2 /// BALLARAT HEALTH SERVICES /// ANNUAL REPORT 2013 - … · Eureka Linen Falls and Balance...

2 /// BALLARAT HEALTH SERVICES /// ANNUAL REPORT 2013 - 2014


ServiceDirectoryAllied Health Services

• Dietetics• Exercise therapy• Occupational therapy• Physiotherapy• Podiatry• Prosthetics and orthotics• Psychology• Social work• Speech therapy

Acquired Brain InjuryBallarat Regional Integrated Cancer Centre

• Chemotherapy Day Unit• Oncology Clinics• Radiation Oncology (BAROC)• Wellness Centre

BreastScreenBHS CateringCardiologyCentral Sterile Supply Department (CSSD)Centre Against Sexual Assault (CASA)Cognitive Impairment and Dementia Management

Community Programs• Ambulatory Care Services• Carer Respite and Support Services• Community Rehabilitation (home and centre based)• Continence Resource Centre• Direct2Care• Domiciliary Services• GEM in the Home• Grampians Aged Care Assessment Service• Grampians Regional Continence Service• Grampians Regional Palliative Care Team• Hospital Admission Risk Program• Linkages (home care packages)• Planned Activity Groups• Post-Acute Care• Restorative Care• Transition Care Program• Victorian Paediatric Rehabilitation Service

Diabetes Education and TreatmentDiagnostic and Radiology (X-ray) Services

• BreastScreen• CT Scan• ECG• EEG• MRI• Nuclear medicine• Ultrasound

Critical Care UnitDental ServicesDiabetes Education Ear, Nose and Throat SurgeryEmergency MedicineEndocrinology, including Diabetes Management

Eureka LinenFalls and BalanceGastroenterologyGeneral MedicineGeneral SurgeryGeriatric Evaluation and Management GynaecologyICU Liaison Nurse ServiceInfection ControlIntensive Care Unit and Medical Emergency Response TeamLymphoedema ManagementMaxillofacial SurgeryMedical OncologyNeonatologyNephrology and Renal DialysisNeurologyMaternity ServicesOperating TheatreOphthalmologyOrgan and Tissue Donation ServiceOrthopaedic SurgeryOtolaryngologyOutpatient ServicesPaediatric MedicinePerioperative Day Procedure UnitPain ManagementPalliative CarePharmacyPlastic Surgery

Mental Health Community Care Teams• Infant and Child• Youth• Adult• Aged

Mental Health Inpatient Care Units• Adult Acute Unit• Community Care Unit• Secure and Extended Care Unit• Aged Acute • Aged Residential

Rehabilitation (in-patient and out-patient)Residential Aged CareRespite CareSafety LinkStroke ManagementStomal TherapyStatewide Aids and Equipment Program (SWEP)Thoracic MedicineThoracic SurgeryUrology Vascular SurgeryWound Management


ContentsProfile of BHS ..................................................................5

Chair and Chief Executive Officer’s report ............6 - 13

Organisational chart......................................................14

Board of Management ...................................................15

Our People .....................................................................18

Statutory requirements .................................................33

Financial statements and notes ...................................36


BHSProfileBallarat Health Services is Victoria’s second largest regional health service, providing a comprehensive range of general and specialist care across key medical and healthcare disciplines including acute care, sub-acute care, residential aged care services, community care, mental health, dental and rehabilitation services.Ballarat Health Services is the principal referral hospital for the Grampians region, which extends from Bacchus Marsh to the South Australian border. The region, covering some 48,000 square kilometres, is home to nearly 250,000 people.

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

For the period 1 July 2013 to 30 June 2014 Ballarat Health Services was accountable, through its Board of Management, to the Hon. David Davis, MLC, Minister for Health.

OUR VISIONExcellence in health care

OUR MISSIONTo deliver quality care to the communities we serve by providing safe, accessible and integrated health services resulting in positive experiences and outcomes

OUR VALUESOur services and staff embrace the following:

Compassion - fair and caring to all those we come into contact with, even during difficult times. We treat others as we would expect to be treated.

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

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

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

Collaboration - involving staff and services both internally and externally in decision making, sharing our knowledge and experiences to build a better health system. Together we work in partnership with our patients, their families, carers and colleagues.

BHSProfile


Report of Operations

Capital WorksThe ongoing redevelopment of the Ballarat Base Hospital site continued with the commencement of construction on the new multi-deck car park and helipad on Mair Street.

This project is a positive outcome for the community and follows many years of planning by Ballarat Health Services, the City of Ballarat and the Department of Health.

When complete, the car park will provide an extra 199 car spaces on the hospital site, taking the total available spaces to 567. This includes a significant contribution from the City of Ballarat, which has provided funding for an additional level of parking.

BHS has greatly appreciated the financial support from the City of Ballarat as well as assistance with interim parking arrangements for staff during the inconvenience of the construction phase.

Included within the car park will be additional visitor and disabled parking, a drop off zone for patients as well as guaranteed access and secure parking for staff working afternoon and night shift.Once operational, the helipad will reduce transport time for critically ill patients, both to and from BHS. The helipad will be connected to the Emergency Department by lifts and a covered walkway.

A significant number of departments were relocated to allow the demolition of Yuille House in readiness for the impending

construction of the new Drummond Street building. The new building will include an additional ward of 32 beds.

The majority of administration staff were relocated from Yuille House to the newly fitted out levels three and four of the Ballarat Regional Integrated Cancer Centre (BRICC). This process also included the relocation of some departments to the Queen Elizabeth Centre.

Works were undertaken on the redevelopment of the Engineering and former Diabetes Centre to allow for the relocation of Pharmacy from its location in Yuille House. The new Pharmacy location includes efficient storage options and modern patient waiting areas.

Six new accommodation units were installed on the site of the former Pleasant Homes nursing home in Pleasant Street. The self-contained units will provide accommodation for regional patients receiving treatment at BRICC and their carers. A new five bed Mother Baby Unit is also to be constructed on this site.Works on the new Spiritual Centre and the Sister Paula Fleming Reflective Garden were also completed during this year. This area is a quiet place where patients and staff can sit and reflect. The space also offers a Muslim Prayer Room that is available to all staff, patients and visitors.

Chair and Chief Executive Officer’s Report2013-2014 has been another busy year for Ballarat Health Services with record numbers of patients, a major reduction in surgery waiting lists and the recording of a small surplus. A number of significant capital works projects were also undertaken during the year and many new initiatives were introduced to improve treatment outcomes for patients.


BRICCBHS recently celebrated the one year anniversary of the opening of the Ballarat Regional Integrated Cancer Centre (BRICC).The first year of operations within BRICC has seen the establishment and consolidation of key clinical and patient wellbeing services.

The Chemotherapy service within BRICC commenced in July 2013, with significant growth recorded, particularly in chemotherapy chair utilisation. Consequently staff numbers have increased by 20 percent, with a model for staff integration and flexibility established between the BRICC day oncology unit and the hospital oncology ward. A key improvement to the chemotherapy service was the implementation of the ARIA medical oncology information system. This has enabled the service to fully transform from a paper based medical record and process to a digital process that integrates the hospital wide record systems both onsite and from remote locations.

A weekly outreach chemotherapy consulting service was established in Stawell and this service continues to grow. Further enhancements to regional chemotherapy service provision are in the planning phase.

A Haematology service commenced in conjunction with Austin Health to ensure patients in the region with haematological issues are identified, reviewed and where suitable offered treatment closer to home.

Pharmacy services have also expanded with a satellite pharmacy established for patients receiving treatment within BRICC and this enables outpatient medications and prescriptions to be filled onsite.

Oncology Clinical trials within BRICC have increased with a number of new trials commencing during 2013/14. In total 22 oncology clinical trials are in various stages at the time of this report.

The radiation therapy service, Ballarat-Austin Radiation Oncology Centre (BAROC), managed in conjunction with Austin Health is building toward full capacity. The service has reported a complete reduction in the radiation therapy waiting list, and recently commenced an array of new treatment techniques. An outreach radiation therapy consultation service will commence in Stawell during September 2014.

The Wellness Centre and wellness philosophy of patient care within BRICC has grown significantly. The centre doubles as a ‘lounge room’ style drop in centre to a support centre offering defined programs, such as Look Good Feel Better, Living with Cancer Education Program, Therapeutic massage, Meditation, Yoga, Art Therapy, Delta Dogs, Shiatsu Therapy, Facials, Revitalise Program and support groups such as the prostate support group.

The BRICC has benefitted significantly through the financial support of community groups, local businesses, individuals and community initiatives such as Dry July and Ballarat Girls Night Out. The BRICC café commenced operations in March 2014 with proceeds available to the Wellness centre for program development and delivery.

The BRICC will continue to build on the quality services available to patients where ‘wellness’ and ‘caring for you’ define the direction of the service.

MRIThe new MRI facility adjacent to the Emergency Department commenced construction in late 2013 and was completed in June 2014.

Housed in a purpose-built facility, the new 3T MRI system will provide rapid, high-resolution images utilising ‘cutting-edge’ hardware and software applications.

The new MRI maintains the commitment of BHS to low-radiation dose technologies and complements other recent ‘class-leading’ technology deployments in Ultrasound, CT, Nuclear medicine, mammography (including tomo-synthesis) and digital x-ray.

The new facility has been specifically designed for patient comfort, with excellent lighting, space and air flow. The new scanner will also be able to complete scans quickly, meaning patients will spend a minimum amount of time undergoing the procedure.The MRI facility is located within the BHS radiology department.

Centre Against Sexual Assault (CASA)Ballarat CASA has had a very busy 12 months with a number of community projects and its staff represented on a number of local committees including the White Ribbon Day planning committee, the Ballarat Integrated Family Violence Committee and the Community Action for Youth Committee. Training has also been provided to other professionals in the area of understanding and responding to sexual assault and working with young people.

CASA has been heavily involved in supporting victims of institutionalised abuse in coming forward and telling their stories and has provided counselling, support in writing their submissions and attending private sessions as well as facilitating a regular fortnightly support group for male survivors of institutionalised abuse.

In March 2014 Ballarat CASA was also approached by the Royal Commission to host a community information forum. The event was well attended and was an opportunity for members of the community to find out about the process of the Royal Commission and to hear Justice McClellan outline what had taken place so far and the ongoing plans.


Mental HealthGrowing clinical demands across the Grampians region continue with the ongoing expansion and outreach to our community.

The perinatal psychiatry team is responding to clients and families experiencing mental health issues in the ante and post natal periods.

The establishment of a five bed Mother Baby Unit will provide expert inpatient perinatal psychiatry services to the western half of the state, with planning well underway.

Increasing referrals across all age groups continue with particular growth in the infant, child youth and aged populations.

The introduction of the Victorian Mental Health Act 2014 sees ongoing legislative reforms which support the family inclusive and least restrictive model of care provided by BHS.

Wound Care Improvement ProgramBHS continues to be a leader in evidence based best practice wound management and the early identification and prevention of potential pressure related injury. Working closely with Smith and Nephew the BHS Wound Care Improvement Program ensures that as an organisation we continue to always look for ways to improve. Benchmarking against other healthcare services nationally and internationally indicates that BHS is a forerunner in the prevention of pressure related injury.

The results of the 2014 Pressure Injury Points Prevalence Survey (PUPPS) conducted in June found that BHS acute services are at three percent. The August 2009 PUPPS indicated an 11 percent prevalence across BHS acute. This dramatic improvement since the inception of the Wound Care Improvement Program has been due to substantial interventions in the prevention and management of pressure related injuries.

The 2014 audit also disclosed a total pressure injury prevalence of seven percent across all BHS sectors which is far lower than the state-wide prevalence. This represents a reduction from 11 percent at BHS in 2009.

This combined result of the organisation represents significant savings to BHS and most importantly, continued quality of care for patients and residents across the organisation.

EducationEducation and training plays a central role in the ongoing advancement of clinical practice development at Ballarat Health Services. The Centre for Nursing and Health Education (CNHE) participated in the pilot project of Best Practice Clinical Learning Environment (BPCLE) Framework in 2011 and has continued to adopt this approach. During 2013 - 2014 the BPCLE Framework has been rolled out across the organisation which has brought a level of challenge to engage in best-practice within a clinical education context.

The CNHE and BHS were amongst the top finalists from over 250 other applicants in the following awards in the People in Health Awards:

• Spotlight on Country Victoria: Rural and Regional AwardsClinical Support and Supervision ProgramBuilding Capacity in our Regional Workforce

• Rural and Regional Educator AwardCentre for Nursing and Health Education Team BHS

• Minster for Health: Partnerships in Health AwardRegional Enrolled Nurse Traineeship Program

• Victorian Clinical Training AwardBallarat Health Services

The CNHE team align all work with the National Safety and Quality in Health Services Standards and Aged Care Standards, which focuses attention on developing a workforce that responds to challenges, assesses risk and delivers quality care.


Victorian Public Healthcare AwardsThe Child and Youth Mental Health Service Redesign Demonstration Project was awarded the Minister for Mental Health’s Award for an ‘Outstanding achievement by an individual or a team in mental healthcare’ at the Victorian Public Healthcare Awards conducted in November 2013.

The award recognises the hard work of all staff involved in the Mental Health Demonstration Project, which has been an outstanding success. The clinical service allows greater access to mental health treatment services, clinical screening in schools and kindergartens as well as improved integration with other service providers.

In addition to this award, BHS was also Highly Commended in the Regional Health Service of the Year award.

BHS won Regional Health Service of the year in 2005 and was also Highly Commended in the Regional Health Service category in 2012.

People in Health AwardsThe BHS SimVan was named winner of the ‘Spotlight on Country Victoria: Rural and Regional Health Workforce Initiative Award’ at the inaugural People in Healthcare Awards in May 2014.

SimVan is a mobile integrated learning environment (the first of its type in Victoria); equipped with the latest technology catering to health care professionals and early-entry learners across the Grampians region Clinical Training Network (GrCTN). SimVan is visionary in its approach and has changed clinical education delivery, crosses boundaries of distance and delivers immersive intraprofessional learning experiences comparable to simulation centres.

The SimVan team which is based in the Centre for Nursing and Health Education have continuously demonstrated leadership in content development and service delivery during its twelve month operational period. Mobile video capture has also been developed as a means of debriefing and improving future practices.

SimVan is funded by the Victorian Department of Health.

AccreditationAccreditation is a way that a health service demonstrates publicly that it has been independently reviewed and assessed to be performing well against a set of safety and quality standards. This gives patients and the community, as well as the health service management and staff, an indication that the organisation is working effectively to promote and support safe patient care and to improve the quality of service.

BHS continues to be fully accredited against a number of different sets of standards which reflect the depth and the range of services we provide. The standards we are fully accredited against include: Aged Care Standards, National Mental Health Standards, Community Common Care Standards, and Department of Human Services Disability Standards. In addition, BHS has also been fully accredited by the Australian Council of Healthcare Standards EQuIP program over many years. Next year in February, we undertake accreditation against a new mandatory set of National Safety and Quality in Health Service (NSQHS) standards which replace the EQuIP standards. For the first time, all public and private, acute and sub-acute hospitals and day procedure centres in Australia will be reviewed against the same benchmark. By focusing on the areas where harm occurs to patients, the NSQHS standards provide a framework for health services to improve patient care, and to avoid patient harm by implementing relevant and effective safety and quality systems.


Emergency Department ReviewA review was undertaken of the operation of the Emergency Department (ED) in an effort to address growing demand on resources, particularly by low acuity patients.

Historically residents of Ballarat have found it very difficult to find a General Practitioner so they have presented to the Emergency Department. However, recently there has been a substantial increase in the number of GP’s in Ballarat. There are currently 17 clinics advertising for new patients and nine offering walk-in on the day appointments. Many people in the community are not aware that access to GP’s has improved and that appointments on the same day are available.

As part of this project a number of key initiatives were implemented to assist patients better understand the triage process, waiting times and to increase the community’s awareness of alternative medical care choices for health problems that could be treated by a GP.

Waiting times in the ED have increased due to a rise in the number of sicker patients presenting. One of the new initiatives was the commencement of a trial of a Waiting Room Nurse. The role is helping to improve communication and patient safety in the waiting room, initiate care earlier and provide information about alternative care options for patients with appropriate conditions.

A new patient information brochure was created for the waiting room to improve patient’s understanding about the triage process and waiting times. It also introduces each of the new initiatives and provides key information about what will happen while patients are in the ED.

A ‘Find a GP’ Helpdesk was also established. The Helpdesk is a touch screen computer terminal set up in the ED waiting area which can help patients find out more information on medical practices offering walk in appointments, those taking new patients and those open on weekends and public holidays. It also provides information on the After Hours GP Helpline.

Around a quarter of patients treated within the ED over the past 12 months were of low acuity and many of these could have been more appropriately treated in a general practice setting.

People using the ED for non-emergency medical care add to the workload of our already busy ED and as Ballarat’s population continues to expand so too will the demand on the ED.

DentalOn 19 June, 2014 Minister for Health David Davis took part in the sod turning ceremony to mark the official start of construction of the new 20 chair public dental clinic on the Phoenix College site in Sebastopol.

This $9.1 million state-of-the-art clinic will help BHS respond to the growing demands for public dental services in Ballarat.

The new BHS dental facility will consist of 20 chairs including ten teaching chairs, a first for Ballarat and the Grampians region. Planning and construction for this facility has progressed well ensuring the dental facility will be operational in early 2015.

Another achievement for BHS Dental this year was the aged care project with our portable dental chair. This project involved taking dental care to BHS’ residential aged care facilities, allowing dentists to see residents in their homes. This project helped improve access to dental care for those who may not been able to access the clinic setting due to limited mobility.

BHS Foundation: 25 years serving BHSThe Ballarat Health Services Foundation this year marked a quarter of a century raising funds for BHS and its predecessor the Ballarat Base Hospital.

Since its inception in 1989, the Foundation has donated more than $800,000 to major and minor projects at BHS.

Some of the Foundation’s fundraising efforts over the past 25 years include a $250,000 contribution to the Ballarat Regional Integrated Cancer Centre, a $33,000 contribution to the redevelopment of the hospital’s Emergency Department, $50,000 to Special Care Nursery, $100,000 towards equipment for the sixth operating theatre as well as $30,000 towards defibrillators and resuscitation equipment.

The BHS Foundation operates independently from BHS and is governed by an independent board which prudently manages all donations from the community.

To mark the occasion of its 25th anniversary, the Foundation is funding a number of small projects throughout 2014 with the intention of contributing around $25,000 of funding to BHS projects during the year.

Strategic PlanIn late 2013 the BHS Strategic Plan was again reviewed due to substantial progress in attaining the specific initiatives as well as to strengthen linkages to Victorian Health Priorities.

A renewed focus on BHS values, clinical excellence, patient centred care, sustainability, regional connection and innovation in health care are the key points guiding the 2014-2017 Strategic Plan.

In February 2014 the Board of Management endorsed the plan and it has been forwarded to the Minister for Health as required under the Health Act.


End-of-Life Framework ProjectIn August 2013, the End-of-Life Framework project commenced with the imperative to develop a framework that improves care for patients with a life-limiting illness who are approaching the end of life.

The framework describes what good end-of-life care looks like and includes the supporting processes, tools and information to support our health service to deliver the best care possible at this challenging time. The tone and intent of the framework will be informed through extensive consultation with patients, families and loved ones and with health care professionals.

Ethics Committee approval was gained to conduct semi-structured interviews with the families of a number of patients who died at

BHS in 2013. This valuable information has been complemented with information gained from a consumer focus group and an extensive range of healthcare professionals from across BHS and external healthcare organisations across Ballarat and the region. The information from the consultation process will inform how we structure care for patients and their loved ones.

The project will significantly improve the end of life care provided to our patients and their loved ones.

Patient ThroughputContinuing what has become a trend in recent years, it has been another extremely busy year across all areas of BHS, with most services recording increased activity as demonstrated in the following table.

BALLARAT HEALTH SERVICES SUMMARY OF ACTIVITY JUNE 2014

YTD 2013/14 YTD 2012/13 Change % ChangeWIES 27,179 26,208 972 3.71%

Acute Separations 34,581 32,354 2,227 6.88%

Acute Discharged Bed days 84,273 80,638 3,635 4.51%

Discharged Births 1,385 1,315 70 5.32%

Theatre Cases 9,960 8,945 1,015 11.35%

Endoscopies 2,388 2,098 290 13.82%

Emergency Attendances 52,249 53,307 -1,058 -1.98%

Outpatient Attendances (based on VACS) 56,645 55,450 1,195 2.16%

Admissions from Elective Surgery Waiting List (ESWL) 5,377 4,609 768 16.66%


Elective Surgery Waiting ListBHS slashed the elective surgery waiting list by a staggering 42.3 percent during 2013 - 14.

As at 30 June 2013 the elective surgery waiting list stood at 1,117 patients. By 30 June 2014 the waiting list was reduced by 473 to a level of 644 patients.

The elective surgery waiting list is now at its lowest level in at least 11 years.

Ballarath Health Services - Elective Surgery Waiting List (ESWL) 2003/04 to 2013/14

The reduction is a great credit to all staff in the Operating Theatres including surgeons, anaesthetists, nurses and technicians who have collectively worked very hard to increase surgery levels. This outcome could not have been achieved without the considerable support provided by staff within the Day Procedure Unit, Central Sterile Supply Department, Bookings Office and wards along with support staff from Medical Records, Environmental Services, Food Services and Supply

The reduction means that people in the Grampians region are now waiting less time for elective surgery.

The achievement is a direct result of additional State Government funding provided to BHS to increase the level of elective surgery.

Consequently BHS introduced a number of initiatives to increase elective surgery being undertaken including the opening of an additional six beds solely dedicated to elective surgery patients, establishment of additional operating sessions, creation of additional trauma lists to reduce cancellations of elective surgery and additional all day operating lists conducted every Saturday in June, 2014.

As a direct result of these initiatives the number of patients admitted from the elective surgery waiting list increased by 768 cases or 16.66 percent from 4,609 in 2012/13 to 5,377 in 2014.BHS is also working with our partners in the region, including St John of God Hospital Ballarat, Ballarat Day Surgery Centre and public health services in Daylesford, Maryborough, Ararat and Stawell to help ease the elective surgery waiting list.

A significant challenge faced by BHS and all major public hospitals is maintaining the balance between emergency and elective surgery and particularly minimizing the cancellation of elective surgery as demand for inpatient beds and emergency surgery increases. This is particularly an issue during winter months when demand for inpatient beds increases. As a result BHS initiated a winter bed strategy to counter the increase in demand.

Financial PerformanceIt is very pleasing to again report that BHS has recorded a full year surplus of $311,000 before capital and specific items, which exceeded the target of a $100,000 surplus contained within the Statement of Priorities.

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Andrew FaullCHAIR, BOARD OF MANAGEMENT

BALLARAT20 AUGUST 2014

Andrew R RoweCHIEF EXECUTIVE OFFICER

Andrew R RoweCHIEF EXECUTIVE OFFICER

Responsible Bodies DeclarationIn accordance with the Financial Management Act 1994, we are pleased to present the Report of Operations for Ballarat Health Services for the year ending 30 June 2014.

Andrew FaullCHAIR, BOARD OF MANAGEMENT

Staff ScholarshipsEach year, BHS awards scholarships to assist staff to access an overseas or interstate professional development opportunity or complete further study.

Congratulations to the following winners of the 2014 staff scholarships:

DOREEN BAUER TRAVELLING SCHOLARSHIPDanelle Klein, Nurse Unit Manager 2 North – to attend the American Organization of Nurse Executives Conference “Inspiring Leadership” and also undertake site visits to hospitals in Orlando, Florida Hospital and Orlando Regional Medical Centre.

Leonie Lewis, Senior Clinician Physiotherapist – to visit the Greater Glasgow and Clyde Back Pain service, an international centre of excellence for the management of patients with back pain within a community and sub-acute setting, reducing the pressures on acute services and specialist clinics.

Jaclyn Baker, Deputy Director Pharmacy – to travel to America to undertake a one week preceptorship at the Institute for Safe Medication Practice. The program is designed to advance safety leadership skills.

KEN BURNETT TRAVELLING SCHOLARSHIPKate Ward, Mental Health Clinician - to travel to Sarasota, Florida, USA to engage in intensive one-on-one training with Dr. J. Eric Gentry in the treatment of traumatic stress and compassion fatigue.

NURSE PRACTITIONER SCHOLARSHIPLinda Macaulay, Clinical Nurse Consultant - Cardio Pulmonary Rehabilitation - to commence her Masters of Advanced Nursing Practice at Melbourne University which will ultimately lead to endorsement as a Nurse Practitioner.

RecognitionOn behalf of the Board of Management and Executive Staff Council, we would like to recognise and thank all BHS staff for their continued dedication to the provision of quality healthcare to the community we serve.

BHS enjoys a very positive and constructive relationship with the Department of Health and the Minister for Health. Appreciation is extended to officers of the Department of Health and the Minister for their very substantial support throughout 2013 - 2014.


Organisation ChartBoard of Management

Chief Executive Officer

PhilipReasbeck

ED MedicalServices ++

Professional Reporting LinesChief Nursing Officer ##Chief Medical Officer ++

Chief Allied Health Officer**

Close and co-operativerelationship in respect to the

operation ofAcute Services

Shared Responsibility

• Cancer Services • BRICC

• Internal Medicine Service

• Medical Administration

• Senior and Junior Medical Staff

• Medical education

• Research and Ethics

• Medico-Legal

• Mortuary

• Pharmacy

• Pathology

• Infection Control

• Dialysis

ED OperationalPerformance

andImprovement

• Perioperative Services including:

- Operating Theatres

- Anaesthetics

- Day Procedure Unit

- Endoscopy

- Cardiovascular Service

- CSSD

• Elective Surgery Management

• Outpatient Services

• Activity Performance and Planning

• Patient Flow Co-ordinators

• Redesign/Facility Operational Planning

ED Acute Nursing andMidwifery##

• Emergency Department

• Intensive Care Unit

• Women’s and Children’s

• Acute Wards

• Acute Nursing Services

• Nursing administration

• Nursing education

• Same Day Unit including Transit

• Hospital in the Home

• Centralised Allocations Unit

WendyHubbard

ED Sub Acute and Community

**

• Sub-Acute Services

• Allied Health

• Allied Health education

• Community Programs

• Dental

• State-wide Equipment Programs

• CASA

TamaraIrish

ED Mental Health

Services

• Infant & Child

• Youth

• Child & Youth Redesign Project

• Adult Mental Health Services

• Community Teams Ballarat SE, SW, NE, NW, Ararat, Wimmera Southern Mallee

• Acute Inpatient Services

• Secure Extended Care

• Community Care Unit

• Perinatal Mental Health

• Aged Persons Mental Health Services

• Community Team

• Acute Inpatient Unit

• Aged High Level Needs Nursing Home

• Education Team

Andrew Kinnersly

ED Finance,Information and

BusinessDevelopment

• Finance

• HIS

• IT

• Imaging and Breastscreen

• Consulting and Diagnostic Suite

• Data management and reporting

• Information Technology Alliance

• Payroll

• Salary Packaging

• FBT compliance

RussellHardy

ED Corporate Services

• Asset & Facility Management

• Engineering

• Supply

• Contracts and Tender Management

• Food Services

• Environmental

• Safety Link

• Eureka Linen

• Switchboard

• Print Shop

• Car parking

TrevorOlsson

ED Human Resources

• Human Resources

• Chaplains

• Corporate Education & Development

• OH&S

• Industrial Employee Relations

• Equal Opportunity

• Volunteers

• Emergency Planning and Preparedness

• Library

• Security

RowenaClift

LeanneShea

SueGervasoni

ED Residential and Clinical Governance

Services

• Residential Administration

• Nursing Education

• Nursing Research

• Ballarat East Complex Eureka Village Geoffrey Cutter Centre

• QE Centre Talbot Place Bill Crawford Lodge

• Queen Elizabeth Village QE Village Hostel PS Hobson Nursing Hailey House

• Sebastopol Complex Jack Lonsdale Lodge James Thomas Court

• Centralised Allocations Unit

• Governance and Risk Management Unit

Director Foundation and Fundraising

Media and Communications


Board of Management as at 30 June, 2014

Andrew Faull BEc, LLB (Hons)Lawyer

Board member since 2011

Term of appointment: 01.07.11 - 30.06.14

Board meetings attended: 12

Board committees: Board Executive and Human Resources, Credentials Appeals Tribunal, Medical Credentials and Appointments Committee, St John of God Joint Liaison

Noel CoxallAdvisor


Term of appointment: 01.07.11 to 30.06.14


Board committees: Audit, Finance, Primary Care and Population Health Advisory, St John of God Joint Liaison, Project Control Group

Mark Patterson MBA, Cert Public Relations, Dip. ManagementChief Executive Officer, North Ballarat Football Club




Board committees: Board Executive and Human Resources, Finance, Quality Care

Dr. Mark Harris MBBS Dip.RACOGMedical Practitioner




Board committees: Community Advisory, Finance, Human Research Ethics, Quality Care

Virginia Fenelon M.EdEducation and Training Consultant




Board committees: Board Executive and Human Resources, Human Research Ethics, Project Control Group

Victoria Kennedy BPhysioPhysiotherapist


Term of appointment: 30.07.13 – 30.06.16


Board committees: Community Advisory, Quality Care

Jock Selkirk BBus CA GAICDChief Financial Officer, Selkirk Group of Companies




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

Rowena Coutts LLB BJurisRetired Senior Deputy Vice-Chancellor, Federation University


Term of appointment: 03.12.13 - 30.06.16


Board committees: Finance, Medical Credentials and Appointments Committee

Craig Coltman MACID




Board committees: Audit, Finance, Primary Care and Population Health Advisory, Quality Care

CHAIR VICE-PRESIDENT VICE-PRESIDENT CHAIR OF FINANCE COMMITTEE


Executive Team CHIEF EXECUTIVE OFFICER

Andrew Rowe BHA, MHA, AFCHSE, CHEAppointed June 2003

The Chief Executive Officer is responsible to the Board of Management for the efficient and effective operational management of Ballarat Health Services. Major responsibilities include the development and implementation of service and strategic planning, the promotion of quality care, optimising financial performance and implementation of human resource strategies. The Chief Executive Officer chairs the Executive Staff Council which comprises the senior executive staff of Ballarat Health Services. He provides leadership through collaborative management with staff and consultation with the community.

EXECUTIVE DIRECTOR - MEDICAL SERVICES

Philip Reasbeck MA MBBChir MD MRCP FRCS FRACS FRACMA MBA Grad Dip LawAppointed November 2010

The Executive Director of Medical Services has overall responsibility for medical services including direct service provision in the Division of Internal Medicine, management of all senior and junior medical staff, ongoing medical education in all specialities and other professional issues. He chairs the BRICC Governance Committee which coordinates and supervises activities in the Ballarat Regional Integrated Cancer Centre, and leads cancer services throughout the organisation. He is also responsible for research and ethics, medicolegal issues, pathology, infection control and the pharmacy. Philip ensures all medical staff have appropriate credentials and actively encourages the placement of medical students at Ballarat Health Services. In conjunction with all the clinical executives, he has an active role developing clinical governance frameworks, embracing clinical risk management and continuous quality improvement.

EXECUTIVE DIRECTOR – ACUTE NURSING AND MIDWIFERYLeanne SheaRN, AdvDipBusMgt, DipProjMan Appointed April 2011

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

EXECUTIVE DIRECTOR – RESIDENTIAL AND CLINICAL GOVERNANCE SERVICESSue GervasoniRN, RPN, BN, CertCritCare, MBAAppointed December 2010

The Executive Director has direct operational responsibility for Residential Aged Care Services. This role supports the organisation to achieve its strategic goals through the provision of leadership and support for safe and high quality residential aged care services. Key accountabilities include the monitoring of the clinical care and outcomes for residents, management of resources, business performance and compliance with legislation and Aged Care Standards. Sue also has the portfolio and organisational responsibility for clinical governance and risk management. She chairs the Patient Safety and Quality Committee, has executive responsibility for the Consumer Advisory Committee and supports the Governance and Risk Management Unit in all aspects of their service.

EXECUTIVE DIRECTOR - SUB-ACUTE AND COMMUNITY Wendy Hubbard BAppSC(PT), MAppSc(HM), MBAAppointed March 2000

The Executive Director has responsibility for nine allied health disciplines, carries executive responsibility for the sub-acute inpatient and ambulatory services including rehabilitation, aged care evaluation and palliative care, and has responsibility for community-based programs. Wendy also has responsibility for the State-Wide Equipment Program (SWEP), the Centre Against Sexual Assault and dental services.


EXECUTIVE DIRECTOR - MENTAL HEALTH SERVICES

Tamara Irish RN, RM, RPNAppointed June 2010

The Executive Director is responsible for the full range of Mental Health Services provided by Ballarat Health Services within the Grampians region. These services include Infant and Child, Perinatal, Youth, Adult, and Aged persons Mental Health Services both within the community and as inpatient services. Tamara has professional responsibility for all Mental Health Services’ staff. She has a particular interest in the routine delivery of evidence-based “best practice’’ treatments to clients and their carers, in the context of a family inclusive, recovery orientated, model of integrated mental health care.

EXECUTIVE DIRECTOR - FINANCE, INFORMATION AND BUSINESS DEVELOPMENT

Andrew Kinnersly BBus, MBA, ACHSE, AHSFMA, CPA Appointed September 2010

The Executive Director has responsibility for the financial management of Ballarat Health Services including accurate and timely budget reports for the Board of Management and staff. Andrew also has operational responsibility for finance, information technology, radiology services, payroll, insurance and taxation systems.

EXECUTIVE DIRECTOR - HUMAN RESOURCES

Trevor Olsson BBus, AIMM, CAHRI, AFACHSMAppointed October 1999

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

EXECUTIVE DIRECTOR - CORPORATE SERVICES

Russell Hardy GradCertMgt, CertIV (Food Tech), PTC, MIHHCAppointed November 2012

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

EXECUTIVE DIRECTOR – OPERATIONAL PERFORMANCE AND IMPROVEMENT

Rowena Clift RN, DipAppSci(Nsg), BANsg(Mid), GradCertHlthAdmin, AFCHSE Appointed May 2009

The Executive Director is responsible for leading the organisation on patient access, performance, improvement and service redesign. The role works across the divisions and portfolios in acute and sub-acute services to develop and implement an organisation-wide improvement program to ensure BHS responds to current and future needs of the community. The role oversees Specialist Clinics, Perioperative Services (including operating theatres, anaesthetics, endoscopy, day procedures and preadmission and cardiovascular suite), Access Team, Redesign and Improvement.


Number of employees occupying full, part time and casual positions at 30/6/2014 is 3994.

CHIEF EXECUTIVE OFFICERAndrew Rowe BHA MHA AFCHSE CHE

Foundation and Fundraising DirectorGeoff Millar BA BEd GradDipEdAdmin DipTeach GradCertMgt EMFIA

Media and Communications ManagerDaniel Anderson BSocSci GradDipJourn

GP Clinic Review Project ManagerKatrina Hishon AdvDipBusMgt RN/DIV1 AdvCertPaed CertNurseImm CertBusAdmin

MEDICAL SERVICES Executive DirectorPhilip Reasbeck MA MBBChir MBA MD MRCP FRCS FRACS FRACMA GradDipLaw

Deputy DirectorLinda Danvers MBBS FRACGP DipRACOG MPH AFRACMA AdDipMgt

Ballarat Regional Integrated Cancer Centre Director Steve Medwell MBA BAppSc GradDipEd

Junior Medical Workforce Unit ManagerJustin Irvine

Manager Infection Prevention and Control UnitSue Flockhart RN BN MNsg GradDipMgt&InfectCntrl DipPrjctMgt CertIVAAT RGNC

Manager Senior Medical Governance, Workforce and Research OfficeSusan Shea BAppSc(Pod) PhD FAAQHC

Medical Education OfficerMark Dixon BAppSci(Hons)

INTERNAL MEDICINE SERVICE

Clinical Director Internal MedicineRobert MacFadyen BSc MB ChB MD PhD FRCP

PhysiciansGeneral (Sub-Specialty)James Hurley MBBS BMedSci PhD FRACP Anthony Kemp MBBS FRACP Brett Knight MBBS FRACP John Richmond MBBS FRACP Raquel Cowan MBBS FRACPDavid Song BHB MBChB FRCPA FRACP

CardiologistsChristopher Hengel MBBS FRACP John van den Broek MBBS FRACPRomulo Ernesto Oqueli Flores MD FRACPRodney Reddy MBChB FRACPJohn Zhu PhD FRACP

GastroenterologistsMaree Pekin MBBS FRACPMohammed Al-Ansari MBChB FRACPTimothy Elliott MBBS PhD FFRACP

NeurologyThomas Kraemer MBBS FRACP Mandy Lau MBBS FRACP

OncologistsKate Hamilton MBBS FRACPGeoffrey Chong MBBS FRACPLee Na Teo MBChB FRCPYen Tran MBBS FRACPBhaumik Shah MBBS MD FRACPStephen Brown MBBS FRACPCraig Carden MBBS FRACP

NephrologyJohn Richmond MBBS FRACPSusheel Sharma MBBS FRACP

Dialysis UnitCatherine Thomas RN BN CertHlthSrbMgt

Clinical Research ManagerCarmel Goss RN

DOREVITCH PATHOLOGY

Laboratory ManagerMichael Phyland BAppSc

PathologistsSwapna Sengupta MD FRCPA Jespal Gill MBChB DipOG FRCPA

Mortuary Manager and Coordinator Forensic Services Charles Harpur

Pharmacy DirectorAaron Fitzpatrick BPharm GradCertMgt MSHP

Deputy Director Jaclyn Baker BPharm MPublicHealth GradCertMgt MSHP MPS

CORPORATE SERVICES Executive DirectorRussell Hardy GradCertMgt CertIV(FoodTech) PTC MIHHC Facilities ManagerBob Pickard BEng(Mech)Hons BHS Catering ManagerCarlo Napoli GradDipHRM&IR CertIVWTA RAB QSA AMS CertIVHosp

Safety Link General ManagerMark Czulij BCom(Mgt/Mkt) Eureka Linen ManagerMonica McMahon Environmental Services ManagerDon Colbert GradCertMgt Supply Services ManagerRon Hiller MAHSPO MCIPSA

MENTAL HEALTH SERVICES Executive Director Tamara Irish RN RM RPN

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

Consultant PsychiatristsRajul Tandon MBBS MD(Psych) FRANZCPRam Singh MBBS MD(Psych) MSc (IPAS) CCSTVinit Mathur MBBS FRANZCP DPM MD(Psych)Ramesh Chandra MBBS MD(Psych)David Barton (Prof) MBBS(UNSW) FRANZCP MRACMARichard Kefford MBBS FRANZCP CertAccTrng C&APsych (RANZCP)Priya Allencherry MBBS MD(Psych) FRANZCPPriyanga Kodithuwakku MBBS MD(Psych)Ravindra Srinivasaraju MBBS MD(Psych) FRANZCP

SERVICE MANAGERS

Child and Youth Mental Health Services Redesign Project ManagerMichelle Harper B.Sc (Psychology & Psychophysiology)

Clinical Manager North Ballarat Adult Mental Health Services Carly Johnson BSoc

Clinical Manager (Acting) South Ballarat Adult Mental Health ServicesJessica Van Den Clark BPsych GradDip (Psychology)

Clinical Manager (Acting) Wimmera and Southern Mallee Mental Health ServicesMichael Fryar RPN BAppSc(NsgAdmin) GradDip(PsychNsg)

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

Clinical Manager Youth Mental Health ServicesJulie Rowse BOT(Hons) PhD

Clinical Manager Infant & Child Mental Health ServicesLisa Sambrooks RN RM

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

JUNECurrent Month FTE

JUNEYTD FTE

Labour Category 2013 2014 2013 2014Nursing 1149.20 1192.90 1142.62 1175.17

Administration and Clerical 453.08 480.63 452.48 470.15

Medical Support 237.62 237.77 234.91 238.15

Hotel and Allied Services 354.58 343.09 346.61 344.36

Medical Officers 33.49 42.87 30.32 37.79

Hospital Medical Officers 121.61 126.60 115.49 124.55

Sessional Clinicians 34.13 36.19 33.17 35.31

Ancillary Staff (Allied Health) 233.15 249.90 230.15 237.32

Total 2616.86 2709.95 2585.75 2662.80

Our People


Clinical Manager Secure Extended Care UnitColleen Fryar RN RPN

Clinical Manager Aged Persons Inpatient Mental Health Services Jane Lockhart RPN BN RN GradCertGeron

Clinical Manager Community Care UnitBrendan Thomas RPN GradDipCBT

Clinical Manager Adult Acute Inpatient UnitMarice O’Brien RN RPN

Education Training and Professional Development ManagerJulia Hailes MEd PhD

Quality and Safety ManagerWendy Borowiak MBA

HUMAN RESOURCES Executive DirectorTrevor Olsson BBus AIMM CAHRI AFACHSM

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

Workforce and Recruitment Services ManagerAngela Turley BBus(HR/Marktng) CertIVTAA DipProjMgt MAHRI

Occupational Health and Safety ManagerAlisha Bedggood PostGradDipOHM CertIVHlth(Nsg)

Learning and Development ManagerMegan Ali BMgt(HR/Marktng) CertIVTAA MAHRI

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

Senior Human Resources ConsultantMegan Ralston BMgt(HR)

Senior Human Resources ConsultantJoanne Innes AdDipBus(Mgt&HR) CertIVTAA MAHRI

Senior Human Resources ConsultantLeah Shillito BA GradDipBusHRM

Human Resources OfficerSophie Connor BComm

Emergency Management ManagerDon Garlick AdvDipPubSafety (EM) AdvDipBusMgt GradDipCritCare CritCareRN CertIVTAA CertIVFireTech CertIV Frontline Mgt CertIV ProjMgt

Pastoral Care CoordinatorJohanna Niedra TPTC GradCertGrie&Loss

Volunteer Services ManagerSue Jakob DipTeach(Prim) GradDipEd(Lit) CertIVTAA

Geriatric MedicineMark Yates MBBS FRACPJudith Adams MBBS DGM FRACPPhilip Street MBBS FRACPRosemarie Shea MBBS FRACPRichard Whiting MBBS FRACPTamsin Santos FRACP MBBS BSC(Biomed) Jennifer Schwarz MBBS GradDipEd GradDipPallMed FRACP

Rehabilitation MedicineRichard Bignell MBBS FAFRMThomas Kraemer MBBS FRACPSusan Hodson MBBS Dip RANZCO&G FRACGPMichael McDonough MBBS DipClinTox MAddSc FAChAM

Palliative Care MedicineDavid Brumley MBBS FRACGP MSC FAChPMGreg Mewett MBBS DRCOG FRACGP PostgradDipPallMed FAChP

Centre Against Sexual Assault ManagerShireen Gunn Dip T, BSW, AAMC, AccMAASW

Dental Services ManagerManager Jacqui Nolan

DentistsDr Iven Affleck BDSDr Pallavi Mishra BDS ADC MDSCDr Nidhi Tandon BDS ADCDr Kevin Tan BDSDr Rachel Sim BDSHonsDr Kelsey Barker B.H.Sc(Dent) /M.DentDr Tiffany Chuo B.H.Sc(Dent) /M.DentDr Preeti Grover BDS Dr Sandra Duong BDSHons

ALLIED HEALTH

Dietetics Clinical ManagerMeredith Atkinson BAppSc(Nutn) GradDipDiet MPH MDAA

Exercise Therapy Clinical ManagerKerry Walsh BEd(PE)

Occupational Therapy Clinical ManagerMichele Pearson BAppSc(OT) GradDip(HSM)

Clinical ManagerGeorgie Kemp BAppSc(Physio) MPhysio GradCert(HSM)

Podiatry Operational ManagerMichelle Oliver BAppSc(P&O) DipBusMgt

Prosthetics/Orthotics Clinical ManagerMichelle Oliver BAppSc(P&O) DipBusMgt

Psychology Clinical ManagerKylie McKenzie BA(Hons) MPsych(Clinical)

Clinical ManagerCatherine Ludbrook BA BSW

Speech Pathology Clinical ManagerAcushla Thompson BAppSc(SP) GradCert(Mgt) MSPAA CPSP

Security ManagerRobert Dekleva GradDipSocSci(SecMgt) CertIII(Sec)

Library ManagerGemma Siemensma BA(LIS) CertIVTAA MAppSc(LIM) MBA AALIA

FINANCE INFORMATION AND BUSINESS DEVELOPMENTExecutive DirectorAndrew Kinnersly BBus MBA ACHSE AHSFMA CPA

Deputy DirectorMick Smith BCom AHSFMA FCPA

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

Director Information Kate Nolan MBA BHlthInfoMgt (On Leave)Janine Carter (Acting) BAppSci(HlthInfoMgt) GradDipAdmin DipProjMgt HIMAA

Billing Services ManagerJenny Palmer DipBusMgt

Financial Accounting ManagerChristena Renouf BAcc AHSFMA CPA

Management Accounting ManagerJenny Paulson GradDipBus AHSFMA MBA

Remuneration Services DirectorPaul Keane AdvDipMgt

SUB ACUTE AND COMMUNITY Executive Director Wendy Hubbard BAppSc(PT) MAppSc(HM) MBA

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

NURSE UNIT MANAGERS

Inpatient Complex Care (Jim Gay Unit-GEM)Karen Moran RNDiv1 GradCertGeron CertIVTAA

Gandarra Palliative Care UnitMaree Kewish RNDiv1 BAppSc(Nsg) MPrimHlthCare(PallCare)

Inpatient RehabilitationMary Cranage DipAppSc(Nsg) BAppScNsg GrdCertMgt GrdCertGeron

SUB-ACUTE MEDICINE

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

Allied Health Quality and Safety CoordinatorCathy Caruso BAppSci(OT) GradDipHlthSci(HEd)

COMMUNITY

Community Programs DirectorMichelle Veal RN BA(Nsg) GradCert(BusAdmin) DipPrjMgt GradCert(HlthSysMgt)

Aged Care Assessment Services ManagerGary Humphrey BA(HonsSW) AdvDipBusMgt ACRACS (AdvCertResi&CommServ)

Carer’s Programs ManageCheryl Hines DipWelf AdvDipBusMgt

Hospital Admission Risk Program ManagerMelinda Farnsworth BNPostReg

Linkages ManagerNick Grakini BHlthSci(OT) DipMgt DipHrm

Planned Activity Groups ManagerJan Stewart BAppSci(PE) GradDip(HlthSci) AdvDip(Mgt)

Transition Care Program and GEM in the Home ManagerRoslyn McIntyre RN BNPostReg DipPrjMgt

Grampians Regional Continence Service ManagerShirley Whitaker RN BN CertContProm GradCertHealth

Grampians Regional Palliative Care Team ManagerJade Odgers RN GradDip(PallCare) GradDip(Psych) GradDipMgt CertIVWrkPlAAT DipPrjMgt GradDipFrontMan MNsg

Post Acute Care and Central Intake ManagerHelen Jarvis RN RM BN GradCertMgt MRCNA

Sub Acute Ambulatory Care and Domiciliary Services ManagerMargaret Dawson BAppSc(Pod) GradDip(Pod) MBA DPH


RESIDENTIAL & CLINICAL GOVERNANCE SERVICES Executive Director Sue Gervasoni RN, RPN, BN, CertCritCare, MBA

CLINICAL GOVERNANCE SERVICES

Director, Governance & Risk Management UnitKeren Day RN,BN,GradDip AdvNsgWmnHlth, MNursg, DipProjMan

Risk Manager Trudy Shortal RN, BNGrad Cert CCN, MMgt

RESIDENTIAL SERVICES

-- BALLARAT EAST

Director of Nursing Jacqui King RN, BN, AdvDipBusMgt

FACILITY MANAGERS

Geoffrey Cutter Centre Nursing HomeLynda Fraser RN BHlthSci

Eureka Village HostelSherrin Jose RN

-- BALLARAT NORTH AND WENDOUREE

Director of Nursing Pat Erwin RN, RGNC, BN, GradCertMgt

FACILITY MANAGERS

PS Hobson Nursing HomeHeather George, RN, BN, BBGNC, GradDipMid, CertIVAss&Tng

WB Messer HostelElizabeth Sayers RN RGNC AdvDipMgt

Hailey House HostelLinda Newby RN, GradDipMidwifery, GradDipRehabNsg, CertIVOH&S, CertIVAss&Tng

-- BALLARAT CENTRAL AND SEBASTOPOL

Director of Nursing Mick Kirby RN, BAppScNsg, Grad. DipBusMgt, CCRN, DipProjMan

FACILITY MANAGERS

Talbot Place Nursing HomeEileen Booth RN RPNPsych FamTh CertDevPsych

Bill Crawford Lodge Nursing HomeBeverley Adams RN BN RM CertGeron AdvDipBus

Jack Lonsdale Lodge Nursing HomeJenny Relouw RN PostGradGer

James Thomas Court HostelAnnette Vaarzon Morel RN, BA(SocSci) BSW GradCertAcuteCare, GradCert ClinMgt GradDipMid

Clinical Director and Head of PaediatricsDavid Tickell MBBS FRACP

PaediatriciansLouise du Plessis MBChB FRACPMark Nethercote MBBS FRACPFiona Noble MBBS FRACPPhilippa Bolton MBChB (Otago) FRACPShabna Rajapaksa MA MB BChir MRCPCH MScAusten Ersasmus MBBCh DCH FCP FRACP

Endocrinologist (Paediatric) Christine Rodda MBBS FRACP

Neurologist (Paediatric)Michael Hayman MBBS FRACP

Paediatric Rehabilitation SpecialistAdam Scheinberg MBBS MMed FRACP FAFRM

Nursing Director – Business & Service DevelopmentKym Peter RN RM BBus(Eco) GradCertHEcon MHthSc MEd(E&T) CCRN PICNC CertHlthMgt CertIVAAT Cert IVPW&E GradCertAdvNsg ACN

Nursing Director – Clinical Education and Practice DevelopmentDenielle Beardmore RN AAM MEd GradDiPEd&T GradDipAdClinNsgOnc/PallCare BN BHlthSci DipPrjtMgt CertIVTAA

ACUTE INPATIENT SERVICES

Nursing Director Angie Spencer RN GradDipBus(e-Bus&Mkg)

NURSE UNIT MANAGERS

2 North: Danelle Klein RN BN GradCertOrthoNsg

3 North Annette McFarlane RN GradDipBusMgt GradDipHM

3 South: Nicole Snibson RN GCertDiabEd

4 South/Day Oncology:Stephen Hearn RN BN DipBisMgt

4 North: Vicki Thomas RN BN CertHlthSrvMgt

Emergency DepartmentPhil Catterson RN BN CCRN MBA CertIVTAA

Critical Care UnitAndrew Thomas RN BN CertCritCare CertIVAAT

Medical Day UnitSylvia Mitting RNRM DipFrontlineMgt

Hospital in the Home Lisa Brooks RN RM BN GradDipAdvNsg MNS AdvDipHR AdvDipMgt MNS

RadiologyMargaret Grundell RN RM CertEmrgCare

ACUTE NURSING AND MIDWIFERY Executive Director Leanne Shea RN AdvDipBusMgt DipProjMan

CRITICAL CARE SERVICES

Director of Intensive CareTony Sutherland MBBS FANZCA FFICANZCA

Deputy Director of Intensive CareRob Gazzard MBBS FANZCA FFICANZCA Anaesthetists/IntensivistsBruce Christie MBBS FANZCADoug Paxton MBB FANZCA Greg Henderson MBBS FANZCARobert Ray MBBS FANZCA Craig Mitchell MBBS FANZCA Angus Richardson MBBS FANZCA

EMERGENCY MEDICINE

Acting Director of Emergency Medicine Andrew Crellin MBBS FACEM

Deputy Directors of Emergency MedicineHeather Crook MBBS FACEMPauline Chapman MBBS FACEM

Emergency PhysiciansNigel Beck MBBS FACEMMark Hartnell MBBS FACEMAmanda Lishman MBBS FACEMSpiro Tsipouras MBBS FACEMAmanda Wilkin MBBS FACEMAlastair Meyer MBBS FACEM FCEM FRCP FRACGPTreena Quarin MBBS FACEMKirsty Dunn MBBS FACEMLinda Chow MBBS FACEMSteve Costa MBBSPaul Duggan MBBS FACEMJaycen Cruickshank MBBS FACEM MCR

Senior Medical Officers (Emergency Medicine)Ahmed Alwan MBBSWaad Elias MBBS

WOMEN AND CHILDREN’S HEALTH SERVICES

Clinical Director and Head of Obstetrics & GynaecologyPaul Davey MBBS FRACOG

Staff Obstetricians & GynaecologistsZainab Sabri MBchBFRANZCOGIruka Kumarage MBBS MRCOG

Gynaecological OncologistProf Tom Jobling MBBS FRCOG FRANZCOG CGO MD

UrogynaecologistJeanette Lim MBBS FRANZCOG

Obstetricians and GynaecologistsRussell Dalton MBBS FRANZCOGAssoc Prof Deepika Monga MBBS FRANZCOG MD(O&G)DNBEPatrick Moloney MBBS FRANZCOGMichael Bardsley MBBS FRANZCOGKatrina Guerin MBBS(Hons) FRANZCOG

WOMEN’S & CHILDREN’S SERVICES

Nursing Director Joanne Gilbert RN RM IBCLC BN GradDipCommHlth GradDipMid CertIVProjMgt

NURSE UNIT MANAGERS

Maternity Clinical ServicesCarolyn Robertson RN RM DipApp.Sc(Nsg) BANsg PostGrad.DipMid

Maternity Outpatient Services Marlene Martin RN, RM Dip ParaMed AdvDipMgtt/HR Special Care NurseryNicole Stevens RN BN PostGradDipNsg(Geron) CertWndMan PostGradDipNsg(Midwi) CertNeontlIntCare

Paediatric & Adolescent UnitClinton Griffiths BN PostBasPaedNsg DipBusFrontMan

CLINICAL NURSE CONSULTANTS

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

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

CognitionMichelle Morvell RN RPN BN CertIVAAT

Donation Nurse SpecialistJoanna Forteath RN BN PostGradDip AdvClnclNsg-EmrgStrm

Diabetes EducationBarbara White RM CDE CertMid CertCritCare BchHlthSci(Nsg) GradDipAdultEd&Trng CertIVWAT GradCertDiabEdJudy Hatcher RN, CDE, Grad Cert Diabetes Edu, Cert IV WAT Joanne Eggleston RN Grad Cert Diabetes Ed Sandra Anstis RN DE

McGrath Breast Care NurseFiona Reeves RNSue Bartlett RN GradCertCanc&PallCare CertIVWrkplceTAS CertICU/HDU.

Prostate Cancer Specialist NurseGay Corbett RN BNsg GradDipEdn DipPrjtMgt CertIVTAA

OPERATIONAL PERFORMANCE AND IMPROVEMENTExecutive DirectorRowena Clift (Leave of Absence) RN DipAppSci(Nsg) BANsg(Mid)GradCertHlthAdmin AFCHSE

Matthew Hadfield (Acting) BSc MBCHB (Hons) FRCS(Eng)(Gen Surg) ProfCertHlthSysMan

Redesign & Improvement ManagerLaura Martin RN BA (Nsg) GradDip (Critical Care) GradCert (Mgt)


Capital Works Service Development Officer Sally Kruger DipAppSci(Nsg) BaNsg GradCertCritlCare Cert IV Project Management

Nursing Director Perioperative Services & Patient Flow Margaret O’Neill RN BN (Post Reg) Critical Care Cert Grad Dip Health Management

Redesign & Improvement Services Development OfficerLee-Anne Sargeant BA.DipAud

Nurse Unit Manager Specialist ClinicsNarelle Basham RN RM BN GCertNurs(Periop) PDipMid DipPM CTAA

Nursing Director Surgical AccessJoy Taylor RN CertPeriopNsg GradDipMgt MRCNA

Nurse Unit Manager, Preadmission & Day Procedure UnitLorraine Hoiles RN BN(PostReg)

Nurse Unit Manager EndoscopySandra Holt RN

Nurse Unit Manager Cardio Vascular SuiteTania Harrison RN BN CertCritCare

Nurse Unit Manager CSSDDenise Jackson RN, BN(PostReg), GradCertInfctnCntrl, MRCNA

Nurse Unit Manager, Operating SuiteBernie Luka RN GradDipPeriop, GradDipHealthAdmin, GradCertEducation, ProfCertHealthSystemsMan

Director Perioperative ServicesMatthew Hadfield BSc MBCHB (Hons) FRCS(Eng)(Gen Surg) ProfCertHealthSystemsMan (Melb)

GeneralRuth Bollard MBChB FRCS (Gen) FRACS MDPeter Denton MBBS FRACASDavid Deutscher BSc MBBS FRACSStuart Eaton MBBS FRACS Tom Fisher MBBS FRACS Andrew Lowe MBBS FRACSBruce Stewart MBBS FRACSDaniel Wong MBBS FRACSMichael Ng MBBS FRACSAhmed Hameed MBchB FRACS MRCS (Glasgow)Douraid Abbas MB ChB FRACS

General and Vascular SurgeonsMichael Condous MBBS FRACS (Vasc)Matthew Hadfield BSc MBCHB (Hons) FRCS(Eng)(Gen Surg) ProfCertHealthSystemsMan (Melb)

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

Orthopaedic SurgeonsDavid Mitchell MBBS FRACS (Orth) FAOA MAICDShaun English MBBS FRACS (Orth)John Nelson MBBS FRACS (Orth) FAOAJohn Dillon MB MD (Thesis) FRCS (Orth) FRACS (Orth)Scott Mason MBBS FRACS (Orth)Matthias Russ als Arzt FRACS Luke Spencer MBBS FRACS (Orth)

Ear Nose & Throat SurgeonsPaul Donoghue MBBS FRCSMark Guirguis MBBS FRACSNiall McConchie MBBS FRACSBridget Clancy MBBS FRACSKarin Annertz MBBS FSSOR (Sweden)

OphthalmologistsMichael Toohey MBBS FRANZCOTrent Roydhouse MBBS(Hons) MRCOphth (FRANZCODavid Francis MBBS FRANZCO

Maxillofacial SurgeonGraeme Fowler MDSc FDSRCPS

Plastic SurgeonEdmund Ek MBBS(Hons) DipSurgAnat FRACS (Plastic)


PRIORITY: Developing a system that is responsive to people’s needs.

Action Deliverable Outcome

• Implement formal advance care planning structures and processes that provide patients with opportunities to develop review and have their expressed preferences for future treatment and care enacted.

• By 30 June 2014 a framework for End of Life Care, inclusive of Advanced Care Planning will be developed and implemented across BHS

• End of Life Care Framework developed. Patients will have the opportunity to express their preferences for future treatment and care

• Implementation of Advanced Care Planning for acute/sub-acute sites.

• > 85% residents have ACP in place

• Progress to 100% of patients at mortality review had Goals of Care Plan

• In partnership with other local providers apply existing service capability frameworks to maximise the use of available resources across the catchment.

• By 30 June 2014 service models will be developed with other regional providers to meet the current and future needs of maternity, newborn and paediatric services. The service models will consider both the local and regional referral roles of BHS.

• As lead agency in the Joint Grampians Region Maternal and Newborn Services Group, BHS and partners have identified the major priorities within the Grampians Region Maternity Plan 2014-2016 adopted in June 2014

• Planning of the redevelopment of paediatrics infrastructure and consideration of new models of care is continuing.

• Develop opportunities for greater private sector collaboration, coordination and integration

• Continue to collaborate with private dental providers to assist BHS to meet the demand for public dental services and achieve a reduction in the dental waiting list time.

• A network of 40 dentists who work privately and 15 prosthodontists are participating in the NPA funding scheme.

• 2000 people were seen for dental care

• 750 sets of dentures were provided

• 2658 general dentistry appts were undertaken

• 245 Emergency appts made available

• BHS continues to liaise with private dental providers and stakeholders to define the teaching model to be implemented in 2015

Part A: Strategic Priorities for 2013 –14


PRIORITY: Improving every Victorian’s health status and experiences


• Improve thirty-day unplanned readmission rates.

• By 30 June 2014, strategies to improve the unplanned admission rates will be implemented following a review of current practice.

• BHS is a pilot hospital to incorporate “Dr Foster” dataset analysis

• Reduction in readmission rates and infection rates post tonsillectomy have been achieved following pre discharge patient advice

• Introduction of a 24 hour admission ward for maternity patients

• Identify service users who are marginalised or vulnerable to poor health, and develop interventions that improve their outcomes relative to other groups. For example Aboriginal People, people affected by mental illness, people at risk of elder abuse, refugees and asylum seekers.

• By 30 June 2014, the Partnership Agreement between Ballarat Health Services and Ballarat and District Aboriginal Cooperative will be reviewed to incorporate new indicators reflecting the Koolin Balit and Kareeta Yirramboi plans.

• New partnership Agreement incorporating new indicators has been agreed between BHS and Ballarat and District Aboriginal Cooperative

• The Aboriginal Taskforce continues to meet regularly and is achieving specific initiatives

• The establishment of a formal mentoring program has commenced at BHS

• Collaborate with key partners such as Medicare Locals, community health services and other providers to support local implementation of the Victorian Health and Wellbeing Plan 2011- 2015.

• BHS will work in collaboration with the Grampians Medicare Local to enable active contribution of the planning process to improve the coordination of care, particularly for patients with chronic and complex conditions.

• In partnership with Grampians Medicare Local BHS has created a ‘Find a GP’ Help Desk in the ED waiting room.

• The aim of the Help Desk is to provide consumers with information about alternative medical care services for non-emergency presentations and assists them to locate practices that are taking new patients.

• Patients without their own GP will be able to locate practices taking new patients – this is particularly relevant for those with chronic and complex health needs where continuity of care can improve their health outcomes and number of presentations to the ED

• This will be a key strategy to redirect GP type presentations from the Emergency Dept.

PRIORITY: Expanding service, workforce and system capacity


• Support excellence in clinical training through productive engagement in clinical training networks and developing health education partnerships across the continuum of learning.

• By 30 June 2014, BHS will have reviewed and implemented the Best Practice Clinical Learning Environment framework, in line with the requirements of training partners and funding bodies, for all teaching and training opportunities across BHS directorates and departments. As a result health education partnerships will be implemented across the continuum of learning.

• Best practice Clinical Learning Environment Framework was rolled out in March 2014

• A self assessment on the Framework will be conducted in February 2015


PRIORITY: Increasing the system’s financial sustainability and productivity


• Reduce variation in health service administrative overheads.

• A review of the BHS cost containment report to be undertaken and initiatives implemented to achieve savings in administrative costs.

• Completed. SOP Financial target achieved

• Identify opportunities for efficiency and better value service delivery.

• By 30 June 2014, business units will have reviewed practices and developed business plans that increase revenue and reduce costs where possible.

• All business units have reviewed processes and have implemented efficiencies where possible

• Significant capital investments have been completed including at Eureka Linen and BHS Radiology

PRIORITY: Implementing continuous improvements and innovation


• Support change and innovation in practice where it is proven to deliver more effective and efficient health care.

• By 30 June 2014 the organisational structure of BHS will be reviewed and closely aligned with a focus on sustainability and productivity, to best meet the demands of our community in an efficient and cost effective manner.

• BHS Organisational structure reviewed

• Chemotherapy Day Unit – resulting in reduced wait time from 20 minutes to 5 minutes average and improved chair utilisation from 40% to 72%.

• Productive Leaders Series – Conducting productive meetings, sending productive emails as well as leadership training in Problem Solving, Communicating & Influencing and Thinking Strategies.

• Productive Ward Series – Knowing How We’re Doing, using meaningful measures to lead improvement. Well Organised Wards and Patient Status at a Glance Boards have led to improved patient satisfaction and reduction of interruptions during direct patient care time in acute inpatient wards.

• Dr Foster Quality Investigator – Advising on how to use Dr Foster Quality Investigator to provide clinicians with meaningful data to drive continuous improvement.


PRIORITY: Increasing accountability & transparency


• Prepare for commencement of proposed new mental health legislation in 2014

• Develop and implement a strategy to prepare and educate all Mental Health clinical staff and relevant external stakeholders (including emergency services) for commencement of new mental health legislation.

Ensure the development of appropriate, efficient and timely reports to the Mental Health Tribunal hearings, in respect of the monitoring of management of patients subject to compulsory psychiatric treatment

• Education and engagement with clinical staff including Emergency Department, Emergency Services and support agencies to ensure compliance with the legislation related to the delivery of care & treatment to patients.

• Engagement with consumers & carers throughout the region to provide education on the Mental Health Act reform to improve knowledge, provide support & ensure awareness of their rights in accordance to the legislation.

• Effective systems established with the support of GRHA for Mental Health Tribunal (MHT) video-conferencing capabilities.

• Post implementation Steering Committee review will be conducted regionally

• Multi-faceted system change has been implemented in Health Information Services (HIS) to comply with weekly Mental Health Tribunal (MHT) hearings.

• Implementation of Nitro software to assist in the compilation of patient documentation for electronic transfer to MHT for VC hearings and urgent ECT hearings.

• DOH endorsed Videoconferencing (VC) technology implemented to support fortnightly VC hearings.

• 86 new forms compliant with the new Act, have been introduced service wide. These include mandated MHA and MHT forms, internal paper and electronic medical record forms.

• Revised processes to support real time IBA admission of inpatients.

• CMI data entry of legal status and the management of subsequent mandated events and legal documentation have increased in volume as a result of the changes. These activities are being managed using processes already in place.

• The data migration of legal status from old to new within CMI was completed with some difficulty and continues at the request of the MHT

• Post implementation review will be conducted to review key performance indicators, competencies and compliance with the new legislation

• Implement systems that support streamlined approaches to clinical governance at all levels of the organisation.

• By 30 June 2014, an evaluation of the revised format of the monthly Board of Management risk management reports will be conducted to ensure it meets the Boards needs and supports greater clarity and understanding.

• Completed

• Monthly review of Extreme and High Risks at Board level is in place

• VMIA post Risk Framework Quality Review to be conducted July 2014

• With the support of Government, develop board capability to ensure all board members are well equipped to effectively discharge their responsibilities and deliver against the outcomes articulated in the VHPF.

Demonstrate leadership and support initiatives planned to occur throughout 2013–14 intended to strengthen collaboration at a regional level and enhance Board members skills, knowledge and capability.

• BHS Leadership and Development Update delivered to Board

• Regional Board network established

• Board leadership in Project Control Groups associated with capital projects


PRIORITY: Improving utilisation of e-health and communications technology.


• Maximise the use of health ICT infrastructure.

• Implement enhancements to the scanned medical record and BOSSNET systems by 30 June 2014.

• Progress further work on the governance documentation system to enable other Grampians region health service partners to utilise the system.

• Undertake an evaluation of both internal and external stakeholders by June 2014.

• Addition of 17 new E Forms live in Bossnet

• Significant development to systems and messaging interface and Digital medical record enhancements

• User Acceptance Training environment developed

• Acute Allied Health eReferrals enabled

• Development scanning environment established

• Full system Upgrade

• Remote access link to Governance documentation system established for Ballan and District Health and Care

In development:• Shift to Shift handover functionality for

Nursing

• Pathology and Radiology Orders

• Admission Discharge medications including Discharge prescribing

• Changes to DC Summaries

• eReferrals for Specialist nursing e.g. Diabetes and Infection control


OPERATING RESULT TARGET 2013–14 ACTUALS

Annual Operating result ($m) 0.1 0.311

WIES ACTIVITY PERFORMANCE TARGET 2013–14 ACTUALS

Percentage of WIES (public & private) performance to target

100 101.18 WIES

CASH MANAGEMENT TARGET 2013–14 ACTUALS

Creditors <60 days 43.1 days

Debtors <60 days 19.2 days

EMERGENCY CARE TARGET 2013–14 ACTUALS

Percentage of ambulance transfers within 40 minutes

90 94

NEAT – Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (July - December 2013)

75 72

NEAT – Percentage of emergency presentations to physically leave the emergency department for admission to hospital, be referred to another hospital for treatment, or be discharged within four hours (January - June 2014)

81 68

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

0 1

Percentage of Triage Category 1 emergency patients seen immediately

100 100

Percentage of Triage Catergory 1 to 5 emergency patients seen within clinically recommended times

80 64.2

Part B: Performance Priorities

Financial Performance

Access Performance


ELECTIVE SURGERY TARGET 2013–14 ACTUALS

Percentage of Urgency Category 1 elective patients treated within 30 days

100 100

NEST – Percentage of Urgency Category 2 elective patients treated within 90 days (July – December 2013)

80 72.3

NEST – Percentage of Urgency Category 2 elective patients treated within 90 days (January – June 2014)

88 70.6

NEST – Percentage of Urgency Category 3 elective patients treated within 365 days (July – December 2013)

94.5 92.4

NEST – Percentage of Urgency Category 2/3 elective patients treated within 365 days (January – June 2014)

97 92.9

Number of patients on the elective surgery waiting list

750 - original target600 - new target

644

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

8 7.4

ELECTIVE SURGERY TARGET 2013–14 ACTUALS

Number of patients admitted from the elective surgery waiting list – quarter 1

1340 1398


1285 1343


1285 – original target1598 – final target

1169


1340 – original target1598 – final target

1465

CRITICAL CARE TARGET 2013–14 ACTUALS

ICU Number of days below the agreed minimum operating capacity

0 0


QUALITY AND SAFETY TARGET 2013–14 ACTUALS

Health service accreditation Full compliance Full compliance

Residential aged care accreditation Full compliance * Not achieved * One Nursing Home had one unmet Standard during Assessment Contact in October 2013. This was rectified within a period of weeks and all facilities are now fully compliant.

Cleaning standards Full compliance Full compliance

Health care worker immunisation – influenza

60% 63%

Hospital acquired infection surveillance No outliers No outliers

Hand Hygiene (rate) 70% 80%

SAB rate per occupied bed days <2/10,000 1.2

Victorian Patient Satisfaction Monitor: (OCI) (July to December 2013)

73 Jan - June 2013 79.2

Consumer Patient Indicator (July to December 2013)

75 VPM ceased for this period

Victorian Hospital Experience Measurement Instrument (January to June 2014)

Full compliance Full compliance (pending)

People Matter Survey Full compliance Full compliance

MATERNITY TARGET 2013–14 ACTUALS

Percentage of women with prearranged postnatal home care

100 100

MENTAL HEALTH TARGET 2013–14 ACTUALS

28 day readmission rate 14 9.1

Post-discharge follow up rate 75 87.5

Seclusion rate per occupied bed days <15/1,000 7.8


Funding type 2013–14 Activity Achievement

ACUTE ADMITTED

WIES Public 21,847.65

WIES Private 4,888.74

WIES (Public and Private) 26,736.39

WIES DVA 198.53

WIES TAC 178.57

WIES TOTAL 27,113.49

SUBACUTE & NONACUTE ADMITTED

Rehab Public 8,882.45

Rehab Private 3,746.82

Rehab DVA 741.28

GEM Public 12,763.34

GEM Private 2,095.47

GEM DVA 440.58

Palliative Care Public 2,708

Palliative Care Private 128.82

Palliative Care DVA 11,576

Transition Care – Beddays 6,667

Transition Care – Homeday 2,555

AGED CARE

Residential Aged Care 152,823

HACC 92,094

MENTAL HEALTH AND DRUG SERVICES

Mental Health Inpatient 12,241

Mental Health Ambulatory 51,871

Mental Health Residential 11,477

Mental Health Sub Acute 3,447

PRIMARY HEALTH

Community Health / Primary Care Programs Direct patient service – 9,097 hoursHealth Promotion – 2,275 hours

Part C: Activity and Funding


Report of OperationsA healthy and safe environmentBallarat Health Services (BHS) is committed to providing a safe and healthy environment for staff, patients, residents, visitors, volunteers and contractors at all sites. This commitment includes achieving best practice in occupational health and safety, with a strong focus on early injury management and continuous improvement strategies.

In the 2013/14 financial year Ballarat Health Service’s Workers Compensation Performance Rate has continued to improve, once again performing better than the industry average. Early reporting and an increased involvement in the management of injuries by BHS Departmental Managers has played a vital role in the early return to work of injured employees and reduction in the number of accepted WorkCover claims and premium.

The OHS team has seen the addition of several new members. They deliver a collaborative approach to assist Departments in reviewing hazards, conducting risk assessments and supporting incident investigations. Departments are being proactive and seeking advice on matters affecting their area to prevent an incident from occurring. There is consistent communication and consultation through Occupational Health and Safety Committees, Focus Group Committees, Safety Alerts and Reports. There are more than 100 Health and Safety Representatives across the organization representing the designated work groups.

There has been many significant OH&S improvements including, but not limited to upgrade and standardization of Voyager detachable ceiling poles, safe storing and handling of alcohol based hand rub products, purchase of bed mover trolley for Sub Acute, construction of a new storage area for ICU, truck and staff exclusion zones in main loading bays and modifications of man hole access to roof spaces.

No Lift training competency continues to perform above target. The No Lift Coordinator has been working with individual areas to ensure customized training needs are incorporated into the training program. Numerous other OH&S training courses have been delivered throughout the organization including OH&S for Managers, Manual Handling and SafeT Card for Engineering Staff. Additionally there is ongoing promotion of the E3 online training for Manual Handling, Office Ergonomics as well as Violence and Aggression.

Two funding grants have been received from the Department of Health to improve risks associated with violence and aggression. The projects involve implementing a training program for Management of Clinical Aggression into Acute, Sub Acute and Residential. Additional patient experience signage and information is being installed into the Emergency Department to assist patients to feel more informed and in control of their care to reduce triggers of fear and anger that leads to incidents of aggression.

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

Application of merit and equityWe are an equal opportunity employer and ensure open competition in recruitment, selection, transfer and promotion.Employment decisions are based on merit and without consideration gender, marital status, age, pregnancy, disability, race, religious or political beliefs or activities, or on the grounds of being a parent, childless or in a de facto relationship.Our people are treated fairly and reasonably and provided with redress against any unfair or unreasonable treatment.

Ex-gratia paymentsWe have not made any ex-gratia payments during 2013-2014.

Freedom of information requestsBallarat Health Services complies with the Victorian Freedom of Information Act 1982 (FOI). Since 2010 we have received the following number of requests:

Year Number of Requests2010 392

2011 408

2012 464

2013 497

2014 475

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

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

ConsultanciesIn 2013-14, there were five consultancies where the total fees payable to the consultants was $10,000 or greater. The total expenditure incurred during 2013-14 in relation to these consultancies is $195,000 (excl GST). Details of individual consultancies can be viewed at www.bhs.org.au/node/19. In 2013-14, there were two consultancies where the total fees payable to the consultants was less than $10,000. The total expenditure incurred during 2013-14 in relation to these consultancies is $7,800 (excl GST).


National Competition PolicyBallarat Health Services complied with all government policies regarding competitive neutrality with respect to all tender applications.

Protected Disclosure ActBallarat Health Services had no disclosures notified to the IBAC under section 21(2) of the Protected Disclosure Act 2012 in the past financial year.

ContractsWe abide by the Victorian Industry Participation Policy Act 2003.In 2013/2014 there was one contract continued by Ballarat Health Services under this Act.The contract was:

Community ProgramsPersonal and Domestic Care, to the value of $2 million.

Financial PerformanceBallarat Health Services recorded an operating surplus of $311,000 before capital and specific items for the year ended 30 June 2014.This compares favorably to the expected result in the Statement of Priorities of a $100,000 surplus

2014 2013 2012 2011 2010

$000 $000 $000 $000 $000

Total Revenue(before capital, specific items)

372,541 346,418 329,341 287,312 258,096

Total Expenses(before capital, specific items)

372,230 345,710 329,127 287,147 258,049

Net Result for the Year (before capital, specific items)

311 708 214 165 47

Net Result (10,027) 446 16,511 (8,155) (6,511)

Retained surplus/ (accumulated deficit) (21,372) (11,370) (11,860) (28,459) (35,191)

Total assets 418,584 335,444 331,990 285,326 278,757

Total liabilities 117,954 101,019 98,011 87,544 75,077

Net assets 300,630 234,425 233,979 197,782 203,680

Total equity 300,630 234,425 233,979 197,782 203,680

Carers Recognition ActThe Carers Recognition Act 2012 promotes and values the role of people in care relationships and formally recognises the contribution that carers and people in care relationships make to the social and economic fabric of the Victorian community.

Ballarat Health Services has taken all practicable measures to comply with its obligations under the Act.

Ballarat Health Services has promoted the principles of the Act to people in care relationships who receive our services and to the wider community by:

• distributing printed material about the Act at community events or service points

Ballarat Health Services has taken all practicable measures to consider the carer relationships principles set out in the Act when setting policies and providing services by:

• reviewing our employment policies such as flexible working arrangements and leave provisions to ensure that these comply with the statement of principles in the Act


ATTESTATION ON DATA INTEGRITY

I, Andrew Rowe, certify that the Ballarat Health Services has put in place appropriate internal controls and processes to ensure that reported data reasonably reflects actual performance. Ballarat Health Services has critically reviewed these controls and processes during the year.

ATTESTATION FOR COMPLIANCE WITH THE MINISTERIAL STANDING DIRECTION 4.5.5.1 – INSURANCE

I, Andrew Rowe, certify that the Ballarat Health Services has complied with Ministerial Direction 4.5.5.1 - Insurance.

ATTESTATION FOR COMPLIANCE WITH THE AUSTRALIAN/NEW ZEALAND RISK MANAGEMENT STANDARD

I, Andrew Faull, certify that the Ballarat Health Services has risk management processes in place consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Board verifies this assurance and that the risk profile of Ballarat Health Services has been critically reviewed within the last 12 months.

Statutory Requirements

Andrew R RoweChief Executive OfficerBallarat

20 AUGUST 2014

Andrew R RoweChief Executive OfficerBallarat

20 AUGUST 2014

Andrew FaullChairBoard of ManagementBallarat

19 AUGUST 2014


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

LEGISLATION REQUIREMENT ........................................................................................................................PAGE REFERENCE

MINISTERIAL DIRECTIONSReport of Operations

Charter and purposeFRD 22E ...................Manner of establishment and the relevant Ministers ................................................................................................... 5FRD 22E ...................Objectives, functions, powers and duties ................................................................................................................... 5FRD 22E ...................Nature and range of services provided .................................................................................................................... 3,5

Management and structureFRD 22E ...................Organisational structure ........................................................................................................................................... 14

Financial and other informationFRD 10 .....................Disclosure index ........................................................................................................................................................ 34FRD 11A ...................Disclosure of ex gratia expenses .............................................................................................................................. 31FRD 12A ...................Disclosure of major contracts .................................................................................................................................... 32FRD 21B ...................Responsible person and executive officer disclosures ......................................................................................... 78,79FRD 22E ...................Application and operation of Protected Disclosure Act 2012 ..................................................................................... 32FRD 22E ...................Application and operation of Carers Recognition Act 2012 ...................................................................................... 32FRD 22E ...................Application and operation of Freedom of Information Act 1982 ............................................................................... 31FRD 22E ...................Compliance with building and maintenance provisions of Building Act 1993 ............................................................ 31FRD 22E ...................Details of consultancies over $10,000 ...................................................................................................................... 31FRD 22E ...................Details of consultancies under $10,000 ................................................................................................................... 31FRD 22E ...................Employment and conduct principles .......................................................................................................................... 31FRD 22E ...................Major changes or factors affecting performance ...................................................................................................... 32FRD 22E ...................Occupational health and safety ................................................................................................................................. 31FRD 22E ...................Operational and budgetary objectives and performance against objectives ............................................................ 32FRD 22E ...................Significant changes in financial position during the year .......................................................................................... 32FRD 22E ...................Statement of availability of other information ........................................................................................................... 35FRD 22E ...................Statement on National Competition Policy ............................................................................................................... 32FRD 22E ...................Subsequent events .................................................................................................................................................... 79FRD 22E ...................Summary of the financial results for the year ........................................................................................................... 32FRD 22E ...................Workforce Data Disclosures including a statement on the application of employment and conduct principles .. 18,31FRD 25B ...................Victorian Industry Participation Policy disclosures .................................................................................................... 32FRD 29 .....................Workforce Data disclosures ...................................................................................................................................... 18SD 4.2(g) ..................Specific information requirements ...........................................................................................................................5-13 SD 4.2(j) ...................Sign-off requirements .................................................................................................................................................13 SD 3.4.13..................Attestation on data integrity ....................................................................................................................................... 33SD 4.5.5.1.................Ministerial Standing Direction 4.5.5.1 compliance attestation ................................................................................... 33SD 4.5.5....................Risk management compliance attestation ................................................................................................................. 33

FINANCIAL STATEMENTS Financial statements required under Part 7 of the FMASD 4.2(a) ..................Statement of changes in equity ................................................................................................................................. 41SD 4.2(b) ..................Comprehensive operating statement ....................................................................................................................... 39SD 4.2(b) ..................Balance sheet ............................................................................................................................................................ 40SD 4.2(b) ..................Cash flow statement .................................................................................................................................................. 41

Other requirements under Standing Directions 4.2SD 4.2(a) ..................Compliance with Australian accounting standards and other authoritative pronouncements ................................... 42SD 4.2(c) ..................Accountable officer’s declaration............................................................................................................................... 36SD 4.2(c) ..................Compliance with Ministerial Directions ...................................................................................................................... 42SD 4.2(d) ..................Rounding of amounts ................................................................................................................................................ 43

LegislationFreedom of Information Act 1982 ................................................................................................................................................................ 31Protected Disclosure Act 2012 .................................................................................................................................................................... 32Carers Recognition Act 2012 ....................................................................................................................................................................... 32Victorian Industry Participation Policy Act 2003 .......................................................................................................................................... 32Building Act 1993 ......................................................................................................................................................................................... 31Financial Management Act 1994 ................................................................................................................................................................. 42

Disclosure Index


Additional information available on request

In compliance with the requirements of FRD 22E Standard Disclosures in the Report of Operations, details in respect of the items listed below have been retained by Ballarat Health Services and are available to the relevant Ministers, Members of Parliament and the public on request (subject to the freedom of information requirements, if applicable):

a) A statement of pecuniary interest has been completed;

b) Details of shares held by senior officers as nominee or held beneficially;

c) Details of publications produced by the Department about the activities of the Health Service and where they can be obtained;

d) Details of changes in prices, fees, charges, rates and levies charged by the Health Service;

e) Details of any major external reviews carried out on the Health Service;

f) Details of major research and development activities undertaken by the Health Service that are not otherwise covered either in the Report of Operations or in a document that contains the financial statements and Report of Operations;

g) Details of overseas visits undertaken including a summary of the objectives and outcomes of each visit;

h) Details of major promotional, public relations and marketing activities undertaken by the Health Service to develop community awareness of the Health Service and its services;

i) Details of assessments and measures undertaken to improve the occupational health and safety of employees;

j) General statement on industrial relations within the Health Service and details of time lost through industrial accidents and disputes, which is not otherwise detailed in the Report of Operations;

k) A list of major committees sponsored by the Health Service, the purposes of each committee and the extent to which those purposes have been achieved;

l) Details of all consultancies and contractors including consultants/contractors engaged, services provided, and expenditure committed for each engagement. Details about feedback and complaints procedures;

m) Details about feedback and complaints procedures.


Financial Statements and Notes

Ballarat Health ServicesBOARD MEMBER’S, ACCOUNTABLE OFFICER’S AND CHIEF FINANCE AND ACCOUNTING OFFICER’S DECLARATION

We certify that the attached financial statements for Ballarat Health Services have been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian Accounting Interpretations and other mandatory professional reporting requirements.

We further state that, in our opinion, the information set out in the Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flor Statement and notes forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June 2014 and the financial position of Ballarat Health Service at 30 June 2014.

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

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

Andrew FaullPresidentBoard of ManagementBallarat

19 AUGUST 2014

Andrew RoweChief Executive OfficerBallarat

19 AUGUST 2014

Andrew KinnerslyChief Financial OfficerBallarat

19 AUGUST 2014


Ballarat Health ServicesComprehensive Operating Statement for the Year Ended 30 June 2014

Note 2014 $000

2013 $000

Revenue from Operating Activities 2 371,161 345,678

Revenue from Non-Operating Activities 2 1,380 1,705

Employee Benefits 3 (254,502) (240,484)

Supplies and Consumables 3 (64,811) (56,169)

Other Expenses 3 (52,917) (50,022)

NET RESULT BEFORE CAPITAL & SPECIFIC ITEMS 311 708

Capital Purpose Income 2,2(a) 20,666 30,347

Capital Purpose Expense 3,3(a) (2,821) (2,306)

Impairment of Financial Assets 3,3(a) - 502

Depreciation 4 (28,183) (28,805)

NET RESULT FOR THE YEAR (10,027) 446

OTHER COMPREHENSIVE INCOME

Net fair value revaluation on Non Financial Assets 16(a) 76,232 -

COMPREHENSIVE RESULT FOR THE YEAR 66,205 446

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


Ballarat Health ServicesBalance Sheet as at 30 June 2014

Note2014 $000

2013 $000

ASSETS

Current Assets

Cash and Cash Equivalents 5 21,863 5,154

Prepayments 9 964 1,047

Inventory 8 1,522 1,299

Receivables 6 12,975 8,670

Other Financial Assets 7 26,716 38,234

Total Current Assets 64,040 54,404

Non Current Assets

Receivables 6 6,975 6,722

Other Financial Assets 7 3,000 651

Intangible Assets 10(a) 1,342 133

Property, Plant and Equipment 10 343,227 273,534

Total Non Current Assets 354,544 281,040

TOTAL ASSETS 418,584 335,444

LIABILITIES

Current Liabilities

Employee Benefits 12 54,737 51,752

Monies Held in Trust 14 23,979 21,009

Payables 11 30,639 20,911

Other Liabilities 15 127 307

Total Current Liabilities 109,482 93,979

Non Current Liabilities

Employee Benefits 12 8,472 7,040

Total Non Current Liabilities 8,472 7,040

TOTAL LIABILITIES 117,954 101,019

NET ASSETS 300,630 234,425

EQUITY

Specific Purpose Reserve 16(a) 493 518

Contributed Capital 16(b) 149,952 149,952

Asset Revaluation Reserve 16(a) 171,557 95,325

Retained Earnings 16(c) (21,372) (11,370)

TOTAL EQUITY 16 300,630 234,425



Ballarat Health ServicesStatement of Changes in Equity for the Year Ended 30 June 2014

Note

Property, Plant & Equipment Revaluation

Surplus$000

Unrestricted Specific Purpose Surplus

$000

Contributions By Owners

$000

Accumulated Surpluses/

(Deficits)$000

Total$000

BALANCE AS AT 1ST JULY 2012 95,325 562 149,952 (11,860) 233,979

Net Result for the year - - - 446 446

Transfer to accumulated surplus 16(a),(c) - (44) - 44 -

BALANCE AS AT 30 JUNE 2013 95,325 518 149,952 (11,370) 234,425

Net Result for the year - - - (10,027) (10,027)

Other Comprehensive Income for the year 16(a) 76,232 - - - 76,232

Transfer to accumulated surplus 16(a),(c) - (25) - 25 -

BALANCE AS AT 30 JUNE 2014 171,557 493 149,952 (21,373) 300,630


Ballarat Health ServicesCash Flow Statement for the Year Ended 30 June 2014

Note

2014 $000

Inflows(Outflows)

2013 $000

Inflows(Outflows)

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

Operating Grants from Government 309,551 285,271

Proceeds from Donations 919 1,770

Patient Fees 17,501 17,939

Interest & Dividends Received 2,363 2,405

Other 40,957 43,969

GST Received from/(paid to) ATO 6,120 7,259

Payments

Employee Benefits (250,085) (238,349)

Other (119,773) (120,146)

CASH GENERATED FROM OPERATIONS 7,553 118

Capital Development Funds 1,728 1,705

Capital Grants 15,655 24,586

Capital Proceeds from Donations and Bequests 73 1,449

Repayment of Monies Held in Trust (5,771) (3,975)

Proceeds from Monies Held in Trust 8,741 6,062

Capital Other Receipts - 60

NET CASH INFLOWS/(OUTFLOWS) FROM OPERATING ACTIVITIES 17 27,979 30,004

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of Property, Plant and Equipment (21,052) (39,822)

Purchase of Investments (33,500) (54,800)

Sale of Investments 42,626 52,600

Proceeds from Sale of Property, Plant and Equipment 2(c) 656 1,089

NET CASH INFLOWS/(OUTFLOWS) FROM INVESTING ACTIVITIES (11,270) (40,933)

NET INCREASE/(DECREASE) IN CASH HELD 16,709 (10,929)

Cash and Cash Equivalents at Beginning of Period 5,154 16,083

CASH AND CASH EQUIVALENTS AT END OF PERIOD 5 21,863 5,154 This statement should be read in conjunction with the accompanying notes.


Ballarat Health Services Notes To And Forming Part Of The Financial Statements For The Year Ended 30 June 2014

(a) Statement of ComplianceThese financial statements are general purpose financial reports which have been prepared in accordance with the Financial Management Act 1994, applicable Australian Accounting Standards (AAS) and Australian Accounting Interpretations and other mandatory requirements. AAS includes Australian equivalents to International Financial Reporting Standards. The financial statements also comply with relevant Financial Reporting Directions (FRDs) issued by the Department of Treasury and Finance, and relevant Standing Directions (SDs) authorised by the Minister of Finance. Ballarat Health Services is a not-for-profit entity and therefore applies the additional AUS paragraphs applicable to “not-for-profit” Health Services under the AAS’s. The annual financial statements were authorised for issue by the Board of Ballarat Health Services on 19/08/2014.

(b) Basis of PreparationAccounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported. The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2014, and the comparative information presented in these financial statements for the year ended 30 June 2013.

These financial statements are presented in Australian dollars, the functional and presentation currency of Ballarat Health Services. The financial statements, except for cash flow information, have been prepared using the accrual basis of accounting. Under the accrual basis, items are recognised as assets, liabilities, equity, income or expenses when they satisfy the definition and recognition criteria for those items. They are recognised in the reporting period to which they relate, regardless of when cash is received or paid. The financial statements are prepared in accordance with the historical cost convention, except for the revaluation of certain non-financial assets and financial instruments, as noted.

Particularly, exceptions to the historical cost convention include:

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

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

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

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

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

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

• The fair value of land and buildings 1(m)

• Superannuation expense 1(j)

Consistent with AASB 13 Fair Value Measurement, Ballarat Health Services determines the policies and procedures for both recurring fair value measurements such as property, plant and equipment, investment properties and financial instruments, and for non-recurring fair value measurements such as non-financial physical assets held for sale, in accordance with the requirements of AASB 13 and the relevant FRDs. All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:

• Level 1 – Quoted (unadjusted) market prices in active markets for identical assets or liabilities• Level 2 – Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly bservable• Level 3 - Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable

For the purpose of fair value disclosures, Ballarat Health Services has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above. In addition, Ballarat Health Services determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.

The Valuer-General Victoria (VGV) is Ballarat Health Service’s independent valuation agency. Ballarat Health Services, in conjunction with VGV monitors the changes in the fair value of each asset and liability through relevant data sources to determine whether revaluation is required.

Ballarat Health ServicesNotes To And Forming Part Of The Financial StatementsFor The Year Ended 30 June 2014

Note 1: Summary of Significant Accounting Policies



(c) Going ConcernThe going concern basis was used to prepare the financial statements. After due consideration of the results of the operations of Ballarat Health Services for the year ended 30 June 2014 and the forecast cash flows of Ballarat Health Services for the next 12 months, the Board of Ballarat Health Services have sought a letter of comfort from the Department of Health for support in determining that the going concern basis is appropriate for the preparation of these statements. The Department of Health has provided confirmation that it will continue to provide BHS adequate cash flow support to meet its current and future obligations as and when they fall due for a period up to September 2015. Ballarat Health Services is dependent upon the State of Victoria, via the Department of Health, for the funding of a significant proportion of its operations.

(d) Reporting EntityThe financial statements include all the controlled activities of Ballarat Health Services.

Its principal address is:Drummond St NorthBallaratVictoria, 3350

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

(e) RoundingAll amounts shown in the financial statements are expressed to the nearest thousand dollars unless otherwise stated. Minor discrepancies in table between totals and sum of components are due to rounding.

(f) Principles of ConsolidationInter-segment Transactions Transactions between segments within Ballarat Health Services have been eliminated to reflect the extent of Ballarat Health Service’s operations as a group.

Joint VenturesInvestments in a joint venture partnership are accounted for using the equity method of accounting. Under the equity method for accounting, Ballarat Health Services share of the postacquisition profits or losses of the joint venture partnerships are recognised in the net result and its share of post-acquisition changes in revaluation surpluses and any other reserves are recognised in both the comprehensive operating statement and the statement of changes in equity. Details of the joint ventures are set out in note 21.

(g) Scope and presentation of financial statementsFund AccountingBallarat Health Services operates on a fund accounting basis and maintains three funds: Operating, Specific Purpose and Capital Funds. Ballarat Health Services Capital and Specific Purpose Funds include unspent capital donations and receipts from fundraising activities conducted solely in respect of these funds.

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

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

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

Capital and specific items, which are excluded from this sub-total, comprise of:• Capital purpose income, which comprises all tied grants, donations and bequests received for the purpose of acquiring non-current assets,

such as capital works, plant and equipment or intangible assets. It also includes donations of plant and equipment (refer note 1(i). Consequently the recognition of revenue as capital purpose income is based on the intention of the provider of the revenue at the time the revenue is provided.

• Impairment of financial and non-financial assets, includes all impairment losses (and reversal of previous impairment losses)• Depreciation and amortisation, as described in note 1(j).• Assets provided or received free of charge, as described in note 1(i).• Expenditure using capital purpose income, which comprises of expenditure which either falls below the asset capitalisation threshold or

doesn’t meet asset recognition criteria and therefore does not result in the recognition of an asset in the balance sheet, where funding for that expenditure is from capital purpose income. The asset capitalisation threshold is set at $2,000 (2013: $2,000).

Balance sheet

Note 1: Summary of Significant Accounting Policies (Continued)



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

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

Cash flow statementCash flows are classified according to whether or not they arise from operating activities, investing activities, or financing activities. This classification is consistent with requirements under AASB 107 Statement of Cash Flows

.(h) Change in accounting policiesAASB 13 Fair Value MeasurementAASB 13 establishes a single source of guidance for all fair value measurements. AASB 13 does not change when a health service is required to use fair value, but rather provides guidance on how to measure fair value under Australian Accounting Standards when fair value is required or permitted. Ballarat Health Services has considered the specific requirements relating to highest and best use, valuation premise, and principal (or most advantageous) market. The methods, assumptions, processes and procedures for determining fair value were revised and adjusted where applicable. In light of AASB 13, Ballarat Health Services has reviewed the fair value principles as well as its current valuation methodologies in assessing the fair value, and the assessment has not materially changed the fair values recognised. AASB 13 has predominantly impacted the disclosures of Ballarat Health Services. It requires specific disclosures about fair value measurements and disclosures of fair values, some of which replace existing disclosure requirements in other standards, including AASB 7 Financial Instruments: Disclosures. The disclosure requirements of AASB 13 apply prospectively and need to not be provided for comparative periods, before initial application. Consequently, comparative of these disclosures have not been provided for 2012-13, except for financial instrument, of which the fair value disclosures are required under AASB 7 Financial Instruments Disclosures.

AASB 119 Employee BenefitsIn 2013-14, Ballarat Health Services has applied AASB 119 Employee Benefits (Sep 2011, as amended), and related consequential amendments for the first time. The revised AASB 119 changes the accounting for defined benefit plans and termination benefits. The most significant change relates to the accounting for changes in defined benefit obligation and plan assets. As the current accounting policy is for the Department of Treasury and Finance to recognise and disclose the State’s defined benefit liabilities in financial statements, changes in defined benefit obligations and plan assets will have limited impact on Ballarat Health Services. The revised standard also changed the definition of short-term employee benefits. These were previously benefits that were expected to be settled within 12 months after the end of the reporting period in which the employees render the related service, however, short-term employee benefits are now defined as benefits expected to be settled wholly within 12 months after the end of their reporting period in which the employees render the related service. As a result, accrued annual leave balances which were previously classified as short-term employee benefits no longer meet this definition and are now classified as long-term employee benefits. This has resulted in a change of measurement for the annual leave provision from undiscounted to discounted basis. Ballarat Health Services has applied the revised AASB 119 changes and incorporated into the employee benefits in note 12. This adoption has not materially altered the measurement of annual leave provisions.

(i) Income from Transactions

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

Indirect Contributions from the Department of Health- Insurance is recognised as revenue following advice from the Department of Health.

- Long Service Leave (LSL) – Revenue is recognised upon finalisation of movements in LSL liability in line with the arrangements set out in the Metropolitan Health and Aged Care Services Division Hospital Circular 05/2013.

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

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

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

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

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

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




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

(j) Expense Recognition

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

Employee expensesEmployee expenses include:

• Wages and salaries;• Annual leave;• Sick leave;• Long service leave; and• Superannuation expenses which are reported differently depending upon whether employees are members of defined benefit or defined contribution plans.

Defined contribution plansIn relation to defined contribution (i.e. accumulation) superannuation plans, the associated expense is simply the employer contributions that are paid or payable in respect of employees who are members of these plans during the reporting period. Contributions to defined contribution superannuation plans are expensed when incurred.

Defined benefit superannuation plansThe amount charged to the Comprehensive Operating Statement in respect of defined benefit superannuation plans represents the contributions made by Ballarat Health Services to the superannuation plan in respect to the current services of current Ballarat Health Services staff during the reporting period. Superannuation contributions are made to the plans based on the relevant rules of each plan, and are based upon actuarial advice. Employees of Ballarat Health Services are entitled to receive superannuation benefits and Ballarat Health Services contributes to both the defined benefit and defined contribution plans. The defined benefit plan(s) provide benefits based on years of service and final average salary. Ballarat Health Services does not recognise any unfunded defined benefit liability in respect of the superannuation plan because Ballarat Health Services has no legal or constructive obligation to pay future benefits relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance administers and discloses the State’s defined benefit liabilities in its financial statements.

DepreciationAll infrastructure assets, buildings, plant and equipment and other non-financial physical assets over $2,000 that have finite useful lives are depreciated (i.e. excludes land assets held for sale, and investment properties). Depreciation is calculated on a straight line basis, at a rate that allocates the asset value, less any estimated residual value over its estimated useful life. Estimates of the remaining useful lives and depreciation method for all assets are reviewed annually, and adjustments made where appropriate. This depreciation charge is not funded by the Department of Health. Depreciation begins when the asset is available for use, which is when it is in the location and condition necessary for it to be capable of operating in a manner intended by management. Linen and PACS (Personal Assistance Call Service) used in the Linen and Safety Link Services is considered a fixed asset of Ballarat Health Services and depreciated accordingly. The following table indicates the expected useful lives of non current assets on which depreciation charges are based.

2014 2013Buildings 2 to 60 years 2 to 52 years

Kitchen & Catering Equipment 10 years 10 years

Plant & Equipment 10 years 10 years

Medical Equipment 5 years 5 years

Computers & Communications 3 years 3 years

Furniture & Fittings 5 years 5 years

Linen 5 years 5 years

Motor Vehicles 3 to 7 years 3 to 7 years

Personal Alert Call Systems 5 years 5 years

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

Please Note: the estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period, and adjustments made where appropriate. As part of the buildings valuation, building values were separated into components and each component assessed for its useful life which is represented above.




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

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

• Annually; and

• When ever there is an indication that the intangible asset may be impaired.

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

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

Supplies and consumablesSupplies and services costs which are recognised as an expense in the reporting period in which they are incurred. The carrying amounts of any inventories held for distribution are expensed when distributed.

Bad and doubtful debtsRefer to note 1(m) - Assets

(k) Other Comprehensive IncomeOther comprehensive income measure the change in volume or value of assets or liabilities that do not result from transactions.

Revaluation gains/(losses) of non-financial physical assetsRefer to note 1 (m) - Assets non-financial physical assets

Net gain/(loss) on disposal of non-financial assetsAny gain or loss on the disposal of non-financial assets is recognised at the date of disposal and is the difference between the proceeds and the carrying value of the asset at that time.

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

- Realised and unrealised gains and losses from revaluation of financial instruments at fair value;- impairment and reversal of impairment for financial instruments at amortised cost and- disposals of financial assets and derecognition of financial liabilities

(l) Financial InstrumentsLoans and receivablesTrade receivables, loans and other receivables are recorded at amortised cost, using the effective interest method, less impairment. Term deposits with maturity greater than three months are also measured at amortised cost, using the effective interest method, less impairment. The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period.

Available-for-sale Financial AssetsOther financial instrument assets held by the Ballarat Health Services are classified as being available-for-sale and are measured at fair value. Gains and losses arising from changes in fair value are recognised directly in equity until the investment is disposed of or is determined to be impaired, at which time the cumulative gain or loss previously recognised in equity is included in the net result for the period. Fair value is determined in the manner described in note 18.

(m) Assets

Cash and cash equivalentsCash and cash equivalents recognised on the balance sheet comprise of cash on hand and cash at bank, deposits at call and highly liquid investments with an original maturity of 3 months or less, which are held for the purpose of meeting short term cash commitments rather than for investment purposes, which are readily convertible to known amounts of cash and are subject to insignificant risk of changes in value.




ReceivablesReceivables consist of:

- contractual receivables, which includes mainly debtors in relation to goods and services, accrued investment income, and;

- statutory receivables, which includes predominantly amounts owing from the Victorian government and Goods and Services Tax (“GST”) input tax credits recoverable.

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

Investments and Other Financial AssetsInvestments are recognised and derecognised on trade date where purchase or sale of an investment is under a contract whose terms require delivery of the investment within the timeframe established by the market concerned, and are initially measured at fair value, net of transaction costs. Ballarat Health Services classifies its other financial assets between current and non-current assets based on the purpose for which the assets were acquired. Management determines the classification of its other assets at initial recognition. Ballarat Health Services assesses at each balance sheet date whether a financial asset or group of financial assets is impaired. All financial assets, except those measured at fair value through profit and loss are subject to annual review for impairment.

Impairment of Financial AssetsAt the end of each reporting period Ballarat Health Services assesses whether there is objective evidence that a financial asset or group of financial assets are impaired. Objective evidence includes financial difficulties of the debtor, default payments, debts which are more than 60 days overdue, and changes in debtor credit ratings. All financial instrument assets, except those measured at fair value through the profit or loss, are subject to annual review for impairment. Bad and doubtful debts for financial assets are assessed on a regular basis. Those bad debts considered as written off and allowances for doubtful receivables are recognised as expenses in the net result. The amount of the allowance is the difference between the financial asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. Where the fair value of an investment in an equity instrument at balance date has reduced by 20 percent or more than its cost price or where its fair value has been less than its cost price for a period of 12 or more months, the financial asset is treated as impaired.

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

• Realised and unrealised gains and losses from revaluations of financial instruments that are designated at fair value through the profit and loss or held-for-trading• Impairment and reversal of impairment for financial instruments at amortised cost, and• Disposals of financial assets.

Revaluation of Financial Instruments at Fair ValueThe revaluation gain/(loss) on financial instruments at fair value excludes dividends or interest earned on financial assets. Refer to note 1 (k) - Comprehensive income

InventoriesInventories include goods and other property held either for sale, consumption or for distribution at no or nominal cost in the ordinary course of business operations. Inventories held for distribution are measured at cost, adjusted for any loss of service potential. All other inventories are measured at the lower of cost and net realisable value. The basis used in assessing loss of service potential for inventories held for distribution include current replacement cost and technical or functional obsolescence. Technical obsolescence occurs when an item still functions for some or all of the tasks it was originally acquired to do, but no longer matches current technologies. Functional obsolescence occurs when an item no longer functions the way it did when it was first acquired. Cost for all other inventory is measured on the basis of weighted average cost. Inventories acquired for no cost or nominal considerations are measured at current replacement cost at the date of acquisition.

Property, Plant and EquipmentAll non-current physical assets are measured initially at cost and subsequently revalued at fair value less accumulated depreciation and impairment. Where an asset is acquired for no or nominal cost, the cost is its fair value at the date of acquisition. More details about the valuation techniques and inputs used in determining the fair value of non-financial physical assets are discussed in note 10 property, plant and equipment.

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

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

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




Revaluations of Non-Current Physical AssetsNon-current physical assets are measured at fair value and are revalued in accordance with FRD 103E Non-current physical assets. This revaluation process normally occurs at least every five years, based upon the asset’s Government Purpose Classification, but may occur more frequently if fair value assessments indicate material changes in values. Independent valuers are used to conduct these scheduled revaluations and any interim revaluations are determined in accordance with the requirements of the FRDs. Revaluation increments or decrements arise from differences between an asset’s carrying value and fair value. Revaluation increments are recognized in ‘other comprehensive income’ and are credited directly to the asset revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that same class of asset previously recognized as an expense in net result. Revaluation decrements are recognised in ‘other comprehensive income’ to the extent that a credit balance exits in the asset revaluation surplus in respect of the same class of property, plant and equipment. Revaluation increases and revaluation decreases relating to individual assets within a class are offset against one another within that class but are not offset in respect of assets in different classes. Revaluation reserves are normally not transferred to accumulated funds on derecognition of the relevant asset. In accordance with FRD 103E, Ballarat Health Services non-current physical assets were assessed to determine whether revaluation of the non-current physical assets was required.

Intangible AssetsIntangible assets represent identifiable non-monetary assets without physical substance such as patents, trademarks, and computer software and development costs. Intangible assets are initially recognised at cost. Subsequently, intangible assets with finite useful lives are carried at cost less accumulated amortisation and accumulated impairment losses. Costs incurred subsequent to initial acquisition are capitalised when it is expected that additional future economic benefits will flow to Ballarat Health Service.

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

Disposal of Non-Financial AssetsAny gain or loss on the sale of non-financial assets is recognised at the date that control of the asset is passed to the buyer and is determined after deducting from the proceeds the carrying value of the asset at the time. Refer to note 1(k) - Comprehensive Income

(n) LiabilitiesPayablesContractual payables which consist predominantly of accounts payable representing liabilities for goods and services provided to Ballarat Health Services prior to the end of the financial year that are unpaid, and arise when Ballarat Health Services becomes obliged to make future payments in respect of the purchase of those goods and services. Contractual payables are initially recognised at fair value, and then subsequently carried at amortised cost. Statutory payables are recognised and measured similarly to contractual payables, but are not classified as financial instruments and not included in the category of financial liabilities at amortised cost, because they do not arise from a contract. The normal credit terms are usually 30 Days from the end of the month in which the invoice was raised.

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

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

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

Employee BenefitsThis provision arises for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave for services rendered to the reporting date.

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

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

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

The components of this current LSL liability are measured at:Present value – component that Ballarat Health Services does not expect to settle within 12 months; and Nominal value – component that Ballarat Health Services expects to settle within 12 months




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

Conditional LSL is required to be measured at present value. Consideration is given for expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using interest rates of Commonwealth Government guaranteed securities in Australia.

Termination BenefitsTermination benefits are payable when employment is terminated before the normal retirement date or when an employee accepts voluntary redundancy in exchange for these benefits.Liabilities for termination benefits are recognised when a detailed plan for the termination has been developed and a valid expectation has been raised with those employees affected that the terminations will be carried out. The liabilities for termination benefits are recognised in other creditors unless the amount or timing of the payments is uncertain, in which case they are recognised as a provision.

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

(o) LeasesLeases are classified at their inception as either operating or finance leases based on the economic substance of the agreement so as to reflect the risks and rewards incidental to ownership. Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases.

Finance Leases

Entity as LessorBallarat Health Services does not hold any finance lease arrangements with other parties.

Operating LeasesRental income from operating lease is recognised on a straight-line basis over the term of the relevant lease.Operating lease payments, including any contingent rentals are recognised as an expense in the comprehensive operating statement on a straight line basis over the lease term, except whereanother systematic basis is more representative of the time pattern of the benefits derived from the use of the leased asset.

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

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

(q) Commitments Commitments for future expenditure include operating and capital commitments arising from contracts. Major project commitments are fully funded by the Department of Health. These commitments are disclosed by way of a note (refer to note 19) at their nominal value and are inclusive of the goods and services tax (“GST”) payable.

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

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

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

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from or payable to the taxation authority are presented as an operating cash flow.

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




(t) Category GroupsBallarat Health Services has used the following category groups for reporting purposes for the current and previous financial years.

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

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

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

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

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

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

Off Campus, Ambulatory Services (Ambulatory) comprises of all recurrent health revenue/expenditure on public hospital type services including palliative care facilities and rehabilitation facilities, as well as services provided under the following agreements: Services that are provided or received by hospitals (or area health services) but are delivered/received outside a hospital campus, services which have moved from a hospital to a community setting since June 1998, services which fall within the agreed scope of inclusions under the new system, which have been delivered within hospitals i.e. in rural/remote areas.

Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as psychogeriatric residential services, comprises those Commonwealth-licensed residential aged care services in receipt of supplementary funding from Department of Health under the mental health program. It excludes all other residential services funded under the mental health program, such as mental health-funded community care units (CCUs) and secure extended care units (SECs).

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

(u) AASs issued that are not yet effective Certain new Australian Accounting Standards and interpretations have been published that are not mandatory for 30 June 2014 reporting period. DTF assesses the impact of all these new standards and advises Ballarat Health Service of their applicability and early adoption where applicable. As at 30 June 2014, the following standards and interpretations had been issued by the AASB but were not yet effective. They become effective for the first financial statements for reporting periods commencing after the stated operative dates as detailed in the table below. Ballarat Health Services has not and does not intend to adopt these standards early.

The following standards and interpretations, currently issued by the AASB, which apply to reporting periods ending after 30 June 2014 include:

AASB Compiled StandardsAASB 9 Financial InstrumentsAASB 10 Consolidated Financial StatementsAASB 11 Joint ArrangementsAASB 12 Disclosure of Interests in Other EntitiesAASB 127 Separate Financial StatementsAASB 128 Investments in Associates and Joint Ventures

AASB Amending StandardsIn addition to the new standards above, the AASB has issued a list of amending standards that are not effective for the 2013-14 reporting period (as listed below). In general, these amending standards include editorial and references changes that are expected to have insignificant impacts on public sector reporting. The two AASB Interpretations in the list below are also not effective for the 2013-14 reporting period and considered to have insignificant impacts on public sector reporting.

AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010).AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards.2013-3 Amendments to AASB 136 – Recoverable Amount Disclosures for Non-Financial Assets.2013-5 Amendments to Australian Accounting Standards – Investment Entities2013-6 Amendments to AASB 136 arising from Reduced Disclosure Requirements2013-7 Amendments to AASB 1038 arising from AASB 10 in relation to consolidation and interests of policy holders2013-9 Amendments to Australian Accounting Standards – Conceptual Framework, Materiality and Financial Instruments




Note 2: Revenue

Note

HSA 2014 $000

HSA 2013 $000

H&CI 2014 $000

H&CI 2013 $000

Total 2014 $000

Total 2013 $000

Revenue from Operating Activities

Government Grants

- Department of Health 61,112 118,937 - - 61,112 118,937

- Victorian Health Funding Pool (*) 171,660 94,307 - - 171,660 94,307

- Department of Human Services 39,565 35,561 - - 39,565 35,561

- Commonwealth Government

- Health Network Funding Adjustment - 2,828 - - - 2,828

- Aged Care Funding Instrument (ACFI) 21,594 18,644 - - 21,594 18,644

- PBS Contributions 7,759 5,739 - - 7,759 5,739

- Home & Community Care (HACC) 351 337 - - 351 337

- Transition Care 3,410 3,352 - - 3,410 3,352

- Disability 1,860 1,913 - - 1,860 1,913

- Other 3,148 3,430 - - 3,148 3,430

Total Government Grants 310,459 285,048 - - 310,459 285,048

Indirect contributions by Department of Health

- Insurance 254 289 - - 254 289

Total Indirect Contributions by Department of Health 254 289 - - 254 289

Patient, Resident & Private Practice Fees

Patient and Resident Fees 2(b) 15,734 15,660 - - 15,734 15,660

Private Practice Fees - - 2,091 1,603 2,091 1,603

Total Patient, Resident & Private Practice Fees 15,734 15,660 2,091 1,603 17,825 17,263

Business Unit and Specific Purpose Funds

Safety Link - - 5,965 6,176 5,965 6,176

Radiology - - 7,569 8,191 7,569 8,191

Catering - - 4,400 4,467 4,400 4,467

Eureka Linen - - 3,446 4,836 3,446 4,836

Grampians Integrated Cancer Services (GICS) - - 1,456 1,204 1,456 1,204

Breastscreen - - 1,707 1,372 1,707 1,372

Salary Packaging - - 1,638 1,561 1,638 1,561

Education - - 1,689 1,787 1,689 1,787

Accommodation - - 1,223 871 1,223 871

Car Parking - - 187 405 187 405

Print Shop - - 320 306 320 306

Other 6,202 3,763 2,273 2,724 8,475 6,487

Total Business Units and Specific Purpose Funds 6,202 3,763 31,873 33,900 38,075 37,663

Grampians Regional Health Alliance - - 957 976 957 976

Client Fees 1,761 1,971 - - 1,761 1,971

Recoupment from Private Practice for Use of Hospital Facilities - - 911 698 911 698

Donations & Bequests - - 919 1,770 919 1,770

Total Revenue from Operating Activities 334,410 306,731 36,751 38,947 371,161 345,678

Revenue from Non-Operating Activities

Interest & Dividends - - 1,380 1,705 1,380 1,705

Total Revenue from Non-Operating Activities - - 1,380 1,705 1,380 1,705

Capital Purpose Income

Government Grants

- Department of Health - - 17,757 26,267 17,757 26,267

- Commonwealth Government - - 435 510 435 510

Residential Accommodation Payments 2(b) - - 1,293 1,195 1,293 1,195

Net Gain/(Loss) on Disposal of Financial Assets - - (17) - (17) -


Capital Interest - - 1,068 864 1,068 864

Donations and Bequests - - 73 1,448 73 1,448

Other Capital Purpose Income - - - 60 - 60

Total Capital Purpose Income - - 20,666 30,347 20,666 30,347

Total Revenue 2(a) 334,410 306,731 58,797 70,999 393,208 377,730 (*) The Victorian Health Funding Pool line is for reporting activity based payments received via the National Health Funding AdministratorIndirect Contributions by the Department of Health - The Department of Health makes insurance payments on behalf of Ballarat Health Service. These payments have been brought to account in determining the operating result for the year by recording them as revenue and expense



Note 2(a): Analysis of Revenue by Source 2014

Note Admitted Patients

2014$000

Outpatients

2014$000

EDS

2014$000

Ambulatory

2014$000

MentalHealth 2014$000

RAC

2014$000

Aged Care

2014$000

Other

2014$000

Total

2014$000

Revenue from Services Supported by Health Service Agreement

Government Grants 139,828 12,424 15,184 28,080 29,860 29,085 7,536 48,462 310,459

Indirect contributions by Department of Health 143 11 8 18 28 29 7 10 254

Patient and Resident Fees 2(b) 4,495 181 - 2,949 122 7,729 258 - 15,734

Client Fees 266 103 - 1,081 63 48 188 12 1,761

Other 3,178 409 389 585 341 193 57 1,050 6,202

Total Revenue from Services Supported by Health Services Agreement

147,910 13,128 15,581 32,713 30,414 37,084 8,046 49,534 334,410

Revenue from Services Supported by Hospital and Community Initiatives

Business Units & Special Purpose Funds - - - - - - - 31,873 31,873

Capital Purpose Income - - - - - - - 20,536 20,536

Donations and Bequests - - - - - - - 992 992

Grampians Regional Health Alliance - - - - - - - 1,014 1,014

Other - - - - - - - 4,383 4,383

Total Revenue from Services Supported by Hospital and Community Initiatives

- - - - - - - 58,798 58,798

Total Revenue All Sources 147,910 13,128 15,581 32,713 30,414 37,084 8,046 108,332 393,208

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

Note 2(a): Analysis of Revenue by Source 2013


2013$000

Outpatients

2013$000

EDS

2013$000

Ambulatory

2013$000


RAC

2013$000

Aged Care

2013$000

Other

2013$000

Total

2013$000

Revenue from Services Supported by Health Service Agreement

Government Grants 126,067 11,944 14,675 27,301 29,656 26,172 7,485 41,748 285,048

Indirect contributions by Department of Health 177 12 8 18 29 29 7 10 290

Patient and Resident Fees 2(b) 5,024 190 - 2,722 214 7,297 213 - 15,660

Client Fees 480 129 - 814 78 60 186 224 1,971

Other 1,721 185 344 716 222 86 4 484 3,762

Total Revenue from Services Supported by Health Services Agreement

133,469 12,460 15,027 31,571 30,199 33,644 7,895 42,466 306,731

Revenue from Services Supported by Hospital and Community Initiatives

Business Units & Special Purpose Funds - - - - - - - 33,900 33,900

Capital Purpose Income - - - - - - - 28,896 28,896

Donations and Bequests - - - - - - - 3,219 3,219

Grampians Regional Health Alliance - - - - - - - 979 979

Other - - - - - - - 4,005 4,005

Total Revenue from Services Supported by Hospital and Community Initiatives

- - - - - - - 70,999 70,999

Total Revenue All Sources 133,469 12,460 15,027 31,571 30,199 33,644 7,895 113,465 377,730

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



NOTE 2(b): Patient and Resident Fees

2014 $000

2013 $000

Acute

- Inpatients 7,444 7,746

- Outpatients 181 190

Residential Aged Care

- Geriatric 7,345 6,994

- Psychogeriatric 384 303

Aged Care 258 213

Mental Health 122 214

Total Patient and Resident Fees 15,734 15,660

Capital Purpose Income

Residential Accommodation Payments 1,293 1,195

Total Capital Purpose Income 1,293 1,195

Ballarat Health Services charge fees in accordance with the Department of Health and Department of Health and Ageing directives.

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

2014 $000

2013 $000

Proceeds from Disposal of Non-Financial Assets

Plant and Equipment 2 4

Medical Equipment 14 -

Motor Vehicles 640 1,085

Total Proceeds from Disposal of Non-Financial Assets 656 1,089

Less: Written Down Value of Non-Financial Assets Sold

Motor Vehicles (302) (646)

Net Gain/(Loss) on Disposal of Non-Financial Assets (302) (646)

Net Gain/(Loss) on Disposal of Non-Financial Assets 354 443

Ballarat Health Services charge fees in accordance with the Department of Health and Department of Health and Ageing directives.



Note 3: Expenses

Note

HSA 2014 $000

HSA 2013 $000

H&CI 2014 $000

H&CI 2013 $000

Total 2014 $000

Total 2013 $000

Employee Benefits

Salaries and Wages 208,427 197,001 15,815 15,389 224,242 212,390

Superannuation 18,371 17,051 1,342 1,413 19,713 18,464

Long Service Leave 5,801 5,444 409 408 6,210 5,852

Workcover 2,733 2,764 529 311 3,262 3,075

Departure Packages 181 - - - 181 -

Total Employee Benefits 235,513 222,260 18,095 17,521 253,608 239,781

Contract Labour Costs

Contract Labour Medical 538 429 - - 538 429

Contract Labour Other 319 246 37 28 356 274

Total Contract Labour Costs 857 675 37 28 894 703

Supplies and Consumables

Medical and Surgical Supplies 46,813 39,893 2,424 2,037 49,237 41,930

Drug Supplies 10,788 8,400 - - 10,788 8,400

Food Supplies 2,596 2,749 2,136 1,841 4,732 4,590

S100 Drugs 54 1,249 - - 54 1,249

Total Supplies and Consumables 60,251 52,291 4,560 3,878 64,811 56,169

Other Expenses

Purchased Services 10,256 9,540 1,501 2,134 11,757 11,674

Repairs and Maintenance 6,131 6,093 915 1,762 7,046 7,855

Books and Magazines 234 - 23 - 257 -

Printing and Stationary 954 - 518 - 1,472 -

Administrative Expenses 2,566 3,298 2,186 3,142 4,752 6,440

Freight 123 133 - - 123 133

Staff Training 577 619 - - 577 619

Uniforms 61 69 - - 61 69

Advertising 136 155 - - 136 155

Licence and Registration 174 67 - - 174 67

Security 39 18 - - 39 18

Rental 437 431 - - 437 431

Work Related 666 670 - - 666 670

Diagnostic Services 3,517 3,329 - - 3,517 3,329

Energy Costs 3,779 3,798 294 287 4,073 4,085

Domestic Services 1,779 1,695 260 244 2,039 1,939

Insurance Costs 254 289 - - 254 289

Insurance Costs funded by DH 4,569 3,377 - - 4,569 3,377

Vehicle Modifications Scheme 1,085 1,143 - - 1,085 1,143

Computing Services 899 747 147 23 1,046 770

Communications 1,569 1,537 451 436 2,020 1,973

Dental Services 2,153 624 - - 2,153 624

Safety Link Units - - 802 876 802 876


Patient Transport 2,059 1,640 - - 2,059 1,640

Vehicle Fleet Expenses 550 581 57 28 607 609

Audit Fees

- Auditor General - - 86 84 86 84

- Other - - 172 188 172 188

Total Other Expenses 44,567 39,853 8,351 10,169 52,917 50,022

Impairment of Financial Assets

Available for Sale Financial Assets - - - (502) - (502)

Total Impairment of Non-Financial Assets - - - (502) - (502)

Depreciation 4 - - 28,183 28,805 28,183 28,805

Net (Gain)/Loss from Disposal of Non Current Asset 2(c) - - (354) (443) (354) (443)

Other - - 3,176 2,749 3,176 2,749

Total Expenses 341,188 315,079 62,048 62,205 403,235 377,284



Note 3(a): Analysis of Expenses by Source


2014$000

Outpatients

2014$000

EDS

2014$000

Ambulatory

2014$000


RAC

2014$000

Aged Care

2014$000

Other

2014$000

Total

2014$000

Services Supported by the Health Services Agreement

Employee Entitlements

Salaries and Wages 93,129 11,328 14,853 21,607 25,314 31,677 4,465 6,054 208,427

Superannuation 8,328 664 1,449 1,784 2,241 2,949 421 535 18,371

Long Service Leave 2,592 324 406 589 711 890 123 166 5,801

Workcover 754 30 219 44 413 1,160 69 44 2,733

Departure Packages 71 36 - 30 22 17 1 4 181


Contract Labour Costs Medical 538 - - - - - - - 538

Contract Labour Costs Other 46 25 - 33 34 11 130 40 319


Drug Supplies 10,766 - - - 2 20 - - 10,788

S100 Drugs 54 - - - - - - - 54

Medical and Surgical Supplies 9,379 366 804 983 201 577 23 34,480 46,813

Food Supplies 775 361 8 392 291 679 39 51 2,596

Other Expenses

Purchased Services 1,676 11 9 4,634 26 12 2,090 1,798 10,256

Diagnostic Services 3,517 - - - - - - - 3,517

Dental Services 2,153 - - - - - - - 2,153

Energy Costs 2,784 101 - 85 88 631 58 32 3,779

Domestic Services 747 185 52 207 152 393 18 25 1,779

Repairs and Maintenance/Minor Equipment

2,166 971 21 942 661 533 84 753 6,131

Books and Magazines 90 31 4 38 43 16 4 8 234

Printing and Stationary 379 100 89 97 118 71 51 49 954

Patient Transport 1,530 3 6 312 34 16 147 11 2,059

Administrative Expenses 1,048 289 6 247 360 158 280 178 2,566

Freight 58 21 - 18 13 10 1 2 123

Staff Training 115 51 - 78 265 29 12 27 577

Uniforms 25 11 - 8 9 5 2 1 61

Advertising 61 11 8 11 24 11 5 5 136

Licence and Registration 59 25 - 21 18 47 1 3 174

Security 14 3 1 6 7 6 2 - 39

Rental 6 2 - 2 158 1 76 192 437

Work Related 317 49 74 73 91 25 31 6 666

Vehicle Modifications Scheme - - - - - - - 1,085 1,085

Vehicle Fleet Expenses 202 97 - 90 67 50 34 10 550

Computing Services 324 158 - 136 101 134 24 22 899

Communications 551 224 31 219 228 135 43 138 1,569

Insurance Costs 114 14 18 26 31 39 5 7 254

Insurance Costs funded by DH 2,041 248 326 474 555 694 98 133 4,569

Total Expenses from Services Supported by the Health Services Agreement

146,409 15,739 18,384 33,186 32,278 40,996 8,337 45,859 341,188



Note 3(a): Analysis of Expenses by Source (Continued)


2014$000

Outpatients

2014$000

EDS

2014$000

Ambulatory

2014$000


RAC

2014$000

Aged Care

2014$000

Other

2014$000

Total

2014$000

Services Supported by Hospital and Community

Initiatives Employee Entitlements

Salaries and Wages - - - - - - 15,815 15,815

Superannuation - - - - - - - 1,342 1,342

Long Service Leave - - - - - - - 409 409

Workcover - - - - - - - 529 529


Contract Labour Costs Other

- - - - - - - 37 37


Medical and Surgical Supplies

- - - - - - - 2,424 2,424

Food Supplies - - - - - - - 2,136 2,136

Other Expenses

Purchased Services - - - - - - - 1,501 1,501

Energy Costs - - - - - - - 294 294

Domestic Services - - - - - - - 260 260


- - - - - - - 915 915

Safety Link Units - - - - - - - 802 802

Administrative Expenses - - - - - - - 2,186 2,186

Books and Magazines - - - - - - - 23 23

Printing and Stationary - - - - - - - 518 518

Vehicle Fleet Expenses - - - - - - - 57 57

Computing Services - - - - - - - 147 147

Communication - - - - - - - 451 451

Depreciation 3 9,035 2,780 554 365 1,210 4,608 2,813 6,818 28,183

Audit Fees

- Auditor General 37 4 5 8 8 10 2 12 86

- Other 74 8 9 17 16 21 4 23 172

Grampians Regional Health Alliance

- - - - - - - 938 938

Net Loss from Disposal of Non Current Asset

2(c) - - - - - - - (354) (354)

Other - - - - - - - 3,176 3,176

Total Services Supported by Hospital and Community Initiatives

9,146 2,791 568 390 1,234 4,639 2,819 40,459 62,047

Total Expenses 155,555 18,531 18,951 33,576 33,512 45,635 11,157 86,318 403,235





2013$000

Outpatients

2013$000

EDS

2013$000

Ambulatory

2013$000


RAC

2013$000

Aged Care

2013$000

Other

2013$000

Total

2013$000

Services Supported by the Health Services Agreement

Employee Entitlements

Salaries and Wages 87,088 10,865 14,066 20,353 24,510 30,190 4,049 5,880 197,002

Superannuation 7,584 641 1,349 1,664 2,170 2,750 381 512 17,051

Long Service Leave 2,401 304 385 545 693 843 113 160 5,444

Workcover 768 38 204 67 404 1,156 70 57 2,764


Contract Labour Costs Medical

429 - - - - - - - 429


2 1 - 69 18 - 156 - 246


Drug Supplies 8,373 - - - 3 24 - - 8,400

S100 Drugs 1,249 - - - - - - - 1,249


8,786 314 726 911 172 508 24 28,452 39,893

Food Supplies 841 392 7 425 304 687 38 55 2,749

Other Expenses

Purchased Services 1,141 9 - 4,372 22 9 2,334 1,653 9,540

Diagnostic Services 3,329 - - - - - - - 3,329

Dental Services 624 - - - - - - - 624

Energy Costs 2,788 119 - 100 93 636 39 23 3,798

Domestic Services 693 177 48 203 145 389 18 22 1,695


2,183 981 16 927 663 536 94 693 6,093

Patient Transport 1,195 7 7 250 42 15 114 10 1,640

Administrative Expenses 1,275 375 87 361 494 228 230 248 3,298

Freight 61 23 - 20 14 11 1 3 133

Staff Training 106 42 - 46 340 34 26 25 619

Uniforms 34 12 - 7 7 5 3 1 69

Advertising 52 15 - 16 33 16 17 6 155

Licence and Registration 11 6 - 5 2 40 - 3 67

Security 4 1 1 3 4 3 2 - 18

Rental 7 3 - 3 152 2 84 180 431

Work Related 330 58 68 69 96 32 8 9 670

Vehicle Modifications Scheme

- - - - - - - 1,143 1,143

Vehicle Fleet Expenses 214 108 - 92 69 50 34 14 581

Computing Services 281 140 - 116 87 102 5 16 747

Communications 522 208 32 208 226 136 47 158 1,537

Insurance Costs 127 16 21 30 36 44 6 9 289

Insurance Costs funded by DH

1,493 186 241 349 420 518 69 101 3,377

Total Expenses from Services Supported by the Health Services Agreement

133,991 15,041 17,258 31,211 31,219 38,964 7,962 39,433 315,081





2013$000

Outpatients

2013$000

EDS

2013$000

Ambulatory

2013$000


RAC

2013$000

Aged Care

2013$000

Other

2013$000

Total

2013$000

Services Supported by Hospital and Community Initiatives Employee Benefits

Salaries and Wages - - - - - - - 15,389 15,389

Workcover - - - - - - - 1,413 1,413

Superannuation - - - - - - - 408 408

Long Service Leave - - - - - - - 311 311

Non Salary Labour Costs


- - - - - - - 28 28



- - - - - - - 2,037 2,037

Food Supplies - - - - - - - 1,841 1,841

Other Expenses

Purchased Services - - - - - - - 2,134 2,134

Energy Costs - - - - - - - 287 287

Domestic Services - - - - - - - 244 244


- - - - - - - 1,762 1,762

Safety Link Units - - - - - - - 876 876

Administrative Expenses - - - - - - - 3,142 3,142

Vehicle Fleet Expenses - - - - - - - 28 28

Computing Services - - - - - - - 23 23

Communication - - - - - - - 436 436

Depreciation 4 9,234 2,841 566 373 1,237 4,710 2,874 6,970 28,805

Audit Fees

- Auditor General 36 4 5 8 8 10 2 11 84

- Other 81 9 10 19 18 23 5 23 188

Impairment of Financial Assets

- Available for Sale - - - - - - - (502) (502)

Grampians Regional Health Alliance

- - - - - - - 965 965

Net Loss from Disposal of Non Current Asset

2(c) - - - - - - - (443) (443)

Other - - - - - - - 2,749 2,749

Total Services Supported by Hospital and Community Initiatives

9,351 2,854 581 400 1,263 4,743 2,881 40,132 62,203

Total Expenses 143,345 17,894 17,838 31,610 32,482 43,708 10,844 79,563 377,284



Note 3(b): Analysis of Expenses for Services Supported by Hospital and Community Initiatives

2014 $000

2013 $000

Business Units

Safety Link 5,166 5,255

Catering 3,890 3,674

Eureka Linen 3,116 3,383

12,172 12,312

Other Services

Depreciation 26,082 26,641

Radiology 7,816 7,778

Breastscreen 1,251 1,146

Child and Youth Redesign 629 671

Grampians Regional Health Alliance 938 965

MHA Implementation 76 -

Private Practice 860 1,716

Accommodation 563 684

IMS Research 244 293

Education Services 2,489 2,277

Diabetic Shop 338 307

Direct 2 Care 354 255

Print Shop 456 476

Salary Packaging 229 113

Grampians Intergrated Cancer Service 1,382 1,129

Midwifery 110 132

Other 6,058 5,308

49,875 49,891

Total 62,047 62,203

The Depreciation figure above excludes the depreciation associated with the Business units. The total depreciation attributable to the Business units is $2,101,295 (2013: $2,164,226)

Note 4: Depreciation and Amortisation

2014 $000

2013 $000

Buildings 19,751 20,187

Medical Equipment 3,362 3,304

Plant & Equipment 1,572 1,529

Motor Vehicles 1,068 1,145

Personal Alert Call Systems 265 393

Linen Stock 491 578

Information Technology 984 921

Furniture & Fittings 493 548

Kitchen & Catering 111 119

Intangibles 86 81

Total 28,183 28,805



Note 6: Receivables

Current$000

Non Current$000

2014 $000

2013 $000

Contractual

Trade Debtors

- Acute and Sub-Acute Inpatients 1,529 - 1,529 1,322

- RAC 298 - 298 181

- Eureka Linen 276 - 276 749

- Radiology 293 - 293 268

- Safety Link 444 - 444 594

- Sundry 7,831 - 7,831 4,651

- Other - - - -

Accrued Investment Income 468 - 468 507

11,139 - 11,139 8,272

Statutory

GST Receivable 699 - 699 327

Department of Health 1,309 6,975 8,284 6,975

2,008 6,975 8,983 7,302

Total 13,147 6,975 20,122 15,574

Less: Allowance for Doubtful Debts

Trade Debtors 113 - 113 123

Patient Fees 59 - 59 59

Net Debtors and Accrued Revenue 12,975 6,975 19,950 15,392

Note 6(a): Movement in the Allowance for Doubtful Debts

2014 $000

2013 $000

Balance at beginning of year 182 213

Amounts written off during the year (15) (14)

Amounts recovered during the year (54) (86)

Increase/(decrease) in allowance recognised in the net result 59 69

Balance at end of year 172 182

Note 6(b): Ageing Analysis of ReceivablesPlease refer to note 18 for the ageing analysis of receivables

Note 6(c): Nature and Extent of Risk Arising from ReceivablesPlease refer to note 18 for the nature and extent of credit risk arising from receivables

Note 5: Cash and Cash Equivalents

2014 $000

2013 $000

Cash on hand and at bank 21,863 5,154

Total 21,863 5,154

Represented By

Cash for Health Services Operations (as per Cash Flow Statement) 21,863 5,154

21,863 5,154



Note 7: Other Financial Assets

Operating Fund

2014$000

Operating Fund

2013$000

Specific Purpose

Fund

2014$000

Specific Purpose

Fund

2013$000

Trust Fund

2014$000

Trust Fund

2013$000

Capital Fund

2014$000

Capital Fund

2013$000

Total

2014$000

Total

2014$000

Current

Shares 671 539 - - - - - - 671 539

Term Deposits 2,747 13,887 493 518 20,979 21,010 1,281 1,585 25,500 37,000

Grampians Regional Health Alliance - - 545 695 - - - - 545 695

3,418 14,426 1,038 1,213 20,979 21,010 1,281 1,585 26,716 38,234

Non Current

Term Deposits - - - - 3,000 - - - 3,000 -

Radiotherapy Joint Venture - - - - - - - 651 - 651

- - - - 3,000 - - 651 3,000 651

Total 3,418 14,426 1,038 1,213 23,979 21,010 1,281 2,236 29,716 38,885

Represented by:

Health Service Investments 3,418 14,426 493 518 - - 1,281 2,236 5,192 17,180

Monies held in Trust

- Accommodation Bonds - - - - 22,187 19,504 - - 22,187 19,504

- Patient Monies - - - - 1,100 960 - - 1,100 960

- SWEP - - - - 242 258 - - 242 258

- GICS - - - - 450 288 - - 450 288

Grampians Regional Health Alliance - - 545 695 - - - - 545 695

3,418 14,426 1,038 1,213 23,979 21,010 1,281 2,236 29,716 38,885

Note 7(a): Ageing Analysis of Other Financial AssetsPlease refer to note 18 for the ageing analysis of other financial assets

Note 7(b): Nature and Extent of Risk Arising from Other Financial AssetsPlease refer to note 18 for the nature and extent of credit risk arising from other financial assets

Note 8: Inventory

2014 $000

2013 $000

General 773 705

Pharmaceuticals 749 594

Total 1,522 1,299

Note 9: Prepayments

2014 $000

2013 $000

Prepayments 964 1,047

Total 964 1,047



Note 10: Property, Plant & Equipment

Gross Cost/Valuation

2014$000

Accumul.Dep’n2014$000

Written DownValue2014$000

Written DownValue2013$000

Land 19,217 - 19,217 19,966

Under Construction 16,125 - 16,125 62,285

Buildings 286,031 - 286,031 166,308

Plant and Equipment 21,844 14,621 7,223 8,021

Medical Equipment 34,132 25,412 8,720 9,764

Computers & Communications 8,997 7,786 1,211 1,700

Furniture & Fittings 3,702 2,608 1,094 1,402

Kitchen & Catering 2,652 2,382 270 381

Personal Alert Call Systems 11,298 10,474 824 709

Linen Stock 4,628 4,039 589 928

Motor Vehicles 4,446 2,523 1,923 2,070

Total Fixed Assets 413,072 69,845 343,227 273,534

An independent valuation of Ballarat Health Service’s land and buildings was peformed by the Valuer -General Victoria to determine the fair value of the land and buildings. The Valuation, which conforms to Australian Valuation Standards, was determined to reference to the amounts to which assets could be exchanged between knowledgeable willing parties in an arm’s length transaction. The Valuation was based on independent assesments and are effective as at 30 June 2014.

Reconciliations of the carrying amounts of each class of assets for the entity at the beginning and end of the previous and current financial year is set out below

Land

$000

Under Construction

$000

Buildings

$000

Plant &Equipment

$000

MedicalEquipment

$000

Computers &Communications

$000

Furniture & Fittings

$000

Kitchen & Catering

$000

Personal Alert Call Systems

$000

Linen Stock

$000

Motor Vehicles

$000

Total

$000

2014

Carrying amount at start of year

19,966 62,285 166,308 8,021 9,764 1,700 1,402 381 709 928 2,070 273,534

Additions - 16,333 - 774 2,318 495 185 - 380 152 1,223 21,860

Revaluations (749) - 76,981 - - - - - - - - 76,232

Net transfers between Classes

- (62,493) 62,493 - - - - - - - - -

Disposals - - - - - - - - - - (302) (302)

Depreciation expense

- - (19,751) (1,572) (3,362) (984) (493) (111) (265) (491) (1,068) (28,097)

Carrying amount at end of year

19,217 16,125 286,031 7,223 8,720 1,211 1,094 270 824 589 1,923 343,227

2013

Carrying amount at start of year

19,966 27,875 186,357 8,990 10,639 2,331 1,897 496 912 1,310 2,416 263,189

Additions - 34,410 138 560 2,429 290 53 3,934 190 196 1,445 39,715

Disposals - - - - - - - - - - (646) (646)

Depreciation expense

- - (20,187) (1,529) (3,304) (921) (548) (119) (393) (578) (1,145) (28,724)

Carrying amount at end of year

19,966 62,285 166,308 8,021 9,764 1,700 1,402 381 709 928 2,070 273,534

2014 $000

2013 $000

Computer Software 2,979 1,683

Less: Accumulated Amortisation (1,637) (1,550)

Total 1,342 133

Carrying amount at start of year 133 116

Additions 1,295 98

Amortisation (86) (81)

Carrying amount at end of year 1,342 133

Note 10(a): Intangible Assets



Note 10 (b): Fair Value Measurement Hierarchy for Assets at 30 June 2014

Fair value measurement at end of reporting period using:

Carrying amount as at 30June 2014 Level 1 (1) Level 2 (1) Level 3 (1)

Land at fair value

Non-specialised land 9,696 - 9,696 -

Specialised land 9,521 - - 9,521

Total of land at fair value 19,217 - 9,696 9,521

Buildings at fair value

Non-specialised buildings 110,022 - 110,022 -

Specialised buildings 176,010 - - 176,010

Total of buildings at fair value 286,031 - 110,022 176,010

Plant and Equipment at fair value

- Motor Vehicles 1,923 - 1,923 -

- Plant and Equitpment 7,223 - 7,223 -

- Furniture and Fittings 1,094 - 1,094 -

- Kitchen and Catering 270 - 270 -

Total of plant, equipment and vehicles at fair value 10,510 - 10,510 -

Medical Equipment at fair value 8,720 - 4,639 4,081

Computers & Communications 1,211 - 1,211 -

Personal Alert Call Systems 824 - 824 -

Linen Stock 589 - 589 -

327,102 - 137,491 189,612

Note 10(c): Reconciliation of Level 3 Fair Value

Land Buildings Medical equipment

Opening Balance 10,250 132,478 3,765

Purchases (sales) - - 1,241

Transfers in (out) of Level 3 - - -

Subtotal 10,250 132,478 5,006

Gains or losses recognised in net result

- Depreciation - (17,093 (924)

Subtotal - (17,093 (924)

Items recognised in other comprehensive income

- Revaluation (729) 60,624 -

Subtotal (729) 60,624 -

Closing Balance 9,521 176,010 4,081

Classified in accordance with the fair value hierarchy, see Note 1 There have been no transfers between levels during the period.

Specialised land, buildings and other assetsThe market approach is also used for specialised land and specialised buildings although is adjusted for the community service obligation (CSO) to reflect the specialised nature of the assets being valued. Specialised assets contain significant, unobservable adjustments; therefore these assets are classified as Level 3 under the market based direct comparison approach.

The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the extent that is also equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value measurement, and takes into account the use of the asset that is physically possible, legally permissible and financially feasible. As adjustments of CSO are considered as significant unobservable inputs, specialised land would be classified as Level 3 assets.

For the health services, the depreciated replacement cost method is used for the majority of specialised buildings, adjusting for the associated depreciation. As depreciation adjustments are considered as significant and unobservable inputs in nature, specialised buildings are classified as Level 3 for fair value measurem

Plant and Equipment is held at carrying value (depreciated cost). When plant and equipment is specialised in use, such that it is rarely sold other than as part of a going concern, the depreciated replacement cost is used to estimate the fair value. Unless there is market evidence that current replacement costs are significantly different from the original acquistion cost, it is considered unlikely that depreciated replacement costs will be materially different from the existing carrying value.



Note 10(D): Description Of Significant Unobservable Inputs To Level 3 Valuations

Valuation technique Significant unobservable inputs

Range (weighted average) Sensitivity of fair value measurement to changes in significant onobservable

inputs

Specialised LandQueen Elizabeth Centre - Ascot Street South 908 Eyre StreetBase Hospital - Drummond Street North Sebastopol Complex - Morgan Street 113 Ascot Street South

Market Approach Community Service Obligation (CSO)

Adjustment

20% A significant increase or decrease in the CSO

adjustment would result in a significantly lower (higher)

fair value

Specialised Buildings Depreciated Replacement Cost

Direct cost per square metre

Useful life of specialised buildings

$313 -$2,400/m2 ($2,300)

1 - 60 years (45 years)

A significant increase or decrease in direct

cost per square metre adjustment would result in a significantly higher or lower

fair value

A significant increase or decrease in the

estimated useful life of the asset would result in a significantly higher or lower

valuation

Medical Equipment at Fair Value

Depreciated Replacement Cost

Cost Per Unit

Useful Life of MedicalEquipment

$223,000 -$1,328,000 ($600,000)

10-33 years (17years)

Increase (decrease) in gross replacement cost would result in a

significantly higher (lower) fair value

Increase (decrease) in useful life would result in asignificantly higher (lower)

value

(i) CSO adjustments of 20% were applied to reduce the market approach value for the Department’s specialised land

Note 11: Payables

2014 $000

2013 $000

Trade Creditors & Accrued Expenses 29,273 19,042

Salary Packaging Held in Trust 987 987

Department of Health (i) 379 882

Total 30,639 20,911

(i) Terms and conditions of amounts payable to the Department of Health vary according to the particular agreement with the Department.

Note 11(a): Maturity Analysis of PayablesPlease refer to note 18 for the ageing analysis of payables

Note 11(b): Nature and Extent of Risk Arising from PayablesPlease refer to note 18 for the nature and extent of credit risk arising from payables



Note 12: Employee Benefits

2014 $000

2013 $000

Current Provisions

Employee Benefits

Annual Leave

- Unconditional and expected to be settled within 12 months 14,690 13,465

- Unconditional and expected to be settled after 12 months 2,415 2,214

Long Service Leave



Other

- Accrued Wages and Salaries 8,514 8,316

- Accrued Days Off 513 463

Provisions related to Employee Benefit On-Costs



Other

- Accrued Wages and Salaries 1,216 1,188

- Accrued Days Off 73 66

Total 54,737 51,753

Non-Current Provisions

Conditional Long Service Leave 8,472 7,040

Total 8,472 7,040

Total Provisions 63,209 58,792

Note 12(a): Employee Benefits and Related On-Costs

2014 $000

2013 $000

Current

Unconditional Long Service Leave 24,873 23,801

Accrued Leave 19,549 17,918

Accrued Wages and Salaries 9,729 9,504

Accrued Days Off 586 529

Total 54,737 51,752

Non-Current

Conditional Long Service Leave 8,472 7,040

Total 8,472 7,040

Total Employee Benefits 63,209 58,792

Note 12(b): Movement in Provisions

2014 $000

2013 $000

Movement in Long Service Leave:

Balance July 1 30,841 28,749

Provision made during the year 6,654 5,674

Settlement made during the year (4,150) (3,582)

Balance June 30 33,345 30,841 Provision for Long Service Leave in accordance with AASB 101: Presentation of Financial Statements, Provision for Long Service Leave is considered a current liability in respect to employees who have met the required qualification period, and therefore Ballarat Health Service does not have an unconditional right to defer settlement of the liability for at least twelve months after the balance date. Refer Note 1(n) for details.



Note 13: Superannuation

Paid Contribution Contribution Outstanding2014$000

2013$000

2014$000

2013$000

Defined Benefit Plans (i):

First State Super 1,501 1,656 127 92

Defined Contribution Plans:

First State Super 12,402 12,018 1,039 1,131

Hesta 3,326 2,766 316 25

Emergency Services Scheme 397 454 38 17

Other 533 412 42 -

Total 18,160 17,306 1,562 1,265

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

Note 14: Monies Held in Trust

2014$000

2013$000

Current

Monies Held in Trust

- Refundable Accommodation Bonds 22,187 19,504

- Resident 1,100 959

- Grampians Integrated Cancer Service 450 288

- State Wide Equipment Program 242 258

Total 23,979 21,009

Monies Held in Trust Represented by:

Other Financial Assets 23,979 21,009

Total 23,979 21,009

Note 15: Other Liabilities

2014$000

2013$000

CurrentGrampians Regional Health Alliance 127 307

Total 127 307



Note 16(a): Reserve

2014$000

2013$000

Asset Revaluation Reserve(1)

Balance at the beginning of the reporting period 95,325 95,325

Revaluation Increments/(Decrements)

- Land (749) -

- Buildings 76,981 -

Balance at the end of the reporting period 171,557 95,325

Represented by:Land 11,754 12,503

Buildings 159,803 82,822

171,557 95,325

Specific Purpose ReserveBalance at the beginning of the reporting period 518 562

Transfer to accumulated surplus (25) (44)

Balance at the end of the reporting period 493 518Total Reserves 172,050 95,843

(1) The land and buildings assets revaluation reserve arises on the revaluation of land and buildings.The above Reserves are internally managed Special Purpose Funds, which are used to quarantine Capital income such as Donations, Capital Grants and Interest Revenue. Once quarantined, this income is used to fund Capital Projects, Refurbishments, Equipment and Education

Note 16(b): Contributed Capital

2014$000

2013$000

Balance at the beginning of the reporting period 149,952 149,952

Balance at the end of the reporting period 149,952 149,952

Note 16(c): Retained Earnings

2014$000

2013$000

Balance at the beginning of the reporting period (11,370) (11,860)

Net Result for the Year (10,057) 475

Grampians Regional Health Alliance 30 (29)

Transfer from Reserve 25 44

Balance at the end of the reporting period (21,372) (11,370)

Note 16(d): Total Equity at the End of the Financial Year

2014$000

2013$000

Total Equity at the beginning of the reporting period 234,425 233,979

Total Changes in Equity Recognised in ComprehensiveOperating Statement 66,205 446

Total Equity at the end of the reporting period 300,630 234,425

Note 16: Equity



Note 17: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow) from Operating Activities

Note2014$000

2013$000

Net Result for the Year (10,027) 446

Non Operating Cash MovementsNet (Gain)/Loss on Sale of Fixed Assets 2(c) (354) (443)

Write off of Investments 17 -

Non Cash MovementsDepreciation and Amortisation 28,183 28,805

Grampians Regional Health Alliance (30) 29

Assets Received Free of Charge (2,102) (1,696)

Impairment of Investments (124) (502)

Provision for Doubtful Debts (10) 182

Movements in Assets and LiabilitiesChange in operating assets and liabilities

Increase/(Decrease) in Payables 9,728 (1,353)

Increase/(Decrease) in Employee Entitlements 4,417 2,135

Increase/(Decrease) in Other Liabilities 2,970 2,087

(Increase)/Decrease in Inventory (223) (28)

(Increase)/Decrease in Prepayments 83 (206)

(Increase)/Decrease in Receivables (4,548) 549

Net Cash Inflows from Operating Activities 27,979 30,004



Note 18: Financial Instruments

(a) Financial Risk Management Objectives and Policies

Ballarat Health Services principal financial instruments comprise:- Cash Assets- Term Deposits- Receivables (excluding statutory receivables)- Available for sale Financial Assets- Payables (excluding statutory payables)- Accommodation Bonds

Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, with respect to each class of financial asset, financial liability and equity instrument are disclosed in Note 1 to the financial statements. Ballarat Health Services main financial risks include credit risk, liquidity risk and interest rate risk. Ballarat Health Services manages these financial risks in accordance with its financial risk management policy. The main purpose in holding financial instruments is to prudentially manage Ballarat Health Services financial risks within the government policy parameters.

Categorisation Of Financial Instruments

CarryingAmount

2014$000

CarryingAmount

2013$000

Financial AssetsCash and cash equivalents 21,863 5,154

Receivables 10,499 7,583

Available for Sale 29,716 38,885

Total Financial Assets(i) 62,078 51,622

Financial LiabilitiesPayables 30,260 20,029

Accommodation Bonds 22,187 19,504

Monies Held in Trust 1,792 1,505

Other Liabilities 127 307

Total Financial Liabilities(ii) 54,366 41,345

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

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

Net Holding Gain/(Loss) On Financial Instruments By Category

CarryingAmount

2014$000

CarryingAmount

2013$000

Financial Assets

Cash and cash equivalents(i) 1,380 1,705

Designated at fair value through profit or loss(ii) (17) -

Receivables 10 31

Available for Sale(i) 1,068 1,366

Total Financial Assets 2,441 3,102

Financial LiabilitiesAccommodation Bonds 69 56

Total Financial Liabilities 69 56

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

(ii) For financial assets and liabilities that are held-for-trading or designated at fair value through profit or loss, the net gain or loss is calculated by taking the movement In the fair value of the financial asset or liability.



Financialinstitutions(AAA credit

rating)$000

Governmentagencies

(AAA creditrating)

$000

Other

$000

Total

$0002014Financial AssetsCash and Cash Equivalents 21,863 - - 21,863

Receivables

- Trade Debtors - - 10,499 10,499

- Other Receivables (i) 468 - - 468

Other Financial Assets

- Term Deposit 28,500 - - 28,500

- Shares in Other Entities 671 - 545 1,216

Total Financial Assets 51,502 - 11,044 62,546

2013Financial AssetsCash and Cash Equivalents 5,154 - - 5,154

Receivables

- Trade Debtors - - 7,583 7,583

- Other Receivables (i) 507 - - 507

- Term Deposit 37,000 - - 37,000

Other Financial Assets

- Shares in Other Entities 539 - 1,346 1,885

Total Financial Assets 43,200 - 8,929 52,129

(i) The total amounts disclosed here excludes statutory amounts (eg; amounts owing from Victorian Government and GST input tax credit recoverable).

(b) Credit Risk

Credit risk arises from the contractual financial assets of Ballarat Health Services, which comprise cash and deposits, non statutory receivables and available for sale contractual financial assets.

Ballarat Health Services exposure to credit risk arises from the potential default of a counter party on their contractual obligations resulting in the financial loss to Ballart Health Services. Credit risk is measured at fair value and is monitored on a regular basis.

In addition, Ballarat Health Services does not engage in hedging for its contractual financial assets and mainly obtains contractual financial assets that are on fixed interest, except for cash assets, which are mainly cash at bank. Ballarat Health Services is to only deal with banks with high credit ratings.

Provision for impairment for contractual financial assets is recognised when there is objective evidence that Ballarat Health Services will not be able to collect a receivable. Objective evidence includes financial difficulties of the debtor, default payments, debts which are more than 60 days overdue, and changes in debtor credit ratings.

Except as otherwise detailed in the following table, the carrying amount of contractual financial assets recorded in the financial statements, net of any allowances for losses, represents Ballarat Health Services maximum exposure to credit risk without taking account the value of any collateral obtained.

Credit Quality Of Contractual Financial Assets That Are Neither Past Due Nor Impaired



ConsolidatedCarryingAmount

$000

Not Past Dueand NotImpaired

$000

Past Due But Not Impaired ImpairedFinancialAssets$000

Less than1 Month

$000

1-3Months

$000

3 months -1 Year$000

1-5Years$000

2014Financial AssetsCash and Cash Equivalents 21,863 21,863 - - - - -

Receivables 10,499 7 ,391 2,150 292 666 - -

Other Financial Assets 29,716 29,716 - - - - -

62,078 58,970 2,150 292 666 - -

2013Financial AssetsCash and Cash Equivalents 5,154 5 ,154 - - - - -

Receivables 7,583 6 ,255 1,223 64 41 - -

Other Financial Assets 38,885 38,885 - - - - -

51,662 50,294 1,223 64 41 - -

There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated as the carrying amounts as indicated. The ageing analysis table above discloses the ageing only of contractual financial assets that are past due but not impaired.

Ageing Analysis Of Financial Assets As At 30 June

(c) Liquidity Risk

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

Ballarat Health Services operates under the Government’s fair payments policy of settling financial obligations within 30 days and in the event of dispute, making payments within 30 days from the date of resolution.

Ballarat Health Services maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the balance sheet.Ballarat Health Services manages its financial instruments so as to minimise liquidity risk. This is achieved through a combination of daily cash flow forecasting and appropriate budget setting and monitoring.

Maturity Analysis Of Financial Liabilities As At 30 June

Maturity DatesCarryingAmount

$000

NominalAmount

$000

Less than1 Month

$000

1-3Months

$000

3 months -1 Year$000

1-5Years$000

2014Financial LiabilitiesCreditors 30,260 30,260 30,260 - - -

Accommodation Bonds 22,187 22,187 399 1,019 20,768 -

Monies Held in Trust 1,792 1 ,792 - 692 1,100 -

Other Liabilities 127 127 - - 127 -

54,366 54,366 30,659 1,711 21,995 -

2013Financial LiabilitiesCreditors 20,029 20,029 20,029 - - -

Accommodation Bonds 19,504 19,504 294 750 18,460 -

Monies Held in Trust 1,505 1 ,505 - 546 959 -

Other Liabilities 307 307 - - 307 -

41,345 41,345 20,323 1,296 19,726 -



(d) Market Risk

Ballarat Health Services exposures to market risk are primarily through interest rate risk with only insignificant exposure to foreign currency and other price risks. Objectives, policies and processesused to manage each of these risks are disclosed in the paragraph below.

Currency RiskBallarat Health Services is exposed to insignificant foreign currency risk through its payables relating to purchases of supplies and consumables from overseas. This is because of a limited amount of purchases denominated in foreign currencies and a short timeframe between commitment and settlement.

Other Price RiskBallarat Health Services is not subject to price risk.

Interest Rate RiskMinimisation of risk is achieved by mainly undertaking fixed rate or non-interest bearing financial instruments.

Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Ballarat Health Services has minimal exposure to cash flow interest rate risks through its cash and deposits that are at floating rate.

Ballarat Health Services manages this risk by mainly undertaking fixed rate or non-interest bearing financial instruments with relatively even maturity profiles, with only insignificant amounts of financial instruments at floating rate.

Management has concluded for cash at bank as for financial assets that can be left at floating rate without necessarily exposing Ballarat Health Services to significant bad risk, management monitors interest rates on a daily basis.

WeightedAverageEffectiveInterestRate (%)

CarryingAmount

$000

Interest Rate ExposureFixed

InterestRate$000

VariableInterest

Rate$000

NonInterestBearing

$0002014Financial AssetsCash and Cash Equivalents 2.5% 21,863 - 21,863 -

Receivables 0% 10,499 - - 10,499

Other Financial Assets 4.0% 29,716 28,500 1,216 -

62,078 28,500 23,079 10,499

Financial LiabilitiesCreditors 0% 30,260 - - 30,260

Accommodation Bonds 4.0% 22,187 22,187 - -

Monies Held in Trust 0% 1,792 - - 1,792

Other Liabilities 0% 127 - - 127

54,366 22,187 - 32,1792013Financial AssetsCash and Cash Equivalents 2.8% 5,154 - 5,154 -

Receivables 0% 7,583 - - 7,583

Other Financial Assets 4.4% 38,885 37,000 1,234 651

51,622 37,000 6,388 8,234

Financial LiabilitiesCreditors 0% 20,029 - - 20,029

Accommodation Bonds 4.5% 19,504 19,504 - -

Monies Held in Trust 0% 1,505 - - 1,505

Other Liabilities 0% 307 - - 307

41,345 19,504 - 21,841



CarryingAmount

$000

Interest Rate Risk-0.5% +1%

Profit$000

Equity$000

Profit$000

Equity$000

2014Financial AssetsCash and Cash Equivalents 21,863 (109) (109) 219 219

Other Financial Assets 29,716 (149) (149) 297 297

Financial LiabilitiesAccommodation Bonds 22,187 111 111 (222) (222)

CarryingAmount

$000

Interest Rate Risk-0.5% +1%

Profit$000

Equity$000

Profit$000

Equity$000

2013Financial AssetsCash and Cash Equivalents 5,154 (26) (26) 52 52

Other Financial Assets 38,885 (194) (194) 389 389

Financial LiabilitiesAccommodation Bonds 19,504 98 98 (195) (195)

(d) Market Risk (continued)

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

- A parallel shift of +1% and -0.5% in interest rate from year-end rates of 1.5%

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



Carrying Amount as at 30 June

$000

Fair value measurement at end of reporting period using:

Level 1$000

Level 2$000

Level 3$000

2014Financial Assets at fair value through Profit & LossAvailable for sale financial assets 29,716 29,716 - -

Total Financial Assets 29,716 29,716 - -

2013Financial Assets at fair value through Profit & LossAvailable for sale financial assets 38,885 38,885 - -

Total Financial Assets 38,885 38,885 - -

CarryingAmount

2014$000

FairValue2014$000

CarryingAmount

2014$000

CarryingAmount

2014$000

Financial Assets

Cash and cash equivalents 21,863 21,863 5,154 5,154

Receivables 10,499 10,499 7,583 7,583

Available for Sale 29,716 29,716 38,885 38,885

Total Financial Assets 62,078 62,078 51,622 51,622

Financial Liabilities

Payables 30,260 30,260 20,029 20,029

Accommodation Bonds 22,187 22,187 19,504 19,504

Monies Held in Trust 1,792 1,792 1,505 1,505

Other Liabilities 127 127 307 307

Total Financial Liabilities 54,366 54,366 41,345 41,345

(e) Fair Value

The fair values and net fair values of financial instrument assets and liabilities are determined as follows:Level One - the fair value of financial instrument assets and liabilities with standard terms and conditions and traded in active liquid markets are determined with reference to quoted market prices; and Level Two - the fair value is determined using inputs other than quoted prices that are observable for the financial asset or liability, either directly or indirectly; and Level Three - the fair value of other financial instrument assets and liabilities is determined in accordance with generally accepted pricing models based on discounted cash flow analysis using unobservable market inputs.Ballarat Health Services considers that the carrying amount of financial instrument assets and liabilities recorded in the financial statements to be a fair approximation of their fair values, because of the short-term nature of financial instruments and the expectation that they will be paid in full.The following tables show that the fair values of most of the contractual financial assets and liabilities are the same as the carrying amounts.

Comparison Between Carrying Amount And Fair Value



Note 19: Commitments

2014$000

2013$000

Capital Expenditure Commitments

Land and Buildings 60,015 68,059

Furniture and Fittings 121 -

Medical Equipment 922 1,779

Computer 166 1,715


Intangible Assets - 225

Total 61,329 72,115

Not later than 1 year 6,897 23,052

Later than 1 year and not later than 5 years 54,432 49,063

61,329 72,115

Operating Expenditure Commitments

Furniture and Fittings 112 -


Computer 3 1

Medical Equipment 283 378

Other 2,474 1,458

Total 2,929 1,870

Not later than 1 year 2,927 1,862

Later than 1 year and not later than 5 years 2 8

2,929 1,870

Operating Lease

Property 993 1,034

Medical Equipment 980 1,161

IT Equipment 91 165

Total 2,064 2,360

Non Cancellable

Not later than 1 year 643 527

Later than 1 year and not later than 5 years 1,389 1,509

Later than 5 years 32 324

Total 2,064 2,360

Total Commitments for expenditure (inclusive of GST) 66,322 76,345

Less GST recoverable from the Australian Tax Office 5,992 6,885

Total Commitments for expenditure (exclusive of GST) 60,330 69,460

All amounts shown in the Commitments note are nominal amounts inclusive of GST. Capital Commitments of $51,277,667 are fully funded by DH.



Note 20: Segment Reporting

Acute Care

2014$000

Acute Care

2013$000

RAC

2014$000

RAC

2013$000

Aged Care

2014$000

Aged Care

2013$000

Mental Health

2014$000

Mental Health

2013$000

Other

2014$000

Other

2013$000

Total

2014$000

Total

2013$000

Revenue

External Segment Revenue 198,843 186,340 40,631 36,347 8,123 7,960 27,750 30,540 115,382 113,957 390,729 375,145

Total Revenue 198,843 186,340 40,631 36,347 8,123 7,960 27,750 30,540 115,382 113,957 390,729 375,145

Expenses

External Segment Expenses 196,300 188,591 40,569 41,407 8,253 8,369 31,890 30,699 126,154 108,163 403,166 377,229

Total Expenses 196,300 188,591 40,569 41,407 8,253 8,369 31,890 30,699 126,154 108,163 403,166 377,229

Net Result from Ordinary Activities

2,544 (2,251) 62 (5,060) (130) (410) (4,140) (158) (10,773) 5,794 (12,437) (2,084)

Interest Expense - - (69) (56) - - - - - - (69) (56)

Interest Income - - 1,454 923 - - - - 1,219 1,645 2,449 2,569

Share of Net Result ofAssociates & Joint Ventures

17 9 4 2 2 1 3 2 4 2 30 16

Net Result for Year 2,561 (2,242) 1,451 (4,190) (127) (407) (4,137) (156) (9,550) 7,442 (10,027) 446

Other Information

Segment Assets 203,636 117,442 84,763 58,468 51,879 38,586 30,998 18,159 47,308 102,790 418,584 335,445

Total Assets 203,636 117,442 84,763 58,468 51,879 38,586 30,998 18,159 47,308 102,790 418,584 335,445

Segment Liabilities 62,795 24,156 32,497 30,201 2,414 9,557 9,124 7,250 11,124 29,855 117,954 101,019

Total Liabilities 62,795 24,156 32,497 30,201 2,414 9,557 9,124 7,250 11,124 29,855 117,954 101,019

Investments in associates and joint venture partnership

198 867 98 50 31 26 65 40 27 56 418 1,039

Acquisition of property, plant and equipment

10,943 18,112 5,447 9,015 3,595 5,950 1,692 2,800 1,478 3,965 23,155 39,841

Depreciation and amortisation expense

13,320 12,218 6,630 6,081 4,375 4,013 2,059 1,889 1,800 4,604 28,185 28,805



Note 21: Jointly Controlled Operations and Assets

Ballarat Health Services has an interest in two jointly controlled Operations and Assets. The first Jointly contolled operation being Grampians Rural Health Alliance, the second jointly controled operation being the Ballarat - Austin Radiotherapy Oncology Centre which ceased during this financial yearDetails of operations are listed as follows.

Ballarat - Austin Radiotherapy Oncology Centre

The investment was used for the construction of the Radiation Oncology Centre, for which Ballarat Health Services has an entitlement to receive a share of property rental under a 20 year co-operation agreement to recoup its investment.

No further amounts are receivable other than lease payments in respect of the investment. Ballarat Health Services is required to meet its share of the costs of maintaining the building over the term of the agreement. Lease payments received are allocated between the repayment of capital and rental income. The allocation of capital repaid is made so as to amortise the cost of the investment over the 20 year lease term.

The Ballarat - Austin Radiotherapy Oncology Centre was decommissioned with the Austin moving Radiotherapy Oncology treatment to the Ballarat Regional Intergrated Cancer Centre. Payment was received in June 2014 in settlement of the investment. The movement in the carrying amount is as follows:

Grampians Rural Health Alliance

In June 2008, the Department of Health issued circular number 17/2008, which outlines government requirements for the operationof rural health information and communication technology (ICT) alliances. The policy outlines the accepted governance model for the operation of the ICT alliances.

The policy requires public hospitals, public health services and multipurpose services which are declared or established under theHealth Services Act 1988, to enter into the alliance for the region in which they operate, in accordance with a Joint Venture Agreement (JVA). Consistent with this policy, the Grampians Rural Health Alliance came into effect on 9th of December 2008.

2014$000

2013$000

Opening Balance 651 706

Repayments (659) (100)

Interest 8 45

Capital Repaid (651) (55)

Closing Balance - 651

Ownership Interest 0.00% 47.67%

2014$000

2013$000

Revenue 1,014 979

Expenses (984) (1,008)

Net Result 30 (29)

Assets 545 695

Liabilities 127 307

Net Assets 418 388Equity 418 388

Ownership Interest 20.87% 21.49%



Note 22: Responsible Person Related Disclosures

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding responsible persons for the reporting period.

Responsible Minister: PeriodThe Honourable David Davis, MLC, Minister for Health and Ageing 01/07/2013 30/06/2014

The Honourable Mary Wooldridge, MLA, Minister for Mental Health 01/07/2013 30/06/2014

Governing Board:Mr A Faull 01/07/2013 30/06/2014

Mr C Coltman 01/07/2013 30/06/2014

Mr N Coxall 01/07/2013 30/06/2014

Ms V Fenelon 01/07/2013 30/06/2014

Mr M Patterson 01/07/2013 30/06/2014

Dr M Harris 01/07/2013 30/06/2014

Mr J Selkirk 01/07/2013 30/06/2014

Mrs V Kennedy 30/07/2013 30/06/2014

Mrs R Coutts 03/12/2013 30/06/2014

Accountable OfficerMr A R Rowe - Chief Executive Officer 01/07/2013 30/06/2014

Remuneration of Responsible PersonsThe number of Responsible Persons are shown in their relevant income band;

Income Band 2014No.

2013No.

$10,000 - $19,999 1 5

$20,000 - $29,999 7 1

$30,000 - $39,999 - -

$40,000 - $49,999 1 1

$380,000 - $389,999 - -

$400,000 - $419,999 1 1

Total Numbers 10 8

Total remuneration received or due and receivable by ResponsiblePersons from the reporting entity amounted to: 620,046 561,234

Other Transactions of Responsible Persons and their Related Parties 2014No.

2013No.

Mr M Patterson has an association with North Ballarat Sports Club who provided services on commercial terms and conditions.The total value of transactions with this entity was;

4 2

Ms V Fenelon has an association with UFS who provided services on commercial terms and conditions.

4 -



Executive Officers’ RemunerationThe numbers of executive officers, other than Ministers and AccountableOfficers, and their total remuneration during the reporting period are shown in the first two columns in the table below in their relevant income bands. The base remuneration of executive officers is shown in the third and fourth columns, base remuneration is exclusive of bonus payments, long-service leave payments, redundancy payments and retirement benefits.

Total Remuneration Base Remuneration2014 2013 2014 2013

0 - $139,999 - 1 1 1

$140,000 - $149,999 - - - 1

$150,000 - $159,999 - - 1 -

$160,000 - $169,999 - 1 1 3

$170,000 - $179,999 1 - 4 2

$180,000 - $189,999 1 - - 1

$190,000 - $199,999 - 3 - -

$200,000 - $209,999 5 3 - -

$250,000 - $259,999 - - - 1

$260,000 - $269,999 - - 1 -

$290,000 - $299,999 1 1 - -

$340,000 - $349,999 - - 1 1

$380,000 - $389,999 - 1 - -

$400,000 - $409,999 1 - - -

Total 9 10 9 10Total Annualised EmployeeEquivalent (AEE) Total 9 9.23 9 9.23Total Remuneration 2,095,041 2,135,654 1,760,409 1,802,096

(i) Annualised employee equivalent is based on paid working hours of 38 ordinary hours per week over the 52 weeks for a reporting period.

All payments made to Executives are governed by the Government Sector Executive Remuneration Panel. The changes from the previous year reflect GSERP approved pay increases, as well as the payment of accumulated long service leave for a number of Executives.

Note 23: Remuneration of Auditors

2014$000

2013$000

Audit or review of financial statement (VAGO) 86 84

Internal Audit 172 188

258 272

Note 24: Events Occurring after the Balance Sheet Date There were no events occuring after reporting date which required additional information to be disclosed.

Note 25: Economic DependencyBallarat Health Services is wholly dependent on the continued financial support of the State Government and in particular, the Department of Health. The Department of Health has provided confirmation that it will continue to provide Ballarat Health Services adequate cash flow support to meet its current and future obligations as and when they fall due for a period up to September 2015.

Note 26: Contingent Assets and Contingent LiabilitiesThere were no contingent assets or liabilities as at 30 June 2014

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