

6

Safe Practice and Environment Committee 10 + 1 forumResource Management Committee 11Information, Communication and Technology Committee

9

Education Council (commenced in Dec 2013)

6

Establishing expectationsSCHHS is committed to ensuring the highest level of ethical behaviour through all aspects of our activities.

We uphold our responsibility to the community to conduct and report on our business transparently and honestly while maintaining processes that ensure our staff, at all levels, understand these responsibilities. The SCHHS is a prescribed public service agency under the Public Sector Ethics Regulation 2010 and therefore the Code of Conduct for the Queensland Public Service is applicable to all employees of the SCHHS.

Employees at all levels within our organisation are required to follow the standards of behaviour and conduct set out in the Code of Conduct for the Queensland Public Service (available at www.premiers.qld.gov.au/publications/categories/policies-and-codes/code-of-conduct.aspx). The code contains the ethics principles and their associated set of values which are prescribed in the Public Sector Ethics Act 1994 (PSEA). It also contains standards of conduct for each ethics principle. The ethics principles are:• integrity and impartiality

• promoting the public good

• commitment to the system of government

• accountability and transparency.

All employees are expected to uphold the code by committing to and demonstrating the intent and spirit of the ethics principles and values.

At the end of 2013–2014 88.7 per cent of our employees had completed the Code of Conduct training (see page 43) Employees are required to participate in the course every two years, or when the code is revised.

We strongly support and encourage the reporting of Public Interest Disclosures. All employees have a responsibility to disclose suspected wrongdoing and to ensure any disclosure is in accordance with our ethical culture. This responsibility is

Strategic committees

Table 4: ELT and strategic committee meetings for 2013-2014

Our governance


again reinforced by the Public Sector Ethics Act 1994, as well as our Public Interest Disclosures Policy and Public Interest Disclosure Management Procedure.

Ethics awareness and fraud control Ethics awareness and fraud control is a new mandatory training topic introduced in November 2013. Face to face training commenced February 2014. Online training is available however it must also include facilitation. It will soon be incorporated into the mandatory training suite.

Right to informationAccess to documents and records we hold may be requested under the Right to Information Act 2009 and the Information Privacy Act 2009. Community members wishing to access non personal documents should apply in writing to our Clinical Information Access Unit either by post or email (details available at www.health.qld.gov.au/sunshinecoast/html/disc_log.asp).

This year, 328 applications were received (2012–13: 377), with50withdrawnbytheapplicantand277finalisedinthe year. Total number of pages released including full and part access was 60,393, with 235 pages refused in full. Fees collected for these applications under the Right to Information Act 2009 totalled $6,591.60.

Audit and risk management

Risk managementOur Enterprise Risk Management Framework (ERMF) provides the foundations and outlines the organisational requirements for managing risk across the SCHHS.

The ERMF conveys the SCHHS approach and attitude to risk management and emphasises the Board’s role in championing a risk management culture across the organisation.

Aligned to the Australian/New Zealand Standard for Risk Management - Principles and Guidelines (AS/NZ ISO 31000:2009), the ERMF is also consistent with Department of Health risk management policy and implementation standard.

The ERMF reinforces the SCHHB and ELT commitment to effectively managing its risks through the application of

best practice risk management principles and practices. This includes the designation of risk accountabilities and responsibilities at appropriate levels across the organisation.

The ERMF clearly states that risk management is a responsibilityofallstaffandincludesdefinedriskaccountabilitiesallocatedtospecificofficersandmanagement levels across the organisation. We have integrated risk management into our existing organisational systems and processes and it is a key consideration for our planning activities.

The SCHHS continues to use the Queensland Health Integrated Risk Management Information System (colloquially known as ‘QHRisk’) to record risks at senior management, executive and strategic levels.

The SCHHS remains engaged with the Department of Health and other HHSs through its participation in the Health System Risk Working Group. We have been an active contributor to the development of draft health system risks and the development of a community of practice across all HHSs.

Key achievements for 2013-2014:

• revision of the SCHHS Enterprise Risk Management Framework (approved by the Board June 2014) to enhance, strengthen and streamline our risk management approach

• introduction of an expanded suite of risk analysis tools, including implementation of a new, best practice risk matrix

• development of guidance material to assist with the identification,analysis,evaluationandtreatmentofSCHHS risks

• reassessment of all risks registered on QHRisk against our new, best practice risk matrix

• consultation with operational, senior and executive management levels regarding progression of contemporary risk management practices to evolve our risk maturity.

Our governance


Our governance

Internal auditThe internal audit function provides independent assurance and advice to the Board through the Board Audit and Risk Board Committee, the Health Service Chief Executive (HSCE) and senior management.

For the period July 2013 to February 2014, internal audits were commissioned as required through the Executive of the SCHHS. From 1 March 2014, the Sunshine Coast, Wide Bay and Central Queensland Hospital and Health Services established an internal audit unit under a hub and spoke, co-sourcedmodel.Thismodelensurestheeffective,efficientand economical operation of the function.

The internal audit function enhances the SCHHS’s corporate governance environment through an objective, systematic approachtoevaluatingtheeffectivenessandefficiencyof corporate governance processes, internal controls and risk assessment. This is in keeping with the role and responsibilities detailed in Part 2, Division 5 of the Financial and Performance Management Standard 2009.

The role, the operating environment and reporting arrangements of the function are established in an internal audit charter that has due regard to the professional standards and the Audit Committee Guidelines: Improving Accountability and Performance issued by Queensland Treasury and Trade.

Since March 2014, the internal audit function has operated in accordance with a strategic and annual plan approved by the Board Audit and Risk Committee. The internal audit function is independent of management and the external auditors. The function has:• discharged the responsibilities established in the charter

by executing the annual audit plan prepared as a result of risk assessments, materiality and contractual and statutory obligations

• provided reports on the results of audits undertaken to the HSCE and the Board Audit and Risk Committee

• monitored and reported on the status of the implementation of audit recommendations to the Board Audit and Risk Committee. (Management is responsible for the implementation of audit recommendations)

• liaisedwiththeQueenslandAuditOffice(QAO)toensurethere was no duplication of ‘audit effort’

• supported management by providing advice on corporate governance and related issues including fraud and corruption prevention programs and risk management

• allocated audit resources to those areas considered to present the greatest risk and where the work of internal

audit can be valuable in providing positive assurance or identifying opportunities for positive change

• reviewedtheSCHHSsannualfinancialstatementspriortopresenting them to the Audit and Risk Committee.

The audit team are members of professional bodies including the Institute of Internal Auditors and CPA Australia.

External scrutinySCHHS is subject to regular scrutiny from external oversight bodies.

These include:• QueenslandAuditOffice(QAO)

• OfficeoftheStateCoroner

• Australian Council on Healthcare Standards (ACHS)

• Aged Care Standards and Accreditation Agency (ACSAA)

• OfficeoftheInformationCommissioner(OIC)

• National Quality Management Committee of BreastScreen Australia (NQMC)

• Health Quality and Complaints Commission

• Postgraduate Medical Education Council of Queensland

• Medical colleges

• National Association of Testing Authorities (NATA)

• Baby Friendly Health Initiative (BFHI)

• Institute for Healthy Communities Australia (IHCA)

Queensland Audit Office

In2013-14,QueenslandAuditOffice(QAO)hasperformedtwo interim audits and an annual audit as agreed in their client strategy with the SCHHS.

The two interim audits focussed on the SCHHSs control environment with QAO conducting assessment of key internal controls and included two cross sector, matters of emphasis auditsonriskmanagementandfinancialdelegations.Overallresults of these audits are expected to be incorporated in the 2013-14 Auditor General’s Report to Parliament (due to be tabled late October 2014).

The SCHHS was included in three Auditor-General’s Report to Parliament in the period:• July 2013 - Report 1: 2013-14 – Right of private practice in

Queensland public hospitals.

• February 2014 - Report 13: 2013-14 - Right of private practice:Seniormedicalofficerconduct.

• November 2013 – Report 8: 2013-14 - Results of audit: Hospital and Health Services entities 2012-13.

Our governance


Our governance

Office of the State CoronerSCHHShadonecoronialinquestinthisfinancialyear.Therewerenoadversefindingsandthecoronermadenorecommendations.

Australian Council on Healthcare Standards accreditation

SCHHS achieved full accreditation in all ten mandatory National Safety and Quality Health Standards (NSQHS) standardsandfiveEQuIPstandards by the Australian Council of Healthcare Standards (ACHS) in August 2013. The accreditation survey covered the entire delivery of services, from clinical care to the support and corporate functions that assist high quality patient care to occur. The accreditation, valid for a full four years until 9 December 2017, was granted after the ACHSs extensive organisation wide assessment.

The accreditation recognised our commitment to high quality patient centred care.

The ACHS recognised the SCHHS has proactively managed several organisational restructures and was impressed with the positive staff culture within the SCHHS.

Another area positively highlighted by the surveyors was the SCHHSs active engagement of consumers and community members.

Australian Aged Care Quality Agency

Our Glenbrook Residential Aged Care Facility (RACF) at Nambour received accreditation for a further three years by the Aged Care Standards and Accreditation Agency (ACSAA) in April 2014.

The accreditation process involved examining procedures and processes. Glenbrook met all the expected outcomes and the audit team made no recommendations for improvements.

Office of the Information CommissionerTheOfficeoftheInformationCommissionerconducteda desktop audit of SCHHS website compliance against legislative requirements under the Right to Information Act 2009 and Information Privacy Act 2009 in June 2014. The audit found the SCHHS webpage was generally user-friendly and made some recommendations for website updates to ensure compliance with the legislation. These recommendations have been implemented.

Board in General SurgeryNambour Hospital underwent accreditation of our surgical education and training on 5 June 2014 by the Board in General Surgery from the Royal Australasian College of Surgeons. All standards were met and accreditation was achieved.

Postgraduate Medical Education Council of QueenslandThe Postgraduate Medical Education Council of Queensland accreditation survey of SCHHS occurred in October 2013. Full accreditation was maintained.

Australasian College for Emergency MedicineNambour Hospital Department of Emergency Medicine (DEM) underwent Australasian College for Emergency Medicine(ACEM)fiveyearlyreaccreditationinApril2014.Nambour DEM retained full accreditation with ACEM for training in emergency medicine until 14 June 2019.

BreastScreen Australia

The SCHHS BreastScreen Queensland Service underwent a data audit on 8 and 9 May 2014, and an accreditation site visit from 3 to 5 June 2014. Feedback from the onsite auditorswaspositive.Weawaitformalnotificationoftheresults of the accreditation process.

Baby Friendly Health Initiative

Both Nambour and Gympie Hospitals have received re-accreditation with the internationally recognised Baby Friendly Health Initiative (BFHI) status for a further three years.

Institute for Healthy Communities AustraliaIn March 2014 the Institute for Healthy Communities Australia conducted an onsite audit of our Home and Community Care (HACC) services at both Gympie and Sunshine Coast and our Continence Advisory Service. All services conformed with all 15 Human Service Quality Standards that were audited.


Information systems and recordkeeping

Administrative and functional records management

The SCHHS aims to establish and maintain an effective and compliant program for the management of administrative records. An effective program enables records to be used as a valuable source of organisational knowledge, support the efficientconductofbusinessandsupportthefacilitationofhigh quality, evidence based health care.

To further this aim, the SCHHS approved the creation of a full-time Information and Records Manager role. This position was filledinFebruary2014.

Priorities were set having regard to the Public Records Act 2002 and Information Standards and Guidelines approved by Queensland State Archives.

Anumberofidentifiedstepshavebeentakentocontinueimprovements in recordkeeping governance and education. These include:• administrative recordkeeping sessions at Nambour Hospital

and Gympie Hospital

• re-drafting of recordkeeping policy and procedures including the assignment of roles and responsibilities for recordkeeping

• review and update of the administrative records management intranet site

• review and update of delegations by the HSCE for the destruction and transfer of public records

• review and update of online learning modules

• support and assistance to individual staff, including one-on-one meetings and advice.

In March 2014 SCHHS endorsed the continued implementationoftheBusinessClassificationScheme(BCS) to manage administrative and functional records. TheBusinessClassificationScheme(BCS)isarecordsmanagement tool used to title and organise administrative and functional records in a consistent manner.

The BCS assists organisations to comply with their statutory, regulatory and business requirements. The BCS is a pre-requisite to the implementation of an electronic document management system (eDRMS).

Health information management Health records are managed at the four hospitals and at all community-based sites within the SCHHS by Health Information Management Services under the direction of qualifiedhealthinformationmanagersandskilledspecialistadministrativeofficers.Trainingisprovidedtorelevantstaffon health record management. Procedures to support the management of health records and patient information are on the SCHHS intranet for staff reference. The health information managers are actively involved in state-wide initiatives relating to health information management.

Bi-annual auditing of health records against documentation standards is undertaken. Health record security is achieved by ensuring restricted access via physical barriers (locked medical record departments) and by ensuring that requests for access to patient information is managed in accordance with policy and the Information Privacy Act 2009. Education is regularlyprovidedtoadministrativeofficersandcliniciansinrelation to information privacy.

The disposal of health records is undertaken in accordance with the Public Records Act 2002. Destruction of health records has been suspended due to the Royal Commission into Institutional responses to child sexual abuse in Australia.

Developments in relation to the management of health records and patient information include:

• the review of the process associated with the management of medical typing. We plan to implement an end-to-end software application for the management of the dictation, typing,verificationanddespatchofoutpatientletterstoimproveefficiency

• the commissioning of a health record secondary storage facility on site in late 2014 to enable the return of 8,000 archive boxes of health records from off-site storage

• the commencement of a project to develop a business case for health record scanning at Nambour Hospital. Health record scanning at Nambour Hospital will facilitate the smooth transition to a paper-light environment at the SCPUH

• the involvement in the development of the requirements for an Electronic Medical Record at the SCPUH

• thedevelopmentofafiveyearplanforthemanagementofhealth record storage within the SCHHS.

Our governance

Our governance


Our people3

Committed employees delivering quality services.

Workforceprofile

The contribution of skilled and committed professionals across all roles within our organisation ensures that we are able to deliver a quality health service. Our highly skilled and valued workforce remain a priority as we meet the challenges of future health needs and the changing workforce environment.

As at 30 June 2014, we employed more than 3,700 Full Time Equivalent (FTE) people, representing a Minimum Obligatory Human Resources Information (MOHRI) Headcount of 4,773 employees.Overthelastfinancialyearourworkforce(MOHRIOccupied FTE) increased by 139.02 FTE or 3.9 per cent. Clinical streams accounted for 61 per cent of the increase.

Table 5: Our workforce profile- MOHRI Occupied FTE

Notes:1. Includes all full time, part time and casual SCHHS employees at the end of June 20132. Includes all full time, part time and casual SCHHS employees at the end of June 2014 3. Includes ward clerks, outpatient administration and clinical reception

Our people

Graph C: Employee percentage by profession

Nursing accounts for the highest percentage of the workforce at 42.2 per cent. The clinical streams amount to 69.2 per cent of the workforce.

Employment category2012-2013

Note 12013-2014

Note 2

Managerial and Clerical3 572.36 634.52

Medical incl VMOs 481.84 512.68

Nursing 1,525.54 1,566.06

Operational 501.86 494.66

Trade and Artisans 14.00 13.00

Professional and Technical 34.15 35.06

Health Practitioners 444.80 457.59

Total 3,574.55 3,713.57


Our people

Graph F: Age distribution comparison over five years (MOHRI occupied FTE)

Over the period from 2009-2010 to 2013-2014, the proportion of part time employees has remained steady at around 40 per cent of MOHRI Occupied FTE. Full time employees increased from 53 per cent to 57.6 per cent.

101.03, 2.7%Full timePart timeCasual

2139.66, 57.6%

1472.88,39.7%

Graph E: Our worforce profile - Employee type

Overthelastfiveyearstherehasbeenanincreaseintheproportion of employees aged over 55 years, with an increase from 19.4 per cent in 2009-2010 to 22.5 per cent in 2013-2014.Theageingworkforcehasbeenidentifiedasafactorinour Strategic Workforce Plan.

Average age

Employment categoryAs at 30

June 2010As at 30

June 2013As at 30

June 2014

Managerial and clerical 46.87 47.66 47.98

Medical incl VMO’s 38.76 39.01 38.29

Nursing 46.10 46.82 46.61

Operational 46.11 47.81 48.26

Trade and artisans 50.06 52.49 53.47

Professional 42.54 42.89 43.76

Health practitioners 41.99 42.41 42.63

Technical 39.70 42.18 0.00A

All paypoints 45.02 45.60 45.55

Table 6: Average workforce age

NOTE A: Currently no permanent employee within this category

The SCHHS maintained a permanent employee retention rate of around 96 per cent from 2009-2010 to 2011-2012. The rate dropped in 2012-2013 and 2013-2014 (92 per cent and 92.8 per cent respectively).

The permanent separation rate for 2013-2014 was 7.17 per cent of employees compared to 7.99 per cent in 2012-2013.

Retaining the right people is a key element in the SCHHS Employee Retention Plan 2012-2017 as we undergo significantworkforcegrowthoverthenextfewyears.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

75.4%

17.2%

7.4% 4.4% 3.3% 2.9% 2.7%

19.1% 19.6% 18.4% 19.3%

76.5% 77.1% 78.7% 78.0%

Permanent Temporary Casual

2009-10 2010-11 2011-12 2012-13 2013-14

Graph D: Five-year workforce status comparison: based on MOHRI

occupied FTE

In 2013-2014 the proportion of permanent employees was 78 per cent, casual staff dropped slightly to 2.7 per cent and temporary employees increased from 18.4 per cent to 19.3 per cent.

Graph G: Permanent retention rate percentage


Our people

Percentage of female employees

Employment category 2010-2011 2011-2012 2012-2013 2013-2014

Managerial and clerical 88.3% 87.5% 89.2% 87.1%

Medical incl VMO’s 33.0% 36.3% 36.2% 39.4%

Nursing 87.5% 87.0% 86.7% 86.8%

Operational 59.4% 58.4% 58.7% 59.3%

Trade and artisans 0% 0% 0% 0%

Professional 58.0% 69.2% 64.1% 62.8%

Health practitioners 78.3% 77.7% 77.8% 76.6%

Technical 100% 100% 100% 0%

Total 75.9% 75.8% 75.7% 75.8%

Table 7: Percentage of female employees

The SCHHS workforce has consistently been composed of around 76 per cent females.

The highest representation of female is in the nursing stream – currently at 86.8 per cent. The lowest is in the Trades and Artisans stream which has all male staff. The female representation in Medical and VMOs has increased from 33 per cent in 2010-2011 to 39.4 per cent in 2013-2014.

Diversity Action PlanThe SCHHS Diversity Plan 2014-2015 has been approved and implementation is ongoing. Three action plans are included within the Diversity Plan including Aboriginal and Torres Strait Islander Health Action Plan (Closing the Gap), Disability Action Plan and the Multicultural Action Plan.

SCHHScurrentlyemploys72staffwhohaveidentifiedasAboriginal and Torres Strait Islanders, which represents 1.51 per cent of SCHHS employees. While this is a slight increase from the previous year it is still below our target of 2.13 per cent of our workforce. Taking into account the SCHHS regional Aboriginal and Torres Island population is 1.7percent,ourworkforcefigureiscomparable.IncreasingAboriginal and Torres Strait Islander representation in employment is an integral part of the Health Services commitment to closing the gap between Indigenous and non-Indigenous Australians.

The SCHHS encourages and supports linguistically diverse backgrounds across all occupational streams. As at 30 May 2014, 7.84 per cent of our workforce are from a non-English speaking background.

SCHHS supports the As One Public Service Disability Employment Strategy. As at June 2014 1.96 per cent of the workforce(approximately94employees)hadidentifiedashaving a disability.


There are a number of challenges facing the future growth of our organisation, including the commissioning of new services, opening of the Sunshine Coast Public University Hospital(SCPUH),anageingworkforce,significantpopulationgrowth on the Sunshine Coast and a multi-generational workforce.

In 2013-2014 SCHHS has developed workforce projections that identify the indicative future workforce requirements for the SCPUH and the remainder of the SCHHS in 2016-2017.

In order to meet the challenging needs of the health service environment, it is critical we continue to invest in our people.

We have undertaken workforce planning supporting innovation and reform initiatives across the SCHHS to enhanceworkforcecapabilityandcapacityforefficientandeffective service delivery.

Strategic Workforce Plan The provision of health services in the SCHHS will undergo significantchangeoverthecomingyears.Itisestimatedthatthe SCPUH will require approximately 2,760 FTE in 2016-2017. The attraction, recruitment and retention of these estimatedworkforcerequirementsrepresentasignificantchallenge for the SCHHS.

We will also face challenges associated with service demand, increasing population and the prevalence of chronic diseases, as well as the transition of services, the creation and expansion of new tertiary services at the SCPUH, and the transformation of the remainder of the SCHHS.

The SCHHS Strategic Workforce Plan 2011-2021 has been developed to ensure workforce planning and development are a priority for the organisation. Workforce planning and development is integral to the success of the SCHHS attracting and retaining a workforce of skilled health professionals who support our role as a leader in health care services in this region.

Our workforce planning and development plan will place the SCHHS in a strong position to meet these future challenges. It is critical that we continue to invest in our current workforce and grow and source the workforce required for future service requirements.

Employee life cycleIn recognition of the value of our employees and to ensure they continue to develop and perform to their highest potential, a new Employee Life Cycle process has been created.

This process enables us to map the employee’s experience and journey within the health service. The process maps milestones and developmental opportunities that will meet the employees career development needs from recruitment to completion of service.

Employee engagement As part of our substantial service redesign and major workforce growth, our Employee Engagement Strategy 2013–2016 was released in 2013 and we are continuing with its implementation.

SCHHS is working to ensure we have a sustainable and highly qualified workforce to meet the future needs.

Employee recruitment, engagement and retention strategies

Our people

Wor

kforce

Recruitment

CultureValu

es

ValuesCulture

On-boarding

Empl

oyee

Com

plet

ion

of

serv

ice

Plan

ning

Performance Planning Development

Pathways

Performance

�ppraisal and D

evelopment


In the past year we have:• reviewed and revised the staff communication mechanisms

to create more opportunities for interaction between the Executive Leadership Team (ELT), management and employees

• increasedtheexecutiveandseniormanagersvisibleprofileby their attendance at service group and other group meetings

• created the new SCHHS Diversity and Equity Plan incorporating action planning to raise awareness and commitment to people from a multi-cultural background or those with a disability

• developed a network of employees (called the Culture Club) to collaborate in creating positive change within the workplace

• highlighted positive contributions employees have made to their respective teams and work environments through a celebration of ‘good news’ in our publications and the Chief Executive all staff forum

• commenced roll out of Communications Toolbox sessions to educate employees about different types of communication, roadblocks to effective communication, and provided strategies that can be applied everyday within the workplace.

Employee retention In 2012-2013 we developed our Employee Retention Plan 2012-17 and the Employee Recruitment Plan 2012-2017.

Throughout 2013-2014 we have:• created and implemented a new, innovative, values based,

people centred Welcome (Orientation) program with an emphasis on the patient and employee experience

• reformed the SCHHS performance and development process to provide a clearer link between the SCHHS Strategic Plan and the employees’ individual plan

• theSCHHShasidentifiedtheneedtofacilitateandpromoteflexibilityintheworkplace.Linemanagersrespondtorequestsforflexiblearrangementsonanindividualbasis,taking into account the needs of the employee and the organisation

• utilised the Aboriginal and Torres Strait Islander Workforce Advisory Group to provide expert advice on improving recruitment, retention and career development opportunities for our current and future Aboriginal and Torres Strait Islander workforce

• exit surveys continue to be an area of focus in our overall retention plan, though take up remains lower than expected at around 33 per cent.

In an effort to improve the exit survey completion rate, the process has been enhanced through the introduction of a line manager fact sheet for employee completion of service thatidentifiesthepurposeofthesurvey,highlightsthelinemanager’s responsibilities and provides a completion of service checklist.

Employee recruitment Overthepastyear,therehasbeensignificantprogressinactions outlined in the Employee Recruitment Plan 2012-2017. The objective of this plan is to adopt person centred and streamlined recruitment practices.

A number of new initiatives have been delivered to ensure the SCHHS makes the most of potential employee enquiries and enables the selection of the right people to the right roles.

Employee recruitment achievements include:• promotion of the SCHHS employment brand with the launch

of a job seeker webpage providing prospective employees with information about the SCHHS as an employer

• creation of SCHHS talent pools to capture the interest of current and prospective employees who are seeking employment opportunities within the SCHHS including the SCPUH

• improvements in candidate care have occurred with the launchinJuneoftheSCHHSWelcomeKitinreflectingthe vision and brand of the SCHHS and the creation of an exclusive SCHHS Welcome webpage for new employees providing them with information on the organisational structure,serviceconfiguration,diningandparkingoptionsandemploymentbenefitsofferedaspartoftheemployment journey with the SCHHS

• the introduction of eRecruitment software which has enabled the streamlining of requests for advertising, accessing applications and shortlisting online

• the introduction of a SCHHS recruitment intranet site providing line managers and employees with a suite of tools and resources to support the recruitment and selection process

• the implementation in May 2014 of an entry survey to measure the candidate’s recruitment and onboarding experience providing the SCHHS an opportunity to better understand its performance across the process. As yet this data has not been analysed.

Our people


Working for Queensland survey 2013In 2013, the Queensland Public Service Commission (QPSC) contracted an external provider (ORC International) to undertake a Public Service wide employee opinion survey. The purpose of the survey was to explore various dimensions of workplace climate, such as leadership, management, job satisfaction, and employee engagement through the eyes of employees.

The SCHHS had a survey response rate of 32 per cent, which was the fourth highest of all hospital and health services in the state. The results were analysed and reported at a service group level utilising a top three/bottom three methodology. The top three ‘celebrations’ for each group were reported as well as the bottom three improvements for each area.

Overall collaboration, job engagement and performance review were some of the best performing themes within the survey results for the SCHHS. Within the workplace the areas of role clarity and goal alignment, learning and development, job empowerment and performance assessment were also celebrations.

Areas for improvement across the SCHHS involved workload and health, workplace change and workplace fairness, and organisational trust. This was not entirely surprising given the significantredesignandchangethroughouttheSCHHS.

Actions for areas of improvement across each service group and facility were embedded into the respective operational plans. Progress against these plans is reported quarterly at Service Group meetings.

In 2014, the Working for Queensland survey was conducted over the period 5 to 30 May 2014 and the SCHHS had an interim response rate of 31.4 per cent. The results of this survey will be available in July 2014.

Reward and recognition Our Annual Service and Staff Excellence Awards recognise employees who have dedicated many years to the delivery of public health services, as well as those who have made exceptional contributions over the past year.

Awards cover categories of innovation, engagement, patient safetyandquality,leadership,patientflow,AboriginalandTorres Strait Islander commitment, and the overall award – the Dr H H (Barny) Moy Memorial Medal.

The Barny Moy Medal recognises individual contribution to the SCHHS. The 2013 Barny Moy recipient was Dr Christine Fawcett, Director of Clinical Training for the Medical Education Unit. Dr Fawcett was recognised for her unwavering commitment to education and clinical training. She is a staunch advocate for junior doctors, spends many hours mentoring and working towards improvements in education and research opportunities.

Length of Service Awards were also presented to staff in recognition of their years of service within Queensland Health (20, 25, 30 and 40 years), and their contribution and dedication to the delivery of health services. One staff member, Mary Kiernan, celebrated 40 years of service with Queensland Health.

Throughout 2013-2014, 635 employees received service certificatesfor5,10,15,20,25,30,35,and40yearsofcontinuous service. Recognition of meritorious performance also occurs at the monthly Chief Executive all staff forums.

Early retirement, retrenchment and redundancyDuring the period, 52 employees received redundancy packages at a cost of $3.723 million. Employees who did not accept an offer of a redundancy were offered case management for a set period of time, where reasonable attemptsweremadetofindalternativeemploymentplacements.

Our people


Mandatory training complianceThere are currently 13 mandatory training modules. The current compliance rates are:

Note 1: The number of staff who have undertaken the cultural practice program has increased since last year. While we are just below the state target of 50 per cent, we have rationalised elements of the program. Improvements in meeting the local target of 70 per cent are expected. Note2:TherewasasignificantdropinthePerformance,Appraisaland Development (PAD) compliance rate. To address this, the SCHHS has developed and trialled a training program with emphasis on the developmentalbenefits.Coupledwiththedevelopmentalpathwaybenefitsofthenewlearningmanagementsystem.Significantimprovement in the PAD compliance rate is anticipated. Note 3: Infection control (clincial) rates have dropped. A combination of face-to-face and DVD training is being delivered to improve compliance. Note4:Emergencycodeandfirefirstresponseevacuationmandatorytraining rates are below the target. We generate non-compliance reports for each service line. Individual services have implemented actions to improvecompliancesuchastrainingtimespecificallydedicatedtofiretraining and running the mandatory training DVD for all staff. Compliance rates are expected to improve as a result.

At SCHHS our orientation and training reflects our commitment to ensuring care is delivered by an engaged, competent and valued workforce.

Orientation and training

Mandatory training module

Target %30/06/13 Compliance

rate

30/06/14 Compliance

rate

Public interest disclosures (whistleblowers)

95 78.0 90.2

Cultural practice program

70 39.5 45.41

Health care ergonomics 95 81.8 90.2

OHS orientation 95 81.1 90.1

PAD compliance 95 74.7 58.72

SCHHS orientation 95 69.4 75.6

Cultural diversity 70 73.9 89.9

Infection control (clinical)

95 83.3 80.93

Occupational violence presentation (DVD)

95 83.3 90.8

Code of conduct 95 83.5 88.7

Infection control (non-clinical)

95 80.7 82.3

Emergency codes 95 87.9 79.54

Fire-firstresponseandgeneral evacuation

95 90.2 80.34

Table 8: Mandatory training compliance

Our people

Employee relationsAt SCHHS our employee relations team provide support and advice related to industrial awards and agreements, the Code of Conduct, employee entitlements, performance management, complaint management and discipline. This support includes management, investigation and resolution of SCHHS matters that may require external reporting, for example to the Crime and Misconduct Commission Queensland (under the Crime and Misconduct Act 2001), and conciliation and advocacy within the Queensland Industrial Relations Commission or other external bodies.

Theobligationtoreportallegationsofsuspectedofficialmisconduct to the Crime and Misconduct Commission (CMC) rests with the Health Service Chief Executive. To ensure reporting requirements are achieved, Employee Relations, People and Culture, is the central point within the SCHHS to receive,assessandreferallegationsofsuspectedofficialmisconduct to the Crime and Misconduct Commission.

During 2013-2014, SCHHS had carriage of 166 new matters, ofwhich48newsuspectedofficialmisconductmatterswerereferred to the CMC and 118 other ethical and employment relatedmattersthatdidnotinvolvesuspectedofficialmisconduct.

Ofthe48newsuspectedofficialmisconductmattersthatwere referred to the CMC, 11 matters were substantiated, 15 were not substantiated and 22 matters are still being managed.

A Health Service Consultative Forum and a number of local consultative forums, representative of our workforce disciplines are established in line with the Public Service Commission Guidelines for Consultative Forums. These forums enable a strong focus and commitment to local resolution and provide a robust framework for consultation between management and unions on matters arising out of industrial instruments, workforce change or other workforce matters.


Other newly introduced development and awareness training that is delivered by SCHHS:

Training module Number of sessions Number of staff attended

Values Training Program: these promote the Queensland Public Service values which have been embraced as the SCHHS values. Pilot workshops commenced in January 2014.

6 124

Communication Toolbox Sessions: this training was developed to promote good communication practices and to provide employees with theskillstohandledifficultconversations.SessionscommencedinMarch 2014.

6 83

Performance Appraisal and Development (PAD) Program: this training session was developed to promote better understanding of the PAD pathway and frameworks for development. The trial session was delivered in May 2014.

1 23

Occupational Prevention Training: until January this was provided using external resources, but SCHHS now has the capability to deliver this in-house.

July 2013 to December 2013 - external

47 293

January 2014 to July 2014 - internal

49 340

Table 9: Training modules and staff attendance numbers 2013-2014

Our people

OrientationThe new SCHHS Welcome (Orientation) Program, focussing on a person centred approach, commenced in March 2014. Presenters include members of the Executive Leadership Team, employees (both clinical and non-clinical), patients and their families.

‘This is the best orientation I have ever attended in ten years of nursing. It was uplifting, emotive, inspiring – It was amazing. I feel excited to be part of the SCHHS and proud to be joining a place with such good values.’

SCHHS Welcome (Orientation) program participant feedback – March 2014

Human resources training

Other HR training sessions are facilitated through external providers include:

• pre-employment Processes and Screening – Fraud. This training is aimed at recruitment panel and aspiring panel members

• PracticalPeopleManagementMatter-thisfivedaycourse provides line managers and emerging line managers with practical skills to supervise their team by building their knowledge and understanding of good peoplemanagement,developingconfidence,andanunderstanding their role as a supervisor/manager.


Clinical Training At SCHHS a range of ongoing clinical training occurs for nursing, medical and allied health staff. Graduate clinical education is also supported across clinical streams with graduate placement in medicine, mental health, nursing and midwifery, medical imaging, pharmacy and allied health. Education for undergraduates and post graduate students is provided collaboratively with other education providers.

2012 2013

Nursing

undergraduates 758 781

midwifery 24 23

general graduates 52 52

Allied health

undergraduates 174 180

new graduates 56 30

student days taken 5301 6377

Medical

interns 49 45

juniorandseniorhouseofficers 105 95.5

registrars and principal house officers

148.5 164

postgraduates through UQ 65 65

Table 10: Number of students at SCHHS in 2013 academic year

The SCHHS Practice Development Model for nursing and midwifery education service delivery has demonstrated success across a range of outcomes. The model has been recognised at state, national and international levels as providing an example of leadership in learning culture development.

The success of the model within the SCHHS nursing and midwifery has led to progressing discussions and exploring opportunities for adaptation of the framework across all

disciplines. The model will support the transition to a tertiary training facility and underpin a contemporary interdisciplinary education service.

Simulation based learningSimulation based learning is utilised at SCHHS as a vehicle for clinical training and development. Simulation units are located at Nambour, Gympie and Caloundra.

Commedia dell’Arte simulation centre at Nambour Hospital is a multi-purpose scenario based learning facility providing simulation with a focus on delivering learning opportunities and procedural based and clinical communication education.

Our people


Our people

WorkCover performanceWe have met our WorkCover absenteeism Key Performance Indicator (KPI) target with an average of 0.38 hours lost as a percentage of occupied FTE in 2013-2014 which is a reduction from 0.56 in 2012-2013.

Patient and manual handling related injuries continue to be the most prevalent factor contributing to WorkCover claims. The ageing of the workforce in the nursing and operational stream also presents an increased exposure to patient and manual handling related injury.

Preventative measures that have been implemented include provision of additional patient and manual handling equipment, changes to work practices, provision of training and enforcement of safe work practices.

Our average number of WorkCover claims is slightly above industryaveragehowever,significantimprovementhasoccured in the previous four years indicating OHS strategies are having a positive effect on reducing claims.

The development of a robust safety culture and proactive wellbeing program is a key element in establishing the SCHHS as an employer of choice and attracting new employees.

Occupational health safety and wellbeing

Our people

Graph H: Workcover hours lost v occupied FTE

Graph I: New WorkCover claims v industry average

Following the implementation of the injury management improvement plan in December 2012 and the ongoing development of additional strategies, the WorkCover performance has continued to show improving return to work outcomes and performance against the WorkCover and injury management KPIs . Claims management improvement strategies have assisted in achieving a better than industry average result.


Table 11: Average days to first return to work

Promoting a ‘Be Safe’ cultureThe Be Safe message continues to be applied in raising safety awareness and building a culture of safety and wellbeing. To complement this, the Safe You Safe Me initiative was implemented this year. A series of ten posters were developed to deliver key safety messages built around a uniform approach to safety and minimising safety risks to patients and staff. Each month one of the key messages was highlighted through additional education and awareness activities.

There has been a reduction in our number of incidents and near misses reported in 2013-2014.

Our people

Graph J: Number of incidents/near misses reported

2009-2010

2010-2011

2011-2012

2012-2013

2013-2014

SCHHS average firstreturntoworkday

22.18 25.88 24.64 25.88 16.39

Industry average 21.58 24.10 21.44 20.99 17.10

Governance and complianceIn accordance with the Department of Health Safety Assurance Program annual requirements we completed the following:• Legislative Compliance Checklist

• Safety Management System Executive Review.

Additional compliance measures include external and internal AS/NZ Standard 4801 Safety Management Systems audit with the next external audit due in 2015.

The safety assurance program is complemented by the SCHHS internal OHS monitoring systems which include annual OHS assessments and quarterly work unit inspections. The SCHHS Safety Management System is also assessed against the requirements of the ACHS EQuIP National Guidelines. The SCHHS Safety Management System was assessed as having met the compliance criteria for both the ACHS and AS4801 requirements in 2013.

The SCHHS is currently considering software solutions to streamline OHS auditing and inspections processes which is considered essential with the SCPUH coming online in late 2016.

Wellbeing programWe support health and wellbeing programs for employees. These programs can reduce the risk of injury and illness leading to a healthier workforce, greater productivity and improved delivery of healthcare services. Through the SCHHS Healthy Lifestyles Committee and support from Wishlist a range of information, programs and activities are delivered.

Our sick leave rate has seen a reduction this year. The 2012-2013 rate was 3.8 per cent of occupied FTE. This yearitis3.58percentforthefinancialyear.


Our performance4

Our performance

The Sunshine Coast Hospital and Health Service (SCHHS) performance is monitored through a Service Agreement with Department of Health and is underpinned by a performance framework.

Number of separations 2011/12 2012/13 2013/14

Nambour 50,669 53,267 53,604

Gympie 13,739 13,621 13,320

Caloundra 13,168 13,471 13,115

Maleny 1,271 1,402 1,467

SCHHS total 78,847 81,761 81,506

Source: BARA June bed count of available beds

Number of beds by facility 2011/12 2012/13 2013/14

Nambour 379 388 373

Gympie 67 67 67

Caloundra 71 68 67

Maleny 24 24 24

SCHHS total 541 547 531

Source: BARA June bed count of available beds

Delivering our services

In 2013-2014 SCHHS has delivered services to our growing population. The tables below provide information on the serviceswehavedeliveredinthisfinancialyear.


Our perform

ance

Occupied bed days by facility 2011/12 2012/13 2013/14

Nambour 161,156 155,885 155,279

Gympie 25,937 26,056 26,418

Caloundra 31,491 30,785 30,719

Maleny 6,628 7,590 7,556

Noosa 13,331 12,641 11,096

SCUPH 12,747

SCHHS total 238,543 232,957 243,815

Source:TII clinical costing system

Number of bed alternatives 2011/12 2012/13 2013/14

Nambour 53 53 53

Gympie 22 22 23

Caloundra 20 20 20

Maleny 0 0 0

SCHHS total 95 95 96

Source: BARA June bed count of available bed alternatives

Average length of stay by facility (incl. day only)

2011/12 2012/13 2013/14

Nambour 3.22 2.93 2.90

Gympie 1.89 1.91 1.98

Caloundra 2.39 2.29 2.34

Maleny 5.21 5.41 5.15

Noosa 1.85 1.73 1.92

SCUPH 2.57

SCHHS total 2.79 2.62 2.79


Average length of stay by facility (overnights)

2011/12 2012/13 2013/14

Nambour 4.95 4.50 4.40

Gympie 3.51 3.91 3.93

Caloundra 5.30 4.93 5.95

Maleny 7.35 8.16 8.81

SCUPH 3.73

SCHHS total 4.83 4.54 5.16



Day only episodes by facility 2011/12 2012/13 2013/14

Nambour 21,943 23,922 23,749

Gympie 8,880 9,347 8,855

Caloundra 8,907 9,070 9,557

Maleny 428 538 687

Noosa 5,397 5,533 4,150

SCUPH 2,629

SCHHS total 45,555 48,410 49,627


% Day Only Episodes by facility 2011/12 2012/13 2013/14

Nambour 44% 45% 44%

Gympie 65% 69% 66%

Caloundra 68% 67% 73%

Maleny 34% 38% 47%

Noosa 25% 24% 28%

SCUPH 49%

SCHHS total 53% 54% 57%


Inpatient episodes by facility 2011/12 2012/13 2013/14

Nambour 50,076 53,268 53,604

Gympie 13,740 13,621 13,320

Caloundra 13,171 13,471 13,115

Maleny 1,271 1,402 1467

Noosa 7,216 7,304 5,764

SCUPH 5,340

SCHHS total 85,474 89,066 87,270


Outpatient occasions of service by facility 2011/12 2012/13 2013/14

Nambour 138,643 159,421 184,539

Gympie 27,983 28,572 29,164

Caloundra 23,058 20,032 19,082

Maleny 944 645 670

SCHHS total 190,628 208,670 233,455

Source:DSS Panorama

Our performance


Department of Emergency attendances by facility

2011/12 2012/13 2013/14

Nambour 41,559 45,775 49,493

Gympie 29,598 30,846 31,604

Caloundra 25,068 26,469 29,827

Maleny 5,597 5,211 4,418

SCHHS total 101,822 108,301 115,342

Source:EDIS

Total cost for inpatient episodes 2011/12 2012/13 2013/14*

Nambour $239,472,519 $243,511,854 $144,554,943

Gympie $32,439,608 $34,500,344 $ 19,630,581

Caloundra $29,932,308 $32,795,926 $18,646,152

Maleny $6,458,664 $7,701,356 $4,225,046

SCHHS total $308,303,099 $318,509,480 $187,056,722


*2013/2014 average cost for July 2013 - January 2014 (as at 11 July and subject to change)

Average cost per inpatient episode 2011/12 2012/13 2013/14*

Nambour $4,756 $4,608 $4,653

Gympie $2,421 $2,594 $2,488

Caloundra $2,274 $2,430 $2,570

Maleny $5,155 $5,509 $4,879

SCHHS total $3,944 $3,931 $3,973

Source:TII clinical costing system (excl boarders)


Average Cost per OBDS (occupied bed days)

2011/12 2012/13 2013/14*

Nambour $1,489 $1,573 $1,586

Gympie $1,280 $1,346 $1,306

Caloundra $958 $1,063 $1,033

Maleny $981 $1,016 $910

SCHHS total $1,376 $1,455 $1,451

Source:TII clinical costing system (excl boarders)


Our perform

ance


Total number of births 2011/12 2012/13 2013/14

Nambour 2323 2326 2447

Gympie 359 367 353

Maleny 2 1 0

SCHHS total 2,684 2,694 2800

*includes live, multiple and still births

Aboriginal and Torres Strait Islander inpatient episodes

2011/12 2012/13 2013/14

Nambour 923 1200 1325

Gympie 561 532 521

Caloundra 115 160 189

Maleny 22 22 30

SCHHS TOTAL 1,621 1,914 2065


Casemix by type (no. episodes) 2011/12 2012/13 2013/14

Medical

Nambour 40,579 42,130 41,878

Gympie 12,466 12,669 12,270

Caloundra 11,710 12,076 12,104

Maleny 1,269 1,402 1,465

SCHHS total 66,024 68,277 67,717

Surgical

Nambour 7,927 8,539 8,814

Gympie 642 677 689

Caloundra 1,275 1,307 867

Maleny 2 0 2

SCHHS total 9,846 10,523 10,372

Other

Nambour 2,163 2,598 2,912

Gympie 631 275 361

Caloundra 183 88 144

Maleny 0 0 0

SCHHS total 2,977 2,961 3,417

Our performance


Service Delivery Statement

Notes2013-14

Target/Est.2013-14

Est. Actual2013-14

Actual

Service standardsPercentage of patients attending emergency departments seen within recommended timeframes:

Category 1 (within 2 minutes) 100% 100% 99.56%A

Category 2 (within 10 minutes) 80% 86% 83.53%

Category 3 (within 30 minutes) 75% 68% 66.79%B



All categories 1 - 74%

Percentage of emergency department attendances who depart within four hours of their arrival in the department

2 80% 75% 77.62%C

Median wait time for treatment in emergency departments (minutes)

20 19 20 as at 30 Jun 2014

Median wait time for elective surgery (days) 25 27 26

Percentage of elective surgery patients treated within clinically recommended times:

Category 1 (30 days) 100% 95% 89.63%D

Category 2 (90 days) 91% 73% 69.54%D

Category 3 (365 days) 2 96% 97% 95.18%

Percentage of specialist outpatients waiting within clinically recommended times:

Category 1 (30 days) 68% 70% 79.51%

Category 2 (90 days) 36% 34% 36.55%

Category 3 (365 days) 3 90% 55% 54.95%E

Total weighted activity units:

Acute Inpatients 59,064 61,629 61,338

Outpatients 10,243 14,353 11,390

Sub acute 6,202 5,846 5,735

Emergency Department 12,418 14,690 15,177

Our performance against the Service Delivery Statements as set out in the State Budget 2013-2014 is outlined below.

Our perform

ance


Our perform

ance

VARIANCE NOTES:

A. A data integrity issue for April Cat 1 data is contaminating our Cat 1 results. Internal data shows 100 per cent of Cat 1 patients were seen within the recommended timeframe.

B. The performance at Nambour Hospital DEM has lowered the overall SCHHS result in this category. Nambour DEM have introduced a model of care that ensures patients are seen by senior clinicians earlier. This will result in improved performance.

C. Our NEAT performance over the 2013-2014 year did not meet the targets. The percentage of emergency department attendances who depart within four hours of their arrival in the department has seen slight increase on last year’s performance( 2012-13: 77.1%). SCHHS result of 77.62 per cent compares favourably with the overall Queensland Health performance of 76.18 per cent.

D. SCHHS capacity to meet elective surgery recommended timeframes was challenged due to the implementation of a new business model to transfer patient care to the SunshineCoastUniversityPrivateHospitalinlate2013–whichincludedwaitlistreverse-flowsfromMetroNorthHospitalandHealthService.

E. The volume of Cat 1 and Cat 2 referrals take up the majority of available appointments. SCHHS is implementing waitlist management strategies relating to improved utilisation of appointments, alternate pathways of care and introducing additional clinics to reduce the Cat 3 waitlist.

Notes:

1. A target is not included as there is no national benchmark for all triage categories, however the service standard has been included (without a target) as it is a nationally recognised standard measure.

2. The 2013-14 targets have been set as the midway point between the 2013 and the 2014 calendar year National Elective Surgery Target and National Emergency Access Target, as per the National Partnership Agreement on Improving Public Hospital Services.

3. There is no nationally agreed target for these measures. Targets are based on maintenance of 2012-2013 estimated actual performance for Categories 1 and 2, and on the target set by the Blueprint for better healthcare in Queensland of 90% for Category 3. 2012-13 estimated actual is based on preliminary data as at 1 May 2013.

4.Theexisting‘Totalweightedactivityunits’(WAUs)measurehasbeenamendedtoreflectthecontinuedrefinementoftheActivityBasedFunding(ABF)modelandimplementation of the national ABF model. WAUs relating to Interventions and Procedures have been added; these include services which may be delivered in inpatient or outpatient settings, for example chemotherapy, dialysis and endoscopies.

5.The2012-13Target/Est.hasbeenamendedtoreflectPhase16ABFmodelWAUstoenablecomparisonwithboth2012-13Est.Actualsand2013-14Target/Est.figures.6. Staphylococcus aureus are bacteria commonly found on around 30% of people’s skin and noses and often cause no adverse effects. Infections with this organism can

be serious, particularly so when they infect the bloodstream. The data reported for this service standard are for bloodstream infections with Staphylococcus aureus (including MRSA) and are reported as a rate of infection per 10,000 patient days aggregated to HHS level.

7. The 2012-13 Est. Actual and the 2013-14 Target/Est. are based on preliminary data sets using comparable data collections from the previous four years and an increase in home visiting numbers with the implementation of the Mums and Bubs commitment.

8. The 2013-14 Target/Est. has been revised to <12%. This is in line with the national target and aligns with HHS Service Agreements.9. The previous measure ‘Number of ambulatory service contacts (mental health)’ has been amended to ‘Ambulatory mental health service contact duration’, which is

considered a more robust measure of services delivered. This is a measure of community mental health services provided by HHSs, which represent more than 50% of the total expenditure on clinical mental health services in Queensland.

10. Targets have been set based on methodologies utilised in other jurisdictions. This more clearly articulates performance expectations based on state and national investment in the provision of community mental health services. Due to issues associated with the capture of data there may be under reporting of current activity, however improvements in reporting practices are expected in 2013-14.

Notes2013-14

Target/Est.2013-14

Est. Actual2013-14

Actual

Mental Health 5,739 6,986 5,638

Interventions and Procedures 4, 5 14,277 10,406 10,707

Average cost per weighted activity unit for Activity Based Funding facilities

$4,461 $4,054 $4,337

Rate of healthcare associated Staphylococcus aureus (including MRSA) bloodstream (SAB) infections/10,000 acute public hospital patient days

6 0.7 1.0 0.5

Number of in-home visits, families with newborns 7 3,730 4,009 4048

Rate of community follow-up within 1-7 days following discharge from an acute mental health inpatient unit

>60% 63.7% 66.4%

Proportion of readmissions to an acute mental health inpatient unit within 28 days of discharge

8 <12% 12.8% 12.9%

Ambulatory mental health service contact duration 9, 10 61,219-75,133 58,794 57,818

Our performance


Effectiveness - Safety and Quality

Key Performance Indicator (KPI) TargetActual

Performance

National Safety and Quality Health Service Standards Compliance

All actions met All actions met

Home based renal dialysis 50% YTD 45.39% as end May 2014

Equity and Effectiveness - Access


Performance

Treating elective surgery patients in turn

% of elective surgery patients who were treated in turn

60% 53.56%

Shorter maximum wait for elective surgery

Maximum waiting time of elective surgery patients waiting

365 days

Cardiothoracic 0

ENT 657

General Surgery 392

Gynaecology 369

Ophthalmology 288

Orthopaedics 703

Neurosurgery Not applicable

Plastic and Reconstructive Surgery 0

Urology 234

Vascular Surgery 293

* as at 30 June 2014

Our perform

ance

The table below shows SCHHS performance against KPIs contained in our Service Agreement that are not included in the Service Delivery Statement.


Equity and Effectiveness - Access


Performance

Aboriginal and Torres Strait Islander potentially preventable hospitalisations

Less than or equal to 17.7

Jun-Sep 13: 15.5%Oct-Dec 13: 13.4%Jan-March 14: 11.1%April -Jun 14: Not available

Aboriginal and Torres Strait Islander discharge against medical advice

Jul to Sep 2013 – 1.7%Oct to Dec 2013 – 1.5%

1.8% 2.5%

Jan to Mar 2014 – 1.4% 1.4%

Apr to Jun 2014 – 1.2% Not available

Potentially preventable hospitalisations – chronic conditions

Less than or equal to 4.94.4% as at end of March 2014

BreastScreen Queensland screening activity

Proportion of the annual breastscreening target achieved

98% 105%

Dental waiting lists

Number of patients waiting more than the clinically recommended maximum time for their general dental care

0 0

Maintain surgical activity

Elective Surgery Volume≥ 5% more than 2010 Volumetarget 4098

4805

Fewer Long Waiting Patients

Elective surgery patients waiting more than the clinically recommended timeframe for their category:

Category 1: within 30 daysCategory 1: 0- ≤ 2% with no patients waiting longer than 60 days.

2013: 0% 2014: 3.6%

Category 2: within 90 days Category 2: 0- ≤ 2%2013: 9.20%2014: 17.2%

Category 3: within 365 days Category 3: 0- ≤ 2%2013: 0.13%2014: 2.06%

Our performance


Efficiency-Efficiencyandfinancialperformance

Effectiveness - Patient experience


Performance

Full Year Forecast Operating Position

(agreed position between the Department of Health and SCHHS)

Balanced or surplusBalanced

Year to date operating position

Balanced or surplus Surplus

Purchased activity monitoring

Variance between YTD purchased activity and actual activity

0% to +/-2%2%

Average QWAU cost

Average cost per Queensland weighted activity unit (QWAU)

At or below the Queensland ABF price

$4,350*(below Qld ABF price)

*at 11 Aug

YTD MOHRI FTE

MOHRI FTE – number of MOHRI year to date No more than 3,650 FTE 3,713.57

WorkCover absenteeism

Hours lost (WorkCover) vs Occupied FTE 0.4 0.38


Performance

Emergency department patient experience

Emergency Department Patient Experience Survey (EDPES)

Question 1A: 40%21%

Question 2B: 40% 32%

Question 3C: 60% 41%

Question 4D: 90% 72%

Our perform

ance

NOTES:

Emergency Department Patient Experience Survey questions:

A: Patients who had to wait to be examined were told how long they might have to wait to be examined

B: Patients who had to wait to be examined were told why they had to wait to be examined

C: Patients who were discharged from the DEM were given written or printed information about their condition or treatment

D: Patients who were discharged from the DEM were advised who to contact if they were worried about their condition or treatment after leaving the DEM


Patient safety and quality snapshot and key performance indicator report

This table provides a snapshot of patient safety and quality indicators for the third quarter - March 2014 as provided to the Department of Health Patient Safety Board.

Note: data for the fourth quarter is not currently available.

Our perform

ance

Indicator Target SCHHS Notes

Colorectal Carcinoma Complications of Surgery¹ ² Upper or not sig.

Fractured Neck of Femur Complications of Surgery¹ ² Upper or not sig. L3 A

Fractured Neck of Femur In-hospital Mortality¹ ² Upper or not sig. U2 B

Hip Replacement Complications of Surgery¹ ² Upper or not sig.

Hip Replacement Longstay¹ ² Upper or not sig.

Hip Replacement Readmissions within 60 days¹ ² Upper or not sig.

Knee Replacement Complications of Surgery¹ ² Upper or not sig.

Knee Replacement Longstay¹ ² Upper or not sig.

Knee Replacement Readmissions within 60 days¹ ² Upper or not sig.

Laparoscopic Cholecystectomy Longstay¹ ² Upper or not sig.

Laparoscopic Cholecystectomy Readmissions¹ ² Upper or not sig.

Prostatectomy Complications of Surgery¹ ² Upper or not sig. L2 C

Paediatric Tonsil & Adenoid Longstay¹ ² Upper or not sig.

Paediatric Tonsil & Adenoid Readmission¹ ² Upper or not sig.

Acute Myocardial Infarction In-hospital Mortality¹ ² Upper or not sig. U3 D

Acute Myocardial Infarction Longstay¹ ² Upper or not sig. U1 E

Acute Myocardial Infarction Readmission¹ ² Upper or not sig.

Heart Failure Longstay¹ ² Upper or not sig. U3 F

Heart Failure Readmission¹ ² Upper or not sig.

Pneumonia In-hospital Mortality¹ ² Upper or not sig. U3 G

Stroke In-hospital Mortality¹ ² Upper or not sig.

Depression Longstay¹ ² Upper or not sig. L2 H

Depression Readmission¹ ² Upper or not sig.

Schizophrenia Longstay¹ ² Upper or not sig.

Schizophrenia Readmission¹ ² Upper or not sig.

Selected Primip Caesarean Section (Public mothers)¹ ² Upper or not sig.

Selected Primip Caesarean Section (Private mothers)¹ ² Upper or not sig.

Selected Primip Induction of Labour¹ ² Upper or not sig. U1 I

Selected Primip Instrumental Delivery¹ ² Upper or not sig.

Selected Primip (Assisted) Episiotomy / 3rd & 4th Degree Tears¹ ² Upper or not sig. U3 J

Selected Primip (Unassisted) Episiotomy / 3rd & 4th Degree Tears¹ ² Upper or not sig.

Rout

ine

mea

sure

s

Surg

ical

Med

ical

Men

tal H

ealt

h

Vari

able

Life

Adj

uste

d D

ispl

ay (V

LAD

)

Our performance


Abdominal Hysterectomy Complications of Surgery¹ ² Upper or not sig. L2 K

Vaginal Hysterectomy Complications of Surgery¹ ² Upper or not sig. L1 L

Death or neurological damage as a result of Intravascular gas embo-

lism

0

Procedures involving the retention of instruments or other material

after surgery

0

Procedures involving the wrong patient or body part resulting in

death or major permanent loss of function

0

Death or likely permanent harm as a result of bed rail entrapment or

entrapment in other bed accessories

0

Death or likely permanent harm as a result of haemolytic blood

transfusion reaction resulting from ABO incompatibility

0

Infants discharged to the wrong family 0

Accreditation Compliance¹ Met all core actions

– No text : Last re-

view prior 1/1/13

– Mid : Mid review

after 1/1/13

– Full : Full review

after 1/1/13

Full

Complaints Acknowledged within 5 Calendar Days 100% 100% (86/86)

Complaints Resolved within 35 Calendar Days >= 80% 95% (198/208)

SAC 1 incidents with an analysis completed in 90 Calendar days¹ >= 70% 40% (2/5)

Antimicrobial utilisation¹ Not sig. Not sig.

Healthcare-Associated Staphylococcus aureus bacteraemia per

10,000 total patient days¹

<= 2

Hospital Standardised Mortality Ratio Not sig.

Death in Low Mortality DRGs Not sig.

Hospital Acquired 3rd and 4th Stage Pressure Injuries <= 5% of

2011/2012 actuals

Acute Stroke Care in Recognised Stroke Unit Existing: >= 75%

Developing: >=

50%

Seclusion rate (adults and older persons) < 10 1.8

Seclusion rate (children and adolescents) < 10

Consumer Perceptions of Care (CPoC)¹ >= 7 6.3

Syst

emw

ide

Rout

ine

mea

sure

s

1. ¹ Reporting period different to Jan - Mar 20142. ² Green cell without a result denotes the VLAD indicator is monitored,

howeverhasnotflagged.3. * Diagonal line in accreditation compliance denotes facilities in the

SCHHS have undergone accreditation at different times and there are two results for the SCHHS

Hospital and Health Service exceeds target

Hospital and Health Service has met target

Hospital and Health Service is below target

Hospital and Health Service is well below target

Not Applicable

Note Descriptor Variance

A Lower level 3 75% higher or lower than expectedB Upper level 2 50% higher or lower than expectedC Lower level 2 75% higher or lower than expectedD Upper level 3 100% higher or lower than expectedE Upper level 1 75% higher or lower than expectedF Upper level 3 100% higher or lower than expectedG Upper level 3 75% higher or lower than expectedH Lower level 2 75% higher or lower than expectedI Upper level 1 30% higher or lower than expectedJ Upper level 3 30% higher or lower than expectedK Lower level 2 75% higher or lower than expectedL Lower level 1 50% higher or lower than expected

Our perform

ance


Our Strategic Plan 2013–2017 creates a very real, concrete and shared picture of the service we aim to deliver.

Performance against strategic objectives

Care is person centred and responsive

The SCHHS Integrated Strategic Planning Framework facilitatestheidentificationanddevelopmentofourprioritiesintotheSCHHSStrategicPlan.Thesearefurtherrefinedandcascaded throughout the organisation through health service, enabling, operational and individual plans.

Progress towards the achievement of our strategic objectives is monitored by the SCHHB.

Our strategic objectives are:

Objective 1 - Care is person centred and responsiveObjective 2 - Care is safe, accessible, appropriate and reliableObjective 3 - Care through engagement and partnerships with our consumers and communityObjective 4 - Caring for people through sustainable, responsible and innovative use of resourcesObjective 5 - Care is delivered by an engaged, competent and valued workforce.

Strategic objective one

Care that is person centred and responsive to our consumers is at the forefront of our service delivery. From our board right through the entire SCHHS staff we are committed to ensuring our approach is focused on the needs of the patient. We are constantly seeking to improve the patient care experience and empower and assist consumers to manage their own health.

We are listening to our consumers and making changes to our services in response to the feedback we receive.

Best Practice Australia surveyA survey of our patients was carried out in April 2014 by Best Practice Australia. We had a 28 per cent response rate (862 surveys distributed, 244 respondents).

SCHHSratedabovethebenchmarkingfigurefornursesattention to their requirements for privacy, nurses advice about choices available to them and the explanation of any procedures that affected them. Our doctors also rated above the benchmark for courtesy and respect towards patients.

AttributeSCHHS rating

Benchmarking partner norm

Satisfiedthatnursesdemonstrated attention to their requirements for privacy

97% 92%

Satisfiedthatnursesprovidedadvice about the choices available to them

93% 88%

Satisfiedthatnursesprovidedexplanation of any procedures that affected them

97% 91%

Satisfiedthatthenursesdemonstrated a professional manner

99% 94%

Satisfiedthatthenursesdemonstratedanefficientmanner

96% 92%

Satisfiedthatthedoctors

treated them with respect98% 93%

Satisfiedthatthedoctors

treated them with courtesy97% 93%

Our perform

ance

Table 12: Best Practice Australia survey result highlights

Our performance


The survey indicated areas for improving patient experiences in relation to the variety of menu items offered, quality of food and the restfulness of the environment.

SCHHS will use this feedback to assess the way we deliver services and improve on areas where patients have expressed dissatisfaction.

85%ofrespondentsaresatisfiedthatthehospital met their most important expectations of it

92%ofrespondentsaresatisfiedthatthe nurses met their most important expectations of them

94%ofrespondentsaresatisfiedwiththeoverall quality of their most recent admission

Consumer Perceptions of Care SurveySCHHS participates in the Consumer Perceptions of Care (CPoC) survey of mental health consumers and families of youth consumers annually. The SCHHS implements an annual action plan based on the results and feedback received.

Our 2013 results highlight that consumers receiving care from the Child and Youth Mental Health team rate the service to be above the state benchmark. SCHHS ranked in the top four amongst peer hospitals for ‘Staff treated me with respect’ (ranked second amongst peer group), ‘Staff spoke with me in a way that I understand’ (ranked third) and ‘Staff respected my family’s religious/spiritual beliefs’ (ranked fourth).

The 2013 survey also highlighted a need to develop strategies to assist consumer’s understanding of pharmacological areas for their treatment. An action plan has been developed for this area.

Consumer Companion ProgramThe role of the consumer companion is to engage with consumers within the Mental Health Acute Inpatient Unit (MHAIU).The2013-2014datareflectsasignificantuptakeand growth since the inception of this program. As a result the number of consumer companions was increased from six to ten staff to cover ten shifts per week in the MHAIU so more consumers are able to access this service.

Hearing Voices Support GroupAs a result of mental health consumer feedback a Hearing Voices Support Group initiative commenced in February 2014. A pilot self-help evidenced based group for voice hearers was implemented. The hearing voices groups are consumer led and facilitated by consumers trained with using the model. The focus is one of empowerment for the consumer to assist in their recovery. Emergency Department Patient Experience SurveyThe Emergency Department Patient Experience Survey (EDPES) 2013 results showed Caloundra and Nambour DEM performed above the state average when patients were asked to rate the care they received. Gympie DEM was slightly below the Queensland average. EDPES results indicated the results relating to patient’s delay in leaving the DEM at Nambour was below average.

Table x: Emergency Department Patient Experience Survey 2013 results relating to how patients rated the care they received.

Excellent or very good

Good or fair

Caloundra 76% 22%

Gympie 73% 23%

Nambour 77% 21%

QLD average 74% 23%

As a result of the survey, action plans have been implemented to improve on a number of survey areas including:

• the availability and/or visibility of information about how a patient can give feedback about the care they received

• providing the patient with information about their expected wait time and why they had to wait

• changes to the model of care plan to reduce waiting times and decrease delays in leaving DEM .

Cultural Healing ProgramThe SCHHS Mental Health Service (MHS) has a dedicated Aboriginal and Torres Strait Islander mental health program. A multidisciplinary with access to a psychiatrist, nursing, allied health and Aboriginal and Torres Strait Islander mental health workers.

Our perform

ance

Table 13: Best Practice Australia survey overall satisfaction results

Table 14: Emergency Department Patient Experience Survey results


This program continues to see demonstrable engagement with Aboriginal and Torres Strait Islanders in the region through the continuation of initiatives such as:• the Black Swans Sunshine Coast program

• the ‘Wanna Be Deadly’ annual rugby carnival

• the Deadly Murri’s leadership group.

Seclusion rate lowest in stateAs a result in change of clinical practice and effective engagement with consumers, SCHHS has consistently been the lowest in the state for the rate of seclusion and restraint per 1000 bed days for consumers within mental health service inpatient units.

At the end of May 2014 the statewide average was 10.8 and the SCHHS rate was 2.2 seclusion events per 1000 bed days which is the best result across the 18 Queensland mental health service organisations. The 2013-2014 target is equal to or less than 10 per cent. SCHHS developed and implemented the “Opening Doors” program for all inpatient staff(nursing,alliedhealthandmedicalofficers).Thistraining provides a platform for improving workplace culture and consumer outcomes.

Aussie Passport for diabetesIn January 2014, a pilot study was introduced to establish ways for people with diabetes to remain involved in their diabetes care when they require support and assistance from carers, family members, and nursing staff. The aim of the ‘My Aussie Passport for Diabetes’ project is to reduce the number of preventable hospital presentations of patients with hypoglycaemia over the age of 65 years.

The study aimed to determine the effectiveness of a communication tool and educational resource for patients and

carers and evaluate the most effective communication and education elements required to support a simple, useful and sustainable solution.

A draft personalised communication and education booklet was produced and feedback from consumers and an expert panelrefinedthecontentsofthebooklet.Thebookletprovides personalised information to ensure that carers areawareofthespecificsigns,symptoms,treatmentsandpreferences of how individual patients would like their diabetes managed.

In June 2014, stage two involved the booklet being trialled. Feedback was sought from the patients and medical professionals. Participation in the trial was offered to patients whowereidentifiedinanauditof2013hypoglycaemicpresentations to DEM in 2013. All those who participated in the trial had presented to DEM with severe hypoglycaemia that may have been avoidable.

Of the 13 people who trialled the booklet, feedback has been very positive. All 13 participants found the booklet easy to use and nine of the participants said it was helpful.

SCHHS will continue to monitor those 13 people who trialled the booklet regarding readmission/presentation to DEM and followed up by phone consult.

The booklet will be put into use through the Credentialed Diabetes Educator (CDE), with Geriatric Emergency Department Intervention (GEDI) nurses and through further education within Glenbrook Residential Aged Care Facility. Community nursing and GPs may also be targeted as part of the expansion of the future use of booklet.

Our perform

ance

Easy to use Find it helpful

Increased my learning

Liked layout

Find it useful

Helpful for others with

chronic disease

Receiving better care

Know more now

Not at all 0 1 2 0 1 1 2 1

A little 0 0 2 1 0 0 2 2

A fair bit 0 2 0 0 0 0 2 1

Yes, a lot 13 9 8 11 11 11 5 8

Not answered 0 1 1 1 1 1 2 1

Total 13 13 13 13 13 13 13 13

Table 15: Patients with diabetes responses to the diabetes communication booklet

Our performance


Mental Health Acute Inpatient UnitOver the last four years consumers, carers and mental health staff have provided consistent feedback around the environment within the Mental Health Acute Inpatient Unit.

Thisfeedbackoftenrelatedtothreespecificthemes:• the environment was not conducive to the provision of

contemporary mental health care

• lack of space resulted in limited ability to provide structured activities for consumers to participate in evidenced based interventions within the ward area

• limitedconfidentialworkareasforclinicalconsultationandwork with consumers and family and the multi-disciplinary team.

Refurbishment of both mental health inpatient areas commenced in 2013-14. The refurbishments, when complete, will provide additional space to accommodate the increasing demands, including additional designated mental health beds for consumers requiring admission and provide an environment conducive to the provision of contemporary mental health care.

TheSCHHScapitalallocationforthisprojectforthisfinancialyear has been $250,000. In 2014-2015 a further $650 000 will be spent on the completion of stage two.

Oral HealthOur Oral Health Service offers half day clinics in Gympie, CaloundraandNambourspecificallydesignatedforAboriginaland Torres Strait Islander patients.

The service is delivered by dentists and oral health assistants who have received cultural diversity training.

Aboriginal and Torres Strait Islanders can access the booking service through the Aboriginal and Torres Strait Islander

liaisonofficerordirectlywiththedentalclinic.

Patient feedbackIn 2013-2014 we received 2001 compliments on our service and 890 complaints.

Weacknowledgedallcomplaintswithinfivecalendardays(increasefrom92percentlastfinancialyear).Weresolved93per cent of complaints (up until end of May 2014) within 35 calendar days.

2012-2013 2013-2014

Compliments 2029 2001

Complaints 805 890

Acknowledged within fivedays

92% 100%

Resolved within 35 days (up to end May 2014)

87% 93%

Website information

We are working to expand the information provided on the SCHHS so clients can access more information to make informed health decisions. The information includes managing care, how to obtain a referral, informs patients about eligibility criteria. It contains a range of communication materials so that patients can access information at a time and in a manner that suits them.

Consumer testingAll our brochures undergo consumer testing by the proposed target audience to ensure they meet the needs of our clients. The information contained is evaluated on clarity, relevance and design. Changes are made to the publication based on thefeedbacktoensurethefinaldocumentmeetconsumerneeds.

Our perform

ance

Table 16: 2013-14 patient complaints and compliments


Care is safe, accessible, appropriate and reliable

Strategic objective two

In the past 12 months the SCHHS has implemented practices to improve the health outcomes for our community. We have delivered programs that provide accessible services to patients in hard to reach or at risk groups. Our commitment to safety and appropriate care also resulted in SCHHS achieving full ACHS accreditation.

TelehealthTo further the strategic aim to maximise the use of technology to improve care, in February 2014, SCHHS appointed a permanent Telehealth Coordinator.

InstallingTelehealthequipment,engagingcliniciansandfinetuning the electronic booking system for Telehealth have beenthefirststepsinincreasingtheuseofTelehealthwithinSCHHS.

The Telehealth Coordinator has conducted education and training for both the recipient and provider end users to enable further uptake of Telehealth services across the SCHHS.

UtilisationofTelehealthequipmentfittedtoGastroenterologyprocedure suites commenced in April 2014. This involves the live broadcast of procedures across the SCHHS for education purposes to clinical staff on a weekly basis. In the future it is planned to launch this experience across the state and into universities.

A Telehealth pathway between the Nambour paediatric ward and the Paediatric Intensive Care Unit (PICU) at the Royal Children’s Hospital has been implemented. This service will enable sick children to remain at Nambour Hospital longer and potentially avoid aeromedical transfer to PICU. This service will also provide expert medical advice to support our clinicians on the ground at Nambour Hospital.

Telehealth inpatient ward round for paediatrics began in April 2014 at Gympie Health Service and in May 2014 at Maleny Soldiers Memorial Hospital. This service provides paediatric consultation and management for paediatric patients at both Maleny and Gympie Hospitals. The aim of this service is to decrease inter-hospital transfers of patients and to maintain current paediatric skill levels in our staff at both Gympie and

Maleny Hospitals.

Another Telehealth inpatient ward round is planned for palliative care to provide consultation and management for admitted palliative care patients of Gympie and Maleny Hospitals. This is scheduled to commence in August 2014.

An outpatient Telehealth trial was conducted in May 2014, to examine our strengths and weaknesses using Telehealth in theoutpatientsetting.Thistrialhasenabledthefinetuningof our booking system to ensure our staff are prepared for the changes that Telehealth will bring to each service group.

Meetings with Sunshine Coast Medicare Local have taken place to examine the use of Telehealth in the primary care setting, as well as to enable better access to care for Aboriginal and Torres Strait Islander people in our region.

In 2013-2014 SCHHS conducted 46 inpatient Telehealth occasions of service. Inpatient consultations via Telehealth can remove the need for a patient to be transferred to another facility. Inpatient Telehealth is expected to continue to grow over the next 12 months.

With the increase in face-to-face in paediatric and diabetes services being delivered at Gympie Health Service, there has been a decline in the number of Telehealth outpatient occasionsofservice.Telehealthfigureswillrebuildonceourpermanent clinics begin in August 2014.

Timely treatment for cardiac patientsRefinementsinourcarepathwayhaveimprovedourcareforpatients suffering a heart attack.

Inthe2013-2014financialyear,thecardiaccatheterlaboratories in Nambour have a median door to balloon (DTB) time of 42 minutes and 87.90 per cent of patients are treated in under 90 minutes*.

*The Cardiac Society of Australia and New Zealand (CSANZ) Guidelines recommend that 75% of patients requiring treatment should have a ‘door to balloon’ time (DTB) of less than 90 minutes for at least 75 per cent of patients.

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The implementation of an innovative preactivation care pathway and a collaborative system of care with Queensland Ambulance Service (QAS) and the SCHHS Departments of Emergency Medicine (DEM) in Caloundra, Maleny and Gympie has resulted in the improved DTB results.

Orthopaedic assessmentThrough the introduction of an Orthopaedic Assessment Unit (OAU) at Nambour in February 2013, orthopaedic patients are accessing orthopaedic assessment in a more timely manner. In 2011, 22 per cent of SCHHS patients at Nambour stayed in hospital for over 48 hours. The new unit has resulted in a reduction of Occupied Bed Days (OBD) by 1.14 per day. The OAU has also improved the planned access to theatre and increased referrals back to primary health providers.

Hip fracture time to surgeryIn 2012, 64 per cent of SCHHS patients at Nambour with a fractured neck of femur were treated within 48 hours. This percentage is now consistently over 80 per cent, which meets and exceeds the required 80 per cent target required for the purchasing framework.

During 2013, a new process was designed to expedite the patient’s journey to surgery and optimise patient recovery, rehabilitation and quality of life outcomes. Changes to the theatre template and increased communication through the implementation of multidisciplinary clinical network meetings has resulted in the improved treatment timelines for fractured neck of femur patients.

New dermatology service for the Sunshine CoastA new dermatology clinic commenced at Nambour Hospital in January 2014. Services offered include biopsies, consultation on skin conditions, patch allergy testing and minor dermatological day surgical procedures.

From May 2014, the clinic also offered narrowband UVB phototherapy for treatment of psoriasis and other skin conditions. The clinic is staffed with two consultant dermatologists and a registrar and offers services three to four days a week.

Since opening in January 2014, the dermatology clinic has seen 699 patients. Prior to this SCHHS clinic opening, these patients would have to travel to a Brisbane public health service or alternatively see a private provider.

Caring for our aged population The Geriatric Emergency Department Intervention (GEDI)

program introduced in February 2014 delivers safer and moreefficientcareforouragedpatientsintheNambourDepartment of Emergency Department (DEM).

The GEDI program has already resulted in improved NEAT (National Emergency Admissions Targets) time for patients over 65 years of age from 38 to 48 per cent.

The GEDI program, staffed by Clinical Nurses, is targeted at all patients over the age of 65 and works to rapidly identify patientswhowillbenefitfromacomprehensivegeriatricassessment to support medical and nursing staff at Nambour DEM.

NEAT performance targets for patients from nursing homes has also seen an improvement from 28 per cent to 58 per cent.

Patients from nursing homes have also had lower hospital admission rates as a result of the GEDI program. Where previously 80 per cent of DEM presentation from nursing homes resulted in hospital admission, the GEDI program has seenthisfigurereducedto60percent.Thishasresultedina predicted saving of 80 bed days per month. It is projected that this bed day saving will further increase as the GEDI service becomes more established.

Reducing paediatric waitlistsA new role at SCHHS has resulted in a reduction of paediatric patients on waiting lists. SCHHS implemented an advanced allied health position in the children’s outpatients department. The new role commenced in March 2014 and has already reduced wait times to see a paediatrician. As part of the initiative, guidelines were developed on referral pathways to services.

The new role is responsible for reviewing paediatric referrals, streamlining children’s clinics, completing assessments and where appropriate, referring to other providers. Prior to the new position commencing there were 395 patients on the paediatric waiting list. In the fourmonthssincetheinceptionoftherolethisfigurehasdropped to 317 as at 30 June 2014.

Improving cardiac and respiratory outpatients serviceShorter waiting times, higher staff morale, lower cancellations and lower patient’s failure to attend rates in the cardiac and respiratory outpatient’s service at Nambour Hospital have occurred in the last 12 months.

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The cardiac and respiratory outpatients service was part of a Queensland Institute of Clinical Redesign (QuICR) program. This QuICR program aimed to improve staff satisfaction, improve KPIs and create a service model that could be implement across other outpatients service.

Initialstakeholderconsultationidentifiedtheserviceassafe,butinefficientwithstaffshowinglowmorale.TwelvemonthsaftertheQuICRprojectalltheidentifiedsolutionshavebeensuccessfully implemented and sustained.

The team is now consistently meeting waiting time KPIs and National Standards. The recommendations from the project are being rolled out across other parts of the medical outpatient service.

Cardiac outpatients service improvement

percentage

Respiratory outpatient service improvement

percentage

Hospital initiated cancellations

59% 81%

Patient failure to attend 21% 7%

Category 1 waiting times 88% Meeting KPI

Category 2 waiting times 30% 75%

Category 3 waiting times 6% 5%

Patient seen in clinic 24% 28%

Triage within 5 days maintain 100% maintain 100%

Table 17: Improvement in cardiac and respiratory outpatients

Reduced orthopaedic surgery wait timesIn March 2014 SCHHS implemented a new service model to reduce orthopaedic surgery wait time through early outpatient assessment and streaming non-operative and operative patients into separate pathways.

The Musculoskeletal Pathway of Care (MPC) model assesses non-operative pathway patients through attendance at an outpatient appointment. A care plan is established in consultation with each patient and sent to their general practitioner with recommendations.

Of the 1325 referrals triaged from the Category 2 orthopaedic wait list, 722 (46 per cent) were referred to MPC, indicating nearly 50 per cent of patients may not be suitable for surgery and could be treated conservatively.

11 per cent (35 patients) were assessed as not requiring management and therefore discharged off the wait list. Of the 274 patients seen so far, 226 GP care plans have been developed and sent to the patients GP with recommendations for management. The data indicates a very high satisfaction

rate from patients in regards to the service and being able to achieve their care plan.

Liver clinic wait times reducedA specialist hepatologist, increased staff numbers and a scheduling restructure for hepatology clinics has achieved significantreductioninCategory1hepatologypatientswhoare waiting for longer than 30 days. In January 2013, we had 80 Category 1 patients who were waiting for over 30 days to see hepatology specialist. The staff in the hepatology department worked to streamline the scheduling and introduced nurse-led clinics at both Caloundra and Nambour Hospital. By April 2014, the number of long wait Category 1 patients had been reduced to one patient.

Graph K: 2013/2014 Category 1 hepatology patients

Transition Care ProgramRedesigning our processes and changing workload management and allocation has allowed our Transition Care Program (TCP) to assist more clients with safe and timely discharge following an acute or sub-acute hospital stay.

Since implementing the changes to the TCP in March 2014, the service has continually increased the number of TCP packages utilised. We have seen a consistent increase, in July 2013 we were meeting the 80 per cent target, we now consistently operate at above 100 per cent take up and in June 2014 we were achieving 140 per cent of target. This increase has delivered more care to more patients and has had an impactonhospitalbedmanagementandpatientflow.

Gympie GoldWithin the last 12 months our oral health team at Gympie has achieved a reduction in patient wait time from over six years down to two years.

The team undertook a redesign project through Queensland Institute of Clinical Redesign (QuICR) to improve safe access to oral health services and reduce patient wait time. At the commencement of the project the general assessment waiting

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list time was 6.5 years and one year later this wait time has been reduced by four years.

A review of practices and the resultant implementation of improvements in administrative work practices, scheduling andsterilisationmethodsproducedtheefficienciesthathaveledtothesignificantwaittimereduction.

Training in paediatric life supportIn August 2012 we introduced a four hour Resus 4 Kids course. The course has both online and face-to-face components. Resus 4 Kids was designed mainly for staff on paediatric wards and Department of Emergency Medicine (DEM) staff. This new course has increased the number of staff trained in paediatric life support . In 2012-2013 there were 55 staff trained in paediatric resuscitation, in 2013-2014thisfigureincreasedto77staff.

Improving our engagementFive educators and clinicians from SCHHS undertook the CertificateinPublicParticipationthroughtheInternationalAssociation for Public Participation. The course provided an introduction and overview of community engagement in the Australasian context. Staff learnt about the key concepts upon which to plan, design, facilitate and implement successful community and stakeholder engagement processes. This learning will then be adapted into our localised context to create a suite of awareness and training modules for our volunteers and employees.

Research projectsOver the past year, 63 research projects were authorised to commence in our health service, including 17 clinical trials of drugs or interventions, 18 clinical projects, and 28 health/social sciences projects. This represents a 23.5 per cent increase in projects from the previous year, with the most significantincreaseoccurringinrelationtoclinicaltrials.The key clinical areas undertaking new research projects over the previous year were: oncology, renal, anaesthetics and pain management, nutrition and dietetics, geriatric medicine, intensive care, obstetrics and gynaecology, emergency, gastroenterology, mental health, physiotherapy, speech pathology, surgery, cardiology, diabetes/endocrinology, infectious diseases, ophthalmology, orthopaedics, respiratory medicine and stroke.

Queensland Bedside AuditThe Queensland Bedside Audit (QBA) is a major annual benchmarking event within Queensland Health. The QBA ensures collection, analysis, benchmarking and feedback of

clinical data to all HHSs. It is a prevalence audit that

collects data at a particular point in time. The 2013 QBA took place at SCHHS in October 2013. Of the 44 indicators that were measured, SCHHS ranked above the state average for 34 measures, equal to the state average on two measures and slightly below the state average on eight measures. Action plans have been implemented to improve these outcomes and increase patient safety.

The 2013 QBA data collected includes some of the known highest risks for patient safety and quality, such as falls, malnutrition, pressure injury, medication safety, patient identificationandrecognitionandmanagementofthedeteriorating patient. The 2013 QBA results for the SCHHS demonstratesignificantimprovementsacrossallcategoriesof indicators compared to the previous audit in 2012

Recognition of the deteriorating patientOn 1 July 2012, SCHHS commenced the roll out of education for staff in the early recognition of a patient whose condition was deteriorating. Deteriorating patient/Queensland Adult Deterioration Detection System (Q-ADDS) education has resulted in increased pre-calls and may have contributed to decreased mortality.

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Graph M: Decreased in overall hospital mortality for patient over 15 years of age (excludes same day admissions and boarders).

Graph L: Increase number of pre-calls since introduction of Q-ADD


Falls prevention

The 2013 QBA showed an improvement in our falls indicators. The QBA showed we were above state benchmarksinallfallsindicatorsexceptforidentificationof patients at risk of falls.

As part of the SCHHS commitment to safe and appropriate care for patients, we have a dedicated Falls Action Group (FAG) and have introduced a Falls Resource Officertodevelopactionplansandimplementeducationinitiatives to improve falls risk screening, prevention and management at a strategic and operational level.

Throughout the year our focus on falls prevention has included:• revision of the person centred care plan

• introduction of a Falls Assessment and Management Plan (FAMP)

• an ‘April No Falls Campaign 2014’ to raise awareness of falls risk assessments and prevention strategies

• implementation of a consumer awareness campaign including the development and distribution of awareness posters and brochures for patients and staff

• implemented a falls self-directed learning package (SDLP) and associated education to include how to report, document, manage and follow up falls

• introduced non slip socks to the wards and facility kiosks

• conducted face-to-face in-service education

• conducted a bi annual chart and environmental audit during the months of April and May 2014

• communication of falls risks at bedside handover - ‘scrumming’

• productive ward safety boards placed in wards

• falls information included in nursing and medical orientation and induction packages

• introduction of the amended Queensland Adult Deterioration Detection System (Q-ADDS) tool usage in DEM to included a falls risk screen

• purchase of low low beds.

Graph N : SCHHS falls prevention results QBA 2013

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A falls review tool has also been developed to assist in the review of falls that result in patient harm. The aim of the tool is to identify if all appropriate falls risk assessments and falls risk mitigations strategies were implemented prior to the reported fall. Incident review recommendations address identifiedriskfactorsandassistintheimplementationofstrategies to reduce the risk of falls and subsequent patient harm.

Caloundra Hospital East ward is also piloting the statewide falls prevention productive ward module. The aim is to use a systematic quality improvement approach , involving all members of the multidisciplinary team, to identify and implement future fall prevention strategies. The pilot will dovetail with the falls prevention work being undertaken by the SCHHS and provide an additional level of scrutiny to the activitiesundertaken.Thetrialcommencedthefirstweekof June 2014 with the collection of baseline data and will be rolled out over a 12-16 week time frame. The results from this trial will inform the SCHHS future actions for falls prevention.

‘Scrumming’ reduces fallsAs part of the SCHHS falls prevention plan, our medical wards introduced a clinical handover process called ‘scrumming’ in September 2013. Scrumming involves all ward staff meeting together to review all patients on the ward at the change of shift. By involving all staff in the handover, we ensure that all staff are aware of the status of all patients. A reduction in the number of patient falls as a result of scrumming.

92

85 83

10

Graph O: Medical services - Falls incidents 2013-2014

Infection control

Effective hand hygiene is the most effective strategy in preventing healthcare associated infections. Our focus on hand hygiene includes awareness activities and regular communication relating to hand hygiene and infection control. Overall SCHHS had a 77 per cent hand hygiene compliance rate across the four audit periods for 2013-2014. As at March 2014 the national hand hygiene compliance rate was 80 per cent. Our SCHHS Infection Management Team continues to work to raise staff awareness in order to improve our hand hygiene results. This included the introduction of the ‘Bare below the elbows’ campaign to encourage staff to have no sleeves, no jewellery, short nails and no nail adornments to prevent the spread of infection Our dress code for staff is in accordance with Hand Hygiene Australia and the World Health Organisa-tion recommendations.

Wound care

SCHHS has recently implemented an evidence based wound care program to ensure delivery of best practice wound care for patients and the community.

The initiative includes the consolidation of clinical protocols, action to ensure consistency in our documentation and rationalisation of our product formulary – all supported by a comprehensive educational curriculum. The aim of the program is to empower staff to mange wounds in line with the principles of contemporary best practice and to reduce the risk of pressure injuries and surgical site infections.

In September 2013 an organisation wide assessment of chronic wounds and wound care practices was completed. In addition to patient demographics and patient safety indicators,theauditidentifiedwoundprevalenceanddistribution, prevalence of pressure injuries, current wound practices and documentation.

Objectives of the SCHHS wound care program include improvements designed to:• re-allocate bed days to health care priorities

• re-allocate nursing hours and hospital resources

• decrease DEM re-presentations and waiting times

• reduce average patient length of stay and surgery waiting lists

• improved patient surgery and patient satisfaction

• reduce number of wound-related follow up visits for clinicians

• optimal management of surgical wounds to reduce hospital re-admissions

• reduced incidence and severity of pressure injuries.

Extensive work has been done by staff of the Service to formalise and streamline communication processes with patients and carers generally, including a specific strategy aimed at falls prevention.

ACHS Accreditation Report

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Pressure injury prevention

The 2013 QBA results relating to pressure injuries show a consistent improvement in pressure injury prevention and management. The QBA found that all SCHHS indicators in this category were better than the state-wide benchmark.

On the date of the audit there were 255 patients throughout the SCHHS who consented to a full skin inspection. Of theses patients:• 49 of these patients had one or more non surgical wounds

present.

• there were nine (4 per cent) patients with a hospital acquiredpressureinjury.Thisisasignificantimprovementfrom 2011 where 11 per cent of pressure injuries were hospital acquired and 2012 where eight per cent of pressure injuries were hospital acquired.

Throughout 2013-2014 our wound care practices continue to ensure best practice care for our patients. There has been one Stage 3 hospital acquired pressure injury and no Stage 4 pressure injuries throughout the year.

Graph P: SCHHS pressure injuries 2013-2014

Medication safetyThe SCHHS reported medication safety incident rates remain consistent. There were 435 incidents for the six month period January to June 2014 compared to 443 in the same period of 2013. The severity rating of the incidents remains consistent with approximately 90 per cent of reported incidents causing no harm and approximately ten per cent causing minimal harm.

Incidents causing temporary harm have decreased from two per cent in 2013 to less than one per cent in 2014. In 2013-2014 there were no incidents causing permanent harm or death as a result of a medication incident.

The medication safety results from the 2013 Queensland Bedside Audit (QBA), showed overall improvement in all our medication safety indicators. Further improvement is requiredregardingtheapplicationofpatientidentificationonall pages of the medication chart.

Emergency response managementAs a result of two years work, our emergency response operational plans, training and education is now recognised as a model for other health services.

Following recommendations from an external review of SCHHS emergency response capabilities two years ago, SCHHS made changes to improve our capability for emergency response. As part of these changes, improved governance and reporting processes have been implemented.

An important part of the redesign of our emergency response capabilities was the review and redevelopment of our staff education and training and supporting materials. We have developed comprehensive training resources and education programs relating to emergency response.

Standardised practice for emergency response across all areas of the health service has been introduced and a complete review of incident reporting has ensured that we capture and report on all events.

We have developed and continue to maintain vital working relationships with local and district council disaster management groups to ensure that in emergency situations we work cohesively with external agencies.

Working in conjunction with Queensland Fire Emergency Services (QFES), an emergency response simulation occurred in the DEM at Nambour Hospital in June 2014. The exercise tested both internal and joint responses to a chemical spill threatening the safety of the facility. The exercise saw both SCHHS and QFES working together to support the care and safety of staff, patients and the wider community.

The SCHHS emergency response team has developed a range of emergency response plans to ensure the organisation is prepared to respond to major incidents that impact business continuity. These plans are tested as part of the annual compliance and auditing of processes. This supports risk reduction not only to the organisation, its patients and staff, but also to the greater Sunshine Coast community.

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Care through engagement and partnerships with our consumers and community

Strategic objective three

At SCHHS we know that we can deliver better services for our community, now and into the future if we work in partnership with our consumers and our community.

We are working to develop and enhance our working partnerships with education providers, volunteers, research partners, local councils, Sunshine Coast Medicare Local (SCML) and other organisations and health providers.

Connecting with our communityOver the past 12 months we have improved connections with our community. We have sought feedback from our consumers through patient surveys, a critical friends group and the formation of a Consumer Advisory Group (CAG).

We have commenced implementation of our Consumer and Community Engagement Strategy and Implementation Plan 2013-2016. We have endeavoured to engage and inform our community with regular media articles (approximately 14 media releases per month) on events and achievements and in particular provide information about the construction of the new public hospital at Kawana.

Members of a SCHHS Consumer Advisory Group have been selected and will commence meeting in 2014-2015.

Consumer input into new hospitalOver 40 Sunshine Coast community members have been involved with the planning and design of the new Sunshine Coast Public University Hospital (SCPUH) providing valuable feedback into the aspects of design of the new hospital, located at Kawana.

Consumer groups were formed through an expression of interest process.

Initial feedback has been sought on overall hospital design,accessandwayfinding.Asaresultoftheconsumer group’s feedback, architects and planners have adjusted the proposed location of parking for people with

adisabilityandalsochangedthecarparklevelstoreflectthe accessible hospital level.

In September 2014 consultation will continue with a focus on interior design and landscaping of the new site.

VolunteersAt SCHHS we are fortunate to have a dedicated group of volunteers helping out at all our facilities.

AuxiliariesVolunteers with the auxiliaries at Nambour, Caloundra and Maleny all carry out valuable roles within the SCHHS. Volunteers help with patient shopping, gardening, greetingvisitors,staffingkiosks,readingtopatientsandassisting with administration tasks. This year, the total value of funding support from auxiliaries for equipment amounted to $215,792.

Someoftheequipmentpurchasedthisfinancialyearthrough auxiliary fundraising has included a bronchial ultrasound machine, cots for the birth suite, pressure area mattresses,anobservationmachineandahumidifiedventilator.

WishList Wishlist, the Sunshine Coast Health Foundation, providing $1million each year to the needs of the local public health system, including Nambour, Caloundra, Maleny and Gympie hospitals, as well as local ancillary health services.

This year Wishlist committed $1,166,566 in funding support through four areas, including equipment ($530,270), service support ($452,217) and research ($172,830). Education support included $11,249 for the annual staff scholarship grant to subsidise training for the service’s clinical and administrative staff.

Two of our executives and two SCHH Board members also sit on the Wishlist Board.

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Wishlist Foundation commitment to researchWishlist dedicates funding for local research efforts through an annual research grants scheme. In 2013, $125,334 in fundingwasawardedforfiveprojectsacrossnoviceandexperienced grant categories. In addition, Wishlist provided sponsorship for our Annual Research Day and committed an additional $75,000 towards a post-graduate scholarship (funding to commence in 2014-2015).

Partnering with Medicare LocalThroughout 2013-14 SCHHS has worked in partnership with the SCML to deliver a range of programs and initiatives including:

GP liaisonSCHHS’sGPLiaisonOfficer(GPLO)workscloselywiththeSCML GPLO to promote primary/secondary integration. To supporttheachievementoftheSCHHSKPIs,specificactionshave been developed to assist in addressing the patient journey in accessing appropriate quality care. These include: • the development of integrated care pathways

• improved referral management and referral guidelines

• the development of integrated care pathways to reduce variation in practice and quality of care

• improved access to specialist advice through joint redesigning processes.

Geriatric Emergency Department Intervention (GEDI) ProjectThree GEDI Clinical Nurses have been employed within the Nambour Department of Emergency Medicine (DEM) to reduce avoidable admissions of older patients. (see page 65 for outcomes). The University of the Sunshine Coast (USC) are seeking ethics approval for this research.

End of life care groupA group has been formed to discuss End of Life Care and Advance Care Planning for the Sunshine Coast region. Participants include representatives from SCHHS and SCML.

Advance Care PlanningSCHHS and SCML delivered three education and awareness practical workshops around Advance Care Planning (ACP) targeting SCHHS service staff, general practice and aged care employees. Palliative CareAs part of Project PalliAPP (see page 74) SCML has collaborated with the SCHHS Palliative Care Team to implement a palliative care GP education program.

Respiratory ProgramA Respiratory Reference Group has been established to focus on improving the patient’s journey. Meetings of this reference group have included SCML, SCHHS, practice nurses, GPs, Queensland Ambulance Service (QAS) and University of Sunshine Coast (USC).

After Hours ServicesSCHHS and SCML have been working in partnership to establish quality and consistent after hours services across the Sunshine Coast and Gympie regions to assist with the reduction of unnecessary hospital presentations including:

• Gympie Health Service (GHS) received funding toward an After Hours Nurse Practitioner service to be co-located adjacent to the DEM which will commence in July 2014

• gpExtend, a weekend after hours service in Maleny to decrease the number of non-urgent presentations to the Maleny Memorial Soldiers Hospital Emergency Department. Over the six month pilot over six hundred patients were seen in the after hours period on Saturday afternoons and Sundays.

Think Health

The inaugural Think Health event was held in February 2014. Think Health involved 190 participants in discussion about health priorities in the SCHHS region. The event was conducted in partnership with the SCML, Sunshine Coast Council, Noosa Shire Council, USC, Sunshine Coast Institute of TAFE and Gympie Regional Council. Participants included educators, health care professionals, business leaders and politicians.

High chronic disease rates in the Gympie region has been recognised as a priority for health initiatives. Think Health resulted in the formation of the Gympie Collaborative Network (GCN). Its purpose is to provide a framework for the establishment of collaborative approaches to health services. The GCN will provide opportunities to network with a purpose to form partnerships and to explore innovative solutions to meeting the health needs of the Gympie region.

Closing the GapSCHHS Aboriginal and Torres Strait Islander Team has partnered with SCML for the past year on a range of Closing the Gap (CTG) initiatives including:• the Healthy Tucker program that rolls out to schools and

works with parents/caregivers of Aboriginal and Torres Strait Islander students. The program provides information about healthy products that do not cost too much and how to cook them for lunches and dinners

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• home visits for Aboriginal and Torres Strait Islander community members who have been released from hospital and need access to knowledge regarding a health care plan

• home visits to support consumers who are at risk of mental health issues

• the purchase of bags and ongoing support for schools programs involved healthy choices and education

• joint program support planning for NAIDOC Week and building cultural sensitivity and capacity across the region.

Caring for patients with a disabilityA working group was formed in 2013 with a focus on promoting improvements in training and support for students and clinicians in delivering care which is safe, accessible and appropriate for those in our community with special needs.

Representatives from SCHHS, USC, Central Queensland University, Sunshine Coast TAFE and the Regional Disability Council have established a productive working partnership.

The working group is considering how clinicians of all disciplines are currently trained and the support available for current practitioners when caring for patients with disabilities. This will include reviewing current practice, curriculum and exploring new or varied training opportunities forundergraduateandqualifiedclinicianstosupportwellprepared professionals.

Housing Forconsumerswithcomplexmentalhealthissues,findingsuitable accommodation is often a barrier to their recovery. Whatbeganfiveyearsagoinidentificationofimprovingsupport and effective partnerships with housing services forconsumershasseensignificantachievements.Theseachievements are:

• clear pathways of communication between SCHHS mental health workers and housing services to work together tofindappropriatehousingforconsumerswithcomplexissues and to provide support in sustaining tenancies

• regular meetings between the agencies ensuring appropriate triage and supported housing referrals from SCHHS to housing services

• development and access to dedicated six beds within the Rendu Lodge (St Vincent De Paul) for mental health consumers as transitional housing

• the System Gap Initiative, a supported accommodation partnership project, for people with severe mental illness, to provide them with support when discharged from hospital to minimise the risk of homelessness or untimely readmission. SCHHS developed a consortium with multiple local stakeholders, which saw the SCML successfully bid for

Partners in Recovery (PIR) funding of $8 million over three years

• as a result of the funding, the PIR consortium was able to develop and implement the PIR program for consumers with serious and persistent mental health issues.

Transitional Recovery ProgramThe SCHHS Mental Health Service (MHS) Mountain Creek Community Care Unit is a residential support facility for people with severe and enduring mental illness. A formal partnership with Graceville – a non-government organisation - has resulted in the implementation of the Transitional Recovery Outreach program. This program has a support worker from Graceville collocated within the clinical team to support clients with a mental illness transition to suitable accommodation (independent or supported) and provide non-clinical support to assist the consumer to regain functional capacity in the community.

During 2013-2014, this partnership resulted in 30 per cent of the residents being successfully discharged into appropriate accommodation.

Integrated Employment ProgramSCHHS and STEPS Employment agency have been in partnership for the last six years. This initiative is based on research for best practice employment models that demonstrated the collocation of employment consultants within clinical mental health teams to improve the social inclusion and employment outcomes for people with mental illness. Embedding employment partnerships within mental healthserviceprovisionenhancesconsumerflowandimproves outcomes.

To date this program has achieved positive outcomes for consumers. A Department of Education, Employment and Workplace Relations (DEEWR) interim report (2012) states that 17 per cent is the highest placement rate for this client group.

Of the consumers referred to the Integrated Employment Program, an average of 53 per cent were engaged in vocational activity. An average of 19 per cent of the cohort were in competitive employment over the 2013-2014 year.

Palliative care projectPartnering with GPs, residential aged care facilities (RACF), Wishlist and the palliative care team at SCHHS hasproducedsignificantimprovementinourcareandtheresources available for palliative care patients as part of a

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Palliative Admission Prevention Program (Project PalliAPP).

Project PalliAPP aimed to identify key opportunities for developing an integrated approach to reduce avoidable admissions to SCHHS facilities for palliative care patients. Project PalliAPP is a Queensland Institute of Clinical Redesign (QuICR) project driven by the SCHHS Palliative Care Service. The project looked at gaps in palliative care services and developed an evidence based model of care.

Itwasidentified,aspartofProjectPalliAPP,thattherewasalack of patient/carer support and resources which resulted in increased carer stress. A fridge magnet contact card with urgent contact details for use when required after hours was developed and distributed. A resource pack including a core list of resources was also developed for patients and their carers.

The resource packs were funded through a Wishlist grant.ProjectPalliAPPidentifiedaneedtoworkcloselywithGeneralPractitioners (GPs) as the primary providers of palliative care in the community. Building a relationship with the GPs was vital for the improved care of palliative patients. The project aimed to engage, educate and provide resources to GPs in relation to palliative care. As part of the program GPs are invited to join ward rounds and outpatient clinics to upskill GPs in palliative care.Project PalliAPP also worked with Residential Aged Care Facilities (RACF) to provide staff with information, education and contacts. This education and information helped staff resolve symptom issues prior to admission to acute facilities and assisted with ongoing care post-discharge to prevent avoidable readmissions.

The lack of clinical handover, poor discharge planning, poor communication and inadequate palliative support in the community were also recognised as contributing to avoidable admissions. Project PalliAPP worked with medical services to improve the discharge planning and ensure the patients/carers are well equipped to be at home and therefore prevent avoidable readmissions.

Prior to Project PalliAPP only 40 per cent of Enterprise Discharge Summaries (EDS) were forwarded to GPs within 48 hours of the patient being discharged. As a result of the project all RACF clients and palliative care patients must have an EDS in order to be discharged from Department of Emergency Medicine (DEM).

Project PalliAPP introduced a coordinated, standardised and consistent approach to an education program that will be delivered to all disciplines in hospital and community settings.

Private practice midwives at NambourThe Nambour Hospital Maternity Unit, local obstetricians and private midwives on the Sunshine Coast have forged a unique agreement which allows private midwives to book in and admit mothers to Nambour Hospital Maternity Unit.

This new service enables pregnant women to have their babies at Nambour Hospital under the care of their own private midwives. The collaborative agreement is part of the Queensland Government’s commitment to the National Maternity Services Plan aimed at providing women with more choices in pregnancy and childbirth.

Thenewmodelofcarehasbenefitsincludingincreasedbirthing choices for local women, strengthening the process for mothers to have continuity of care and seamless transfer of care from midwife to medical care.

Once private practice midwives are credentialed and licenced, they can book in and admit mothers to Nambour Hospital Maternity Unit as private patients under their care. These midwives can also continue to provide midwifery care while the mother is an inpatient.

Another key aspect of this collaborative arrangement is that if the mother requires more specialised care, the midwife can consult with or refer to a SCHHS obstetrician.

Primary care liaison officer ApartnershipbetweenSCHHSPrimaryCareLiaisonOfficer(PCLO) and local GPs has improved care for mental health consumers through shared care and shared discharge pathway for consumers with a mental illness to experience a seamless transition back into their communities

This partnership, including GP practice visits by the PCLO, has improved communications and the sharing of information between SCHHS and GPs ensuring our consumers continue to receive ongoing support in maintaining their wellness.

The PCLO role also supports the GP Clozapine Shared Care program within the Continuing Care Team. The GP Clozapine - Shared Care program enables consumers who are prescribed Clozapine, to enter into a shared care arrangement with their nominated GP.

Our performance


Our perform

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Since the Clozapine Shared Care program commenced in June 2012, 67 consumers have entered into the shared care pathway. Of these, 52 have been discharged from Continuing Care Team case management and have progressed to GP support with six monthly reviews with a SCHHS psychiatrist. Eight consumers have progressed to complete management through a private provider partnership, while seven consumers remain open to case management.

This shared care pathway improves consumer’s ongoing mental and physical care by facilitating communication and information sharing between GPs and SCHHS.

Partnering with NCACCHThrough the SCHHS partnership with the North Coast Aboriginal Corporation for Community Health (NCACCH) a registered nurse (Health Advocate) is employed. The Health Advocate provides advocacy, health information and support to clients with a chronic condition who are registered with HealthTrax and who have been referred by the North Coast Aboriginal Corporation for Community Health.

The Health Advocate works with clients to improve their health and quality of life by assisting them to better understand their chronic condition, follow their care plans and gain skills and knowledge to more effectively self manage their condition which may include referral to a specialist or an allied health practitioner. Chronic conditions include diabetes, respiratory disease, heart disease and renal disease.

Health advocate occasions of service

2012 - 2013 2013 - 2014

114 173

Table 18: HealthTrax health advocate occasions of service

Research

Sunshine Coast Academic and Research Centre

A partnership between the University of Queensland, our health service and the University of the Sunshine Coast has seen the development of a new teaching and research facility situated opposite Nambour Hospital. The Sunshine Coast Academic and Research Centre incorporates lecture roomsandofficespaceforuniversityandhealthserviceresearchers to promote integration and collaboration across teaching and research activities. The facility opened in late 2013.

Cluster for health improvement

The Cluster for Health Improvement is a new collaborative research initiative between the University of the Sunshine Coast and SCHHS and is aimed at fostering the development of collaborative research projects and mentoring novice researchers across Allied Health disciplines. The Cluster was officiallylaunchedinJune2014

Nursing, midwifery and allied health research steering groupTo facilitate and foster research initiatives in nursing, midwifery and allied health disciplines a steering group was formed. The steering group provides governance and guidance to support the growth of research capability and comprises health service and university representatives to maximise collaborative efforts.

Conjoint and academic appointments

Our health service continued to foster the development of academic appointments with university partners, including the University of Queensland and University of the Sunshine Coast. We currently have over 110 academic title holders and eight conjoint appointed staff in medicine and nursing which represents a 40 per cent increase in academic titles from the previous year.

This year, we commenced a visiting fellow program. These appointments allow university personnel to become visiting staff of our health service to provide university researchers with greater access to our resources and to foster mentoring relationships with our staff. Six visiting fellows in nursing

and midwifery have been appointed.


Caring for people through sustainable, responsible and innovative use of resources

Strategic objective four

We have evaluated and redesigned the way we deliver services, where there has been opportunity, we have changed the way we use our resources and improved the care we deliver and the way in which we deliver it. We have recognised the need to streamline our practices and redesign our services to ensure our community receives the maximum benefitfromourorganisation.Ourresponsiblefiscalmanagement, audit controls and the optimisation of revenue opportunities in the last 12 months will further enhance our future service delivery. Budget processDuring 2013-2014 the SCHHS introduced an improved methodology for the budget process across all services. All business management staff and management accounting staff were trained in the Budget Planning Tool (BPT). BPT is aDepartmentofHealth(DoH)sponsoredfinancialtoolthatdevelops budgets at a cost centre level for:

• revenue

• expenditure

• full time equivalent staff (FTE)

The system is a large data base and has the ability to use both current FTE, expenditure and revenue patterns and planned FTE, expenditure and revenue to develop budgets. Cost centre level budgets then roll up to service group, facility and health service level budgets.

The advantage for the SCHHS is that budgets can be developed for the commencement of the new year and maintained throughout the year thus allowing the budgets to be available and on system much earlier. At all levels of our business, budget development is applied consistently and transparently. Further we have a lower risk of system failure as the BPT system is corporately managed and maintained.

Own source revenueOur own source revenue has increased in 2013-2014 by 40 per cent. In 2012-2013 we receipted over $9 million dollars

(excluding accommodation amounts) and in 2013-2014 this has increased to $13,325,205.

Minor new works programMajorcapitalprojectsaremanagedandfinancedbytheDepartment of Health. Within the minor new works (capital) program managed within the SCHHS, the major items completed during 2013-2014 totalled $2.974 million.

Works included:• Ward 1E refurbishment at Nambour Hospital

• communications room upgrade at Gympie Hospital

• replacement of chillers at Gympie DEM and main building.

Major areas of works in progress, valued at $1.158 million include:• refurbishment of lifts at Nambour Hospital

• networkfirepanelsupgrade

• records storage building

• refurbishment of specialist outpatients department at Gympie.

Maintenance programThe SCHHS has a target to spend 2.15 per cent of its overall Asset Replacement Value (ARV) of buildings on maintenance each year.

In 2013-2014, the SCHHS expended $7,021,256 or 1.69 per cent of the ARV ($7,592,107 or 1.83 per cent in 2012-2013).

Information and Communication Technology In line with our Information and Communication Technology (ICT) priority planning, throughout 2013-2014 SCHHS has committed funding and/or provided technical assistance and project support to the following ICT activities:• commenced a million dollar upgrade to the Agfa Picture

Archiving and Communication System (PACS) used by the medical imaging department

• implementing chair side computers and digital imaging systems for oral health units

• Local Area Network (LAN) upgrade at Nambour Hospital

• wireless network upgrade at Gympie Health Service

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• HBCIS infrastructure replacement and consolidation

• transition from the Groupwise to Outlook email system

• established the ICT system and infrastructure to support the referral and transfer of patients to the SCUPH

• planning and scoping of ICT projects for several SCHHS services including Persistent Pain Management Service, Trauma Service, Perinatal Service which will be continued in 2014-15

• commenced detailed planning of ICT applications required for the SCPUH.

Cost per patientSCHHS continues to deliver services at a cost per WAU (Weighted Activity Unit) of $4,350 (YTD June 2014). The Queensland Health YTD average cost per WAU in the same period was $4,694. We are providing services at seven per cent lower cost per patient than the Queensland average.

Average length of stayReductions in the length of stay for patients results in reduced bed days and results in a decrease in HHS costs. The length of stay in our medical wards had been reduced through new initiatives introduced in our medical services departments.

An increase in the hours a senior consultant is available in the general medical ward has resulted in a reduction in length of stay in this ward. Previously a senior medical consultant was available eight hours per day, this has been extended to 12 hours of availability per day. With a senior consultant available on the ward for longer, more patients are able to be discharged,therebyreducingthelengthofstayandbenefitingboth the patient and the HHS.

An increased focus on our discharge planning has also helped with the reduction in length of stay in medical services. Discharge planning includes weekly meetings to assess patients who have been hospitalised for an extended time. Monthly meetings are also held to assess patients with more complex discharge requirements.

Revenue from grants and sponsored researchThis year, we received over $307,600 in funding through sponsored clinical trials, grants and other research funding sources.

Efficiency in patient transfersInstallation of a centralised patient transport booking system atSCHHSinJune2013hasresultedinincreasedefficienciesin resources use and allocation.

The Recording all Facility Transports (RaFT) program allows bookings for patient transfers to occur within one centralised hub location.

The RaFT system codes patient transfer criteria to assess whether a patient requires a Paramedic or a Patient Transport Officer(PTO)fortransport.

Previously, paramedic crews may have been utilised when a PTO may have been more appropriate. The implementation of the RaFT program at SCHHS has seen an increase in use of PTOtransferswhichhasresultedinsignificantcostsavings.RaFT links directly to Queensland Ambulance Service (QAS) ensuring the correct allocation of resources and increased resourceefficiencyasmultiplepatienttransfersmaybecombined within the one transfer.

Inthe2012-2013financialyear,anaverageof53percentofpatients were transferred via a PTO. The new RaFT system has seen this rate increased to 60 per cent of patients utilising PTO transportation. The cost difference between a PTO and a paramedic transfer is $701.40 per transfer. The average savingtotheSCHHSinthefirsthalfofthisfinancialyearwas$188,011 attributed to RaFT coding to appropriate clinical need of the patients.

With increased transfer activity as a result of patient movement to the Sunshine Coast University Private Hospital (SCUPH), the centralised patient transfer program and link with QAS has further ensured our resource usage is appropriate.

Private providers help reduce dental waitlistDental waitlists are being reduced through the implementation of a voucher system that allows dental patients to use private providers. The SCHHS oral health service received $4million of Federal Government National Partnership Agreement Funding to reduce dental waitlists. Additional funds were received from the Federal Child DentalBenefitSchemerevenue.Thefundingprovidesavoucher system so emergency patients or long wait dental patients on the SCHHS oral health waitlist can be provided dental services through a private provider.

As a result, oral health waiting lists have decreased. There are currently no patients waiting longer than the recommended time frame of two years for a general dentalcheckupasperKPI2.17.Inthisfinancialyearwe have issues 4655 emergency dental vouchers, 3338 general dental vouchers and 318 vouchers for prosthetics (dentures).


Care is delivered by an engaged, competent and valued workforce

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Strategic objective five

Our workforce is our most valuable asset. We implemented plans to ensure we continue to have the right people in the right roles as our health service expands. We are committed to building the workforce of the future and enhancing the skills and development of our existing staff. We recognise our staff commitment and the range of talented and dedicated staff we have here at SCHHS.

Our strategic plan informs our workforce planning and employee engagement, recruitment and retention. For further detail on these achievements see Section 3 of this document - Our People.

Strategic Plan 2013 - 2017

Strategic Workforce Plan 2011-2021

EmployeeRetention Plan

2012-2017

EmployeeRecruitment Plan

2012-2017

EmployeeEngagement Strategy

2013-2016

EducationAs part of our commitment to deliver care by an engaged, competent and valued workforce (Strategic Plan 2013 -2017), we have implemented a Practice Development Strategy and Framework 2014 – 2017. This strategy, facilitated through the Education Council, explores opportunities to bring together various disciplines, whilst still maintaining the unique aspects of practice and learning.

In the past 12 months, we have co-located educators from

each discipline to an “Education Hub”. This relocation has created a collegial work environment to share ideas and learning opportunities, practice of different teaching strategies and the smarter utilisation of teaching resources.

Our continuing commitment is to become a centre of excellence in the provision of education and training for health professionals.

The framework consolidates training and education services intoanintegrated,flexibleandefficienteducationservice.The integrated education service encompasses a range of activities within the scope of education, training and professional development. It addresses clinical, organisational and professional learning including:• orientation and induction

• transition to practice

• continuing and ongoing education and research.

Examples of successful and sustained workforce development initiatives that have been developed and delivered through the SCHHS Practice Development Strategy and Framework, include:• The Clinical Coach Framework – provides point of care

clinical education

• The Supported Practice Framework – provides a model to address breaches in practice standards

• The Portfolio Framework – provides a tool to enable accountability for key indicators against nurse sensitive indicators

• The High School Health Care Engagement Program – an innovative replacement for work experience

• The Diploma of Nursing Collaborative – on site clinical school of nursing

• The Commedia Dell ‘Arte – scenario based learning centre providing simulation specialisation.

Significantoutcomesasaresultoftheframeworkhavebeenachieved service-wide during the year including:

• alliedhealthandmedicaleducationofficersarenowoffering an interprofessional Teaching on the Run (TOTR) course. TOTR, initially established for hospital-based

Our performance


clinicians supervising junior doctors, has now been extended to other health professionals including nursing and midwifery, and allied health

• allied health educators have established an allied health interprofessional program, in the form of Allied Health grand rounds. This program runs a monthly session designed to provide education to health professionals in line with health service priorities and staff learning needs

• Advanced Cardiac Life Support Program: endorsement with the Australian College of Rural and Remote Medicine has been extended to specialties

• the development of standardised education resources including CATs (Clinical Assessment Tools) and EGs (Education Guidelines) for patient rounding and clinical handover at the bedside has reduced duplication and ensures a consistent education approach across service lines. CATs are tracked and measured to provide evidence of clinical competence

• Requisite Education Frameworks (REFs) established for clinical units ensuring staff are informed of mandatory and requisite training requirements and resources

• enrolled nurse position integrated into the Caloundra Department of Emergency Medicine (DEM) workforce

• nursing rounds have been introduced into the Intensive Care Unit – encouraging the use of ISBAR and critical thinking

• Commedia dell’Arte was awarded accreditation as a skills centre

• creation of the Nurse Educator: research position and a Women’s and Families research fellow

• ReflectivePracticeGroupsareoccurringinanumberofclinical units and have been the subject of a master’s thesis.

Leading the way in nursing and midwifery education

The SCHHS Practice Development Model for nursing and midwifery education service delivery has demonstrated success across a range of outcomes. Our model has been recognised at state, national and international levels as providing an example of leadership in learning culture development. The success of the model within our nursing and midwifery service led to the recommendation that it be adopted as the framework to govern education across the public health system on the Sunshine Coast.

Contemporary and responsive clinical education provides a safety net to underpin clinical practice. The Practice Development Service Model of education enables staff confidenceandcompetenceandprovidesnecessarysupport

to novice practitioners in order to ensure the safety of patients in highly technical and acute care settings. Clinical education continues to evolve and innovate as it responds to constant change.

The Clinical CoachIn 2008 the SCHHS developed The Clinical Coach program. This innovative program has received a Director General’s encouragement award for excellence. The aim of the clinical coach is to deliver clinical education at the point of care within a contemporary and measurable education framework.

In 2013 - 2014 we have focussed on increasing the skills sets of all the clinical coaches. We have also been actively succession planning with six coaches moving into educator roles in the lead up to the transition to SCPUH.

High school health careIn order for the future workforce to develop the appropriate skills,competenciesandqualificationsinthehealthindustry,the SCHHS is working in collaboration with Sustainable Partnerships Australia by providing a unique opportunity for 80 Year 10 students to attend a two day hands-on experiential program at SCHHS. The program has received consistently positive feedback and several young people commenced a Queensland Health career through school-based traineeships The program was awarded “Best Demonstration of Queensland Health Values” and was mentioned in the Queensland Parliament. Partners are now working to increase participation from disadvantaged youth to ensure career opportunities are available to all. A longitudinal study is also under way to be able to assess the level of future engagement of these students in the health sector.

The 2014 High School Engagement Program is the eighth year this program has run in the SCHHS. We received 123 applications up from 96 applications in 2013, from 22 different schools, around the district through our partnership broker Sustainable Partnerships Australia Limited.

The basic life support (CPR) helped me to decide that emergency medicine was what I wanted to do. I really enjoyed the experience and will recommend it to other students in the future.

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Research Commitment to research In line with the Research Strategic Plan, our health service committed over $460,000 to new operationally funded research support positions, to be established throughout 2014. Our Private Practice Trust Fund also provided funding for a new Clinical Trials Manager position and committed over $200,000 towards supporting local research projects.

Annual research day

The Annual Research Day was held on Wednesday 30 October 2013 at Nambour Hospital. The day allowed SCHHS staff to showcase their research efforts and provided a networking opportunity for health service and university researchers.

Education and training

In the last year, we have established a Research Forum as an opportunity for researchers to obtain peer review of projects under development.

Our Nursing and Midwifery Practice Development team established a Publication Syndicate to support nursing staff in developing high quality publications and to foster the publication of research outcomes. Our Private Practice Trust Fund committed over $175,000 towards supporting education and training of our staff through attendance at conferences or supporting post-graduate studies in research.

Mental health first aid SCHHS has adopted the Mental Health First Aid (MHFA) Adult two-day training package to increase the mental health literacy for administrative staff and other staff working within the SCHHS, employees of Mental Health Non government partners, Government agencies and undergraduate students (tertiary and TAFE).

This program provides high quality, evidence-based mentalhealthfirstaideducation.2013-2014hasseen91participants access and complete the training. Feedback remains positive and there are wait lists on the programs.

Reflective Practice GroupsSCHHShasadoptedamodelforreflectivepracticegroups(RPG) developed by consultation liaison psychiatry nurse, Mr. Chris Dawber. These groups were originally developed for nurses; providing a mechanism through which they, and now other clinicians can maintain and develop self-awareness, provideeachotherwithsupportandreflectontheirclinicalpractice; particularly those very important, but often overlooked, interpersonal aspects of health care delivery.

RPG provides the opportunity for nurses, and other health workers, to explore the interpersonal aspects of their work; includingdifficultclinicalsituations,distressingincidents,workplace stress, plus existential and ethical dilemmas. There are currently 17 of these groups running in SCHHS, making it one of the largest and longest running clinical supervision programs for general nurses in Australia.

Regular evaluations have indicated a high degree of satisfaction from group participants and three peer reviewed papers have outlined the development and evaluation of the model, the practicalities of implementing nursing RPG and their impact in different nursing environments.

The RPG’s may have assisted with our employee retention and reduction in sick leave rates (see page 38).

Increasing learning opportunities

SCHHS is working to enhance opportunities for staff education and improve the capacity and capability of staff within the organisation.

In August 2014, a new system for staff training will be implemented. The new learning system will improve staff access to educational activities. The new online learning portal will contain all the training offered by the SCHHS. Staff will be able to access learning tools from work or home and on any web-enabled smart phone, tablet or computer. New staff will also be able to complete their mandatory training prior to commencement.

The increased use of Telehealth in clinical settings will further increase staff professional development. TeleHealth provides the ability to access training and improve skills through links with specialist units and other facilities.


Our future5

The Sunshine Coast Hospital and Health Service (SCHHS) is planning for the future health needs of our communities.

Our future

Health Service PlanThe SCHHS Health Service Plan 2012 -2022 was developed through consultation and engagement with consumers, our staff and the wider community. It provides essential direction to ensure our transition towards the health service organisation we aim to be in 2016 and beyond is achieved.

The Health Service Plan (HSP) provides information on:

• how our communities’ health needs will change over the next 15 years

• the SCHHS responses to meeting these needs

• service priorities between 2012 and 2016-2017.

A key part of the strategy for addressing the SCHHS health needs is the opening of the Sunshine Coast Public University Hospital (SCPUH) in 2016. Since this plan was prepared government priorities, data, planning and funding methodologies have evolved. As a result, in 2014-2015 SCHHS will review and refresh HSP to ensure future service provision across the SCHHS and align with the changing needs of the community.

Transformation and TransitionThe commissioning of the new hospital presents a significantopportunityfortheSCHHStotransformthe way health services are delivered on the Sunshine Coast supporting innovative service models, increased capacityandcapabilityandasignificantexpansioninourworkforce. A priority focus area for the SCHHS in 2013-2014 was planning the transformation of public health services on the Sunshine Coast including the transition to the new SCPUH.

In 2013-2014 the SCHHS has worked to advance the Transformation and Transition (TnT) program of works. Key achievements include:

• finalisingthedesignphaseofthenewSCPUH

• delivering obligations to meet public private partnership transition program requirements

• advancing design and planning for ICT

• advancing planning for services across the SCHHS

• managing partnerships with key stakeholders.

Our future


In June 2014 the SCHHS, in partnership with the Department of Health, commenced the TnT Program, includingestablishingaprogrammanagementoffice(PMO) to ensure the success of the complex program of work required to deliver the new Sunshine Coast Public University Hospital and the transformational change agenda. Deloitte have been engaged to support this function for the next 18 months.

Care of the older personTo provide opportunities for patients to receive care in the most appropriate setting, SCHHS will lead planning for care of the older person in 2014-2015. The plan will explore opportunities for care in the acute setting including sub acute, community and home settings. As the SCHHS has an ageing population, care of the older person is a focus for 2014-2015. We will undertake further planning to identify innovative approaches to caring for the older person.

Hospital avoidanceWe will focus on helping our community members with chronic disease avoid being admitted to hospitals. Future planning around hospital avoidance programs to better support the management of chronic conditions in partnership with the primary care sector.

We will also increase:

• Hospital In the Home (HITH) – allowing patients to access care in their own homes

• wound care at home – caring for patients with wounds as an outreach service.

New models of careIn 2014-2015 we will focus on exploring a range of new models of care. New models will include:

• Nurse Practitioners located at Gympie to assess people presenting in DEM with less complex conditions.

• increase in nurse-led clinics

• centralised referral processes

• increase in advanced scope allied health roles.

Strategic workforce planningStrategic workforce development and planning is integral to the SCHHS as we move closer to the opening of the SCPUH in 2016.

We have implemented a SCHHS Strategic Workforce Plan 2011-2021.

It is estimated that the SCPUH will require approximately 2,760 FTE in 2016-2017. The attraction, recruitment and retention of these estimated workforce requirements represent a challenge for the SCHHS.

It is also critical that we continue to invest in our current workforce and grow and source the workforce required for future service requirements.

Further information relating to our workforce planning and development can be found in this document in Section 3-Our People.

Employee recruitmentSCHHS will continue to be guided by actions from the Recruitment Plan 2012-2017.

Our future focus will include:• tailored selection resources to assess a range of relevantskillsandattributesspecifictoprofessionalemployment streams

• broaden the exposure of the SCHHS as a prospective employer through consistent marketing messages

• creation of SCHHS role description library for professional streams of employment detailing generic role descriptions to be used for benchmarking and/or the role description creation process

• continuedrefinementofrecruitmentservicesinternalwork practices to include greater use of eRecruitment softwaretogainefficienciesintransactionalcomponents of recruitment for example, pre-employment screening

• increase line manager understanding of the recruitment and selection process to support its precise execution.

Drug and alcohol servicesFuture SCHHS alcohol and drug services will be targeted to provide higher level capability services for clients with alcohol and drug dependencies. SCHHS alcohol and drug services will be required to grow in response to population growth and demand increase for these services.

SCHHS will introduce a tiered model of alcohol and drug services including harm reduction, early intervention, targeted prevention and self management to reduce the adverse effects of alcohol and substance abuse. Included in the new model will be improved access and integrated services with more services provided in community settings. Ensuring continuum of care over time and treatment targeted specialist services will also be part of the new service delivery.

Our future


Our future

A plan for Gympie Health Services Maintaining health services at Gympie is a priority for the SCHHS. A Gympie Health Service Plan will be undertaken todescribeGympieHealthService’sroleoverthenextfiveyears with a ten year outlook. The project will develop future directions for Gympie Health Service in the context of the SCHHS Strategic Plan and Health Service Plan.

The Gympie Health Service Plan will analyse population projections, health service needs of the population, clinical capability,serviceprofilesandpartnershiparrangementsalong with infrastructure requirements. This project will identify the mix and breadth of services to be delivered from Gympie Health Service, improve equity of access, improve health outcomes and enable a coordinated and cost-effective approach to service delivery in the Gympie region.

Gympie Service redesign and relocationIn 2013 Gympie Health Service developed a strategy and action plan to implement contemporary models of patient centred care by redesigning the service delivery areas.

Building at the Gympie Hospital has commenced and the new design will feature:• relocation of administrative services to the Red Cross

building

• additional short stay emergency and surgical beds

• relocation and expansion of outpatients services to deliver on the key outpatient service priorities of the SCHHS Health Services Plan including:

○ cardiology and respiratory services

○ relocation of Simulation Training Unit to provide accessible education programs across all services

The redesign within the Gympie Hospital will result in more efficientutilisationofstaffandincreasedexpertise.ThesestaffingincreasesatGympiewillinclude;• establishmentofapaediatricprinciplehouseofficeras

a training position rotating from Nambour Hospital to improve the medical support for paediatric services and to provide services seven days a week

• integration of the paediatric services to the Women’s Health Unit to provide a Families and Children’s Service and better utilisation of nursing staff

• establishment of two nurse practitioners in partnership with SCML to provide primary care clinic for category 4 and 5 DEM attendances. This will improve patient access and create a new more cost effective service model. This will include management of patients back to the care of a GP.

Sleep ClinicSCHHS has recognised there is an unmet demand for sleep study facilities in the region. In the coming 12 months a sleep study service will open at Nambour Hospital. This service will be the only public sleep service in the region. Currently patients suffering from sleep apnoea are only able to be treated at a private facility or be placed on an extensive waiting list at Brisbane public hospitals that offer the service.

Skills, Academic and Research CentreThe Skills, Academic and Research Centre (SARC) vision is to provide the tools and training opportunities that will grow and maintain the best possible health workforce for the Sunshine Coast, for the present and into the future.

A key philosophy behind the SARC is that by working in collaboration with education, training and research partners, far greater outcomes can be achieved than if working in isolation.

An overview of the SARC was provided at the Chief Executive All Staff forum on 1 May to update SCHHS staff on the progress made in bringing this important component of the SCPUH to life. The SARC is a collaboration between Queensland Health, the Sunshine Coast Hospital and Health Service and leading education and training providers including USC and Sunshine Coast TAFE.

The facilities will include a range of areas for learning and research (including an auditorium, lecture theatre, simulation rooms, computer labs and research laboratories), with a blend of dedicated and shared spaces available for use by all parties. The SARC has been designed to maximise collaboration between the SARC parties and ensure best utilisation of the education, training and research facilities at our new public hospital.

SARC activities for 2014• finalisationoftheSARCdesign,includinginternalfit-out

and equipment selection

• ongoing discussions to progress appointment of a medical school partner

• developmentofaSARCblueprinttoprogressanddefinethe scope of education and research services provided by each member and how these will meet the workforce and training requirements.


Our future

TelehealthAs we continue to implement additional Telehealth initiatives acrosstheSCHHSwewillseethefirstpermanentTelehealthclinic in operation. This cardiac Telehealth clinic is scheduled to go live in August 2014.

Planning is also underway with paediatrics, obstetrics, renal, the Pre Admission Evaluation Unit (PAEU), immunology, palliative care, mental health, physiotherapy, genetics, persistent pain and respiratory clinics.

Our Telehealth services will improve patient access to specialist care and reduce the burden of travel for our patients.

Community Care UnitSCHHS Mountain Creek facility will be expanded to accommodate 15 new community care beds. The new infrastructure will augment the 20 community care beds currently located at Mountain Creek. Extensive planning has occurred and construction is expected to begin in September 2014.

Information and Communication TechnologyThe major focus of ICT activities in 2014-2015 will be on planning for the delivery of ICT applications and infrastructure required for SCPUH. This will include detailed design and procurement of systems where necessary, as well as developing solutions for the integration of SCPUH with the broader health service.

Our future

Financial statements6

Financial Statem

ents

85

Contents

Statement of comprehensive income

Statementoffinancialposition

Statement of changes in equity

Statementofcashflows

Notestothefinancialstatements

Managementcertificate

Independent auditor's report Sunshine Coast Hospital and Health Service

General information

ThefinancialreportcoverstheSunshineCoastHospitalandHealthService(SCHHS)asanindividualentity.ThefinancialreportispresentedinAustraliandollars,whichisthefunctionalandpresentationcurrencyofSCHHS.

SCHHS was established on 1 July 2012 as a statutory body under the Hospital and Health Boards Act 2011.

SCHHS is controlled by the State of Queensland which is the ultimate parent.

TheheadofficeandprincipalplaceofbusinessofSCHHSis:

Nambour General Hospital

Hospital Road Nambour

QLD 4560

AdescriptionofthenatureofSCHHSoperationsandprincipalactivitiesareincludedintheNotestothefinancialstatements.

ForinformationinrelationtothefinancialstatementsofSCHHS,pleasecall0754706600,

email [email protected] or visit the SCHHS website at http://www.health.qld.gov.au/sunshinecoast

Sunshine Coast Hospital and Health Service

30 June 2014


Financial Statem

ents

Sunshine Coast Hospital and Health ServiceStatement of comprehensive income For the year ended 30 June 2014

Note 2014 2013

$’000 $’000Income

Health service funding 5 601,605 605,434

User charges 6 44,567 29,293

Grants and other contributions 7 17,893 14,698

Other revenue 8 7,769 9,337

Gains 9 2 39

Total income 671,836 658,801

Expenses

Employee expenses 10 (1,193) (1,288)

Health service employee expenses 11 (435,846) (420,412)

Supplies and services 12 (188,615) (150,101)

Grants and subsidies 13 (8,729) (50,130)

Depreciation and amortisation 14 (19,638) (19,446)

Impairment losses 15 (623) (88)

Other expenses 16 (8,513) (6,799)

Revaluation loss on land assets 22 (2,702) (2,476)

Total expenses (665,859) (650,740)

Operating result for the year 5,977 8,061

Other comprehensive income

Items that will not be reclassified subsequently to operating resultGain on the revaluation of building assets

22 1,416 425

Other comprehensive income for the year 1,416 425

Total comprehensive income for the year 7,393 8,486

The above statement of comprehensive income should be read in conjunction with the accompanying notes

87Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014 87

Financial Statem

entsSunshine Coast Hospital and Health Service Statementoffinancialposition As at 30 June 2014

Note 2014 2013

$’000 $’000Assets

Current assets

Cash and cash equivalents 18 51,610 48,023

Trade and other receivables 19 9,293 6,801

Inventories 20 4,221 3,644

Other 21 4,072 2,398

Total current assets 69,196 60,866

Non-current assets

Property, plant and equipment 22 295,894 318,597

Total non-current assets 295,894 318,597

Total assets 365,090 379,463

Liabilities

Current liabilities

Trade and other payables 23 48,944 47,608

Accruedemployeebenefits 24 24 53

Unearned revenue 25 416 -

Total current liabilities 49,384 47,661

Total liabilities 49,384 47,661

Net assets 315,706 331,802

Equity

Contributed equity 299,827 323,316

Asset revaluation surplus 26 1,841 425

Accumulated surpluses 14,038 8,061

Total equity 315,706 331,802

The above statement of financial position should be read in conjunction with the accompanying notes


Financial Statem

ents

Sunshine Coast Hospital and Health Service Statement of changes in equityFor the year ended 30 June 2014

Contributed equity

Asset revaluation

surplus

Accumulatedsurpluses

Totalequity

$’000 $’000 $’000 $’000

Balance at 1 July 2012 - - - -

Operating result for the year - - 8,061 8,061

Other comprehensive income for the year - 425 - 425

Total comprehensive income for the year - 425 8,061 8,486

Transactions with owners in their capacity as owners:Net assets received on 1 July 2012 316,681 - - 316,681

Equity injections 25,641 - - 25,641

Equity withdrawals (19,006) - - (19,006)

Balance at 30 June 2013 323,316 425 8,061 331,802

Note Contributed equity

Asset revaluation

surplus

Accumulatedsurpluses

Totalequity

$’000 $’000 $’000 $’000

Balance at 1 July 2013 323,316 425 8,061 331,802

Operating result for the year - - 5,977 5,977

Other comprehensive income for the year - 1,416 - 1,416

Total comprehensive income for the year - 1,416 5,977 7,393

Transactions with owners in their capacity as owners:

Equity injections 27 7,644 - - 7,644

Equity withdrawals 27 (31,133) - - (31,133)

Balance at 30 June 2014 299,827 1,841 14,038 315,706

The above statement of changes in equity should be read in conjunction with the accompanying notes


Financial Statem

ents

The above statement of cash flows should be read in conjunction with the accompanying notes

Sunshine Coast Hospital and Health Service Statementofcashflows For the year ended 30 June 2014

Note 2014 2013

$’000 $’000Cash flows from operating activities

Health service funding 585,250 583,317

User charges 37,907 28,467

Grants and other contributions 17,893 14,698

Interest received 133 130

GST collected from customers 830 594

GST input tax credits 11,913 11,666

Other revenue 7,638 9,208

Employee expenses (1,222) (1,235)

Health service employee expenses (448,963) (407,264)

Supplies and services (174,952) (133,201)

Grants and subsidies (8,729) (50,130)

GST paid to suppliers (12,670) (12,892)

GST remitted (850) (446)

Other expenses (8,472) (6,799)

Net cash from operating activities 39 5,706 36,113

Cash flows from investing activities

Payments for property, plant and equipment (5,091) (7,658)

Proceeds from sale of property, plant and equipment 3 351

Net cash used in investing activities (5,088) (7,307)

Cash flows from financing activities

Proceeds from equity injections 2,969 19,217

Netcashfromfinancingactivities 2,969 19,217

Net increase in cash and cash equivalents 3,587 48,023Cash and cash equivalents at the beginning of the financialyear 48,023 -

Cash and cash equivalents at the end of thefinancialyear

18 51,610 48,023


Financial Statem

ents

Sunshine Coast Hospital and Health ServiceNotestothefinancialstatements30 June 2014

Note 1: Objectives and principal activities of the Sunshine Coast Hospital and Health Service

Note2: Significantaccountingpolicies

Note 3: Critical accounting judgements, estimates and assumptions

Note 4: Major services, activities and other events

Note 5: Health service funding

Note 6: User charges

Note 7: Grants and other contributions

Note 8: Other revenue

Note 9: Gains

Note 10: Employee expenses

Note 11: Health service employee expenses

Note 12: Supplies and services

Note 13: Grants and subsidies

Note 14: Depreciation and amortisation

Note 15: Impairment losses

Note 16: Other expenses

Note 17: Revaluations decrements summary

Note 18: Current assets – cash and cash equivalents

Note 19: Current assets – trade and other receivables

Note 20: Current assets – inventories

Note 21: Current assets – other

Note 22: Non-current assets – property, plant and equipment

Note 23: Current liabilities – trade and other payables

Note24: Currentliabilities–accruedemployeebenefits

Note 25: Current liabilities – unearned revenue

Note 26: Equity – asset revaluation surplus

Note 27: Equity injections and equity withdrawals

Note 28: Financial instruments

Note 29: Fair value measurement

Note 30: Key management personnel disclosures

Note 31: Remuneration of auditors

Note 32: Contingent assets

Note 33: Contingent liabilities

Note 34: Commitments

Note 35: Patient Trust transactions and balances

Note 36: Arrangements for the provision of public infrastructure by other entities

Note 37: Events after the reporting period

Note 38: Right of Private Practice arrangement

Note 39: Reconciliation of operating result to net cash from operating activities

Note 40: General Trust


Financial Statem

entsSunshine Coast Hospital and Health ServiceNotestothefinancialstatements30 June 2014

Note 1. Objectives and principal activities of the Sunshine Coast Hospital and Health Service Sunshine Coast Hospital and Health Service (SCHHS) was established on 1 July 2012 as an independent statutory body under the Hospital and Health Boards Act 2011 as part of National Health Reform.

SCHHS is governed by a local Board with responsibility for providing public health services in South-East Queensland from Caloundra in the south, inland to west of Kilkavan and north to Rainbow Beach.

SCHHS serves a population of around 390,000 people.

This includes direct management of facilities within the geographical boundaries including:

- Caloundra Hospital

- Gympie Hospital

- Maleny Soldiers Memorial Hospital

- Nambour General Hospital

SCHHSprovidesservicesandoutcomesasdefinedinapubliclyavailableserviceagreementwiththeDepartmentofHealth(as manager of the public hospital system).

The key strategic objectives for 2013-17 are:

- Care is person centred and responsive

- Care is safe, accessible, appropriate and reliable

- Care through engagement and partnerships with our consumers and community

- Caring for people through sustainable, responsible and innovative use of resources

- Care is delivered by an engaged, competent and valued workforce

Funding is obtained predominately through the purchase of health services by the Department of Health (the Department) on behalf of the State and Australian Governments. In addition, health services are provided on a fee for service basis.

Note 2. Significant accounting policies

Theprincipalaccountingpoliciesadoptedinthepreparationofthefinancialstatementsaresetoutbelow.Thesepolicieshave been consistently applied to all the years presented, unless otherwise stated.

(a) Statement of compliance

SCHHShaspreparedthesefinancialstatementsincompliancewithsection62(1)oftheFinancialAccountabilityAct2009and section 43 of the Financial and Performance Management Standard 2009.

Thesefinancialstatementsaregeneralpurposefinancialstatements,andhavebeenpreparedonanaccrualbasisinaccordancewithAustralianAccountingStandardsandInterpretations.Inaddition,thefinancialstatementscomplywith Queensland Treasury and Trade’s Minimum Reporting Requirements for the year ending 30 June 2014, and other authoritative pronouncements.

WithrespecttocompliancewithAustralianAccountingStandardsandInterpretations,asSCHHSisanot-for-profitstatutorybodyithasappliedthoserequirementsapplicabletonot-for-profitentities.Exceptwherestated,thehistoricalcostconvention is used.

Any new, revised or amending Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

(b) Reporting entity

Thefinancialstatementsincludethevalueofallrevenues,expenses,assets,liabilitiesandequityoftheSunshineCoastHospital and Health Service.

Sunshine Coast Hospital and Health ServiceNotes to the financial statements 30 June 2014


(c) Trust transactions and balances

SCHHS acts in a trust capacity in relation to patient trust accounts. These transactions and balances are not recognised inthefinancialstatements.AlthoughpatientfundsarenotcontrolledbySCHHS,trustactivitiesareincludedintheauditperformed annually by the Auditor-General of Queensland. Note 35. Patient Trust transactions and balances provides additional information on the balances held in patient trust accounts.

SCHHS controls the General Trust. Refer to Note 40. General Trust. The General Trust receives contributions primarily from private practice clinicians. Refer to Note 38. Right of Private Practice arrangements. Contributions are also received by the general trust from external entities.

The purpose of the General Trust is to provide for education, study and research.

(d) User charges

User charges and fees are controlled by SCHHS when they can be deployed for the achievement of SCHHS objectives.Userchargesandfeesarerecognisedasrevenueswhenearnedandcanbemeasuredreliablywithasufficientdegreeofcertainty. This involves either invoicing for related goods/services and/or the recognition of accrued revenue. Revenue in thiscategoryprimarilyconsistsofhospitalfees(privatepatients),reimbursementsofpharmaceuticalbenefitsandthesaleof goods and services.

User charges and fees are controlled by SCHHS where they can be deployed for the achievement of the organisation’s objectives.

(e) Health service funding - change in policy

Health service funding primarily comprises Department funding (State and Commonwealth streams). There has been a change in the recognition of Department funding from grants and other contributions in 2013-14 to Health service funding. Comparativeshavebeenrestatedtoreflectthischangeinpolicy.RefertoNote5.Healthservicefundingfordetails.

Health service funding controlled by SCHHS is recognised as revenue when the revenue has been earned and can be measuredreliablywithsufficientdegreeofcertainty.HealthservicefundingiscontrolledbySCHHSwheretheycanbedeployed for the achievement of the organisation’s objectives.

FundingfromtheDepartmentisprovidedpredominantlyforspecificpublichealthservicespurchasedbytheDepartmentfrom SCHHS in accordance with a service agreement between the Department and SCHHS. The service agreement is reviewed periodically and updated for changes in activities and prices of services delivered by SCHHS.

ThefundingfromtheDepartmentisreceivedfortnightlyinadvance.Attheendofthefinancialyear,afinancialadjustmentmay be required where the level of services provided is above or below the agreed level.

(f) Depreciation offset

SCHHS receives an offset from the Department to cover depreciation costs. However, as depreciation is a non-cash expenditure item, the Minister of Health has approved a withdrawal of equity by the State for the same amount, resulting in a non-cash revenue and non-cash equity withdrawal.

Refer to Note 27. Equity injections and equity withdrawals.

(g) Minor capital works

Purchasesofclinicalequipment,furnitureandfittingsassociatedwithcapitalworksprojectsaremanagedbySCHHS.Theseoutlays are funded by the State, through the Department, as equity injections throughout the year.

(h) Grants and contributions

Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year in which SCHHS obtains control over them. Where grants are received that are reciprocal in nature, revenue is progressively recognised as it is earned, according to the terms of the funding arrangements.

Contributed assets are recognised at their fair value. SCHHS receives corporate services support from the Department

Note 2. Significant accounting policies (continued)

Financial Statem

ents



fornocost.Corporateservicesreceivedincludepayrollservices,financetransactionalservices(includingaccountspayable), banking services, administrative services and taxation services. As the fair value of these services is unable to be estimated reliably, no associated revenue and expense is recognised in the Statement of comprehensive income.

(i) Other revenue

Otherrevenueprimarilyreflectsrecoveriesofpaymentsforcontractedstafffromthirdpartiessuchasuniversitiesandother government agencies. Refer to Note 8. Other revenue.

(j) Special payments

Special payments include ex gratia expenditure and other expenditure that SCHHS is not contractually or legally obligated to make to other parties. In compliance with the Financial and Performance Management Standard 2009, SCHHS maintains a register setting out details of all special payments exceeding $5,000. The total of all special payments (including those of $5,000 or less) is disclosed separately within Note 16. Other expenses. However, descriptions of the nature of special payments are only provided for special payments greater than $5,000.

(k) Revenue recognition

RevenueisrecognisedwhenitisprobablethattheeconomicbenefitwillflowtoSCHHSandtherevenuecanbereliablymeasured. Revenue is measured at the fair value of the consideration received or receivable.

(l) Cash and cash equivalents

Cashandcashequivalentsincludescashonhandanddepositsheldatcallwithfinancialinstitutions.

Debit Facility

SCHHS has access to the Whole of Government debit facility with limits approved by Queensland Treasury and Trade. The current approved limit is $6 million. The drawdown balance as at 30 June 2014 is nil.

(m) Trade and other receivables

Trade debtors are recognised at their carrying value less any impairment. The recoverability of trade debtors is reviewed on an ongoing basis at an operating unit level.

Trade receivables are generally settled within 90 days while other receivables may take longer than twelve months.

Accommodation billing makes up the majority of aged receivables. It takes approximately 20 days from the date of discharge for billing to be sent for payment. There is then a four week turn around before receipt. If health funds require additionalinformation(e.g.pre-existingforms,accidentforms,acutecarecertificates)thiscanfurtherextendthecollection period.

Any allowance for impairment is based on loss events disclosed in Note 19. Current assets - trade and other receivables. Allknownbaddebtsarewrittenoffwhenidentified,and,approvedbyseniormanagement.

(n) Inventories

Inventories consist mainly of pharmaceutical and medical supplies held for distribution in hospitals and are provided to patients at a subsidised rate. Inventories are measured at weighted average cost, adjusted for any loss in service potential. Refer to Note 20. Current assets – inventories.

Unless material, inventories do not include supplies held for ready use in the wards throughout the hospital facilities. These items are expensed on issue from storage facilities.

Consignment inventory

Supplies may be held on site under arrangements with external suppliers. The terms for the consumption of these goods by SCHHS are outlined in the agreement with the relevant supplier. The goods do not form part of the inventory holding of SCHHSandarenotvaluedwithinthefinancialstatements.

SCHHS does not pay for the goods until they are consumed. The value of the goods is charged to, and expensed by, SCHHS in the period they are consumed.


Financial Statem

ents




(o) Transfer of land and buildings

Legal title to land and buildings has not been transferred as at 30 June 2014. The Department retains legal ownership, however control of these assets was transferred to SCHHS, via a concurrent lease representing its right to use the assets. Under the Deed of Lease SCHHS has full exposure to the risks and rewards of asset ownership.

SCHHS has the full right of use, managerial control of land and building assets and is responsible for maintenance. The Departmentgeneratesnoeconomicbenefitsfromtheseassets.InaccordancewiththedefinitionofcontrolunderAustralianAccounting Standards, each Hospital and Health Service (HHS) must recognise the value of these assets on their Statement offinancialposition.

Legislation to enable the transfer the ownership of land and buildings was passed by State Parliament on 20 June 2012. A sub committee with representatives from the HHSs and the Department has been established to develop protocols to enable this transfer to occur. A project is in place to facilitate this process with ownership transfer to all HHSs to be completed by mid 2015.

The transfer to SCHHS is expected to be completed by 31 December 2014. Refer to Note 37. Events after the reporting period.

(p) Property, plant and equipment

Sunshine Coast Hospital and Health Service holds property, plant and equipment in order to meet its core objective of providing quality healthcare.

Items of property, plant and equipment with a cost or other value equal to more than the following thresholds, and with a useful life of more than one year, are recognised at acquisition. Items below these values are expensed on acquisition.

Class Threshold

Buildings $10,000

Land $1

Plant and Equipment $5,000

Dwellings(residentialproperties)arenotseparatelyidentifiedasanassetclassduetotheimmaterialvalueoftheportfolio.They are incorporated within the Buildings asset class.

Land improvements undertaken by SCHHS are included in the Buildings class.

Actual cost is used for the initial recording of all non-current physical asset acquisitions. Cost is determined as the value given as consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, such as architects’ fees and engineering design fees. However, any training costs are expensed as incurred.

Where assets are received free of charge from another Queensland Government entity (whether as a result of a machinery-of-Government change or other involuntary transfer), the acquisition cost is recognised as the gross carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated depreciation.

Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland Government entity, are recognised at their fair value at the date of acquisition in accordance with AASB 116 Property, Plant and Equipment.

Land and buildings are subsequently measured at fair value in accordance with AASB 116 Property, Plant and Equipment, AASB 13 Fair Value and Queensland Treasury and Trade’s Non-Current Asset Policies for the Queensland Public Sector.

Inrespectoftheseassetclasses,thecostofitemsacquiredduringthefinancialyearhavebeenjudgedbymanagementtomateriallyreflectthefairvalueattheendofthereportingperiod.

Assets under construction are not revalued until they are ready for use.

Financial Statem

ents




Land and building revaluations

Forfinancialreportingpurposes,thelandandbuildingrevaluationprocessisoverseenbytheBoardandcoordinatedbySenior Management and support staff.

The fair values reported by SCHHS are based on appropriate valuation techniques that maximise the use of available and relevant observable inputs and minimise the use of unobservable inputs. Refer to Note 29. Fair value measurement.

Whereassetshavenotbeenspecificallyappraisedinthereportingperiod,theirpreviousvaluationsaremateriallykeptup-to-date via the application of relevant indices.

The independent valuers/quantity surveyors provide assurance of their robustness, validity and appropriateness for application to the relevant assets.

Early in the reporting period, SCHHS reviewed all fair value methodologies in light of the new principles in AASB 13 Fair Value Measurement (AASB 13). Some minor adjustments were made to methodologies to take into account the more exit-oriented approach to fair value under AASB 13, as well as the availability of more observable data for certain assets ( e.g. land and residential buildings). Such adjustments in themselves did not result in a material impact on the values for the affected property, plant and equipment classes.

Landismeasuredatfairvalueusingindexationorassetspecificindependentrevaluations,bothbeingprovidedbytheStateValuationService(SVS).Independentassetspecificrevaluationsareperformedwithsufficientregularitytoensureland assets are carried at fair value. In accordance with Queensland Treasury and Trade Non Current Asset Policy the independentrevaluationsoccuratleastonceeveryfiveyears.Intheoffcycleyearsindexationisappliedwherethereisnoevidenceofsignificantmarketfluctuationsinlandprices.

Land indices are based on actual market movements for the relevant locations and asset category and are applied to the fair value of land assets on hand.

Reflectingthespecialisednatureofhealthservicebuildingsandonhospital-siteresidentialfacilities,fairvalueisdetermined by applying depreciated replacement cost methodology or an index which approximates movement in market prices for construction labour and other key resource inputs, as well as changes in design standards as at reporting date. Both methodologies are executed on behalf of SCHHS by the independent quantity surveyor Davis Langdon Australia Pty Ltd (Davis Langdon).

Depreciated replacement cost is determined as the replacement cost less the cost to bring an asset to current standards. In determining the depreciated replacement cost the independent quantity surveyors consider a number of factors such as age,grossfloorarea,numberoffloors,numberofliftsandstaircases,functionalityandphysicalcondition.Inassessingthe condition of a building the following ratings are applied by the quantity surveyors.

Financial Statem

ents




Category Condition Description

1 Very good condition Only normal maintenance required

2 Minor defects only Minor maintenance required

3Maintenance required to bring to acceptable level of service

Significantmaintenancerequired(upto50%ofcapitalreplacementcost)

4 Requires renewelCompleterenewalofinternalfitoutandservices(upto70%ofcapitalreplacement cost)

5 Asset unserviceable Complete asset replacement required

The cost to bring to current standards is the estimated cost of refurbishing the asset to bring it to current design standards and in an as new condition. This estimated cost is linked to the condition factor of the building assessed by the quantity surveyor. It is also representative of the deemed remaining useful life of the building. The condition of the building is based on visual inspection, asset condition data, guidance from asset managers and previous reports.

For residential buildings held by SCHHS on separate land titles fair value is determined by reference to independent market revaluations.DavisLangdonsubcontractsoutthisservicetosuitablyqualifiedvaluers.

Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation surplus of the appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extent it exceeds the balance, if any, in the revaluation surplus relating to that asset class.

On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and the change in the estimate of remaining useful life.

Materiality concepts under AASB 1031 Materiality are considered in determining whether the difference between the carrying amount and the fair value of an asset is material.

Plant and equipment is measured at cost net of accumulated depreciation and any impairment in accordance with Queensland Treasury and Trade Non-Current Asset Policies for the Queensland Public Sector.

Consignment equipment

Equipment is held on site under arrangements with external suppliers. The terms for the use by SCHHS are outlined in the agreement with the relevant supplier. The items do not form part of the asset base of SCHHS and are not valued within the financialstatements.

Depreciation

For each class of depreciable assets the following depreciation methodologies are employed:

Property, plant and equipment are depreciated on a straight-line basis. Land is not depreciated as it has an unlimited useful life. Assets under construction (AUC) are not depreciated until ready for use.

Financial Statem

ents




Any expenditure that increases the capacity or service potential of an asset is capitalised and depreciated over the remainingusefullifeoftheasset.Majorcomponentspurchasedspecificallyforparticularassetsarecapitalisedanddepreciated on the same basis as the asset to which they relate.

ClassDepreciation Rates Used

Useful lives

Buildings 1.1% - 4.6% 22 - 90 years

Plant and equipment 4.4% - 20% 5 - 23 years

Leased property, plant and equipment

Operatingleasepayments,beingrepresentativeofbenefitsderivedfromtheleasedassets,arerecognisedasanexpenseoftheperiodinwhichtheyareincurred.SCHHShadnoassetsunderfinanceleaseasatthereportingdate.

(q) Impairment of non-current assets

A review is conducted annually in order to isolate indicators of impairment in accordance with AASB 136 Impairment of Assets. If an indicator of impairment exists, SCHHS determines the asset’s recoverable amount (the higher of value in use or fair value less costs of disposal). Any amount by which the asset’s carrying amount exceeds the recoverable amount is considered an impairment loss.

An impairment loss is recognised immediately in the Statement of comprehensive income, unless the asset is carried at a revalued amount, in which case the impairment loss is offset against the asset revaluation surplus of the relevant class to the extent available.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.

(r) Intangible assets

SCHHS has not recognised any intangible assets.

The Health Service Information Agency managed by the Department provides a comprehensive network information and communication technology service on a fee-for-service basis. The service includes access to network infrastructure, software applications and business development intelligence and advisory services. The associated risks and rewards of ownership are held by the Department.

Payments for service are charged to the statement of comprehensive income of SCHHS.

(s) Financial instruments

Afinancialinstrumentisanycontractthatgivesrisetobothafinancialassetofoneentityandafinancialliabilityorequityinstrumentofanotherentity.SCHHSholdsfinancialinstrumentsintheformofcash,receivablesandpayables.SCHHSaccountsforitsfinancialinstrumentsinaccordancewithAASB139FinancialInstruments:RecognitionandMeasurement-ForNot-For-ProfitEntities,and,reportsinstrumentsunderAASB7FinancialInstruments:Disclosures-ForNot-For-ProfitEntities.

Recognition

FinancialassetsandfinancialliabilitiesarerecognisedintheStatementofFinancialPositionwhenSCHHSbecomespartytothecontractualprovisionsofthefinancialinstrument.

Classification

Financialinstrumentsareclassifiedandmeasuredasfollows:

-Cashandcashequivalents-heldatfairvaluethroughprofitorloss- Receivables - held at amortised cost- Payables -held at amortised cost

Financial Statem

ents




SCHHS does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, SCHHSholdsnofinancialassetsclassifiedatfairvaluethroughprofitorloss.

AllotherdisclosuresrelatingtothemeasurementandfinancialriskmanagementoffinancialinstrumentsheldbySCHHSareincluded in Note 28. Financial instruments.

(t) Trade and other payables

TheseamountsrepresentliabilitiesforgoodsandservicesprovidedtoSCHHSpriortotheendofthefinancialyearandwhich are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 - 60 days of recognition. (u) Employee benefits

Under section 20 of the Hospital and Health Boards Act 2011 (HHB Act) a HHS may employ health executives, and (where regulation has been passed for the HHS to become a prescribed service) a person employed previously in the Department, as a health service employee. Where a HHS has not received the status of a “prescribed service”, non-executive staff working in a HHS legally remain employees of the Department. (i) Department employees engaged as contractors

In 2013-14 the Sunshine Coast Hospital and Health Service was not a prescribed service and accordingly all non-executive staff were employed by the Department. Provisions in the HHB Act enable HHS to perform functions and exercise powers to ensure the delivery of its operational plan.

Under this arrangement: - The Department provides employees to perform work for SCHHS, and the Department acknowledges and accepts its

obligations as the employer of these departmental employees. - SCHHS is responsible for the day to day management of these departmental employees. - SCHHS reimburses the Department for the salaries and on-costs of these employees.

As a result of this arrangement, SCHHS treats the reimbursements to the Department for departmental employees in these financialstatementsashealthserviceemployeeexpenseswhicharedetailedinNote11.Healthserviceemployeeexpenses.

At the end of the reporting period where work is performed by the Department’s health service staff, but not yet paid, SCHHS will recognise this obligation. Refer to Note 23. Current liabilities - trade and other payables.

In addition to the employees contracted from the Department, SCHHS has engaged employees directly. The information detailedbelowrelatesspecificallytothedirectlyengagedemployees.

(ii) SCHHS directly engaged employees

SCHHSclassifiessalariesandwages,sickleave,annualleaveandlongserviceleaveleviesandemployersuperannuationcontributionsasemployeebenefitsinaccordancewithAASB119EmployeeBenefits.RefertoNote10.Employeeexpenses.Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at current salary rates. As SCHHS expects such liabilities to be wholly settled within 12 months of reporting date, the liabilities are recognised at undiscounted amounts.

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised. As sick leave is non-vesting, an expense is recognised for this leave as it is taken.

Payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an employee’stotalremunerationpackage.Theyarenotemployeebenefitsandarerecognisedseparatelyasemployeerelatedexpenses.

Financial Statem

ents




Annual Leave and Long Service Leave

SCHHS participates in the Annual Leave Central Scheme and the Long Service Leave Scheme.

Under the Queensland Government’s Annual Leave Central Scheme and the Long Service Leave Central Scheme, levies are payable by SCHHS to cover the cost of employees’ annual leave (including leave loading and on-costs) and long service leave. These levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave and long service leave are claimed from the schemes quarterly in arrears which is currently facilitated by the Department.

NoprovisionforannualleaveorlongserviceleaveisrecognisedinthefinancialstatementsofSCHHS,astheliabilityfortheseschemesisheldonawhole-of-governmentbasisandreportedinthosefinancialstatementspursuanttoAASB1049Whole of Government and General Government Sector Financial Reporting.

Superannuation - directly engaged employees

Employer superannuation contributions are paid to QSuper, the superannuation scheme for Queensland Government employees, at rates determined by the Treasurer on the advice of the State Actuary. Contributions are expensed in the period in which they are payable and the obligation of SCHHS is limited to its contribution to QSuper.

TheQSuperschemehasdefinedbenefitanddefinedcontributioncategories.TheliabilityfordefinedbenefitsisheldonaWhole-of-GovernmentbasisandreportedinthosefinancialstatementspursuanttoAASB1049WholeofGovernmentandGeneral Government Sector Financial Reporting.

Thereforenoliabilityisrecognisedforaccruingsuperannuationbenefitsinthesefinancialstatements.

Key management personnel and remuneration

Key management personnel and remuneration disclosures are made in accordance with Section 5 of the Financial Reporting Requirements for Queensland Government Agencies issued by Queensland Treasury and Trade. Refer to Note 30. Key management personnel disclosures for information key executive management personnel and remuneration.

(v) Insurance

The Insurance Arrangements for Public Health Entities Health Service Directive (Directive number QH-HSD-011:2012) enables Hospital and Health Services to be named insured parties under the Department’s policy. For the 2013-14 policy year, the premium was allocated to each HHS according to the underlying risk of an individual insured party. The Hospital and Health Service premiums cover claims from 1 July 2012. Pre 1 July 2012 claims remain the responsibility of the Department.

The Department of Health pays premiums to Work Cover Queensland on behalf of all Hospital and Health Services in respect of its obligations for employee compensation. These costs are reimbursed on a monthly basis to the Department.

Property and general losses above a $10,000 threshold are insured through the Queensland Government Insurance Fund (QGIF). Health litigation payments above a $20,000 threshold and associated legal fees are also insured through QGIF. Premiums are calculated by QGIF on a risk assessed basis.

(w) Fair value measurement

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date under current market conditions (i.e. an exit price) regardless of whether that price is directly derived from observable inputs or estimated using another valuation technique.

Observable inputs are publicly available data that are relevant to the characteristics of the assets/liabilities being valued, and include, but are not limited to, published sales data for land and residual dwellings. Unobservable inputs are data, assumptions and judgements that are not available publicly, but are relevant to the characteristicsoftheassets/liabilitiesbeingvalued.SignificantunobservableinputsusedbySCHHSinclude,butarenotlimited to, subjective adjustments made to observable data to take account of the specialised nature of health service buildings and on hospital-site residential facilities, including historical and current construction contracts (and/or estimates of such costs), and assessments of physical condition and remaining useful life. Unobservable inputs are used to the extent thatsufficientrelevantandreliableobservableinputsarenotavailableforsimilarassets/liabilities.

Financial Statem

ents




Afairvaluemeasurementofanon-financialassettakesintoaccountamarketparticipant’sabilitytogenerateeconomicbenefitbyusingtheassetinitshighestandbestuseorbysellingittoanothermarketparticipantthatwouldusetheassetin its highest and best use. Pursuant to AASB 13 Fair Value (AASB 13) Measurement the current use of the asset is deemed to be its highest and best use.

AllassetsandliabilitiesofSCHHSforwhichfairvalueismeasuredordisclosedinthefinancialstatementsarecategorisedwithinthefollowingfairvaluehierarchy,basedonthedataandassumptionsusedinthemostrecentspecificappraisals:

Level1-representsfairvaluemeasurementsthatreflectunadjustedquotedmarketpricesinactivemarketsforidenticalassets and liabilities

Level 2 - represents fair value measurements that are substantially derived from inputs (other than quoted prices included in level 1) that are observable, either directly or indirectly

Level 3 - represents fair value measurements that are substantially derived from unobservable inputs.

None of SCHHS valuations of assets or liabilities are eligible for categorisation into level 1 of the fair value hierarchy. As 2013-14isthefirstyearofapplicationofAASB13bySCHHS,therewerenotransfersofassetsbetweenfairvaluehierarchylevels during the period.

MorespecificfairvalueinformationaboutSCHHSproperty,plantandequipmentisoutlinedinNote29.Fairvaluemeasurement.

(x) Contributed equity

Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State Public Sector entities as a result of machinery-of-Government changes are adjusted to contributed equity in accordance with Interpretation 1038 ‘Contributions by Owners Made to Wholly-Owned Public Sector Entities’. (y) Goods and Services Tax (‘GST’) and other similar taxes

TheonlyfederaltaxesthatSCHHSisassessedforareFringeBenefitTax(FBT)andGoodsandServicesTax(GST).

All FBT and GST reporting to the Commonwealth is managed centrally by the Department, with payments/ receipts made on behalf of SCHHS reimbursed to/from the Department on a monthly basis. GST credits receivable from, and GST payable to theAustralianTaxOffice(ATO),arerecognisedonthisbasis.RefertoNote19.Currentassets-tradeandotherreceivables.

Both SCHHS and the Department satisfy section 149-25(e) of the A New Tax System (Goods and Services) Act 1999 (Cth) (the GST Act). Consequently they were able, with other Hospital and Health Services, to form a “group” for GST purposes under Division 149 of the GST Act. Any transactions between the members of the “group” do not attract GST. However, all entities are responsible for the payment or receipt of any GST for their own transactions. As such, GST credits receivable from and payable to the ATO are recognised and accrued. Refer Note 19. Current assets - trade and other receivables. (z) Issuance of financial statements

ThefinancialstatementsareauthorisedforissuebytheChiefExecutiveandtheChiefFinanceOfficeroftheSunshineCoastHospital and Health Service, and, the Chairman of the Sunshine Coast Hospital and Health Board as at the date of signing theManagementCertificate.

(aa) Rounding of amounts

Amounts in this report have been rounded off to the nearest thousand dollars, or in certain cases, the nearest dollar. (ab) Comparatives

Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period. In particular, separate disclosure of government funding (Note 5. Health service funding), previously part of Note 7. Grantandothercontributions,hasresultedincomparativefiguresbeingrestated.

Financial Statem

ents




(ac) New Accounting Standards and Interpretations not yet mandatory or early adopted

Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet mandatory, have not been early adopted by SCHHS for the annual reporting period ended 30 June 2014. The assessment of the impact of these new or amended Accounting Standards and Interpretations, most relevant to SCHHS, are set out below.

AASB 9 Financial Instruments and its consequential amendments

AASB 9 Financial Instruments and AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12,19 & 127] will become effective for reporting periods beginning on or after 1 January 2017.

ThemainimpactsofthesestandardsonSCHHSarethattheywillchangetherequirementsfortheclassification,measurementanddisclosuresassociatedwiththefinancialassetsofSCHHS.Underthenewrequirements,financialassetswillbemoresimplyclassifiedaccordingtowhethertheyaremeasuredatamortisedcostorfairvalue. PursuanttoAASB9,financialassetscanonlybemeasuredatamortisedcostiftwoconditionsaremet.Oneoftheseconditions is that the asset must be held within a business model whose objective is to hold assets in order to collect contractualcashflows.Theotherconditionisthatthecontractualtermsoftheassetgiverisetocashflowsthataresolelypaymentsofprincipalandinterestontheprincipalamountoutstanding.Theonlyfinancialassetcurrentlydisclosedatamortised cost is receivables and as they are short term in nature, the carrying amount is expected to be a reasonable approximation of fair value so the impact of this standard is minimal.

AASB 10 Consolidated Financial Statements

ThiscompiledStandarddoesnotapplymandatorilyforNot-For-Profitentities.However,earlyapplicationispermittedforannual reporting periods being on or after 1 January 2013 but before 1 January 2014.

AASB10redefinesandclarifiestheconceptofcontrolofanotherentity,andisthebasisfordeterminingwhichentitiesshouldbeconsolidatedintoanentity’sfinancialstatements.AASB2013-8appliesthevariousprinciplesinAASB10fordeterminingwhetheranot-for-profitentitycontrolsanotherentity.Onthebasisonthoseaccountingstandards,SCHHShas reviewed the nature of its relationships with entities that SCHHS is connected with to determine the impact of AASB 2013-8. Currently SCHHS does not have control over any other entities.

AASB 11 Joint Arrangements

This compiled Standard applies for NFP entities to annual reporting periods beginning on or after 1 January 2014. Early application is permitted for annual reporting periods beginning on or after 1 January 2013 but before 1 January 2014.

AASB 11 deals with the concept of joint control and sets out new principles for determining the type of joint arrangements that exist, which in turn dictate the accounting treatment. The new categories of joint arrangements under AASB 11 are more aligned to the actual rights and obligations of the parties to the arrangement. SCHHS has assessed its arrangements with other entities to determine whether a joint arrangement exists in terms of AASB 11. Based on present arrangements, no joint arrangements exist. However, if a joint arrangement does arise in the future, SCHHS will need to follow the relevant accountingtreatmentspecifiedineitherAASB11ortherevisedAASB128InvestmentinAssociatesandJointVentures,depending on the nature of the joint arrangement.

Financial Statem

ents




AASB 13 Fair Value Measurement and AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13

AASB 13 Fair Value Measurement became effective from reporting periods beginning on or after 1 January 2013. AASB 13 setsoutanewdefinitionof‘fairvalue’aswellasnewprinciplestobeappliedwhendeterminingthefairvalueofassetsand liabilities. The new requirements apply to all of SCHHS assets and liabilities (excluding leases) that are measured and/or disclosed at fair value or another measurement based on fair value. The impact of AASB 13 relates to the fair value measurementmethodologiesusedandfinancialstatementdisclosuresmadeinrespectofsuchassetsandliabilities.

SCHHS reviewed its fair value methodologies (including instructions to valuers, data used and assumptions made) for land and buildings measured at fair value to assess whether those methodologies comply with AASB 13. To the extent that the methodologies didn’t comply, changes were made and applied to the valuations. None of the changes to valuation methodologies resulted in material differences from the previous methodologies.

AASB 13 has required an increased amount of information to be disclosed in relation to fair value measurements for both assets and liabilities. For those fair value measurements of assets or liabilities that substantially are based on data that is not‘observable’(i.e.notaccessibleoutsideSCHHS),theamountofinformationdisclosedhassignificantlyincreased.Note2 (w) - Fair value measurement explains some of the principles underpinning the additional fair value information disclosed.

AASB 119 Employee Benefits (September 2011) and AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011).

ArevisedversionofAASB119EmployeeBenefitsbecameeffectiveforreportingperiodsbeginningonorafter1January2013 with the majority of changes to be applied retrospectively. Given SCHHS circumstances, the only implication for SCHHSweretherevisedconceptof‘terminationbenefits’andtherevisedrecognitioncriteriaforterminationbenefitliabilities.Ifterminationbenefitsmeetthetimeframecriterionfor‘short-termemployeebenefits’theywillbemeasuredaccordingtotheAASB119requirementsfor“short-termemployeebenefits’.Otherwise,terminationbenefitsneedtobemeasuredaccordingtotheAASB119requirementsfor‘otherlong-termemployeebenefits’.

Under the revised standard, the recognition and measurement of employer obligations for ‘other long-term employee benefits’willneedtobeaccountedforaccordingtomostoftherequirementsfordefinedbenefitplans.

TherevisedAASB119includeschangedcriteriaforaccountingforemployeebenefitsas‘short-termemployeebenefits’.However, as SCHHS is a member of the Queensland Government central schemes for annual leave and long service leave this changeincriteriahasnoimpactontheHHS’sfinancialstatementsastheemployerliabilityisheldbythecentralscheme.

The revised standard also includes changed requirements for the measurement of employer liabilities/assets arising from definedbenefitplans,andthemeasurementandpresentationofchangesinsuchliabilitiesandassets.SCHHSmakesemployersuperannuationcontributionstotheQSuperdefinedbenefitplanandthecorrespondingQSuperemployerbenefitobligation is held by the State. Therefore, those changes to AASB 119 will have no impact on SCHHS.

AASB 1053 Application of Tiers of Australia Accounting Standards

AASB 1053 became effective for reporting periods beginning on or after 1 July 2013. AASB 1053 establishes a differential reportingframeworkforthoseentitiesthatpreparegeneralpurposefinancialstatements,consistingoftwoTiersofreporting requirements - Australian Accounting Standards (commonly referred to as ‘Tier 1’), and Australian Accounting Standards - Reduced Disclosure Requirements (commonly referred to as ‘Tier 2’).

Tier 1 requirements comprise the full range of AASB recognition, measurement, presentation and disclosure requirements that are currently applicable to reporting entities in Australia. The only difference between the Tier 1 and Tier 2 requirements is that Tier 2 requires fewer disclosures than Tier 1.

Pursuant to AASB 1053, public sector entities such as SCHHS may adopt Tier 2 requirements for their general purpose financialstatements.However,AASB1053acknowledgesthepowerofaregulatortorequireapplicationoftheTier1requirements. In the case of SCHHS, Queensland Treasury and Trade is the regulator.

Queensland Treasury and Trade has advised that it is its policy decision to require adoption of Tier 1 reporting by all Queensland Government departments and statutory bodies (including SCHHS) that are consolidated into the whole-of-Governmentfinancialstatements.Therefore,thereleaseofAASB1053andassociatedamendingstandardshashadnoimpact on SCHHS.

Financial Statem

ents




AASB 1055 Budgetary Reporting

AASB 1055 Budgetary Reporting applies to reporting periods beginning on or after 1 July 2014. SCHHS will need to includeinits2014-15financialstatementstheoriginalbudgetedfiguresfromtheIncomeStatement,BalanceSheet,Statement of Changes in Equity, and Cash Flow Statement as published in the 2014-15 Queensland Government’s Service Delivery Statements.

Thebudgetedfigureswillneedtobepresentedconsistentlywiththecorresponding(actual)financialstatements,andwill be accompanied by explanations of major variances between the actual amounts and the corresponding original budgetedfigures.

All other Australian accounting standards and interpretations with new or future commencement dates are either not applicable to SCHHS activities, or, have no material impact on SCHHS.

Note 3. Critical accounting judgements, estimates and assumptions

Thepreparationofthefinancialstatementsrequiresmanagementtomakejudgements,estimatesandassumptionsthataffectthereportedamountsinthefinancialstatements.Managementcontinuallyevaluatesitsjudgementsandestimatesin relation to assets, liabilities, contingent liabilities, revenue and expenses.Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates willseldomequaltherelatedactualresults.Thejudgements,estimatesandassumptionsthathaveasignificantriskofcausing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective notes) within the nextfinancialyeararediscussedbelow.

Allowance for impairment of receivables

The allowance for impairment of receivables assessment requires a degree of estimation and judgement. The level of allowanceisassessedbytakingintoaccounttheageingofreceivables,historicalcollectionratesandspecificknowledgeoftheindividualdebtor’sfinancialposition.RefertoNote19.Currentassets-tradeandotherreceivables.

Allowance for impairment of inventories

The allowance for impairment of inventories assessment requires a degree of estimation and judgement. The level of the allowances is assessed by taking into account the ageing of inventories and other factors that affect inventory obsolescence. Refer to Note 20. Current assets - inventories.

Fair value measurement

SCHHS is required to classify all assets and liabilities, measured at fair value, using a three level hierarchy, based on the lowestlevelofinputthatissignificanttotheentirefairvaluemeasurement,being:Level1:Quotedprices(unadjusted)inactive markets for identical assets or liabilities that the entity can access at the measurement date; Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly; and Level3:Unobservableinputsfortheassetorliability.Considerablejudgementisrequiredtodeterminewhatissignificantto fair value and therefore which category the asset or liability is placed in can be subjective.

Fair value measurement can be sensitive to the various valuation inputs selected. Refer to Note 29. Fair value measurement.

Estimation of useful lives of assets

SCHHS determines the estimated useful lives and related depreciation charges for its property, plant and equipment . The usefullivescouldchangesignificantlyasaresultoftechnicalinnovationsorsomeotherevent.Thedepreciationchargewill increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

Contingencies

Contingent assets and liabilities require a degree of judgment as to the occurrence or non-occurrence, timing and magnitude of uncertain future events. Accordingly, contingent assets and liabilities are assessed continually to ensure thatdevelopmentsareappropriatelyreflectedinthefinancialstatements.

Financial Statem

ents



Note 4. Major services, activities and other events

Major activities of SCHHS

- Clinical Services including Inpatient, Outpatient, Ambulatory, Outreach and Telehealth services - Primary health and community services including (amongst others) Oral Health, Aboriginal and Torres Strait Islander Health- Alcohol Tobacco and Other Drug Services, Child Health, Mental Health and Community Rehabilitation- Communicable Disease Control and Immunisation Services - Sexual Health and Viral Hepatitis Services - Cancer Screening Services - Preventative Health Services - Management of Health Services Infrastructure and Processes - Management of Residential and Aged Care Facilities - Management of Mental Health Facilities and Services - Teaching, Training and Research activities

Payroll system

Whilst employees are currently paid under a service arrangement using the Department’s payroll system, the responsibility fortheefficiencyandeffectivenessofthissystemremainswiththeDepartment.

SCHHScontinuestomonitortheinputs,processesandoutputsassociatedwiththepayrollsystemasitimpactsthefinancialrecords of SCHHS.

Note 5. Health service funding

2014$’000

2013$’000

State Government - block funding 18,616 40,637

State Government - activity based funding 306,130 261,829

State Government - other funding 101,554 150,275

Australian Government - block funding 10,888 17,675

Australian Government - activity based funding 164,417 135,018

601,605 605,434

Healthservicefundinghasbeenreclassifiedfromgrantsandothercontributions.RefertoNote2(e).Thisrepresentsserviceprocurement from the Department (State and Commonwealth streams). The comparatives have been restated with a total impactof$605.434mnowbeingclassifiedintheprioryearashealthservicefunding.

Prioryearcomparativestotalling$15.448mhavebeenreclassifiedfromAustralianGovernment-activitybasedfundingtoStateGovernment-activitybasedfunding.Thiswasnecessarytomoreaccuratelyreflectthenatureofthetransactionsandcounterparty involved.

Asaresultofthereclassificationsandotherrevenueandexpenserestatementselsewhere,thepriorperiodStatementofcashflowshasbeenrestated.Therehasbeennochangetothenetcashmovementorclosingbalanceofcashandcashequivalents in the prior period.

Financial Statem

ents



2014 2013

$’000 $’000

Australian Government - nursing home grants 1,328 1,451

Australian Government - other grants 8,254 8,279

Other grants 7,063 3,995

Donations other 1,230 961

Donations non-current physical assets 18 12

17,893 14,698

Restatement of prior year donations other

The2013comparativefigureforDonationsotherhasbeenincreasedby$0.861m.The2013comparativefigureforOtherrecoverieshasbeenreducedbyanequalandoffsettingamount.RefertoNote8.Otherrevenue.

Note 7. Grants and other contributions

Note 6. User charges

2014$’000

2013$’000

Sale of goods and services 472 658

Hospital fees 25,477 18,814

PharmaceuticalBenefitsSchemereimbursement 18,618 9,821

44,567 29,293

Pharmaceutical Benefits Scheme (PBS) reimbursement

RevenueformerlyrecognisedinSaleofgoodsandservicesisnowseparatelydisclosedtoreflectthenatureoftheunderlying transactions.

Prior year restatement of Sale of goods and services

$4.272m of billing to the Department has been reclassed to Contract Staff Recoveries ($3.215m) and Other Recoveries ($1.057m). Refer to Note 8. Other Revenue.

A further $0.414m of billing to the Department has been reclassed to Other Grants. Refer to Note 7. Grants and other contributions.

Theseadjustmentswerenecessarytoreflectthenatureoftheunderlyingtransactions.

Financial Statem

ents



2014 2013

$’000 $’000

Interest 133 130

Rental income 37 29

Labour recoveries - other hospital and health services 22 44

Sale proceeds of non-capitalised assets - 1

Contract staff recoveries 4,547 5,962

Workcover recoveries 963 1,307

Other recoveries 1,704 1,196

Other 363 668

7,769 9,337

Note 8. Other revenue

Contract staff recoveries

There are arrangements where SCHHS staff are placed with external organisations. Fees are charged by SCHHS torecoverstaffingandothercostsrelatedtothearrangements.

Other recoveries

Other recoveries includes invoicing to external organisations for costs incurred on their behalf.

2014 2013

$’000 $’000

Gain on sale of property, plant and equipment 2 12

Asset stocktake gain - 27

2 39

Note 9. Gains

2014 2013

$’000 $’000

Wages and salaries 934 1,034

Employer superannuation contributions 107 107

Annual leave levy 98 99

Long service leave levy 19 20

Workers’ compensation premium 19 14

Payroll tax 16 14

1,193 1,288

Note 10. Employee expenses

The number of directly engaged employees as at 30 June 2014 is 4. (5 as at 30 June 2013)

Financial Statem

ents



2014 2013

$’000 $’000

Health service employee expenses 435,846 420,412

Note 11. Health service employee expenses

SCHHS through service arrangements with the Department has engaged a further 3710 full time equivalent roles in a contracting capacity as at 30 June 2014 (3570 as at 30 June 2013). These personnel remain employees of the Department.

Thenumberofhealthserviceemployeesreflectsfull-timeandpart-timehealthserviceemployeesmeasuredonafull time equivalent basis.

Refer to Note 37 - Events after the reporting period, relating to SCHHS becoming a Prescribed Employer.

Note 12. Supplies and services

2014 2013

$’000 $’000

Other consultants and contractors 7,234 3,695

Ambulance service 7,032 6,084

Electricity and other energy 3,583 3,034

Services purchased from private hospitals 51,234 24,337

Patient travel 2,134 1,294

Other travel 705 648

Water 369 453

Building services 780 720

Computer services 338 514

Motor vehicles 408 564

Communications 926 693

Repairs and maintenance 6,836 7,394

Expenses relating to capital works 1,037 2,286

Operating lease rentals 4,066 4,745

Drugs 26,419 23,836

Clinical supplies and services 40,545 37,012

Catering and domestic supplies 5,917 5,701

Pathology, blood and parts 16,230 17,141

Other supplies and services 12,822 9,950

188,615 150,101

Services purchased from private hospitals

During the year $21.859m was expensed in relation to the agreement with Ramsay Healthcare for the provision of health services to public patients within The Noosa Private Hospital ($24.275m as at 30 June 2013).

A further $29.313m was expensed in relation to the agreement with Ramsay Healthcare for the provision of health services to public patients within the Sunshine Coast University Private Hospital. Refer to Note 36. Arrangements for the provision of public infrastructure by other entities.

Financial Statem

ents



2014 2013

$’000 $’000

SCUPH Availability Fee 8,730 50,070

Home, community and rural health services (33) 69

Medical research programs 11 (9)

Other 21 -

8,729 50,130

Note 13. Grants and subsidies

SCUPH Availability Fee

An amount of $8.730m was expensed in relation to the agreement with Ramsay Health Care for an Availability Fee ($50.070m as 30 June 2013). This fee was applied to the construction of the Sunshine Coast University Private Hospital. The amount represents part of the overall Availability Fee payable to Ramsay Health Care under the agreement. Refer to Note 36. Arrangements for the provision of public infrastructure by other entities.

2014 2013

$’000 $’000

Buildings 12,323 12,786

Plant and equipment 7,315 6,660

19,638 19,446

Note 14. Depreciation and amortisation

Queensland Treasury and Trade’s Non-Current Asset Policies for the Qld Public Sector (NCAP 2) requires where significantcomponentsofabuildingarereplacedatvaryingintervalsduetodifferingusefullives,andtheimpactismaterialtodepreciationexpense,thesignificantcomponentsmustbedepreciatedseparatelyfromtherestofthe building.

An assessment of the replacement cycle for components within special purpose buildings (representing 94% of the Net Book Value) and the impact on depreciation expense was undertaken in 2013-14.

Special purpose buildings (complex assets) were deemed to be hospital facilities and nursing homes.

The assessment indicated that there was no material differences in depreciation expense when applying the componentised scenario. Accordingly the special purpose buildings will continue to be depreciated as single assets.

2014 2013

$’000 $’000

Impairment losses on receivables 397 (74)

Bad debts written off 226 162

623 88

Note 15. Impairment losses

Refer to Note 19. Current assets - trade and other receivables for details of the recognised impairment loss.

Financial Statem

ents



Note 16. Other expenses

2014 2013

$’000 $’000

Audit fees 232 245

Insurance 7,285 5,681

Inventory written off 39 105

Losses from the disposal of non-current assets 44 311

Special payments - donations/gifts - 1

Special payments - ex-gratia payments 40 17

Other legal costs 360 129

Other 513 310

8,513 6,799

Insurance

Certain losses of public property and health litigation costs are insured with the Queensland Government Insurance Fund. The claims made in respect of these losses have yet to be assessed by QGIF and the amount recoverable cannotbeestimatedreliablyatreportingdate.UponnotificationbyQGIFoftheacceptanceoftheclaims,revenuewill be recognised for the agreed settlement amount and disclosed as Other Revenues - Insurance compensation from loss of property.

Special Payments

During the year several ex gratia payments were made to employees and third parties. These included $36,598.19 paid to two separate patients for out of pocket medical expenses and private hospital fees.

Audit Fees

Refer to Note 31. Remuneration of auditors.

Prior period revaluation decrements and current result

Land revaluation decrements carried forward from prior periods 2,476

Land revaluation decrement for the current period recognised in the statement of comprehensive income 2,702

Total decrements carried forward to the next period 5,178

Note 17. Revaluation decrements summary

In accordance with AASB 116 Property, Plant and Equipment a decrement incurred as a result of revaluation is charged as an expense, to the extent that it exceeds the balance of the revaluation surplus relating to that asset class.

The prior period decrement was recognised entirely in the statement of comprehensive income. Subsequent increments can be recognised in the statement of comprehensive income, to the extent that they reverse this prior period decrement.

The summary below outlines the history and current position of revaluation decrements.

Financial Statem

ents



Note 18. Current assets - cash and cash equivalents

2014 2013

$’000 $’000

Cash at bank and on hand 48,148 44,712

24 hour call deposits 3,462 3,311

51,610 48,023

AdepositisheldwiththeQueenslandTreasuryCorporationreflectingthevalueoftheSunshineCoastHospitaland Health Service General Trust Fund. The value of this deposit as at 30 June 2014 was $3,462,339.18 ($3,310,595.40 as at 30 June 2013) and the Annual Effective Interest Rate was 3.43% (3.59% as at 30 June 2013). For further information on the General Trust refer to Note 40. General Trust. The operating bank accounts do not earn interest.

2014 2013

$’000 $’000

Opening balance 251 -

Additional provisions recognised 624 411

Receivables written off during the year as uncollectable (226) (160)

Closing balance 649 251

2014 2013

$’000 $’000

Trade receivables 7,836 2,832

Less: Allowance for impairment of receivables (649) (251)

7,187 2,581

GST input tax credits receivable 1,983 1,226

GST payable (128) (148)

1,855 1,078

Health service funding in arrears 249 3,111

Other 2 31

9,293 6,801

Note 19. Current assets - trade and other receivables

Impairment of receivables

AttheendofeachreportingperiodSCHHSassesseswhetherthereisobjectiveevidencethatafinancialassetisimpaired.Objectiveevidenceincludesfinancialdifficultiesofthedebtor,theclassofdebtor,changesindebtorcreditratingsandcurrentoutstandingaccountsover60days.Theallowanceforimpairmentreflectstheassessment of the credit risk associated with receivables balances.

Movements in the provision for impairment of receivables are as follows:

Financial Statem

ents



Ageingofpastduebutnotimpairedaswellasimpairedfinancialassetsaredisclosedinthefollowingtables

Financial assets not impaired 2014

Financial assets not impaired 2013

Individually impaired financial assets 2014

Individually impaired financial assets 2013

$’000

Not overdue

1 -30 days

overdue

31-60 days

overdue

61 -90days

overdue

More than90 daysoverdue

Total

Receivables 2,398 3,145 1,292 104 248 7,187

Total 2,398 3,145 1,292 104 248 7,187

$’000

Not overdue

1 -30 days

overdue

31-60 days

overdue

61 -90days

overdue


Total

Receivables 1,314 661 194 98 313 2,581

Total 1,314 661 194 98 313 2,581

$’000

1 -30 days

overdue

31-60 days

overdue

61 -90days

overdue


Total

Receivables (gross) 10 21 7 611 649

Allowance for impairment (10) (21) (7) (611) (649)

Carrying amount - - - - -

$’000

1 -30 days

overdue

31-60 days overdue

61 -90days

overdue


Total

Receivables (gross) 0 2 14 235 251

Allowance for impairment 0 (2) (14) (235) (251)

Carrying amount - - - - -

Financial Statem

ents



Note 20. Current assets - inventories

Note 21. Current assets - other

Note 22. Non-current assets - property, plant and equipment

2014 2013

$’000 $’000

Medical supplies and equipment 4,204 3,643

Catering and domestic 39 50

Less: Provision for impairment (38) (65)

Engineering 2 2

Other 14 14

4,221 3,644

2014 2013

$’000 $’000

Accrued revenue 3,683 2,223

Prepayments 389 175

4,072 2,398

2014 2013

$’000 $’000

Land - at fair value 57,227 71,430

Buildings - at fair value 393,856 388,705

Less: Accumulated depreciation (193,322) (179,362)

200,534 209,343

Plant and equpiment - at cost 73,753 67,882

Less: Accumulated depreciation (36,778) (30,336)

36, 975 37,546

Capital works in progress - at cost 1,158 278

295,894 318,597

AccruedrevenuerelatesmainlytoPharmaceuticalBenefitsScheme(PBS)claimsrevenue,TransitionCareProgramme (TCP) occupancy revenue from the Commonwealth Government and other miscellaneous revenue items.

Financial Statem

ents



Reconciliations

Reconciliationsofthewrittendownvaluesatthebeginningandendofthecurrentandpreviousfinancialyearareset out below:

Land $’000

Buildings $’000

Plant and equipment

$’000

Capital works

in progress $’000

Total $’000

Balance at 1 July 2012 - - - - -

Additions - 4,590 6,049 622 11,261

Transfer from the Department of Health 73,906 202,463 36,903 679 313,951

Disposals - (38) (274) - (312)

Revaluation increments - 425 - - 425

Revaluation decrements (2,476) - - - (2,476)

Transfers in/(out) - 14,688 1,527 (1,023) 15,192

Depreciation expense - (12,785) (6,659) - (19,444)

Balance at 30 June 2013 71,430 209,343 37,546 278 318,597

Additions - 905 4,444 1,851 7,200

Disposals - - (44) - (44)

Revaluation increments - 1,416 - - 1,416

Revaluation decrements (2,702) - - - (2,702)

Transfers in * - 479 3,751 - 4,230

Transfers out ** (11,500) - (38) - (11,538)

Transfers between classes - 714 257 (971) -

Adjustment to accumulated depreciation on transfers in - - (1,626) - (1,626)

Depreciation expense - (12,323) (7,315) - (19,638)

Balance at 30 June 2014 57,227 200,534 36,975 1,158 295,894

* Transfers in during the current period included $18k of donated assets and $4.149m related to transfers from the Department.

** During the year the land parcel at 53 Dalton Drive, Maroochydore was transferred back to the Department. TheassetwasidentifiedbytheStateaspartofaprojecttodivestcertainassetsnolongerrequired.Thevalue of the parcel at transfer was $11.5m.

Note 22. Non-current assets - property, plant and equipment (continued)

Financial Statem

ents



Note 22. Non-current assets - property, plant and equipment (continued)

Land

Land revaluations were measured at fair value using independent valuations, or, indexation by the State Valuation Service. Refer to Note 2 (p) Property, plant and equipment for further detailed information on the revaluation methodologies employed.

Land assets which had indexation applied, were last comprehensively revalued as at 30 June 2011, with one parcel being comprehensively revalued as at 30 June 2013. The result of the indexation assessment for the year ending 30 June 2014 was 0%, or, an immaterial impact to low value residential sites. Accordingly, no adjustment has been made to the carrying value of the indexed assets.

The land assets revalued by way of reference to independent valuations resulted in a decrement of $2.702m to the carrying amount of land. This is a decrement of 4.51% to the land portfolio as at 30 June 2014.

Buildings

Buildings were revalued at fair value using independent market valuations for residential properties, depreciated replacement cost methodology for some on-site building assets and indexation for the remaining asset base. Valuations were conducted or subcontracted and reviewed by Davis Langdon. Refer to Note 2 (p) Property, plant and equipment for further detailed information on the revaluation methodologies employed.

Of the buildings which had indexation applied, these were last comprehensively revalued as at 30 June 2012 or as at 30 June 2013. The result of the indexation assessment for the year ending 30 June 2014 was 0%. Accordingly, no adjustment has been made to the carrying value of the indexed assets.

Under the depreciated replacement cost method, the assets were valued on the basis that the value is the estimated replacement cost of the asset, or the likely cost of construction including fees and on costs if tendered on the valuation date. The assets were priced using Brisbane rates. Location factors have been applied where applicable (per industry benchmarks).

The estimate is based on the assumption that the asset to be replaced will be of the same function and area of the original asset. Davis Langdon physically inspected each asset to be revalued using depreciated replacement cost methodology. The observed Condition Assessment Rating was then applied to the asset in order to estimate ‘Cost to Bring the Asset to Current Standards’ (Refer Note 2 (p) Property, plant and equipment). The ‘Depreciated Replacement Cost’ is the result of the ‘Replacement Cost’ less the ‘Cost to Bring the Asset to Current Standards’.

The differential between the Net Book Value and the Depreciated Replacement Cost (using the same useful lives) was then computed. The net differential for an asset is a Revaluation Decrement or Revaluation Increment.

The building revaluation program resulted in an increment of $1.416m to the carrying amount of buildings. This is an increment of 0.71% to the building portfolio as at 30 June 2014.

Fair Value in relation to land and buildings

For further detail on the categorisation of land and buildings under the fair value hierarchy and an assessment of Level 3 valuation inputs and relationship to fair value, refer to Note 29. Fair value measurement.

Plant

SCHHS has plant and equipment with an original cost of $0.190m and a written down value of zero still being usedintheprovisionofservices.Mostoftheitemsidentifiedweremedicalequipmentassets.

These medical equipment assets will be replaced under the Health Technology Equipment Replacement (HTER) programme, however the timing will be dependent on the age, condition and priority status of the assets.

Replacement of other fully depreciated plant and equipment assets will be dependent on age, condition and funding availability.

Therearenoplantandequipmentassetsidentifiedasidleorrestrictedinuse.

Financial Statem

ents



Note 23. Current liabilities - trade and other payables

Note 24. Current liabilities - accrued employee benefits

Note 25. Current liabilities - unearned revenue

Note 26. Equity - asset revaluation surplus

2014 2013

$’000 $’000

Trade payables 40,451 25,993

Health service employee expenses 8,492 21,609

Other payables 1 6

48,944 47,608

2014 2013

$’000 $’000

Salaries and wages accrued 22 47

Otheremployeebenefitspayable 2 6

24 53

2014 2013

$’000 $’000

Unearned health service funding 415 -

Unearned other revenue 1 -

416 -

2014 2013

$’000 $’000

Asset revaluation surplus - buildings 1,841 425

Revaluation surplus $’000

Balance at 30 June 2013 425

Balance at 1 July 2013 425

Building revaluation - gross 1,416

Balance at 30 June 2014 1,841

Refer to Note 28. Financial instruments.

Movement in asset revaluation surplus

Movement in the asset revaluation surplus during the current year are set out below:

Financial Statem

ents



Note 27. Equity injections and equity withdrawals

Note 28. Financial instruments

2014 2013

$’000 $’000

Financial Assets

Cash and cash equivalents 51,610 48,023

Trade and other receivables 9,293 6,801

Total Financial Assets 60,903 54,824

2014 2013

$’000 $’000

Equity injections and equity withdrawals

Cash injection for capital works and acquisitions 2,969 6,845

Non cash injection of capital assets 4,675 18,795

Non cash withdrawal for depreciation offset (19,633) (19,006)

Non cash withdrawal for asset transferred to the Department (11,500) -

Net equity injections and equity withdrawals for the period (23,489) 6,634

2014 2013

$’000 $’000

Financial liabilities

Trade and other payables 48,944 47,608

During the year various equity injection and equity withdrawal transactions occurred.

$4.675m of capital assets including building upgrades and medical equipment were contributed to SCHHS by the Department, representing the State. These were non-cash transactions.

A further $2.969m was contributed in cash for capital works and capital acquisitions.

The total value of all equity injections for the period was $7.644m.

Depreciation expenses to the value of $19.633m were offset by non-cash adjustments through equity withdrawals. The transfer of the 53 Dalton Drive land asset back to the Department was recorded as an equity withdrawal. Refer to Note 22. Non-current assets - property, plant and equipment.

(a) Categorisation of financial instruments

SCHHShasthefollowingcategoriesoffinancialassetsandfinancialliabilities.

Refer Note 18. Current assets - cash and cash equivalents and Note 19. Current assets - trade and other

Refer to Note 23. Current liabilities - trade and other payables

NofinancialassetsandfinancialliabilitieshavebeenoffsetandpresentedasnetintheStatementoffinancialposition.

Financial Statem

ents



Note 28. Financial instruments (continued)

(b) Financial risk management

SCHHSisexposedtoavarietyoffinancialrisks-creditrisk,liquidityriskandmarketrisk.

Financial risk management is implemented pursuant to Queensland Government and SCHHS policies. The policies provide principles for overall risk management and aim to minimise potential adverse effects of risk events on the financialperformanceofSCHHS.SCHHSmeasuresriskexposureusingavarietyofmethodsasfollows:

(c) Credit risk

Creditriskisthepotentialforfinanciallossarisingfromacounterpartydefaultingonitsobligations.Themaximumexposuretocreditriskatbalancedateisequaltothegrosscarryingamountofthefinancialasset,inclusive of any allowance for impairment. Theallowanceforimpairmentreflectstheoccurrenceoflossevents.Ifnolosseventshaveariseninrespectofaparticular debtor, or group of debtors, no allowance for impairment is made in respect of that debtor / group of debtors. If SCHHS determines that an amount owing by such a debtor does become uncollectable (after deploying appropriate debt recovery actions), that amount is recognised as a bad debt expense and written-off directly against receivables. In other cases where a debt becomes uncollectable but the uncollectable amount exceeds the amount already allowed for impairment of that debt, the excess is recognised directly as a bad debt expense and written-off directly against receivables.

The carrying amount of trade receivables represents the maximum exposure to credit risk. Refer to Note 19. Current assets - trade and other receivables for further information.

Credit risk on cash deposits is considered minimal given all SCHHS deposits are held by the State through Queensland Treasury Corporation.

(d) Liquidity risk

Liquidity risk is the risk that SCHHS will not have the resources required at a particular time to meet its obligations tosettleitsfinancialliabilities.SCHHSisexposedtoliquidityriskthroughitstradinginthenormalcourseofbusiness.SCHHSaimstoreducetheexposuretoliquidityriskbyensuringthatsufficientfundsareavailabletomeet employee and supplier obligations at all times.

An approved debt facility of $6m under Whole-of-Government banking arrangements to manage any short term cash shortfalls has been established. No funds had been withdrawn against this debt facility as at 30 June 2014.

TheonlyfinancialliabilitieswhichexposeSCHHStoliquidityriskaretradeandotherpayables.Allfinancialliabilities are current in nature and will be due and payable within twelve months. As such no discounting of cashflowshasbeenmadetotheseliabilitiesintheStatementofFinancialPosition.RefertoNote23.Currentliabilities - trade and other payables.

(e) Market risk

Marketriskistheriskthatthefairvalueorfuturecashflowsofafinancialinstrumentwillfluctuatebecauseofchanges in market prices. Market risk comprises foreign exchange risk, interest rate risk and other price risk.

SCHHS does not trade in foreign currency and is not materially exposed to commodity price changes.

(f) Price risk

SCHHSisnotexposedtoanysignificantpricerisk.

(g) Interest rate risk Sensitivity analysis indicates that the impact on revenue due to interest rate swings is immaterial for SCHHS. SCHHS has minimal interest rate exposure on the 24 hour call deposits. There is no interest rate risk on the main operating accounts as these do not earn interest. Refer to Note 18. Current assets - cash and cash equivalents.

Risk Exposure Measurement method

Credit risk Ageinganalysis,cashinflowsatrisk

Liquidity risk Monitoringofcashflowsbymanagement

Market risk Interest rate sensitivity analysis

Financial Statem

ents



Note 29. Fair value measurement

2014 Level 1$’000

Level 2$’000

Level 3$’000

Total$’000

AssetsLand - 57,227 - 57,227

Buildings (residential) - 2,580 - 2,580

Buildings (health service sites) - - 197,954 197,954

Total assets - 59,807 197,954 257,761

Categorisation of fair values recognised as at 30 June 2014

The following tables detail SCHHS assets, measured or disclosed at fair value, using a three level hierarchy, basedonthelowestlevelofinputthatissignificanttotheentirefairvaluemeasurement,being:

Level 1: Quoted prices (unadjusted) in active markets for identical assets that the entity can access at the measurement date

Level 2: Inputs other than quoted prices included within Level 1 that are observable for the assets, either directly or indirectly

Level 3: Unobservable inputs for the assets

Therewerenotransfersbetweenlevelsduringthefinancialyear.

The carrying amounts of trade and other receivables and trade and other payables are assumed to approximate their fair values due to their short-term nature.

Valuation techniques for fair value measurements categorised within level 2 and level 3

Land has been valued based on similar assets, sales market data, location and market conditions.

Residential buildings have been valued based on similar assets, sales market data, location and market conditions.

Health service site buildings have been valued based on approximating prices and movements in prices for construction costs and other key resource inputs, as well as changes in design and current condition assessments.

Level 3 assets

Movementsinlevel3assetsduringthecurrentfinancialyeararesetoutbelow:Buildings

(Health service sites) $’000

Balance at 30 June 2013 -

Adoption of fair value level 3 207,378

Acquisitions 1,620

Transfers from the Department of Health 479

Depreciation for the year (12,233)

Revaluation increment adjustment to acquisition value 1,836

Revaluation increment adjustment to accumulated depreciation (1,126)

Balance at 30 June 2014 197,954

Financial Statem

ents



DescriptionSignificant

unobservable inputs

Unobservable inputs quantitative measures.

Ranges used in valuations

Unobservable inputs - general effect on fair value measurement

Buildings – health service sites (fair value $197.954m)

Replacementcost estimates

Hospitals $9,200,000 to $86,200,000

Other buildings $27,000 to $13,300,000

Replacement cost is based on tender pricing and historical building cost data. An increase in the estimated replacement cost would increase the fair value of the assets. A decrease in the estimated replacement cost would reduce the fair value of the assets.

Remaining lives estimates

5 years to 29 years The remaining useful lives are based on industry benchmarks. An increase in the estimated remaining useful lives would increase the fair value of the assets. A decrease in the estimated remaining useful lives would reduce the fair value of the assets.

Costs to bring to current standards

Hospitals $Nil to $38,132,000

Other buildings $14,000 to $3,381,000

Costs to bring to current standards are based on tender pricing and historical building cost data. An increase in the estimated costs to bring to current standards would reduce the fair value of the assets. A decrease in the estimated costs to bring to current standards would increase the fair value of the assets.

Condition rating 1 to 4 The condition rating is based on the physical state of the assets. An improvement in the condition rating (possible high of 1) would increase the fair value of the assets. A decline in the condition rating (possible low of 5) would reduce the fair value of the assets.

Note 29. Fair value measurement (continued)

For further information on Condition Ratings refer to Note 2(p) Property, plant and equipment.

Usage of alternative quantitative values (higher or lower) for each unobservable input that are reasonable in the circumstances as at the revaluation date would not result in material changes in the reported fair value.

The condition rating of an asset is used as a mechanism to determine the cost to bring to current standards and also to estimate the remaining useful life.

Therearenootherdirectorsignificantrelationshipsbetweentheunobservableinputswhichmateriallyimpactfair value.

Level 3 significant valuation inputs and relationship to fair value

The fair value of health service site buildings is computed by quantity surveyors. The methodology is known as the Depreciated Replacement Cost valuation technique. The following table highlights the key unobservable (Level 3) inputs assessed during the valuation process and the relationship to the estimated fair value.

Financial Statem

ents



Name and positionof incumbents

ResponsibilitiesContract classification and

appointment authorityAppointment

date

Chief Executive - Kevin Hegarty

Provide strategic leadership and direction, promote effective and efficient use of resources, develop health service plans, workforce plans and capital works for the delivery of public sector health services in the Sunshine Coast area.

S24/S70 Hospital and Health Boards Act 2011 Section 33

1 July 2012

Chief Finance Officer and Acting Executive Director, People and Culture - Rodney Margetts

Provide strategic leadership and operational control of the finance and human resources functions.

HES3-1 Hospital and Health Boards Act 2011 Section 74

1 July 2012

Chief Operating Officer - Jacheline Hanson

Provide strategic leadership and manage the operations of SCHHS including evaluating each of the Health Service Groups.


1 July 2012 to 16 August 2013

Chief Operating Officer - Karen Roach



19 August 2013 to 2 May 2014

Acting Chief Operating Officer - Dr. Piotr Swierkowski


MMOI2 District Health Services - Senior Medical Officers and Resident Medical Officers Award - State 2012

5 May 2014

Executive Director, Medical Services - Dr. Piotr Swierkowski

Professional leader for all medical practitioners and control of the patient safety agenda, credentialing, education and research


1 July 2012

Acting Executive Director, Medical Services - Dr. Mauritius Du Toit

Professional leader for all medical practitioners and control of the patient safety agenda, credentialing, education and research.


5 May 2014

Executive Director, Nursing and Midwifery Services - Graham Wilkinson

Provides leadership and strategic direction, clinical governance and professional support for all nursing and midwifery services.

NRG11-4 Queensland Health Nurses and Midwives Award - State 2012

1 July 2012

Executive Director, Planning and Capacity Development - Scott Lisle

Provide strategic leadership and direction for all service planning within SCHHS including Information Communications Technology and workforce planning


1 July 2012

Executive Director, Strategy and Performance - Tracey Warhurst

Provide strategic leadership, management and high level authoritative advice and support on all matters relating to the performance of SCHHS.


1 July 2012

Chair Clinical Leadership Group (CLG) - Dr. Jeremy Long

The CLG is a forum for the strategic engagement of clinicians. The Chair governs the activities of the CLG. Provides feedback link for the Chief Executive and Executive Leadership Team.


1 July 2012

Note 30. Key management personnel disclosures

Financial Statem

ents



Name and positionof incumbents

ResponsibilitiesContract classification and

appointment authorityAppointment date

Chairperson -

Prof. Paul Thomas, AM Provide strategic leadership and guidance and effective oversight of management, operations and financial performance.

Chairperson Hospital and Health Boards Act 2011 Section 25 (1) (a)

1 July 2012

Deputy Chairperson -

Dr. Lorraine Ferguson, AM Provide strategic leadership and guidance and effective oversight of management, operations and financial performance.

Deputy Chairperson Hospital and Health Boards Act 2011 Section 25 (1) (b)

1 July 2012

Board Member - Dr. Mason Stevenson

Provide strategic guidance and effective oversight of management, operations and financial performance.

Board Member Hospital and Health Boards Act 2011 Section 23 (1)

1 July 2012

Board Member -

Mr Peter Sullivan Provide strategic guidance and effective oversight of management, operations and financial performance.


6 Sept 2012

Board Member -

Dr. Edward Weaver Provide strategic guidance and effective oversight of management, operations and financial performance.


6 Sept 2012

Board Member -

Dr. Karen Woolley Provide strategic guidance and effective oversight of management, operations and financial performance.


18 May 2013

Board Member -

Mr Brian Anker Provide strategic guidance and effective oversight of management, operations and financial performance.


18 May 2013

Board Member -

Mr Cosmo Schuh Provide strategic guidance and effective oversight of management, operations and financial performance.


18 May 2013

Key management personnel remuneration - Executive Leadership Team (ELT)

Section 74 of the Hospital and Health Boards Act 2011 provides the contract of employment for health executive staff must state the term of employment, the person’s functions and any performance criteria as well as the person’sclassificationlevelandremunerationpackage.

Remuneration policy for key executive management personnel is set by direct engagement common law employment contracts and various award agreements. The remuneration and other terms of employment for the key executive management personnel are also addressed by these common law employment contracts and awards.Theremunerationpackagesprovidefortheprovisionofsomebenefitsincludingmotorvehicles.

Remuneration packages for key management personnel comprise the following components:

•Shorttermemployeebasebenefitswhichincludessalary,allowances,salarysacrificecomponentandleaveentitlements expensed for the entire year or for that part of the year during which the employee occupied the specifiedposition.

•Shorttermnon-monetarybenefitsconsistingofprovisionofvehicleandothernon-monetarybenefitsincludingFBTexemptionsonbenefits.

•Longtermemployeebenefitsincludeamountsexpensedinrespectoflongserviceleave.

•Post-employmentbenefitsincludeamountsexpensedinrespectofemployersuperannuationobligations.

•Redundancypaymentsarenotprovidedforwithinindividualcontractsofemployment.Contractsofemployment provide only for notice periods or payment in lieu of notice on termination, regardless of the reason for termination.

•Performancebonusesarenotpaidunderthecontractsinplace.

•Totalfixedremunerationiscalculatedona‘totalcost’basisandincludesthebaseandnon-monetarybenefits,longtermemployeebenefitsandpost-employmentbenefits.

Note 30. Key management personnel disclosures (continued)

Financial Statem

ents



2014Name and position

Monetary$’000

Non-monetary

$’000

Post-employment

benefits $’000

Long-termbenefits

$’000

Terminationbenefits

$’000

Total$’000

Chief Executive - Kevin Hegarty 301 19 36 6 - 362

Chief Finance Officer and Acting Executive Director, People and Culture - Rod Margetts

198 - 18 4 - 220

Chief Operating Officer - Jacheline Hanson 39 4 3 1 - 47

Chief Operating Officer - Karen Roach 140 13 17 3 - 173

Executive Director, Medical Services and Acting Chief Operating Officer - Piotr Swierkowski

457 16 33 5 - 511

Acting Executive Director, Medical Services - Mauritius Du Toit 68 - 5 1 - 74


172 12 19 4 - 207

Executive Director, Planning and Capacity Development - Scott Lisle

191 3 21 4 - 219

Executive Director, Strategy and Performance - Tracey Warhurst 173 - 19 4 - 196

Chair Clinical Leadership Group - Jeremy Long 371 8 31 5 - 415

Key management personnel - Board

The Sunshine Coast Hospital and Health Service is independently and locally controlled by the Hospital and HealthBoard(TheBoard).TheBoardappointsthehealthservicechiefexecutiveandexercisessignificantresponsibilitiesatalocallevel,includingcontrollingthefinancialmanagementofSCHHSandthemanagementofSCHHS land and buildings (Section 7 Hospital and Health Boards Act 2011).

Board members are remunerated for their services. The value of remuneration received by Board Members in their capacity as Board Members, and, the ELT, are disclosed in the following sections.


Short-term benefits

Financial Statem

ents




Monetary$’000

Non-monetary

$’000

Post-employment

benefits$’000

Long-termbenefits

$’000

Terminationbenefits

$’000

Total$’000

Professor Paul Thomas - Chairperson 70 - 6 - - 76

Dr. Lorraine Ferguson - Deputy Chairperson 33 - 3 - - 36

Dr. Mason Stevenson - Board Member 41 - 3 - - 44

Mr. Peter Sullivan - Board Member 34 - 3 - - 37

Dr. Edward Weaver - Board Member 33 - 3 - - 36

Dr. Karen Woolley - Board Member 33 - 3 - - 36

Mr. Cosmo Schuh - Board Member 34 - 3 - - 37

Mr Brian Anker - Board Member 34 - 3 - - 37


Short-term benefits

Financial Statem

ents




Monetary$’000

Non-monetary

$’000

Post-employment

benefits$’000

Long-termbenefits

$’000

Terminationbenefits

$’000

Total$’000

Chief Executive - Kevin Hegarty 329 7 33 (12) - 357

Chief Finance Officer & Acting Executive Director, People and Culture - Rod Margetts

184 - 17 3 - 204

Chief Operating Officer - Jacheline Hanson 160 16 19 (5) - 190

Executive Director, Medical Services - Piotr Swierkowski 412 11 28 4 - 455


157 8 17 3 - 185

Executive Director, Planning and Capacity Development – Scott Lisle

169 8 19 4 - 200

Executive Director, Strategy and Performance - Tracey Warhurst

127 - 16 3 - 146

Chair Clinical Leadership Group - Jeremy Long 346 - 26 4 - 376

Executive Director, People and Culture (Position vacant) - formerly Annabelle Kirwan

190 - 15 (2) 89 292

Executive Director, Allied Health (Position abolished) - formerly Karen Hayes

88 - 10 3 141 242


Short-term benefits

Financial Statem

ents




Monetary$’000

Non-monetary

$’000

Post-employment

benefits$’000

Long-termbenefits

$’000

Terminationbenefits

$’000

Total$’000

Professor Paul Thomas - Chairperson 67 - 5 - - 72

Dr. Lorraine Ferguson - Deputy Chairperson 29 - 2 - - 31

Dr. Mason Stevenson - Board Member 29 - 2 - - 31

Mr. Peter Sullivan - Board Member 24 - 2 - - 26

Dr. Martine Pop – Board Member 27 - 2 29

Mr. Bradley Elms – Board Member 27 - 2 29

Dr. Karen Woolley - Board Member 2 - - - - 2

Mr. Cosmo Schuh - Board Member 2 - - - - 2

Dr. Edward Weaver - Board Member 2 - - - - 2

Mr Brian Anker - Board Member 0 - - - - 0

Note 31. Remuneration of auditors

DuringthefinancialyearthefollowingfeeswerepaidorpayableforservicesprovidedbyQueenslandAuditOffice,theauditorofSCHHS,anditsnetworkfirms

2014$

2013$

Audit services - Queensland Audit Office

Audit of the financial statements 235 235

Other services - unrelated firms

Internalfinancialaudit - 2Internal operational audit - 8

- 10


Financial Statem

ents

Short-term benefits



Note 32. Contingent assets

Note 33. Contingent liabilities

Flood damage and consequent insurance claim

InJanuary2013theGympiefacilitywasimpactedbyafloodeventintheregion.Asaresultofthefloodthefacility incurred losses of approximately $0.5m related to business continuity and building related repairs. SCHHS has lodged a claim with supporting documentation with the Queensland Government Insurance Fund (QGIF).

As the claim has not been assessed the estimated claim receivable can not be estimated.

Litigation in progress

Asat30June2014,thefollowingcaseswerefiledinthecourtsnamingtheStateofQueenslandactingthroughthe Sunshine Coast Hospital and Health Service as defendant:

2014No. of cases

Newcases

Completedcases

2013No. of cases

Court - - (1) 1

District Court 2 2 - -

Tribunals, commissions and boards 2 2 (1) 1

Health litigation is underwritten by the Queensland Government Insurance Fund (QGIF). SCHHS liability in this area is limited to an excess per insurance event of $20,000. Refer Note 2(v) Insurance. SCHHS is responsible for claims from 1 July 2012 with pre 1 July 2012 claims remaining the responsibility of the Department.

The maximum exposure of SCHHS under this policy is up to $20,000 for each insurable event. SCHHS legal advisersandmanagementbelieveitwouldbemisleadingtoestimatethefinalamountspayable(ifany)inrespectof the litigation before the courts at this time.

AllSCHHSindemnifiedclaimshavebeenmanagedbyQGIF.Asat30June2014therewere34claimsmanagedbyQGIF on behalf of SCHHS (19 claims as at 30 June 2013), some of which may never be litigated or result in payment ofclaims.Tribunals,commissionsandboardfiguresrepresentthemattersthathavebeenreferredtoQGIFformanagement.

Restatement of prior period number of claims

QGIFclaimsasat30June2013wereerroneouslydisclosedas14.Thefigureof19moreaccuratelyreflectsQGIFclaims in progress at that time.

Native Title

The Queensland Government Native Title Work Procedures were designed to ensure that native title issues are considered in all of the Department’s land and natural resource management activities.

All business pertaining to land held by or on behalf of the Department must take native title into account before proceeding. Such activities include disposal, acquisition, development, redevelopment, clearing, fencing of real property including the granting of leases, licences or permits. Real property dealings may proceed on SCHHS owned land where native title continues to exist, provided native title holders or claimants receive the necessary procedural rights.

The Department undertakes native title assessments over real property when required and is currently negotiating a number of Indigenous Land Use Agreements (ILUA) with native title holders. These ILUAs will provide trustee leases to validate the tenure of current and future health facilities. The National Title Tribunal reported there are no title claims in relation to the real property holdings of SCHHS.

Financial Statem

ents



Note 33. Contingent liabilities (continued)

SCUPH Service Contract

A claim may be made by Ramsay Health Care with respect to the contract for hospital services provided by the Sunshine Coast University Private Hospital. Refer to Note 36. Arrangements for the provision of public infrastructure by other entities. The legal enforceability, value and timing of any such claim can not be ascertained at this time.

Note 34. Commitments

2014 2013

$’000 $’000

Capital commitmentsCommitted at the reporting date but not recognised as liabilities, payable:

Capital commitments 695 225

Capital commitments

Committed at the reporting date but not recognised as liabilities, payable:

Within one year 695 225

Other commitments


Services 427,005 508,251Repairs and maintenance 3,786 3,334

430,791 511,585

Other commitments


Within one year 101,779 78,061Onetofiveyears 303,329 380,782Morethanfiveyears 25,683 52,742

430,791 511,585Leases

Most operating leases are entered into by the Department, with the Department being the legal leasee. Accordingly, lease commitments relating to SCHHS premises and operations are disclosed within the accounts of the Department. SCHHS is party to an operating lease relating to land leased in Gympie. The land is used as a helipad site. The lease value per annum is at a ‘peppercorn’ rate of $100 plus CPI. The lease expires in 2020.

SCHHSisnotpartytoanyfinanceleases.

Services

These commitments partly relate to health services provided to public patients by the Noosa Private Hospital ($142.97m). There will also be commitments incurred ($284.04m) relating to health services provided to public patients by the Sunshine Coast University Private Hospital (SCUPH). Refer to Note 36. Arrangements for the provision of public infrastructure by other entities.

Correction of prior period error

The 2013 comparative amount for repairs and maintenance commitments has been restated to more accurately reflectestimatedcommitmentsasat30June2013.Thenetresultisareductionintheestimatedcommitmentsfor repairs and maintenance as at 30 June 2013 of $1.329m to $3.334m.

Financial Statem

ents



Note 35. Patient Trust transactions and balances

2014 2013

$’000 $’000Patient Trust receipts and payments

Receipts

Amounts receipted on behalf of Patients 684 680Total receipts 684 680

Payments

Amounts paid to or on behalf of Patients (681) (680)Total payments (681) (680)

Trust assets and liabilities

Assets

Cash held and bank deposits 65 62Total assets 65 62

SCHHS acts in a custodial role in respect of these transactions and balances. As such, they are not recognised inthefinancialstatementsbutaredisclosedforinformationpurposes.

Note 36. Arrangements for the provision of public infrastructure by other entities

SCHHS has entered into contractual arrangements with Ramsay Health Care for the construction and operation of public infrastructure facilities on SCHHS land. After an agreed period of time, ownership of the facilities will pass to SCHHS. Arrangements of this type are known as Public Private Partnerships (‘PPP’).

SCHHS does not control the building facilities associated with these arrangements, therefore these facilities are not recorded as assets. Consequently, SCHHS has not recognised any rights or obligations that may be attached to those arrangements, other than those recognised under Australian Accounting Standards.

FacilityHospital and Health

ServiceCounterparty Agreement Date

Noosa Hospital and Specialist Centre

SCHHS Ramsay Health Care 20 years September 1999

Sunshine Coast University Private Hospital

SCHHS Ramsay Health Care 5 years December 2013

Noosa Hospital and Specialist Centre

The agreement has been structured to transfer substantially all the risks associated with the operation of a public hospital to Ramsay Health Care. The Noosa Hospital and Specialist Centre commenced operations in September 1999.

Under this arrangement, SCHHS funds the operators for the provision of services to public patients. The level of services and the amount paid is subject to annual review. A capital recovery charge is paid to the operator as part of the service agreement for the purpose of maintaining public infrastructure. An estimate of the value of assets to be transferred on completion of the agreement has not yet been determined. The operator is not permitted to charge any fees to public patients other than those normally charged for a service in a public hospital.

Financial Statem

ents



Sunshine Coast University Private Hospital (SCUPH)

The agreement has been structured to ensure that service capacity is available for, and supplied to, public patients within the facility. The SCUPH operations commenced in December 2013.

Thefacilitywillprovidehealthservicestopublicpatientsoverthenextfiveyears.Theservicecapacitywilltransition to the Sunshine Coast Public University Hospital from 2016 - 2017.

The operator is not permitted to charge any fees to public patients other than those normally charged for a service in a public hospital. After the 5 year service term, Ramsay Health Care will continue to operate the entire facility as a private provider of health services for a further 45 years.

At the end of the 50 year period the building asset will be transferred to SCHHS. An estimate of the value of the asset to be transferred on completion of the agreement has not yet been determined.

Thefinancialimpactsofthecontractsfortheyearending30June2014aresummarisedinthetablebelow.ThesevaluesareincorporatedwithinthemainfinancialstatementsofSCHHSfortheyearending30June2014.Referalsoto Note 33. Contingent liabilities. 2014 2013

$’000 $’000Revenue and expenses

Revenue

Health service funding from the Department of Health 59,902 74,345 Total revenue 59,902 74,345

Expenses

Service fee to Ramsay Health Care (51,172) (24,275)

Grants paid SCUPH (8,730) (50,070)

Total expenses (59,902) (74,345)

Assets and liabilities

Assets

Land asset Noosa site 6,400 6,602 Land asset Kawana (SCUPH) site 2,109 2,700 Total assets 8,509 9,302

Liabilities

Service fee due to Ramsay Health Care (9,004) (2,055)Grant due to Ramsay Healthcare (SCUPH) - (4,789)Total liabilities (9,004) (6,844)

The recognised fair value of the entire land asset at Kawana is $27.5m ($30m as at 30 June 2013). This is the site of the future Sunshine Coast Public University Hospital.

The portion of the site dedicated to the Sunshine Coast University Private Hospital (Ramsay Health Care facility) is 7.67% with an estimated value of $2.109m ($2.7m as at 30 June 2013).

As part of separately negotiated contracts, SCHHS places a small portion of its own medical staff within the Noosa and SCUPH facilities to ensure continuity of service and medical resourcing needs are met. SCHHS charges staff cost recoveries to Ramsay Health Care at rates pursuant to the underlying contracts.

Note 36. Arrangements for the provision of public infrastructure by other entities (continued)

Financial Statem

ents



1 year or less

$’000

Between 1 and 5 years

$’000

Between 5 and 10 years

$’000

Over 10 years $’000

Total

$’000Indicative cash flows

Inflows

Health service funding from the Department of Health 99,361 301,961 25,683 - 427,005

Outflows

Service fees related to Noosa (22,047) (95,239) (25,683) - (142,969)

Service fees related to SCUPH (77,314) (206,722) - - (284,036)

Netindicativecashflows - - - - -

TheindicativecashflowsforNoosaarepreparedbyapplyingaCPIupliftfactortothecurrentunderlyingbudgetedcashflows.

TheindicativecashflowsforSCUPHarepreparedinaccordancewiththecontractedfeescheduleoverthefiveyearterm.

Note 37. Events after the reporting period

Hospital and Health Services to be prescribed as employers

Currently, all staff, except Health Service Chief Executives and health executive service employees, are employed by the Director-General, Department of Health. In June 2012, amendments were made to the Hospital and Health Boards Act 2011, giving Hospital and Health Boards more autonomy by allowing them to become the employer of staff working for their HHS. HHSs will become prescribed employers by regulation.

Once an HHS becomes prescribed to be the employer, all existing and future staff working for the HHS become its employees. The HHS, not the Department, will recognise employee expenses in respect of these staff. The Director-General, Department of Health, will continue to be responsible for setting terms and conditions of employment,includingremunerationandclassificationstructures,andfornegotiatingenterpriseagreements.SCHHS has demonstrated its readiness to become an employer and will be prescribed as an employer on 1 July 2014.

Senior Medical Officer and Visiting Medical Officer Contracts

Effective4August2014,SeniorMedicalOfficers(SMO)andVisitingMedicalOfficers(VMO)willtransitiontoindividual employment contracts.

Individual contracts means senior doctors will have a direct employment relationship with SCHHS and employment terms and conditions tailored to individual or medical specialty circumstances (within a consistent state-wide framework).

AsadirectemploymentrelationshipwillbeestablishedbetweencontractedmedicalofficersandSCHHS,employee-related costs for contracted SMOs and VMOs will be recognised by SCHHS (not the Department) from the date the contracts are effective.

Non-contracted SMOs and VMOs will remain employed under current award arrangements. As SCHHS is a prescribed employer from 1 July 2014, they will also be employed by SCHHS.

Restatement of prior year funding from the Department and prior year expenses

Labour and other costs totalling $0.330m as at 30 June 2013 have been omitted from the comparatives. Funding from the Department is quoted at $0.330m less as at 30 June 2013 also. This is necessary to more accurately disclose only those expenses and revenue directly attributable to the PPP arrangements with Ramsay Health Care.

Note 36. Arrangements for the provision of public infrastructure by other entities (continued)

Financial Statem

ents



Transfer of legal ownership of health service land and buildings to SCHHS

Commencing 1 July 2014 the legal title of health service land and buildings will progressively transfer from the Department to SCHHS. As SCHHS currently controls these assets, through a Deed of Lease arrangement, there will be no material impact to the accounts of the Department or SCHHS upon transfer.

Buildings which are currently used by the Department which reside on SCHHS land will be leased back to the Department by SCHHS.

Legal title transfer is currently expected to occur within three tranches, according to when both entities have mutualconfidencethattherespectiveHHShasthecapacityandcapabilitytobeeffectiveassetmanagers.

SCHHSisearmarkedintranchetwowiththetransferexpectedtobefinalisedbyDecember2014.

Transfer of general purpose housing to the Department of Housing and Public Works

As part of a whole-of-Government initiative, management of all non-operational housing transitioned to the Department of Housing and Public Works (DHPW) on 1 January 2014. Legal ownership of housing assets will transfer to the DHPW on 1 July 2014.

As at 30 June 2014, SCHHS held non-operational housing assets with a total net book value of $3.963m under a Deed of Lease arrangement with the Department of Health. Effective 1 July 2014, the Deed of Lease arrangement in respect of these assets will cease, and the assets will be transferred to the Department of Health at their net book value, prior to their transfer to the DHPW.

As this transfer will be designated as a Contribution by Owners, the transfer will be undertaken through the equity account of SCHHS. Therefore, this transaction will have no impact on the Statement of Comprehensive Income in the 2014-15 Financial Year.

SCHHS is currently assessing its longer term requirements for staff accommodation. It is anticipated that some of the properties transferred back to DHPW will subsequently be leased to SCHHS as tenant. In other instances, SCHHS will source lease accommodation on the open market.

Non adjusting events

SCHHSdeemstheidentifiedeventsafterthereportingperiodtobenon-adjustingevents.Accordingly,SCHHSwillnotadjustanyamountsrecognisedinitsfinancialstatementsrelatingtothenon-adjustingevents.

Noothermatterorcircumstancehasarisensince30June2014thathassignificantlyaffected,ormaysignificantlyaffectSCHHSoperations,theresultsofthoseoperations,orSCHHSstateofaffairsinfuturefinancialyears.

Note 38. Right of Private Practice arrangement

SCHHS has a Right of Private Practice (ROPP) arrangement in place. This arrangement covers Option A and Option B Doctors.

ROPP Option A

The revenue from ROPP Option A is assigned to SCHHS and is recognised as revenue to SCHHS. The Option A doctorsareemployeesoftheDepartmentcontractedtoSCHHS.RefertoNote2(u)EmployeeBenefits.

Note 37. Events after the reporting period (continued)

Financial Statem

ents



The only asset of the arrangement is cash, the balance of which is held in the Private Practice bank account. This account does not form part of the cash and cash equivalents of SCHHS. As at 30 June 2014 the balance was $1.443m ($0.678m as at 30 June 2013).

Payables due to SCHHS for Option A doctors, Option B doctors directly, SCHHS for recoverable costs and the Private Practice Trust Fund as at 30 June 2014 were $1.417m ($0.663m as at 30 June 2013).

TheactivityconductedthroughtheROPParrangementisauditedbytheQueenslandAuditOffice(QAO)onanannual basis. The fee for this service is incorporated in the total fee charged by QAO for the full audit of the Annual Financial Report. Refer to Note 31. Remuneration of auditors.

2014 2013

$’000 $’000ROPP Revenues and Expenses

Billing - Option A doctors 8,087 5,226

Billing - Option B doctors 5,239 4,262

Interest 17 14

Payments to SCHHS for Option A (8,100) (5,237)

Payments to Option B doctors (2,565) (2,021)

To SCHHS for recoverable costs related to Option B (1,471) (1,246)

To SCHHS for the Private Practice Trust Account (1,207) (998)

- -

ROPP Option B

The revenue from ROPP Option B is partly payable to the private practice Option B doctors. Option B doctors receive a portion of the generated revenue up to an established annual cap. Amounts over the cap are split 1/3 to the doctor and 2/3 to the Private Practice Trust Fund.

The Private Practice Trust Fund has been established to fund various educational, study and research programmes for SCHHS staff. The Private Practice Trust Fund is a component of the overall General Trust. Refer to Note 18. Current assets - cash and cash equivalents and Note 40. General Trust.

Recoverables (administration costs etc) in respect of ROPP Option B, which SCHHS is entitled to, are recorded in the statement of comprehensive income of SCHHS.

ThreedoctorspracticeunderagreementsseparatelynegotiatedwithSCHHSdirectly.ThefinancialimpactsofthesearrangementsareincludedintheOptionBfinancialimpactshighlightedbelow.

Note 38. Right of Private Practice arrangement (continued)

Financial Statem

ents



Note 40. General Trust

Restatement of prior year non-cash impairment losses on receivables

Impairment losses on receivables of $0.251m, originally recorded within Increase in trade and other receivables, have now been separately disclosed.

OtherreceivableshavebeenrenamedtoGSTreceivablestomoreaccuratelyreflectthenatureoftheunderlyingmovements.

SCHHS receives cash contributions primarily from private practice clinicians (Refer Note 38. Right of Private Practice arrangement) and from external entities to provide for education, study and research in clinical areas. Contributions are also received from benefactors in the form of gifts, donations and bequests for stipulated purposes. Contributions are collected and held within the General Trust (“the Trust”).

PaymentsaremadefromtheGeneralTrustforspecificpurposesinaccordancewiththeGeneralTrustPolicy.

Correction of prior period error

The 2013 comparative amounts for “Revenue received during the year” and “Expenditure during the year” have beenrestatedtomoreaccuratelyreflecttheflowsthroughtheTrustduringtheperiod.Theclosingpositionofthe Trust and cash held by the Trust remains unchanged as at 30 June 2013.

Note 39. Reconciliation of operating result to net cash from operating activities

2014 2013

$’000 $’000

Operating result for the year 5,977 8,061

Adjustments for:

Depreciation and amortisation 19,638 19,444

Net loss/(gain) on sale of non-current assets 41 (39)

Revaluation loss on land assets 2,702 2,476

Depreciation offset from the Department of Health (19,633) (19,006)

Impairment losses on receivables 398 251

Change in operating assets and liabilities:

Decrease/(increase) in trade and other receivables (2,113) (1,877)

Decrease/(increase) in GST receivables (777) (1,078)

Decrease/(increase) in inventories (577) 303

Decrease/(increase) in accrued revenue (1,460) (2,223)

Decrease/(increase) in prepayments (214) 130

Increase/(decrease) in trade and other payables 1,336 29,618

Increase/(decrease)inaccruedemployeebenefits (29) 53

Increase/(decrease) in unearned revenue 416 -

Net cash from operating activities 5,706 36,113

Financial Statem

ents



2014 2013

$’000 $’000General trust

Opening balance 3,291 2,652

Revenue received during the year 2,518 2,006

Expenditure during the year (2,478) (1,367)

Balance of the General Trust 3,331 3,291

The closing cash balance of the General Trust is $3.500m ($3.311m as at 30 June 2013). This is held on deposit with the Queensland Treasury Corporation ($3.462m) and the Commonwealth Bank ($0.038m).

Note 40. General Trust (continued)

Financial Statem

ents


Managem

ent Certificate


Independent auditor’s report


erm

Accessible Accessible healthcare is characterised by the ability of people to obtain appropriate healthcare at the right place and right time, irrespective of income, cultural background or geography.

ABF Activity Based Funding

A management tool with the potential to enhance public accountability and drive technical efficiencyinthedeliveryofhealthservicesby:

• capturing consistent and detailed information on hospital sector activity and accurately measuring the costs of delivery

• creating an explicit relationship between funds allocated and services provided• strengthening management’s focus on outputs, outcomes and quality• encouraging clinicians and managers to identify variations in costs and practices

sotheycanbemanagedatalocallevelinthecontextofimprovingefficiencyandeffectiveness

• providing mechanisms to reward good practice and support quality initiatives.

ACHS Australian Council on Healthcare Standards

ACP Advanced Care Planning

Acute Having a short and relatively severe course.

Acute care Care in which the clinical intent or treatment goal is to:

• manage labour (obstetric)• cureillnessorprovidedefinitivetreatmentofinjury• perform surgery• relieve symptoms of illness or injury (excluding palliative care)• reduce severity of an illness or injury• protect against exacerbation and/or complication of an illness and/or injury• that could threaten life or normal function• perform diagnostic or therapeutic procedures.

Q-ADDS Queensland Adult Deterioration Detection System

Admission The process whereby a hospital accepts responsibility for a patient’s care and/or treatment. Itfollowsaclinicaldecision,basedonspecifiedcriteria,thatapatientrequiressame-dayorovernight care or treatment, which can occur in hospital and/or in the patient’s home (for hospital-in-the-home patients).

Admitted patient A patient who undergoes the formal admission process as an overnight-stay patient or same-day patient.

Allied health staff Professionalstaffwhomeetmandatoryqualificationsandregulatoryrequirementsinthefollowing areas: audiology; clinical measurement sciences; dietetics and nutrition; exercise physiology; leisure therapy; medical imaging; music therapy; nuclear medicine technology; occupational therapy; orthoptics; pharmacy; physiotherapy; podiatry; prosthetics and orthotics; psychology; radiation therapy; sonography; speech pathology and social work.

Glossary


Ambulatory care The care provided to hospital patients who are not admitted to the hospital, such as patients of emergency departments and outpatient clinics. Can also be used to refer to care provided to patients of community-based (non-hospital) healthcare services.

Australian Standard 4801 Australian Standard 4801 sets out all requirements for implementing a occupational health and safety management system.

Bed alternative An item of furniture (trolley or chair) which is used exclusively or predominantly to provide accommodation for same day admitted patients.

Benchmarking Involves collecting performance information to undertake comparisons of performance with similar organisations.

Best practice Cooperative way in which organisations and their employees undertake business activities in all key processes, and use benchmarking that can be expected to lead to sustainable world class positive outcomes.

CAT Clinical Assessment Tool

Clinical governance A framework by which health organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environmentinwhichexcellenceinclinicalcarewillflourish.

Clinical practice Professional activity undertaken by health professionals to investigate patient symptoms and prevent and/or manage illness, together with associated professional activities for patient care.

Clinical workforce Staff who are or who support health professionals working in clinical practice, have healthcarespecificknowledge/experience,andprovideclinicalservicestohealthconsumers, either directly and/or indirectly, through services that have a direct impact on clinical outcomes.

CPoC Consumer Perception of Care survey

DAMA Discharge Against Medical Advice

DEM Department of Emergency Medicine

DoH Department of Health

EDPES Emergency Department Patient Experience Survey

Glossary


Elective surgery categories The category system ensures all patients who need surgery can be treated in order of priority. There are three urgency categories, where 1 is most urgent and 3 is least urgent.

Category 1 – A condition that could worsen quickly to the point that it may become an emergency. The patient should have surgery within 30 days of being added to the waiting list.

Category 2 – A condition causing some pain, dysfunction or disability, but is not likely to worsen quickly or become an emergency. The patient should have surgery within 90 days of being added to the waiting list.

Category 3 – A condition causing minimal or no pain, dysfunction or disability, which is unlikely to worsen quickly and does not have the potential to become an emergency. The patient should have surgery within 365 days of being added to the waiting list.

ELT Executive Leadership Team

Emergency department waiting time

Time elapsed for each patient from presentation to the emergency department to start of services by the treating clinician. It is calculated by deducting the date and time the patient presents from the date and time of the service event.

EEO Equal Employment Opportunities

Requires that all employees have equal access to employment opportunities, employment decisions are made on the basis of the individual merit and requirements of the role, and the workplace is managed to ensure absence of harassment

ERMF Emergency Response Management Framework

FTE Full-time equivalent

Refers to full-time equivalent employees currently working in a position. Several part-time all casual employees may add to one FTE.

GEDI Geriatric Emergency Department Intervention

GP General Practitioner

GPLO GeneralPractitionerLiaisonOfficer

Head count The number of employees based on each data record representing an individual employee.

Health outcome Change in the health of an individual, group of people or population attributable to an intervention or series of interventions.

Health reform Response to the National Health and Hospitals Reform Commission Report (2009) that outlined recommendations for transforming the Australian health system, the National Health and Hospitals Network Agreement (NHHNA) signed by the Commonwealth and states and territories, other than Western Australia, in April 2010 and the National Health Reform Heads of Agreement (HoA) signed in February 2010 by the Commonwealth and all states and territories amending the NHHNA.

HSCE Health Service Chief Executive

Glossary


Hospital Healthcare facility established under Commonwealth, state or territory legislation as a hospital or a free-standing day-procedure unit and authorised to provide treatment and/or care to patients.

HHB Hospital and Health Board

Made up of a mix of members with expert skills and knowledge relevant to managing a complex health care organisation

HHS Hospital and Health Service

A separate legal entity established by Queensland Government to deliver public hospital and health services.

HITH Hospital-in-the-home

Provision of care to hospital-admitted patients in their residence, as a substitute for hospital accommodation

HSMR Hospital Standardised Mortality Ratio

Is the ratio of observed in-hospital deaths in comparison with expected in-house deaths based on the patient’s characteristics. For our result to be favourable, the HSMR value is nottobesignificantlyhigherthantheexpectedrate.AHSMRof100indicatesthatthereisno difference.

Inpatient A patient who is admitted to hospital for treatment or care.

ISBAR A communication tool used to rapidly communicate clinical issues:

IdentificationofPatientSituation and statusBackground and historyAssessment and actionRecommendation/responsibility

Long wait A ‘long wait’ elective surgery patient is one who has waited longer than the clinically recommended time for their surgery, according to the clinical urgency category assigned. That is, more than 30 days for a category 1 patient, more than 90 days for a category 2 patient and more than 365 days for a category 3 patient.

KPI Key Performance Indicator

A measure that provides an indication of progress towards achieving the organisation’s objectives.Itusuallyhastargetsthatdefinethelevelofperformanceexpectedagainsttheperformance indicator.

Medicare Local Established by the Commonwealth to coordinate primary health care services across all providers in a geographic area. Works closely with HHSs to identify and address local health needs. The Sunshine Coast Medicare Local (SCML) covers the SCHHS region.

MHAIU Mental Health Acute Inpatient Unit

MHS Mental Health Service

Glossary


MOHRI MinimumObligatoryHumanResourcesInformationWhole-of-Governmentdefinedmeasures. Includes only active and paid employees. Excludes employees on extended unpaid leave, and casuals that did not work. MOHRI is used for the majority of external reporting and is based on the terms that an employee is employed to work, not the actual worked hours.

NCACCH North Coast Aboriginal Corporation for Community Health

NEAT National Emergency Access Target

The percentage of patients who left the emergency department within four hours, irrespective of triage category or departure status.

NEST

Part 1

National Elective Surgery Target

The percentage of patients treated within the clinically recommended time frame, and the volume of patients treated

NEST

Part 2

National Elective Surgery Target

The average days that ‘long wait’ patients waited over the clinically recommended time, and removal from the waiting list of the 10 per cent longest-waiting patients (the cohort).

Never events The total number of events which resulted in one or more of the six never events including:1. death or neurological damage as a result of intravascular gas embolism2. retained instrument or other material after surgery, requiring re-operation or further surgical procedure3. procedures involving the wrong patient or body part resulting in death or major permanent loss of function4. death or likely permanent harm as a result of bed rail entrapment or entrapment in other bed accessories5. death or likely permanent harm as a result of haemolytic blood transfusion reaction resulting from ABO (blood type) incompatibility6. infants discharged to the wrong family.

NGO Non-government organisation

NSQHS National Safety and Quality Health Standards

Nurse Practitioner A registered nurse educated and authorised to function autonomously and collaboratively in an advanced and extended clinical role. The nurse practitioner role includes assessing and managing clients using nursing knowledge and skills and may include, but is not limited to, direct referral of clients to other healthcare professionals, prescribing medications, and ordering diagnostic investigations.

Occupied FTE (MOHRI) FTE of employees currently working in a position. Excludes the FTE of employees on extended unpaid leave.

Occupied headcount (MOHRI)

Represents heads actively employed, for instance a permanent employee on recorded leave, with leave paid in advance, is included in this value.

Outpatient Non-admitted health service provided or accessed by an individual at a hospital or health service facility.

Glossary


Overnight-stay patients A patient who is admitted to, and separated from, the hospital on different dates (not same-day patients).

Patientflow Optimalpatientflowmeansthepatient’sjourneythroughthehospitalsystem,plannedorunplanned, happens in the safest, most streamlined and timely way to deliver good patient care.

Permanent separation rate Calculated by dividing the number of permanent employees who separated during a period of time by the number of permanent employees in the organisation. The period for the annual report is 12 months.

PIR Partners in Recovery

Primary care First level healthcare provided by a range of healthcare professionals in socially appropriate and accessible ways and supported by integrated referral systems. It includes health promotion, illness prevention, care of the sick, advocacy and community development.

Private hospital Aprivatehospitalorfree-standingdayhospital,andeitherahospitalownedbyafor-profitcompanyoranon-profitorganisationandprivatelyfundedthroughpaymentformedicalservices by patients or insurers patients admitted to private hospitals are treated by a doctor of their choice.

PPP Public Private Partnerships

Public hospital Offers free diagnostic services, treatment, care and accommodation to eligible patients

Q-ADDS Queensland Adult Deterioriation Detection System

QAO QueenslandAuditOffice

QBA Queensland Bedside Audit

QFES Queensland Fire Emergency Services

RACF Residential Aged Care Facility

REF Requisite Education Framework

SCHHS Sunshine Coast Hospital Health Service

SCHHB Sunshine Coast Hospital Health Board

SCML Sunshine Coast Medicare Local

SCUPH Sunshine Coast University Private Hospital

Glossary


SCPUH Sunshine Coast Public University Hospital

Separation The process by which an episode of care for an admitted patient ceases.

Statutory body A non-departmental government body, established under an Act of Parliament.

Sustainable A health system that provides infrastructure, including workforce, facilities and equipment, and is innovative and responsive to emerging needs, including research and monitoring within available resources.

Telehealth Delivery of health-related services and information via telecommunication technologies and information technology.

Turnover rate Percentage of the number of workers that had to be replaced in a given time period to the average number of workers

VLAD Variable Life Adjusted Display

A system implemented to monitor the quality of services provided. It provides graphical overview of clinical outcomes over time and provides a system for identifying trends. It plots the cummulative difference between expected and acutal outcomes.

WAU Weighted Activity Unit

A measure of the health service activity expressed as a common unit. It provides a way of comparing and valuing each public hospital service, by weighting it for its clinical complexity.

WorkCover WorkCover provides workers compensation insurance for employers, compensating and helping workers with their work-related injuries

YTD Year to date

.

.

.

Glossary


Compliance Checklist

Summary of requirement Basis for requirementAnnual report

reference

Letter of compliance•AletterofcompliancefromtheaccountableofficerorstatutorybodytotherelevantMinister

ARRs – section 8 page 10

Accessibility•Tableofcontents•Glossary

ARRs – section 10.1 ARRs – section 10.1

page 3 page 139 - 144

•Publicavailability ARRs – section 10.2 page 2

•InterpreterservicestatementQueensland Government Language Services PolicyARRs – section 10.3

page 2

•CopyrightnoticeCopyright Act 1968ARRs – section 10.4

page 2

•InformationLicensingQGEA – Information LicensingARRs – section 10.5

page 2

General information •IntroductoryInformation ARRs – section 11.1 page 5

•Agencyroleandmainfunctions ARRs – section 11.2 page 11-15

•Operatingenvironment ARRs – section 11.3 page 16

•Machineryofgovernmentchanges ARRs – section 11.4 page 16

Non-financialperformance

•Government’sobjectivesfor the community

ARRs – section 12.1 page 17

• Otherwhole-of-governmentplans/specificinitiatives


• Agency objectives and performance indicators

ARRs – section 12.3 page 60-81

• Agency service areas, and service standards


Financial performance

•Summaryoffinancialperformance ARRs – section 13.1 page 12

Governance – management and structure

•Organisationalstructure ARRs – section 14.1 page 20

•Executivemanagement ARRs – section 14.2 page 28-31

•Relatedentities ARRs – section 14.3 Not applicable

•Governmentbodies ARRs – section 14.4 Not applicable

Compliance Checklist


Governance – •Riskmanagement ARRs – section 15.1page 26-27, 33

risk management and accountability

•Externalscrutiny ARRs – section 15.2 page 34-35

•Auditcommittee ARRs – section 15.3 page 26

•Internalaudit ARRs – section 15.4 page 34

•PublicSectorRenewal ARRs – section 15.5 page 5

•Informationsystemsandrecordkeeping ARRs - section 15.6 page 36

Governance – human resources

•Workforceplanning,attractionandretention, and performance

ARRs – section 16.1 page 37-42

•Earlyretirement,redundancyandretrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment


Open Data •OpenData ARRs – section 17 page 2

Financial statements •Certificationoffinancialstatements

FAA – section 62FPMS – sections 42, 43 and 50ARRs – section 18.1

page 135

•IndependentAuditorsReportFAA – section 62FPMS – section 50ARRs – section 18.2

page 136-137

•Remunerationdisclosures

Financial Reporting Requirements for Queensland Government Agencies

ARRs – section 18.3

page 122-125

FAA - Financial Accountability Act 2009

FPMS - Financial and Performance Management Standard 2009

ARRs - Annual report requirements for Queensland Government agencies

Compliance checklist

sunshine coast hospital and health service€¦ · the board. i commend deputy chair, dr lorraine...

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