2012 Annual Report - Ballarat Health Services

ANNUALREPORT
2011-2012

SPECIALTIES &
SERVICES
Allied Health Services
Dietetics
Exercise therapy
Occupational therapy
Physiotherapy
Podiatry
Prosthetics and orthotics
Psychology
Social work
Speech therapy
Acquired brain injury
Breast Care
BHS Catering
Cardiology
Central Sterile Supply Department (CSSD)
Cognitive Impairment and Dementia Management
Community Nursing
Community Programs
Carer Respite and Support Services
Ambulatory Care Services
Domiciliary Services
Grampians Aged Care Assessment Service (ACAS)
Grampians Regional Continence Service
Diabetes and Continence Resource Centre
Grampians Regional Palliative Care Team
Hospital Admission Risk Program (HARP)
Linkages Central Highlands Co-ordinated
Community Care
Planned Activity Groups
Post Acute Care
Rehabiliation in the Home
Transition Care Program
Direct2Care
Diagnostic and Radiology (X-ray) Services
Ultrasound
CT Scan
MRI
EEG
ECG
BreastScreen
Nuclear medicine
Critical Care Unit
Dental Services
Diabetes Education
Dialysis
Ear, Nose and Throat Surgery
Emergency Medicine
Endocrinology, including diabetes management
Eureka Linen
Falls and Balance
2 Ballarat Health Services
Gastroenterology
General Medicine
General Surgery
Geriatric Evaluation and Management
Gynaecology
ICU Liaison Nurse Service
Infection Control
Intensive Care Unit and Medical Emergency
Response Team
Lymphoedema
Maxillofacial Surgery
Medical Oncology
Neonatal
Nephrology
Neurology
Maternity Services
Operating Suite
Ophthalmology
Organ and Tissue Donation Service
Orthopaedic Surgery
Otolaryngology
Outpatient Services
Paediatric Medicine
Perioperative Day Procedure Unit
Pain Management
Palliative Care
Pharmacy
Plastic Surgery
Mental Health Services including:
Child and Adolescent Mental Health Service
Acute Community and Inpatient Services
Aged Community and Inpatient Services
Adult Community
Rehabilitation (in-patient and out-patient)
Residential Aged Care
Respite Care
Safety Link
Stroke Management
Stomal Therapy
Statewide Aids and Equipment Program (SWEP)
Thoracic Medicine
Thoracic Surgery
Urology
Vascular Surgery
Wound Management

CONTENTS
Profi le of BHS 4
President and CEO’s report 5
Organisational chart 11
Board of Management 12
Our People 14
Statutory requirements 24
Financial statements and notes 29
www.bhs.org.au 3

BHS PROFILE
Ballarat Health Services is Victoria’s
second largest regional health service,
providing a comprehensive range of
general and specialist care across key
medical and healthcare disciplines
including acute care, sub-acute
care, residential aged care services,
community care, psychiatric services,
dental services and rehabilitation
services.
Our Base Hospital is the largest regional hospital in the
Grampians region and is the principal referral hospital
for this region, which extends from Bacchus Marsh to
the South Australian border. The region, covering some
48,600 square kilometres, is home to more than 230,000
people.
Ballarat Health Services was established under the Health
Services Act 1988. the incorporation came into effect
when our organization offi cially formed on January 1,
1997, following the voluntary amalgamation of the
Ballarat Base Hospital, the Queen Elizabeth Centre and
Grampians Psychiatric Services.
For the period July 1, 2011 to June 30, 2012, Ballarat
Health Services was accountable, through its board of
management, to the Hon. David Davis, MLC, Minister for
Health.
4 Ballarat Health Services
OUR VISION
Excellence in health care
OUR MISSION
To deliver accessible, integrated and positive health experiences
for our people, community and region.
OUR VALUES
Our services and staff embrace the following:
Compassion
Fair and caring to all those we come into contact with, even
during diffi cult times. We treat others as we would expect to be
treated.
Integrity
Behaving in accordance with our professional, ethical and
legislative requirements. Using our resources responsibly and
transparently, we are honest and trustworthy.
Respect
Upholding the dignity and rights of ourselves, patients, relatives,
carers, colleagues and members of the community. We value the
people we work with and their work.
Excellence
Striving to attain the highest standards of service delivery and
clinical practice. We achieve this by acknowledging, recognising
and promoting innovation, participating in continuous learning,
development, training and research. We come to work to make a
difference.
Teamwork
Involving staff and service providers in decision making. We work
in partnership with our patients, their families, carers and other
health care providers.
Accountability
Understanding our role in providing a safe environment for
staff, patients, visitors and members of the community. We
take personal responsibility to maintain the necessary skills and
competencies to perform our workforce roles and encourage
others to do the same. If we make mistakes, we support each
other to be open about them in order to learn.
Collaboration
Initiating engagement with our services and professionals both
internally and externally, sharing our knowledge and experiences
to build a better health system.

CAPITAL WORKS
The 2012-2013 State Government Budget contained great news
for Ballarat Health Services with the allocation of $46.4M for the
construction of:
a helipad;
multi-deck car park;
bed expansion;
an Ambulatory Care Centre; and,
mother-baby mental health unit.
The BHS Service Plan and Model of Care, prepared in 2006,
details the services to be provided now and into the future and
considered factors including regional demographics, utilisation
statistics, health care trends, Government Health Plans and
burden of disease fi gures.
The BHS master plan details the facilities and buildings required
to provide those services along with functional relationships
between departments.
Our master plan has since been updated on several occasions as
buildings are completed or as circumstances change. The master
plan is now being revised following construction that has taken
place over time and proposed building activity.
Since the development of both documents, BHS has achieved
substantial funding allocations for capital works including:
commissioning of an additional Operating Theatre;
redevelopment of the Mental Health Service Adult Acute Unit;
construction of a new Neonatal Special Care Unit;
construction of a new Midwifery Clinic area;
redevelopment of the Emergency Department including
provision of an expanded waiting room and reception, fast
track bays, improved security and a Short Stay Unit;
construction of the Cardiovascular Service;
construction of the Deakin University Clinical School;
redevelopment of the Library;
relocation of the Dental Clinic and subsequent funding for a
new stand-alone expanded Clinic;
construction of the Ballarat Regional Integrated Cancer Centre
(BRICC);
relocation of administrative functions currently in Yuille House
to an additional two fl oors being built on the BRICC;
upgrade of Power Supply and Emergency Generator Backup
System housed in a new Energy Centre; and,
commissioning of an additional bed in the Intensive Care Unit.
REPORT OF OPERATIONS
The total cost of works including the recent announcement totals
approximately $150 million.
Another key feature of the master plan is the consideration of
“future-proofi ng”.
Examples include building four linear accelerator bunkers in the
BRICC, of which two are for future expansion; building an extra
shell for a second catheter laboratory in the Cardiovascular Suite;
and construction of two additional fl oors for administrative
functions in the BRICC, which in the future could be used for the
expansion of cancer services. In addition the Masterplan identifi es
future growth options for other services including the Emergency
Department, Intensive Care Unit, Radiology and Mental Health.
It is proposed the new Ambulatory Care Centre, to be
constructed once Yuille House is vacated and demolished, will
abut the Bolte Wing of the Base Hospital. This will enable the
extension of the Operating Theatres, Day Procedure and Central
Sterile Supply Department (CSSD) into the fi rst fl oor of the
Ambulatory Care Centre.
The ground fl oor of the Ambulatory Care Centre will include a
new main entrance for the Base Hospital, along with reception,
and will enable a re-alignment of internal corridors. Pharmacy will
also need to be relocated.
All specialist clinics will be relocated from the West Wing to
the Ambulatory Care Centre. This will enable ward areas to be
expanded into the vacated West Wing.
www.bhs.org.au 5

As well as increasing bed numbers the expansion will allow
existing problems to be addressed including:
inadequate sized staff stations;
access to computers;
storage;
bathroom facilities; and
facilities for bariatric patients.
The proposed car park will initially be two levels, ground and
fi rst fl oor with the helipad at a fourth fl oor level. As demand
increases, additional levels may be added to the car park.
BHS is experiencing a substantial period of growth and
development, and it is pleasing to receive support from the
Department of Health along with State and Federal governments
to further expand our facilities.
The recently announced projects will present a number of
logistical and planning challenges for BHS. To assist the process
architectural, engineering and other building consultants have
been appointed and user groups will be established to provide
input.
After the planning and design processes are completed, the
projects will proceed to tender followed by construction.
On completion these projects will alleviate four signifi cant
problems on the Base Hospital site namely bed capacity, patient
and staff amenities in the wards, car parking and the opportunity
to expand the Operating Theatre Suite and CSSD.
6 Ballarat Health Services
APPOINTMENT OF
DIRECTOR OF SURGERY
BHS has a history of attracting quality candidates to its ranks.
In February 2012 we welcomed Vascular and General Surgeon
Matthew Hadfi eld as our new Director of Surgery.
Mr Hadfi eld was previously a Consultant Vascular and General
Surgeon, Pennine Acute Hospitals NHS Trust in England where
he provided service to an estimated one million people in the
North East sector of Greater Manchester. With one other vascular
surgeons he introduced endovascular aneurysm repair to the trust
and also led the setting up a day-unit Endovenous Laser Therapy
service for varicose veins.
He is making a very signifi cant contribution to BHS.
EDUCATION
BHS places a high value on education and provides substantial
incentives in the form of scholarships for staff who wish to build
on their expertise.
BHS operates a Centre for Nursing and Health Education that
provides a range of courses for nurses who wish to upgrade their
skills and keep abreast of developments in their profession.
This fi nancial year we also saw the fi rst cohort of endorsed
enrolled nurses, trained by BHS, each awarded a Diploma of
Nursing.
The course the 14 students completed is unique in Victoria. It
combines academic study with paid on-the-job training in the
many wards, clinics and aged care homes operated by BHS.

MENTAL HEALTH
SERVICES
Mental Health Services were signifi cantly restructured over the
course of the year. This has resulted in the employment of more
mental health professionals and the establishment of mental
health teams better able to meet the community’s mental health
needs.
The teams include:
The Infant and Child Mental Health Team which supports
children aged up to 14 years;
The Youth Mental Health Team which supports those aged 15
to 25 years;
The Adult Mental Health Team for the 26 to 64 age group;
and,
The Seniors Mental Health Team for those aged over 65 years.
The restructure, which saw a 28 per cent increase in the number
of young people accepted for mental health treatment, has been
part of a demonstration project funded by the State Government
and provides a template for mental health services elsewhere in
the state.
The demonstration project provides a greater emphasis on
early intervention with the Infant and Child Team operating an
expanded CAST (Cool at School Together) program in partnership
with the Department of Education and Early Childhood
Development and Catholic Education Offi ce that is now offered
to kindergartens.
Feedback from young people, carers and other primary care
providers is that the service is now far more responsive and
accessible.
RESIDENTIAL CARE
The process of consolidating our residential facilities in Sebastopol
began with the merger of Jessie Gillett with the refurbished
James Thomas Court Hostel.
This was in response to an ongoing decline in demand for
low-care residential accommodation. Jessie Gillett, which could
potentially accommodate more than 40 residents, had been home
to just 15 residents leading up to the merger.
Most residents chose to move into the James Thomas Court
Hostel, which is directly connected to the Jessie Gillett Hostel.
Jessie Gillett staff were redeployed to other BHS residential
services.
Under the recently appointed Executive Director of Residential
Services, Sue Gervasoni, many new and contemporary approaches
to residential care are evident, including the introduction of the
Respecting Patient Choices Program.
Congratulations are also extended to all staff in Residential
Services for the achievement of full accreditation status in the
recent survey process.
WOUND CARE PROJECT
Pressure ulcers or “bed sores” were reduced to an alltime
low at BHS this year as a result of a fresh approach
to wound care. The number of acute care patients with
pressure wounds at the Ballarat Base Hospital dropped to
just three per cent by June 2012, down from 11 per cent
in early 2010.
These fi gures represent one of the lowest international
pressure ulcer rates and are believed to set a new
benchmark for Australian hospitals As a consequence
the BHS Wound Care Improvement Program, introduced
in 2010 with partner Smith and Nephew, is being
introduced by a number of other Victorian health
services.
BHS adopted new, evidence-based education modules
on how to better care for patients who entered hospital
with an existing pressure ulcer, or who were at risk of
developing a pressure ulcer while in hospital.
The other signifi cant change involved a streamlining of
the range of wound dressings used within the health
service from 130 different products to about 20. This has
made the management of dressings much simpler and
more effective.
The new program also generated savings in the cost of
wound care products. Part of these savings has been
invested in the employment of additional wound care
consultants.
www.bhs.org.au 7

BALLARAT REGIONAL
INTEGRATED CANCER
CENTRE (BRICC)
The BRICC is on schedule to accept its fi rst patients early in 2013.
The construction site itself became something of a landmark with
the large crane towering over the streetscape. The building itself
is set to be a striking addition to Ballarat’s architecture along with
being a treatment and wellness facility that will help thousands
of Ballarat and Grampians cancer patients and their families each
year.
When it opens the BRICC will contain two linear accelerators and
12 chemotherapy chairs. It will also feature a Wellness Centre,
an area dedicated to the social, emotional and psychological
wellbeing of patients, their families and friends.
The BRICC received funding of $42 million from the Federal
Government and $13 million from the State Government. A
community-based fundraising campaign to ensure the BRICC is
the best facility it can be is on track to raise a further $2 million.
CARDIOVASCULAR SUITE
The new $6 million Cardiovascular Suite at the Ballarat Base
Hospital, opened in October 2011, contains a state-of-the-art
cardiac catheter laboratory in which a range of procedures –
including the insertion of pacemakers and stents – can be carried
out.
The BHS Cardiology Department sees about 900 patients
annually. This fi gure is expected to grow with our region having a
higher than average incidence of cardiovascular disease.
Before the Cardiovascular Suite began operating, many cardiology
patients had to travel to Melbourne for certain procedures. Now,
more people are able to have cardiology procedures carried out
closer to home.
RETIRING BOARD
MEMBERS
This year we farewelled a number of board members whose
terms expired on June 30, 2012.
The following outgoing board members provided outstanding
service to BHS over a number of years:
Susanne McKenzie joined the Board in 2004, serving as vicepresident
and chair of committees including the Quality Care
Committee; Robyn Reeves joined the board in 2008 while Paul
Jans joined the board in 2008 and chaired the Finance and Audit
committees.
Mr Jans, Ms McKenzie and Ms Reeves provided distinguished
service to BHS during a period of change and development.
Over the course of their terms they were involved in overseeing
an expansion of consumer engagement, service provision, the
building of some wonderful new facilities and sound fi nancial
performance,
In early July 2012 we welcomed new board members Jock Selkirk
and Mark Harris.
8 Ballarat Health Services
PARTNERSHIP AGREEMENT
WITH BADAC
The partnership agreement between BHS and the Ballarat and
District Aboriginal Co-operative (BADAC), signed in 2006,
continues to bring about positive health outcomes for the
Indigenous community.
Achievements include an increased participation in antenatal
classes, aided by an Aboriginal Midwife Program along with
increased attendance at outpatient and dental appointments.
The number of indigenous babies born at the BHS Base Hospital
has also risen in recent years and in 2011 there were 37 babies
born to indigenous parents who averaged 10 antenatal visits per
pregnancy.
A new family-centred dental program provided in a culturally
appropriate setting has been established and there is now no
waiting time for indigenous clients needing dental care. Before
the establishment of this program many in the indigenous
community were accessing a Melbourne-based service with a
waiting time of about three years.
BHS remains committed to working with BADAC to “close the
gap” and improve the health status of the Indigenous community.
RESEARCH
Research has more than doubled in the 2011-2012 year with 76
new projects under way compared to 35 in the previous year, and
a current total of 172 active studies
New research was reviewed and processed by the BHS and St
John of God Human Research Ethics Committee for the following
health services in the past year: East Wimmera Health Service,
Stawell Regional Health, Beaufort and Skipton Health Service,
Ballarat Hospice Care, Wimmera Healthcare Group, Maryborough
District Health Service, Rural North West Health, Dunmunkle
Health Services, Djerriwarrh Health Service, East Grampians
Health Service, Ballarat Oncology and Haematology Service,
Ballarat Day Procedure Centre, and Ballarat and District Division of
General Practice.
The BHS Strategic Research Plan 2010-2015 led by the BHS
Research Advisory Committee resulted in the development of the
BHS Research Governance Policy and the hosting of the inaugural
BHS Research Symposium held in September 2011. Feedback
from Symposium participants was positive with overwhelming
support for it to become an annual event.
IMPROVED CARE
PLANNING
We have worked hard to ensure local hospitals are more involved
in the patient journey. Representatives from our Emergency
Department and Operational Performance and Improvement
Directorate have met with sub-regional hospitals to help facilitate
the timely transfer of patients back to referring hospitals
following treatment at BHS

PATIENT THROUGHPUT
BHS recorded a record number of births, 1349, in
2011-12, eclipsing the previous record of 1289 set last
year fi nancial year. The busiest month in our Maternity
Ward was November 2011, with 127 births. The births
included 14 sets of twins.
Our operating theatres were once again busy, with
8,574 surgeries performed. For the fi rst time in many
years the number of people attending our Emergency
Department was relatively stable. In 2011-2012,
52,522 people attended the ED compared to 52,601
in 2010-2011.
There were 44,860 attendances at outpatient clinics,
a record number, while acute hospital bed days grew
by 5.02 per cent to 83,560.Inpatient separations
numbered 36,361 compared to 34,174 in 2010-11.
Our total waiting list for elective surgery as of June 30
was 1,228, an increase on last year’s fi gure of 1,095.
A HEALTHY AND SAFE
ENVIRONMENT
1400
1350
1300
1250
1200
1150
1100
1050
1000
BHS is committed to providing a safe and healthy environment for
staff, patients, residents, visitors, volunteers and contractors at all
our facilities. This commitment includes achieving best practice in
health and safety, with a focus on continuous improvement.
BHS has implemented a range of initiatives that ensures the
organisation builds on its robust safety-focused culture. Improving
communication and consultation has resulted in more health and
safety representatives across the organisation and an increase in
reporting of incidents and hazards, leading to improved safety
outcomes.
Manual handling activities, especially in relation to patient
handling, continue to be a risk for the healthcare sector. BHS
has invested approximately $400,000 to reduce the risk of
musculoskeletal injuries. The funding has been used to purchase
new patient handling equipment, motorised equipment to move
patient beds and to provide staff training. This strategy has seen a
reduction in the number of manual handling injuries.
Babies born in Ballarat Base Hospital
2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012
Other safety initiatives include:
• promotion of ergonomic issues in the offi ce environments;
• improved handling and storage of hazardous substances and
dangerous goods;
• revision of the general workplace hazard inspection checklist
to improve its usability;
• upgraded and improved safety information on the intranet;
and,
• a best practice sharps and clinical waste disposal system.
In 2011-12 BHS experienced its lowest levels of compensable
injuries for a number of years while the Workers Compensation
Performance Rate is currently better than the industry average.
BHS will continue to monitor its health and safety performance
and implement initiatives to ensure a culture of continuous
improvement in health and safety is maintained.
www.bhs.org.au 9

DENTAL CLINIC
BHS took over management of the public dental clinic in Ballarat
in 2008. Since then, waiting times for standard appointments
have reduced signifi cantly.
A highlight for the year is the planning and scoping for a new
dental facility which will comprise 20 dental chairs, including 10
dedicated to teaching, following an agreement reached with La
Trobe University’s Dental School based in Bendigo. It is expected
this new facility will be completed towards the end of 2013.
OUR BUSINESSES
BHS CATERING
BHS Catering, a business unit of Ballarat Health Services, not only
provides meals for public patients and residents in Ballarat Health
Services. It also has a commercial catering arm providing Meals
on Wheels for the City of Ballarat, fi ve metropolitan Melbourne
municipalities, 14 childcare centres and correctional remand
centres.
More than 120 staff work in the kitchen and make up a team
which has become recognized for quality services which have
received an internationally accredited food safety award.
SAFETY LINK
Safety Link is a 24-hour Personal Alarm Call Response Service that links
clients with family, friends or emergency services in times of need.
The service, which provides Australia-wide coverage, is designed
for people who may be at risk due to age, ill-health or a disability
and comprises a personal alarm connected through the existing
telephone system to highly trained staff at the Safety Link
Monitoring Centre.
In late 2011 Safey Link celebrated its 30th anniversary
STATE-WIDE EQUIPMENT
PROGRAM
The SWEP, which began in December, 2010, replaced 26 aids and
equipment issuing centres that had operated around the state
over the past 25 years.
SWEP provides people with a permanent or long-term disability
with subsidised aids and equipment to enhance independence
in their home, facilitate community participation and support
families and carers in their roles.
Programs funded under the State-wide Equipment Program include:
Domiciliary Oxygen;
Continence Aids;
Supported Accommodation Equipment Assistance Scheme;
Aids and Equipment; and
Repairs and Reissue.
EUREKA LINEN
Originally built in 1979 Eureka Linen provides rental linen to
healthcare facilities in an area that stretches from Birchip to
Bacchus Marsh.
Ballarat Health Services, Bendigo Health Care Group and the
St John of God hospitals in Ballarat and Geelong are Eureka
Linen’s largest commercial clients. Other major customers include
10 Ballarat Health Services
East Grampians Health Service, Stawell Regional Health, East
Wimmera Health Service, Beaufort and Skipton Health Service,
Djerriwarrh Health Service - Bacchus Marsh, Maryborough Health
and Hepburn Health Services.
The contract to provide linen services to Bendigo Health Care
Group and a number of other health services in the Loddon
Mallee Region was announced by Eureka Linen in January 2012.
The extra work at Eureka Linen’s Lonsdale Street laundry – about
30 tonnes of linen each week - saw the creation of about 30
part-time jobs bringing to more than 80 the total number of
Eureka Linen employees.
An investment of more than $500,000 in extra plant and
equipment including a new washing unit, linen press and delivery
truck was also made to meet the growth in the business.
FINANCIAL RESULTS
BHS recorded a small fi nancial surplus of $214,000. This
continues the trend of BHS recording operating surpluses over the
past decade and was a pleasing result given the building activity
and ongoing expansion of services.
RECOGNITION
The ongoing strong performance of BHS is a direct refl ection of
the work of staff and volunteers, in both clinical and non-clinical
roles.
We wish to acknowledge the efforts of staff and volunteers in
continuing to ensure that we provide the best possible care for
patients and clients in Ballarat and the Grampians region who
need our services.
RESPONSIBLE BODIES
DECLARATION
In accordance with the Financial Management Act 1994, we are
pleased to present the Report of Operations for Ballarat Health
Services for the year ending 30 June 2012.
Andrew Faull
Board of Management President
Andrew d
Rowe
Chief Executive Offi cer
July 31, 2012

ORGANISATIONAL CHART
Effective 8th June, 2011
ED Medical
Services ++
Philip
Reasbeck
Acute
Medical Staff:
- Surgery
- Medicine
- Critical Care
- O & G
Medical
Administration
Senior and
Junior Medical
Staff
University
relationships
- medical
Medical
education
Research and
Ethics
Medico-Legal
Mortuary
Pharmacy
Pathology
Infection
Control
Library
Chief Executive Offi cer
Andrew Rowe
ED
Operational
Performance &
Improvement
Rowena
Clift
Waiting List
Management
Hospital in the
Home
Outpatient
Services
Activity
Planning
After Hours
Co-ordinators
Centralised
Workforce
Unit
Redesign &
Improvement
ED Acute
Nursing &
Midwifery ##
Leanne
Shea
Acute Nursing
Services
Nursing
Administration
Nursing
Education
Nursing
Research
Chief Nursing Offi cer ##
Chief Medical Offi cer ++
Chief Allied Health Offi cer **
Denotes close and co-operative relationship in
respect to the operation of Acute Services.
ED Sub Acute
&
Community **
Wendy
Hubbard
Sub-Acute
Services
Allied Health
Allied Health
Education
Community
Programs
Dental
State-wide
Equipment
Programs
Director Foundation and Fundraising - Geoff Millar
Director Governance & Risk Management - Keren Day
Manager, Population Health & Strategic Planning - Tracey Wilson
Manager Media & Communications - Nicholas Higgins
ED Residential
Services
Sue
Gervasoni
Nursing
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 Jessie
Gillett Court
James Thomas
Court
ED Mental
Health Services
Tamara
Irish
CAMHS
- Community
Teams
- CAST
- Child & Youth
Redesign
Project
Adult Mental
Health Services
- Community
Teams -
Ballarat SE,
SW, NE, NW
- Acute
Inpatient
Services
- Secure
Extended Care
- Community
Care Unit
- Ararat
- Horsham
Aged Persons
Mental Health
Services
- Community
Team
- Acute
Inpatient Unit
- Aged High
Level Needs
Nursing Home
Education
Team
Psychiatry
ED Finance,
Information
& Business
Development
Andrew
Kinnersly
Finance
Health
Information
Service
Information
Technology
Imaging and
Breastscreen
Cardiovascular
Suite
Consulting
and Diagnostic
Suite
Data
Management
and Reporting
Information
Technology
Alliance
ED Corporate
Services
Steven
Jones
Asset & Facility
Management
Engineering
Supply
Contracts
and Tender
Management
Food Services
Environmental
Security
Safety Link
Laundry
Services
Switchboard
Print Shop
Car Parking
ED Human
Resources
Trevor
Olsson
Human
Resources
Chaplains
Corporate
Education &
Development
Payroll
OH&S
Industrial
Employee
Relations
Equal
Opportunity
Volunteers
Emergency
Planning and
Preparedness
www.bhs.org.au 11

BOARD OF MANAGEMENT
AS AT JUNE 30, 2012
PRESIDENT
ANDREW FAULL
BEc, LLB (Hons)
Lawyer
Board member since 2011
Term of appointment:
01.07.11 - 30.06.14
Board meetings attended:
11
Board committees:
Audit, Executive and
Human Resources,
Credentials Appeals Tribunal,
Medical Credentials and
Appointments Committee,
Primary Care and Population
Health Advisory, Futures,
St John of God Joint Liaison.
ROBYN REEVES
B SocWk, BA (Psych/Phil),
Grad Dip Mgmt
Associate Fellow, Australian
College of Health Service
Executives Member,
Australian Institute of
Company Directors
Board member since 2008
Term of appointment:
01.07.09 - 30.06.12
Board meetings attended:
10
Board committees:
Audit, Finance, Futures.
12 Ballarat Health Services
VICE-PRESIDENT
SUSANNE MCKENZIE
BA, DipEd, LLB
Lawyer
Board member since 2004
Term of appointment:
01.07.09 - 30.06.12
Board meetings attended:
10
Board committees:
Board Executive and Human
Resources, Community
Advisory, Human Research
Ethics, Quality Care.
VIRGINIA FENELON
M.Ed Ballarat, 2002
Education and Training
Consultant
Board member since 2009
Term of appointment:
01.07.12 to 30.06.15
Board meetings attended:
10
Board committees:
Audit, Medical Credentials
and Appointments, Futures,
Project Control Group.
VICE-PRESIDENT
MARK PATTERSON
MBA, Cert Public Relations,
Dip. Management
Chief Executive Offi cer,
North Ballarat Football Club
Board member since 2008
Term of appointment:
01.07.10 to 30.06.13
Board meetings attended:
11
Board committees:
Board Executive and Human
Resources, Human Research
Ethics, Primary Care and
Population Health Advisory,
Quality Care.
CRAIG COLTMAN
Board member since 2011
Term of appointment:
01.07.11 - 30.06.14
Board meetings attended:
9
Board committees:
Community Advisory,
Finance, Primary Care and
Population Advisory, Quality
Care, Futures.
PAUL JANS
B Comm, CPA,
Business Manager,
Damascus College
Board member since 2008
Term of appointment:
01.07.09 to 30.06.12
Board meetings attended:
8
Board committees:
Audit, Board Executive and
Human Resources, Finance.
NOEL COXALL
Advisor
Board member since 2011
Term of appointment:
01.07.11 to 30.06.14
Board meetings attended:
11
Board committees:
Community Advisory,
Finance, St John of God
Joint Liaison, Project Control
Group,

EXECUTIVE TEAM
Chief Executive Offi cer
ANDREW ROWE: BHA, MHA, AFCHSE, CHE
Appointed June 2003
The Chief Executive Offi cer is responsible to the Board of
Management for the effi cient and effective management
of Ballarat Health Services. Major responsibilities include the
development and implementation of service and strategic
planning, the promotion of quality care, optimising fi nancial
performance and implementation of human resource strategies.
The Chief Executive Offi cer chairs the Executive Staff Council
which comprises the senior executive staff of Ballarat Health
Services. He provides leadership through collaborative
management with staff and consultation with the community.
Executive Director - Medical Services
PHILIP REASBECK: Grad Dip Law, MA, MBBChir, MBA, MD,
MRCP, FRCS, FRACS
Appointed November 2010
The Executive Director has overall responsibility for medical
services including direct service provision and ongoing medical
education, pharmacy, medical records, the library, ethics and
research as well as professional medical issues. Philip ensures all
medical staff have appropriate credentials and actively encourages
the placement of medical students at Ballarat Health Services. In
conjunction with all the clinical executives, he has an active role
developing clinical governance frameworks, embracing clinical
risk management and continuous quality improvement.
Executive Director – Residential Services
SUE GERVASONI: RN, RPN, BN, CertCritCare, MBA
Appointed December 2010
The Executive Director has direct operational responsibility
for Residential Aged Care Services. This role supports the
organization to achieve its strategic goals through the provision
of strategic leadership and support for safe and high quality
residential aged care services. Key accountabilities include, the
monitoring and management of resources, business performance,
clinical governance and compliance with legislation and Aged
Care Standards.
Executive Director - Mental Health Services
TAMARA IRISH: RN, RM, RPN
Appointed June 2010
The Executive Director is responsible for the full range of
psychiatric services provided by Ballarat Health Services within the
Grampians Region. These services include child and adolescent,
adult, and aged persons mental health services both within the
community and as inpatient services. Tamara has professional
responsibility for all psychiatric staff. She has a particular
interest in the routine delivery of evidence-based ‘best practice’’
treatments to clients and their carers, in the context of a family
inclusive, recovery orientated, model of integrated mental health
care.
Executive Director – Operational Performance and
Improvement
ROWENA CLIFT: DipAppScNsg, Ba(Mid), GradCertHlthAdmin
Appointed May 2009
The Executive Director is responsible for leading the organization
on patient access, performance, improvement and service
redesign. The role works across the divisions and portfolios
in acute and sub-acute services to develop and implement an
organization-wide improvement program to ensure BHS responds
to current and future needs of the community. The role oversees
Outpatients, Medihotel, Transit Lounge, Access Team, Redesign
and Hospital in the Home.
Andrew
Rowe
Andrew
Kinnersly
Philip
Reasbeck
Trevor
Olsson
Sue
Gervasoni
Steven
Jones
Tamara
Irish
Leanne
Shea
Rowena
Clift
Wendy
Hubbard
Executive Director - Finance, Information and Business
Development
ANDREW KINNERSLY: BBus, CPA, MBA
Appointed September 2010
The Executive Director has responsibility for Ballarat Health
Services integrated fi nancial services, including accurate and
timely budget reports for the Board of Management and
staff. Andrew also has operational responsibility for fi nance,
information management, information technology, radiology
services, BreastScreen, the Cardiovascular Suite, insurance and
taxation systems.
Executive Director - Human Resources
TREVOR OLSSON: B Bus, AIMM, CAHRI, AFCHSE
Appointed October 1999
The Executive Director Human Resources responsibilities include
all aspects of strategic human resource management including
recruitment, organisational change, payroll, industrial / employee
relations, equal employment opportunity, occupational health and
safety, chaplaincy services, corporate training and development,
volunteer co-ordination and emergency management.
Executive Director - Corporate Services
STEVEN JONES: Grad Cert Pub Sec Mgt, AFACHSE
Appointment May 2005
The Executive Director Corporate Services has responsibility for
engineering and environmental services as well as the business
units, BHS Catering, Eureka Linen, and Safety Link. Steven also
has responsibility for service planning, capital building and
equipment, accommodation and facilities management and
development.
Executive Director – Acute Nursing and Midwifery
LEANNE SHEA: RN, Adv Dip Bus Mgt
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 – Sub-acute and Community
WENDY HUBBARD: BAppSC(PT), MAppSc(HM), MBA
Appointed March 2000
The Executive Director has responsibility for the sub-acute services
including rehabilitation, aged care evaluation and palliative care,
has responsibility for community-based services, dental services
and the nine allied health disciplines. With a special interest and
expertise in quality systems she chairs the Clinical Review Panel,
has executive responsibility for the Consumer Advisory Committee
and supports the Governance and Risk Management Unit in all
aspects of their service.
www.bhs.org.au 13

OUR PEOPLE
CHIEF EXECUTIVE OFFICER
Andrew Rowe BHA, MHA, AFCHSE, CHE
EXECUTIVE SERVICES
Manager, Population Health and
Strategic Planning
Tracey Wilson DipAppSci, MBA, MPHAA
Director, Foundation & Fundraising
Geoff Millar BA, BEd, GradDipEdAdmin,
DipTeach, GradCertMgt, MFIA
Director, Governance & Risk
Management Unit
Keren Day RN,BN,GradDip AdvNsg/
WmnHlth, MNursg, DipProjMan
Risk Manager
Trudy Shortal RN, BNGrad Cert CCN,
MMgt
Manager, Media and
Communications
Nick Higgins BA, GradDipEnvSt
MEDICAL SERVICES
Executive Director
Philip Reasbeck MA, MBBChir, MBA,
MD, MRCP, FRCS, FRACS GradDipLaw
Deputy Director
Linda Danvers MBBS, FRACGP,
DipRACOG, MPH AFRACMA AdDipMgt
Manager Junior Medical Workforce
Unit
Helen Finneran BPhty MBA
Infection Control Coordinator
Sue Flockhart RN,BN,MNursing,Gra
dDipMgt&InfectCntrl, DipPrjctMgt,
CertIVAss&Tng,RGNC
Clinical and Research Governance
Offi cer
Susan Shea BAppSc(Pod), PhD, FAAQHC
Medical Education Offi cer
Terry Miller, M.Ed PGradCert.Tert.Teach
PGradDipEd(Sec) BA DipBus CPA
Internal Medicine Service
Acting Clinical Director Internal
Medicine
James Hurley MBBS, FRACP
Physicians
General (Sub-Specialty)
Christoph Gatzka MBBS, MD, FRACP
14 Ballarat Health Services
James Hurley MBBS, BMedSci, PhD,
FRACP
Anthony Kemp MBBS, FRACP
Brett Knight MBBS, FRACP
John Richmond MBBS, FRACP
Wayne Spring MBBS, FRCP, FRACP
John Yamba MBBS, FRACP
Cardiologists
Christopher Hengel MBBS, FRACP
John Stickland MBBS, FRACP, FRACRM
John van den Broek MBBS, FRACP
Romulo Ernesto Oqueli Flores, MD,
FRACP
Rodney Reddy MBChB FRACP
Gastroenterologists
Maree Pekin MBBS, FRACP
Mohammed Al-Ansari MBChB ,FRACP
John Yamba MBBS, FRACP
Neurology
Thomas Kraemer MBBS, FRACP
Mandy Lau MBBS FRACP
Oncologists
Kate Hamilton MBBS, FRACP
Geoffrey Chong MBBS, FRACP
Stephen Vaughan MBBS, FRACP
Lee Na Teo MBChB, FRCP
Yen Tran MBBS FRACP
Heather Francis MBBS, FRACP
Nephrology
John Richmond,MBBS, FRACP
Christoph Gatzka MBBS, MD FRACP
Clinical Research Co-ordinator
Carmel Goss RN
Sub-Acute Medicine
Clinical Director of Sub-Acute
Medicine
Joseph Ibrahim MBBS, PhD, FAFPHM,
FRACP
Geriatric Medicine
Mark Yates MBBS, FRACP
John Hurley MBBS, LRCP, MRCS, RCOG,
MRCP, FAFRM
Kim Tew MBBS, FRACP
Judith Adams MBBS, DGM, FRACP
Philip Street MBBS, FRACP
Rosemarie Shea MBBS, FRACP
Jennifer Schwarz MBBS, Grad Dip Ed,
Grad Dip Pall Med, FRACP (Western
Health)
Richard Whiting MBBS, FRACP (Western
Health)
JUNE
Current Month FTE*
Christopher Powers BSc MD, FRACP
Mark Johannesen LLB, MBBS, FRACP
(Western Health)
Rehabilitation Medicine
Richard Bignell MBBS, FAFRM
Thomas Kraemer MBBS (Germany),
FRACP
Susan Hodson MBBS Dip RANZCO&G,
FRACGP
Michael McDonough MBBS, Dip Clin
Tox, MAddSc, FAChAM (Western Health)
Palliative Care Medicine
David Brumley MBBS, FRACGP, MSC,
FAChPM
Greg Mewett MBBS, DRCOG, FRACGP,
Postgrad Dip Pall Med, FAChP
Surgical Services
Clinical Director
Matthew Hadfi eld, MB ChB FRCS (Gen)
Clinical Supervisor Advanced
Surgical Training
Bruce Stewart, MBBS, FRACS
Surgeons
General:
Ruth Bollard MBChB, FRCS(Gen)
Peter Denton MBBS, FRACAS
David Deutscher BSc, MBBS, FRACS
Stuart Eaton MBBS, FRACS
Tom Fisher MBBS, FRACS
Andrew Lowe MBBS, FRACS
Bruce Stewart MBBS, FRACS
Stephen Tobin MBBS, FRACS, CIBGS
Daniel Wong MBBS FRACS
Vascular Surgeons
Michael Condous MBBS, FRACS
Robert Ventura MBBS, FRCS, FRACS
Matthew Hadfi eld, M MB ChB FRCS
(Gen)
Urologists
David Cook MBBS, FRACS
Lachlan Dodds MBBS, FRACS
Lydia Johns-Putra, MBBS, FRACS
Richard McMullin MBBS, FRACS
Robert Forsyth MBBS, FRACS
Orthopaedic Surgeons
David Mitchell MBBS, FRACS
Shaun English MBBS, FRACS
John Nelson MBBS, FRACS
Milos Kolarik FRACS PCS, FCS
John Dillon MBBS FRACS (Orth)
George Bousonis MBBS
JUNE
YTD FTE**
Labour Category
2011 2012 2011 2012
Nursing 971.00 1139.20 967.03 1042.72
Administration and Clerical 405.13 432.94 387.68 428.36
Medical Support 213.56 221.34 211.19 226.77
Hotel and Allied Services 308.46 321.84 347.90 328.97
Medical Offi cers 25.03 28.52 27.47 26.68
Hospital Medical Offi cers 117.93 105.28 114.69 122.97
Sessional Clinicians 32.62 34.69 31.61 32.18
Ancillary Staff (Allied Health) 196.98 219.83 195.55 216.48
Dental offi cers 4.79 5.83 5.76 5.34
Other dental Clinicans/Specialist 4.67 3.43 4.52 4.32
Number of employees occupying full, part time and casual position at 30/6/2012 is 3726.
SENIOR STAFF
Matthias Russ, als Arzt FRACS
Ear, Nose & Throat Surgeons
Paul Donoghue MBBS, FRCS
Mark Guirguis MBBS, FRACS
Niall McConchie MBBS, FRACS
Bridget Clancy MBBS, FRACS
Ophthalmologists
David McKnight MBBS, FRACO, FRACS
Michael Toohey MBBS, FRACO
Facio Maxilliary
Graeme Fowler MDSc, FDSRCPS
Plastic Surgeon
Robert Sheen MBBS, FRCS, FRACS
Women and Children’s Health
Services
Clinical Director and Head of
Obstetrics & Gynaecology
Paul Davey MBBS, FRACOG
Gynaecological Oncologist
Tom Jobling MBBS, FRCOG, FRANZCOG,
CGO, MD
Urogynaecologist
Dr Jeanette Lim MBBS, FRANZCOG
Obstetricians and Gynaecologists
Torben Iversen MD, ACOG, RANZCOG
Russell Dalton MBBS, FRANZCOG
Deepika Monga MBBS, FRANZCOG,
MD(O&G),DNBE
Patrick Moloney MBBS, FRANZCOG
Michael Bardsley MBBS, FRANZCOG
Clinical Director and Head of
Paediatrics
Maurice Easton MBBS, FRACP
Paediatricians
David Tickell MBBS, FRACP
Louise du Plessis MBChB, FRACP
Mark Nethercote MBBS, FRACP
Adam Scheinberg MBBS, MMed FRACP
FAFRM
Fiona Noble MBBS, FRACP
Philippa Bolton MBChB (Otago) FRACP
Endocrinologist (Paediatric)
Christine Rodder MBBS, FRACP
Neurologist (Paediatric)
Michael Hayman MBBS, FRACP
Critical Care Services
Chairman of Critical Care and
Director of Emergency Department
Jaycen Cruickshank MBBS, FACEM

Director of Anaesthesia
Fred Rosewarne MBBS, FANZCA
Deputy Director of Anaesthesia
Elizabeth Bashford MBBS, FRANZCA
Supervisor of Training in
Anaesthesia
Michael Shaw MBBS, FRCA, FANZCA
Anaesthetists
Deas Brouwer MBBS FRANZCA
Bruce Christie MBBS, FANZCA
Richard Connell MBChB, FANZCA
Graeme Clarke MBBS, FANZCA
Erika Dutz MD FANZCA
Michael Farrell MBBS, DRCOG, FFARCS
Rob Gazzard MBBS, FANZCA,
FFICANZCA
Greg Henderson MBBS, FANZCA
Greg Hughes MBBS, FANZCA
Tony Keeble MBBS, FANZCA
Craig Mitchell MBBS, FRANZCA
John Oswald MBBS FRANZCA
Ross Phillips MBBS, FANZCA
Robert Ray MBBS, FANZCA
Angus Richardson MBBS, FANZCA
Sanjay Sharma MBBS. MD
Michael Shaw MBBS, FRCA, FANZCA
Neil Shorney MBChB, FRCA
Mark Tuck MBBS, FANZCA
Michael Whitehead MBBS, FANZCA
Jeyanthi Kunadhasan MD, FANZCA
Jason Thomas MBBS, FANZCA
Director of Intensive Care
Tony Sutherland MBBS, FANZCA,
FFICANZCA
Deputy Director of Intensive Care
Rob Gazzard MBBS, FANZCA,
FFICANZCA
Anaesthetists/Intensivists
Bruce Christie MBBS, FANZCA
Doug Paxton MBB, FANZCA
Greg Henderson MBBS, FANZCA
Robert Ray MBBS, FANZCA
Craig Mitchell MBBS, FANZCA
Angus Richardson MBBS, FANZCA
Emergency Medicine
Director of Emergency Medicine
Jaycen Cruickshank MBBS, FACEM
Deputy Directors of Emergency
Medicine
Heather Crook MBBS, FACEM
Pauline Chapman MBBS, FACEM
Emergency Physicians
Nigel Beck MBBS, FACEM
David Bruce MBBS
Andrew Crellin MBBS, FACEM
Mark Hartnell MBBS, FACEM
Mark Harris MBBS
Amanda Lishman MBBS, FACEM
Vince Russell MBBS
Spiro Tsipouras MBBS, FACEM
Amanda Wilkin MBBS, FACEM
Michael Veal MBBS, FRACGP, FACRRM
Alastair Meyer MBBS, FACEM, FCEM,
FRCP
Senior Medical Offi cers (Emergency
Medicine)
Ahmed Alwan MBBS
Waad Elias MBBS
Radiology
Director of Radiology
Richard Ussher MBChB, FRANZCR
Radiologists / Nuclear Medicine
Physicians
Paul Walker, MBChB, FRANZCR, DDU,
CRCPC, FRCPC
Ian Revfem, MBChB, FRANZCR
David (Arthur) McKenna, MBChB, BAO,
MBChB
Genevieve Flannery, MBBS, BDSc, MDSc,
FRACP
Dan Arhanghelschi, MBBS, FRANZCR
Peter Lange, FRCR, MRCP
Kenny Wong, BSC, BMed, MSC, FRACP,
ANZAPNM, DDU
Jamie Tran (Radiology Registrar) MBChB
Dorevitch Pathology
Pathologists
Alan Jones MBBS, FRCPA
Stephan Warwyk BSc, MBBS, PHD,
FRCPA
Laboratory Manager
Michael Phyland BAppSc
Forensic Medicine
Anthony Roberts MBBS, FRCPA,
FRC(Path), MIAC
Charles Harpur
PHARMACY
Director
Aaron Fitzpatrick BPharm, GradCertMgt,
MSHP
Deputy Director
Daniel Guidone BPharm, MClinPharm,
MSHP (to January 2012)
Jaclyn Baker BPharm, MPublicHealth,
GradCertMgt, MSHP, MPS (from
February 2012)
LIBRARY
Manager
Gemma Siemensma, DipLIS,
CertIVAss&Tng, BA(LIS), MAppSc(LIM),
Member of Professional Association
AALIA
OPERATIONAL PERFORMANCE
AND IMPROVEMENT
Executive Director
Rowena Clift RN, DipAppSci(Nsg),
BANsg(Mid) ,GradCertHlthAdmin,
AFCHSE
Coordinator of Transit Lounge &
Medi-Hotel
Sylvia Mitting RN,RM, DipFrontlineMgt
Coordinator of Hospital in the Home
Trish Twaits RN, RM, GradDipAdmin,
StomalTherapist, MRCNA,
Redesign and Improvement Director
Anton Freischmidt RN, BScBE(Biomed)
Cardiac Clinical Facilitator
Sally Kruger DipAppSci(Nsg), BaNsg,
GradCertCritlCare
Access Manager
Margraret O’Neill BN, GradDipMgt
Services Development Offi cer
Lee-Anne Sargeant BA.DipAud
Specialist Clinics NUM
Narelle Basham RN, RM, BN,
GCertNurs(Periop), PDipMid, DipPM,
CTAA
HUMAN RESOURCES
Executive Director
Trevor Olsson BBus, AIMM, CAHRI,
AFACHSM
Deputy Executive Director /
Employee Relations Manager
Kevin Stewart BAppSc(PT), GradDipErg
Contracts and Remuneration
Manager
Rod Beaumont FIPA
Manager – Occupational Health and
Safety
Tim Reinders GradDipOHM, CPMSIA
Acting Payroll Services Manager
Adam Pegg BPsych
Senior Human Resources Consultant
– Learning & Development (Non
Clinical)
Megan Ali BMgt(HR/Marktng),
CertIVTAA, MAHRI
Senior Human Resources Consultant
Leah Shillito BA, GradDipBus(HRM)
Senior Human Resources Consultant
Angela Turley BBus(HR/Marktng),
CertIVTAA, DipProjMgt, MAHRI
Senior Human Resources Consultant
Maree Baker GradCertHRM,
AdDipM(HRM) DipBusHR, CertIVOHS,
CAHRI
Manager: Emergency Management
Don Garlick ADOBM, GradDipCritCare,
CritCareRN, CertIVTAA, CertIVFireTech
Pastoral Care Coordinator
Johanna Niedra TPTC,
GradCertGrie&LossC
Volunteer and Work Experience
Coordinator
Sue Jakob DipTeach(Prim),
GradDipEd(Lit), CertIVTAA
MENTAL HEALTH SERVICES
Executive Director
Tamara Irish RN, RM, RPN
Director of Clinical Services
Abdul Khalid (A/Prof) MBBS, FRANZCP,
MD(Psych), CCST
Consultant Psychiatrists
Rajul Tandon MBBS, MD(Psych)
Ram Singh MBBS, MD(Psych) M.Sc (
IPAS)
Manisha Mishra MBBS, MD(Psych)
Vinit Mathur MBBS, DPM, MD(Psych)
Ramesh Chandra MBBS, MD(Psych)
Sonia Ghai MBBS, DPM(Psych),
DNB(Psych)
David Barton MBBS(UNSW), FRANZCP,
MRACMA
Richard Kefford MBBS, FRANZCP,
CertAccTrng C&APsych, (RANZCP)
Dr Rajnarayan Mahasuar MBBS, MD
(Psych)
Dr Olorunyomi Olowosegun, MBBS,
Fellow in Psychiatry (Nigeria)
Service Managers
Clinical Manager North Ballarat
Adult Mental Health Services
Ross Evans BA, M Psych
Clinical Manager South Ballarat
Adult Mental Health Services
Ian Edgar BAppSci(OT)
Clinical Manager Wimmera and
Southern Mallee Mental Health
Services
Janice Chalmers RGN RMN
Clinical Manager Ararat/Stawell
Mental Health Services
Michael Fryar RPN, BAppSc(NsgAdmin),
GradDip(PsychNsg),
Clinical Manager (Acting) Infant &
Child Mental Health Services
Dr Julie Rowse BOT (Hons), PhD
Clinical Manager Youth Mental
Health Services
Dr Julie Rowse BOT (Hons), PhD
Clinical Manager Aged Persons
Mental Health Services - Community
Kevin Harris RN, RPN.
Clinical Manager Secure Extended
Care Unit
Colleen Fryar RN, RPN
Clinical Manager Aged Persons
Inpatient Mental Health Services
Jane Lockhart RPN, BN, RN, Grad Cert
Gerontology
Clinical Manager Community Care Unit
Brendan Thomas RPN, Grad Dip CBT
Clincal Manager Adult Acute
Inpatient Unit
Marice O’Brien RN, RPN
Manager Education, Training and
Professional Development
Julia Hailes MEd, PhD
Manager Quality and Safety
Wendy Borowiak MBA
Executive Director Acute Nursing &
Midwifery
Leanne Shea RN, AdvDipBusMgt,
DipProjMan
Director of Nursing - Business &
Service Development
Kym Peter RN, RM, BBus(Eco),
GradCertHEcon, MHthSc, CCRN,
PICNC, CertHlthMgt, Cert IVAss&Tng,
GradCertAdvNsg, MCN (From October
2012)
Director Clinical Education & Practice
Development
Denielle Beardmore RN, MEd,
GradDipEdT, GradDipAdvClinicalNsgOnc/
PallCare, BN, DipHlthSci, CertIVAss&Tng,
DipProjMan, MRCNA
Director of Nursing - Medical &
Critical Care Services
Angie Spencer RN, GradDipBus
(e-Bus&Mkg)
Nurse Unit Managers
4 South/Day Oncology:
Louise Taylor RN, DipN, BN,
CertCritCare, CertHlthSrvMgt, DipBus,
DipBus(HR)
4 North:
Vicki Thomas RN, BN, CertHlthSrvMgt
Dialysis Unit
Catherine Thomas RN, BN, CertHlthSrb
Mgt
Emergency Department
Phil Catterson RN, BN, CCRN, MBA,
CertIVProjMan
Critical Care Unit
Andrew Thomas RN, BN, CertCritCare,
CertIVAss&Tng
Endoscopy Unit
Sandra Holt RN
Cardiovascular Suite
Fiona Greig RN, BN, CertCritCare (from
October 2011)
Radiology
Margaret Grundell RN, RM,
CertEmgCare
Donation Nurse Specialist
Joanna Forteath, RN, BN, PostGradDip
AdvClnclNsg- EmgStrm
Director of Nursing - Women’s &
Children’s Services
Terri Antonio RN, MaMment, Dip C.Psy,
GradCertNsg, Cert IV ProjMment, Cert
IV FL Mment, Cert IV TAE
Nurse Unit Managers
Maternity Clinical Services
Kym Peter RN, RM, BBus(Eco),
GradCertHEcon, MHthSc, CCRN,
PICNC, CertHlthMgt, Cert IVAss&Tng,
GradCertAdvNsg, MRCNA, MCN (to
October 2011)
Carolyn Robertson RN, RM, Dip.App.
Sci. (Nursing), Ba Nsg, Post Grad.Dip.
Midwifery (from November 2011)
www.bhs.org.au 15

Maternity Outpatient Services
Sue McRae RN, RM, Grad.Dip.Comm.
Hlth, MBA, Cert. Neonatal Intensive
Care
Special Care Nursery
Nicole Stevens RN, BN, PostGradDipNsg
(Gerontology), CertWndMan,
PostGradDipNsg (Midwifery), Level 2
Neonatal Nursing Course, Cert Neonatal
Intensive Care
Paediatric & Adolescent Unit
Clinton Griffi ths BN, PostBasicPaedNsg,
DipBusFrontMan
Clinical Nurse Consultants
Wound Management/Stomal
Therapy/Breast Cancer Support
Marianne Crowe RN, BN (PostReg),
DipAppSciNsg, CertStomalTherapy
Wound Care Team
Matt Squire RN
Donna Nair RN
Pain Management
Louise Humble RN,
GradDipAcuteCareNsg, ICU/CCUCert,
MRCNA, GradDipSciMed(PainMgt)
Cognition
Michelle Morvell RN, RPN, BN,
CertIVAss&Tng
Diabetes Education
Barbara White RM, CDE, CertMid, Cert
CritCare, BchHlthSci(Nsg), GradDip
Adult Ed & Training, Cert IV WAT, Grad
Cert Diabetes Ed.
Ben Mudford RN, CDE GradCert Diab
Ed, CertIVAss&Tng.
Anne Harvey RN, CDE, GradCert Diab
Ed, AccNrseImmunisor.
Ann Morris, RN, CDE, CPT, Cert Clinical
Teaching, GradCert Diab Ed.
Judy Hatcher RN, CDE, Grad Cert
Diabetes Edu, Cert IV WAT
McGrath Breast Care Nurse
Fiona Reeves RN
Sue Bartlett RN, Grad Cert in Cancer
& Palliative Care, Cert IV in Workplace
Training & Assessment, Cert in ICU/HDU.
Director of Nursing - Surgical
Services
Joy Taylor RN, CertPeriopNsg,
GradDipMgt, MRCNA
Nurse Unit Managers
Operating Suite:
Bernice Anderson – RN, CertPeriopNsg
(to October 2011)
Bernadette Luka – RN GradDipPeriop,
GradDipHealthAdmin,
GradCertEducation,
ProfCertHealthSystemsMan (from
November 2011)
Perioperative and Day Procedure
Unit:
Loraine Hoiles RN, BN(PostReg)
CSSD:
Denise Jackson RN, BN(PostReg),
GradCertInfctnCntrl, MRCNA
3 North:
Annette McFarlane RN, GradDipBusMgt,
Grad Dip HM
3 South:
Nicole Snibson RN GCertDiabEd
2 North:
Danelle Klein RN, BN, GradCertOrthoNsg
RESIDENTIAL SERVICES
Executive Director Residential
Services
Sue Gervasoni RN, RPN, BN,
CertCritCare, MBA
16 Ballarat Health Services
Director of Nursing - Ballarat East
(and Ballarat Central until January
2012)
Judith Bloomfi eld RN, CertHlthMan,
DipBusMgt (to January 2012)
Raylene Fresle RN, Grad DipHlthSci,
AdvDipBusMgt (from February 2012)
Facility Managers
Ricky Relouw RN, BN, GradDipIT,
AdvDipBusMgt, CertIVAss&Tng (to
March 2012)
Eileen Booth RN, RPNPsych, FamTh,
CertDev Psych (from May 2012)
Bill Crawford Lodge
Beverley Adams RN, BN, RM, CertGeron,
AdvDipBus
Geoffrey Cutter
Wendy Burgener RN, GradCertTertEd,
DipMgt, DipProjMgt, MHlthSci(Ed),
CertIVAss&Tng (to April 2012)
Eureka Village Hostel
Lee Prentice RNDiv2End
Director of Nursing - Queen
Elizabeth Village & Hailey House
Pat Erwin RN, RGNC, BN, GradCertMgt,
MRCNA
PS Hobson
Shirley Madden, RN, PBGNC
Heather George, RN, BN, BBGNC,
GradDipMid, CertIVAss&Tng
WB Messer
Sue Hall RNDiv2End, GradCertMgt (to
March 2012)
Danielle Fisher RN, BN,
GradCertNsgPaeds, GradCertNsgMtlHlth
(Acting)
Hailey House
Linda Newby RN, GradDipMidwifery,
GradDipRehabNsg, CertIVOH&S,
CertIVAss&Tng
Director of Nursing - Sebastopol
Complex (and Ballarat Central from
February 2012)
Mick Kirby RN, BAppScNsg, Grad.
DipBusMgt, CCRN, DipProjMan, MRCNA
Jack Lonsdale Lodge
Jenny Relouw RN, PostGradGer
Jacqui King RN, BN AdvDipBusMgt
James Thomas Court and Jessie
Gillett Court
Raylene Fresle RN, Grad DipHlthSci,
AdvDipBusMgt (to January 2012)
Geoffrey James RN, RPN, BN (from
March 2012)
CORPORATE SERVICES
Executive Director
Steven Jones GradCertPubSecMgt,
AFCHSE
Director, Major Projects &
Infrastructure
Christopher Lockett OH&SAppSci,
GradDipBus
Manager, Facilities
Bob Pickard BEng(Mech)Hons
Manager, BHS Catering
Russell Hardy GradCertMgt,
CertIV(FoodTech), PTC, MIHHC
General Manager, Safety Link
Steven Bruechert AdvDipCS,
DipMgt/Bus, CertIVTAA,
CertIVWT&A,CertIVGovt, MRN, SEN
Manager, Eureka Linen
Bob Maslin, TRLAV
Manager, Environmental Services
Don Colbert GradCertMgt
Manager, Supply
Russell King MAHSPO, MCIPSA
Security Manager
Robert Dekleva GradDipSocSci(SecMgt),
CertIII(Sec)
SUB-ACUTE AND COMMUNITY
Executive Director
Wendy Hubbard BAppSc(PT),
MAppSc(HM), MBA, AFCHSE, CPE
Director of Nursing Sub-acute
Services
Meredith Theobald RN, RPN, BN,
GradCertNsg(MentHlth), CertRehabNsg,
MRCNA
Nurse Unit Managers
Inpatient Complex Care (Jim Gay
Unit-GEM)
Mary Cranage DipAppSc(Nsg),
BAppScNsg, GrdCertMgt,
GrdCertGerontology
Gandarra Palliative Care Unit
Maree Kewish RNDiv1, BAppSc(Nsg),
MPrimHlthCare(Pall Care)
Inpatient Rehabilitation
Olivia Johnstone RN, CertRehabNsg
Sub-Acute Medicine
Clinical Director of Sub-Acute
Medicine
Joseph Ibrahim MBBS, PhD, MRACMA,
FAFPHM, FRACP
Consultant Physicians
Mark Yates MBBS, FRACP
Judith Adams MBBS, DGM, FRACP
Rosie Shea MBBS, FRACP
Philip Street, MBBS, FRACP
Mark Yates MBBS, FRACP
Thomas Kraemer MBBS, FRACP
Rehabilitation Specialists
Richard Bignell MBBS(Hons) FAFRM
Susan Hodson MBBS FRACGP
Palliative Care Specialists
David Brumley MBBS, FRACGP, MSC,
FAChPM
Greg Mewett MBBS, FRACGP, FAChPM
Dental Services
Manager Dental Services
Tracey Wilson DipAppSc(DenThrpy),
MBA, MPHAA
Dentists
Dr Iven Affl eck BDS
Dr Pallavi Mishra BDS, ADC, MDSC
Dr Petrus Niehaus BDS, ADC (resigned
June 2012)
Dr Preeti Grover BDS
Dr Nidhi Tandon BDS, ADC
Dr Ritu Garg BDS, ADC
Dr Giselle Henning BChD, DipOdont
Dr Hoang Nguyen BDS (resigned March
2012)
Dr Kevin Tan BDS (commenced March
2012)
Dr Ronald Chan BDS (commenced April
2012)
Allied Health
Clinical Manager Dietetics
Meredith Atkinson BAppSc(Nut),
GradDipDiet, MPH
Clinical Manager Exercise Therapy
Kerry Walsh BEd(PE)
Clinical Manager Occupational
Therapy
Michele Pearson BAppSc(OT),
GradDip(HSM)
Clinical Manager Physiotherapy
Georgie Kemp BAppSc(Physio), MPhysio
Clinical Manager Podiatry
Margaret Dawson BAppSc(Pod),
GradDip(Pod), MBA
Clinical Manager Prosthetics/
Orthotics
Michelle Oliver BAppSc(P&O),
DipBusMgt
Clinical Manager Psychology
Kylie McKenzie BA(Hons),
MPsych(Clinical), MCCP, MAPS
Clinical Manager Social Work
Catherine Ludbrook BA, BSW
Clinical Manager Speech Pathology
Acushla Thompson BAppSc(SP),
GradCert(Mgt), MSPAA, CPSP
Coordinator, Allied Health Quality
and Safety
Cathy Caruso BAppSci(OT),
GradDipHlthSci(HEd), MAAOT
Community
Manager, Community Programs
Michelle Veal RN, BA(Nsg),
GradCert(BusAdmin) DipPrjMgt
Manager, Aged Care Assessment
Services
Gary Humphrey BA(HonsSW)
AdvDipBusMgt, ACRACS
(AdvCertResi&CommServ)
Manager, Carer’s Programs
Cheryl Hines DipWelf, AdvDipBusMgt
Manager, Hospital Admission Risk
Program
Linda Govan RN, GradDip(NsgMgt),
MHA, MPH
Manager, Linkages
Nick Grakini BHlthSci(OT)
Manager, Planned Activity Groups
Jan Stewart BAppSci(PE),
GradDip(HlthSci)
Manager, Rehabilitation in the Home
and Transition Care Program
Roslyn McIntyre RN, BNPostReg
DipPrjMgt
Advanced Continence Nurse
Specialist, Grampians Regional
Continence Service
Shirley Whitaker RN, BN, CertContProm,
Grad.CertHealth,
Manager, Grampians Regional
Palliative Care Team
Jade Odgers RN, GradDip(PallCare),
GradDip(Psych), GradDipMgt,
CertIVWrkPlAss&Tng, DipPrjMgt,
GradDipFrontMan
Manager, Post Acute Care and
Central Intake
Helen Jarvis RN, RM, BN, GradCertMgt,
MRCNA
Allied Health Ambulatory Care
Coordinator
Catherine Chibnall B(OT), MHlthSci
Domiciliary Services Coordinator
Margaret Dawson BAppSc(Pod),
GradDip(Pod), MBA
Quality Coordinator
Kate Wise BA(HonsPsyc), DipPrjMgt
FINANCE, INFORMATION AND
BUSINESS DEVELOPMENT
Executive Director
Andrew Kinnersly BBus, MBA, ACHSE,
AHSFMA, CPA
Deputy Director
Mick Smith BCom, AHSFMA, CPA
Director Radiography and Diagnostic
Services
Richard van Dreven MISRRT, MIR,
DipAppSc(MedRadtn), GradDipAdmin
Director Information Management
Kate Nolan MBA, BHlthInfoMgt

STATEMENT OF
PRIORITIES
Part A: Strategic priorities for 2011-2012
STRATEGIC PRIORITY DELIVERABLES OUTCOME
Ensure health care is
provided in the most
clinically effective
and cost-effective
environments.
Reduce and prevent
unnecessary hospital
admissions by
promoting the provision
of care in community
settings where
appropriate.
Improve care planning
and coordination of
care for patients with
chronic and complex
conditions.
1. Services provided by Ballarat
Health Services and other health
services demonstrate enhanced
integration and referral patterns to
improve the client journey.
By 2012 community-based programs
will have a single point of entry.
2. Pre and post-admission non-bed
based care has reduced the length of
stay (LOS).
A framework exists to identify
opportunities for BHS staff and
facilities to model health promotion
and illness prevention. This
includes further enhancement
and collaboration with other
organizations across the Grampians
regional to promote initiatives
designed to reduce illness and
hospital admissions.
Local hospitals are included in the
patient journey enabling patients
to return to their admitting hospital
during the episode of care.
The patient journey includes
integration of services.
ORGANISATION PERFORMANCE
1. All Community Program referrals and 22 Allied Health programs
are currently processed by the single point of access
2. Length of Stay was reduced following a review. Implementation of
changes resulted in 100% of Priority 1 referrals assessed within 48
hours.
Development of regular complex case meetings across BHS sites.
Our Hospital Admissions Risk Program (HARP) provides care coordination
for patients with chronic disease and/or complex
psychosocial issues who are at risk of frequent inpatient admission or
Emergency Department presentation. The program supports people
living in the community, improves self-management and coping
mechanisms and provides access to support services.
The Primary Care and Population Health Advisory Committee has
agreed to act as the governance group in relation to the health
promotion plan for BHS and for the partnership work advocating with
external agencies.
The health promotion plan provides a framework for internal
initiatives in health promotion and also outlines the advocacy work of
BHS with its partners.
The Committee is now exploring funding options to implement
initiatives to halt and reduce the burden of overweight and obese
people in the Grampians community.
The Emergency Department and the Operational Performance and
Improvement Directorate have met with sub-regional hospitals to
discuss inter-hospital transfers, BHS Hospital Demand Management
response and the desire to ensure timely transfer of patients back to
referring hospitals. The introduction of an inter-hospital transfer form
also creating opportunity to improve performance.
Continuation of Rural patient Initiative program for elective surgery
with increased service provision through Maryborough District Health
Service.
Review of Health Reform targets including National Emergency
Access Targets (NEAT) and National Elective Surgery Targets.
Development of a service plan for Residential Aged Care.
Participation in Health Round Table and membership in Advisory
Board International.
Development of Ortho-geriatrics proposal to enhance service delivery
to fractured neck or femur patients.
Implementation of a clinical pathway for hip and knee replacement
and day case tonsillectomy.
www.bhs.org.au 17

STRATEGIC PRIORITY DELIVERABLES OUTCOME
Enhance the ability of
individuals and families
to make decisions that
improve their health
status and reduce
the risk of ill-health
by improving health
literacy.
Work with Dental
Health Services Victoria
to improve the model
of care and increase
productivity.
Collaborate with private
dental providers to
assist BHS to meet the
demand for public
dental services.
Embed the provision
of community-based
mental health services.
Enhance and develop
Mental Health Services
integration across BHS
to ensure patientcentred
care.
Further develop links
with external mental
health service providers.
Improve responsiveness
to the mental health
needs of the indigenous
community.
Ensure all redesign
initiatives result in
immediate, actionable
service improvements.
Develop and implement
appropriate fi nancial
strategies, revenue
options and cost
containment initiatives
aimed at ensuring
ongoing fi nancial
sustainability as well as
meeting the growing
demand for clinical
services.
18 Ballarat Health Services
Illness prevention is incorporated into
all patient interactions across BHS
to improve patient information and
education in managing their own
health and wellbeing.
Work towards general dental care
being provided within the State
average timelines to maintain and
support improved oral health for the
eligible community.
Regular dialogue and meetings occur
with private dental providers.
Community-based mental health
services are enhanced and provide
patient-centred care and service
delivery as evidenced by attainment
of the required targets and
satisfaction of clients and their
families.
Satisfaction surveys completed
by members of the indigenous
community indicate access to mental
health services enhanced.
Redesign initiatives are implemented
to improve service delivery and
improve access and effi ciency across
BHS to address demand within
funding allocation requirements.
BHS continues to balance budget
allocations to meet current demand
and consider future growth while
also achieving SoP targets.
BHS agreed to take part in a University of Ballarat student evaluation
to determine the health literacy of patients. This is the fi rst step in
understanding the tools and resources required to assist patients in
managing their own health and wellbeing.
The new funding formula and 2011/12 budget have been
implemented. Appointment scheduling changes have enabled the
clinic to accommodate additional ‘emergency’ appointments and
achieve a positive fi nancial result. A one off allocation of additional
funds has allowed longer waiting denture patients to receive Victorian
Dental Service vouchers.
Work across the region within the Oral Health Network is continuing
with greater collaboration including the private dental sector and
universities.
Planning for a new 20-chair public dental clinic in Ballarat is
continuing.
Mental Health Services (MHS) structures have been reconfi gured to
place an emphasis on early detection and treatment services.
Competency based management program continues to be embedded
throughout MHS.
Psychosocial research opportunities have been enhanced.
Improved relationships with Alliance members including Wimmera
Uniting Care, Centacare, Grampians and Ballarat Community Health
Centres have assisted engagement in the PDRSS sector.
The rollout of the Ballarat and District Aboriginal Cooperative
(BADAC) protocols to enhance Indigenous access are continuing.
Monthly carer meetings have been established in the region
specifi cally targeting Indigenous families.
Completion of ED to ICU in four hours project has resulted in a 25%
reduction in the LOS for Cat 1 patients transferring to ICU.
Completion of orthopaedic redesign project has reduced the LOS for
unilateral orthopaedic elective hip / knee replacement cases by one
day. The range of brands and types of prosthesis utilised have also
been refi ned. A unilateral hip and knee replacement pathway is now
in development.
Completion of Cardiovascular Service Project including the
commissioning of the service with a staged approach to minimise
service disruption.
Cost saving and revenue generating initiatives continue to be
implemented across the organisation. The most signifi cant benefi ts
have been realised from:
Reconfi guration of Sebastopol Aged Care Services.
Reduced rostered overtime.
Reduced levels of casual staff usage.
Re-tendering Pathology Services.
Revised business management model, resulting in increased budget
awareness, understanding and accountability.

STRATEGIC PRIORITY DELIVERABLES OUTCOME
Enable the clinical
leadership group to
maximie understanding
and involvement in
fi nancial management
to achieve effi ciency in
patient care informed
by clinical data.
Review best practice
in innovative company
cultures and foster
innovation advocates.
Engage BHS Futures
Committee/Innovation
Council and review
recruitment strategies
to refl ect the above.
Develop leadership
programs to emphasise
innovative practice.
Incorporate risk
management strategies,
quality improvement
and redesign processes
in all areas of service
delivery, strategic and
business planning, with
education provided as
required.
Patient care is considered and
delivered with a thorough
understanding of the fi nancial impact
and performed by clinical data.
Developing innovative practice is
a key responsibility for managers
across BHS creating a culture which
is supportive of new ideas and
processes to improve patient care.
BHS Futures Committee is sustained
and encourages innovative thinking
across BHS.
Leadership programs support and
emphasise innovation across BHS.
An education program exists and
is evaluated, to ensure that risk
management, quality improvement
and redesign processes are included
in planning across BHS.
Creation of a new business management model has signifi cantly
strengthened the link between key clinical stakeholders, general
management and the BHS Finance function. From this, we have seen
far greater understanding of the cost versus benefi t of key clinical
decisions and business cases
BHS has increased its level of resource allocation in Clinical Costing
and KPI reporting, and has invested in memberships in both the
Health Round Table and the Health Advisory Board.
An Executive Staff Council Improvement Committee has been
established which meets monthly, and has focused on fostering the
following innovative changes over the past six months:
A review of the Diabetes Management framework
A review of the Observation Response chart
A six-Pack Falls Project
A Surgical Services review
The implementation of a new Cardiovascular Suite.
The Futures Committee has focussed on the issue of environmental
sustainability and its impact on the delivery of health services. A
sustainability forum planned in partnership with the University of
Ballarat was held in July 2012.
In addition, the committee is exploring the impact of a signifi cant
housing development in Ballarat West and its impact on the location
and positioning of health services into the future.
Two major Leadership programs have recently been completed:
Residential Manager Training
An Advanced Diploma of Management in conjunction with the
University of Ballarat (26 BHS staff completed this qualifi cation).
BHS has supported at least one staff member to undertake the
Leadership Ballarat and Western Region (LBWR) program each year.
Risk Management
External Review of the Risk Management Framework conducted
by VMIA in October 2011. Final report and recommendations
received February, 2012 and are to being considered by
appropriate Board Committees.
Nurse Managers Risk Management Survey completed and
evaluated.
Risk Management training for NUMs and ANUMs
Risk Management training provided to new clinical and corporate
managers and for all new medical staff.
Patient Safety Walk rounds commenced in February 2012.
Clinical incident Management education/ Victorian Health
Incident Management System (VHIMS) training is conducted:
Monthly VHIMS training sessions available and Nursing orientation
to VHIMS bi-monthly
Quality Improvement
Development and delivery of a three part clinical audit workshop
with post workshop evaluation.
Introduction of RISKMAN Q anticipated by March 2012.
Development of a new Governance Documentation System
2012 Plan
Governance and Risk Management Unit (GARMU) has a quarterly
education session on the Professional Development calendar
GARMU to provide sessions in 2012 at Medical Grand round
Evaluation of VHIMs KPI’s will be conducted in 2012.
GARMU is currently developing an education calenda.
www.bhs.org.au 19

STRATEGIC PRIORITY DELIVERABLES OUTCOME
Implement open
disclosure and
transparency systems
and processes across
BHS.
Part B: Performance priorities
FINANCIAL PERFORMANCE
OPERATING RESULT TARGET 2011-12 ACTUALS
Annual Operating result ($m) Break even $214,000
CASH MANAGEMENT/LIQUIDITY TARGET 2011-12 ACTUALS
Creditors 60 days 40
Debtors 60 days 43
20 Ballarat Health Services
Open disclosure teaching
and training continues to be
implemented across BHS as needed
to ensure patients are informed of
their care outcomes including when
adverse events occur.
Governance Documents including protocol and policy ratifi ed and
included in the system. These documents form part of orientation
package for all new doctors and interns.
Online Open Disclosure training became available to all BHS staff in
March 2012, with an evaluation of the usage to be conducted prior
to the Periodic Review scheduled for October 2012.

SERVICE PERFORMANCE
WIES ACTIVITY PERFORMANCE TARGET 2011-12 ACTUALS
WlES (public and private) performance to target (%) ± 2% 2.89%
ELECTIVE SURGERY TARGET 2011-12 ACTUALS
Elective surgery admissions – quarter 1 1,200 1,263
Elective surgery admissions – quarter 2 1,230 1,211
Elective surgery admissions – quarter 3 1,120 1,137
Elective surgery admissions – quarter 4 1,190 1,078
CRITICAL CARE TARGET 2011-12 ACTUALS
No. of days below lCU minimum operating capacity 0 2
QUALITY AND SAFETY TARGET 2011-12 ACTUALS
Health service accreditation Full Full
Residential aged care accreditation Full Full
Cleaning standards Achieved Achieved
Submission of data to VICNISS (%) Full Full
VICNISS Infection Clinical Indicators No outliers No outliers
Hand Hygiene Program compliance (%) 65% 76.7%
SAB rate (OBDs) 2.0 Achieved
Victorian Patient Satisfaction Monitor (VPSM) 73 77.4
MATERNITY TARGET 2011-12 ACTUALS
Postnatal home care 100% 99.5%
MENTAL HEALTH TARGET 2011-12 ACTUALS
28 day readmission rate (%) 14 8.7
Post-discharge follow-up rate (%) 75% 66.9
Seclusion rate (OBDs) (per 1,000 BD) 20 14.2
Continued on page 22.
www.bhs.org.au 21

Continued from page 21.
ACCESS PERFORMANCE TARGET 2011-12 ACTUALS
Percentage of operating time on hospital bypass 3% Not applicable
Percentage of emergency patients admitted to an
inpatient bed within 8 hours
80% 73.2%
Percentage of non-admitted emergency patients with
length of stay of less than 4 hours
80% 85.3%
Number of patients with length of stay in the
emergency department greater than 24 hours
0 1
Percentage of Triage Category 1 emergency patients
seen immediately
100% 100%
Percentage of Triage Category 2 emergency patients
seen within 10 minutes
80% 79%
Percentage of Triage Category 3 emergency patients
seen within 30 minutes
75% 81%
*Emergency KPI’s are to be reported at hospital level, NOT Health Service level.
ELECTIVE SURGERY TARGET 2011-12 ACTUALS
Percentage of Category 1 elective patients admitted
with in 30 days
100% 100%
Percentage of Category 2 elective surgery patients
waiting less than 90 days
80% 59.1%
Percentage of Category 3 elective surgery patients
waiting less than 365 days
90% 73.7%
Number of patients on the elective surgery waiting list 1,500 1,228
Number of Hospital Initiated Postponements (HiPs) per
100 scheduled admissions
8 7.5
22 Ballarat Health Services

Part C: Activity and Funding
ACTIVITY
Weighted Inlier Equivalent Separations (WIES)
2011-12 ACTIVITY ACHIEVEMENT
WIES Public
19,526
WIES Private
4,352
Total WIES (Public and Private)
23,878
WIES Rural Patient Initiative
135
WIES Renal
330
WIES DVA
238
WIES TAC
248
WIES TOTAL
SUB ACUTE INPATIENT
24,828
CRAFT
248
Rehab L1 (non DVA)
1,581
Rehab L2 (non DVA)
1,281
Rehab - Paediatric
432
GEM (non DVA)
14,364
Palliative Care - Inpatient
2,130
Transition Care (non DVA) – bed day
9,969
Restorative Care
N/A
Rehab 2 - DVA
157
GEM -DVA
508
Palliative Care – DVA
AMBULATORY
133
VACS – Allied Health
12,996
VACS - Variable
45,499
Transition Care (non DVA) - Homeday
5,600
SACS – Non DVA
23,309
SACS - Paediatric
454
Post Acute Care
1162
VACS – Allied Health - DVA
3
VACS - Variable - DVA
35
SACS - DVA
452
Post Acute Care – DVA
AGED CARE
7
Aged Care Assessment Service
3,419
Residential Aged Care
MENTAL HEALTH
164,807
MH – Inpatient
622
MH – Ambulatory
COMMUNITY HEALTH/PRIMARY CARE
69,838
Community Health - Direct Care 8,775
www.bhs.org.au 23

REPORTING REQUIREMENTS
AND GENERAL INFORMATION
APPLICATION OF
MERIT AND EQUITY
We are an equal opportunity employer and ensure open
competition in recruitment, selection, transfer and promotion.
Employment decisions are based on merit and without
consideration gender, marital status, age, pregnancy, disability,
race, religious or political beliefs or activities, or on the grounds of
being a parent, childless or in a de facto relationship.
Our people are treated fairly and reasonably and provided with
redress against any unfair or unreasonable treatment.
EX-GRATIA PAYMENTS
We did not receive any ex-gratia payments during 2011-2012.
FREEDOM OF INFORMATION
REQUESTS
Ballarat Health Services complies with the Victorian Freedom of
Information Act 1982 (FOI). Since 2008 we have received to the
following number of requests:
YEAR NUMBER OF REQUESTS
2008 215
2009 375
2010 392
2011 408
2012 464
24 Ballarat Health Services
BUILDING ACT 1993
Ballarat Health Services complies with building standards and
regulations. All buildings constructed after July 1994, have been
designed to conform to the Building Act 1993 and its regulations,
as well as meet other statutory regulations that relate to health
and safety matters.
All buildings have been issued with occupancy permits and
all building practitioners engaged by Ballarat Health Services
are required to produce evidence of current registration on
commencing a project, as well as evidence that their registered
status will be maintained throughout the year.
CONSULTANCIES
Ballarat Health Services engaged the following consultancies in
2011-2012 at an individual cost in excess of $10,000.
They were Health-E Workforce Solutions, $17,100; Visasys,
$12,320; and Drewery Lane Consulting, $12,000.
In 2011-12 two consultancies were engaged, where the fees
payable to the consultants totaled $2,255
NATIONAL COMPETITION
POLICY
Ballarat Health Services complied with all government policies
regarding competitive neutrality with respect to all tender
applications.

CONTRACTS
We abide by the Victorian Industry Participation Policy Act 2003.
In 2011/12 there was one contract continued by Ballarat Health
Services under this act.
The contract was:
The Ballarat Regional Integrated Cancer Centre development
project, to the value of $55 million. This project proposes
the use of more than 65% local content and created for
2011/2012 10.5 additional EFT and for 2012/2013 and the
remainder of the contract a forecast additional 70 EFT.
In 2011/12 there were three projects completed by Ballarat Health
Services under this act.
The contracts were:
The Maternity Outpatients relocation to the undercroft of the
Bolte Wing and the relocation of Special Care Nursery to Level
5 West Wing
The construction of a coronary catheterisation laboratory
(Cardiovascular Suite)
The development and refurbishment of the Special Care
Baby Unit, the unit was relocated to the West Wing of Henry
Bolte Building and expanded to 14 beds. The old SCN area
vacated was converted into family unit accommodation and
triage area.
These three projects, valued at a combined $18 million, used
more than 95% local content & employment. They created
additional employment for approximately 100 local trades people
both on and off the Ballarat Base Hospital site.
FINANCIAL PERFORMANCE
WHISTLEBLOWERS’
PROTECTION
Ballarat Health Services recorded an operating surplus of $214,000 for the year ended June 30, 2012.
This positive result compares favourably with the expectation in the Statement of Priorities of a breakeven result.
BHS is a signifi cant employer in the Grampians region with more than 2,400 full-time equivalent staff. In 2011-2012 employee payments
exceeded $225 million
BHS spent more than $99 million on goods and services; investment in property plant and equipment at BHS sites was $35.9 million.
2012
$000
We are subject to the provisions of the Victorian Government’s
Whistleblowers’ Protection Act 2001, and are committed to its
aims and objectives.
We do not tolerate improper conduct by our people, nor the
taking of reprisals against those who disclose such conduct.
We comply with the Act by applying our policies and procedures,
which contain details of the Act and contact details for our
protected disclosure co-ordinator, protective disclosure offi cer and
welfare manager.
Ballarat Health Services received no disclosures during 2011-2012.
Revenue 329,341 287,312 258,096 241,918 219,650
Total expenses 329,127 287,147 258,059 241,537 219,382
Net result for the year (before capital, specifi c items) 214 165 47 381 269
Retained surplus/ (accumulated defi cit) 16,511 (8,155) (6,511) (9,729) (430)
Total assets 331,990 285,326 278,757 283,738 235,331
Total liabilities 98,011 87,544 75,077 73,547 70,304
Net assets 233,979 197,782 203,680 210,191 165,027
Total equity 233,979 197,782 203,680 210,191 165,027
2011
$000
2010
$000
2009
$000
2008
$000
www.bhs.org.au 25

STATUTORY
REQUIREMENTS
ATTESTATION ON DATA INTEGRITY
I, Andrew Rowe certify that Ballarat Health Services has put
in place appropriate internal controls and processes to ensure
that reported data reasonably refl ects actual performance.
Ballarat Health Services has critically reviewed these controls and
processes during the year.
Andrew ndrew Rowe
Chief Executive Offi cer
Ballarat
July 31, 2012
ATTESTATION FOR COMPLIANCE WITH
THE AUSTRALIAN/NEW ZEALAND RISK
MANAGEMENT STANDARD
I, Andrew Faull, certify that Ballarat Health Services has risk
management processes in place, consistent with the Australian/
New Zealand Risk Management Standard and an internal control
system is in place that enables the executive to understand,
manage and satisfactorily control risk exposures. The Board
verifi es this assurance and that the risk profi le of Ballarat Health
Services has been critically reviewed within the last 12 months.
Andrew Faull
President
Board of Management
Ballarat
July 31, 2012
26 Ballarat Health Services

DISCLOSURE INDEX
The annual report of Ballarat Health Services is prepared in accordance with all relevant Victorian legislation. This index has been prepared
to facilitate identifi cation of the Department’s compliance with statutory disclosure requirements.
LEGISLATION REQUIREMENT PAGE REFERENCE
MINISTERIAL DIRECTIONS
Report of Operations
Charter and purpose
FRD 22C Manner of establishment and the relevant Ministers 4
FRD 22C Objectives, functions, powers and duties 1, 4
FRD 22C Nature and range of services provided 1
Management and structure
FRD 22C Organisational structure 11
Financial and other information
FRD 10 Disclosure index 27
FRD 11 Disclosure of ex gratia payments 24
FRD 15B Executive offi cer disclosures 70
FRD 21B Responsible person and executive offi cer disclosures 70, 71
FRD 22C Application and operation of Freedom of Information Act 1982 24
FRD 22C Application and operation of Whistleblowers Protection Act 2001 25
FRD 22C Compliance with building and maintenance provisions of Building Act 1993 24
FRD 22C Details of consultancies over $10,000 24
FRD 22C Details of consultancies under $10,000 24
FRD 22C Major changes or factors affecting performance 25
FRD 22C Occupational health and safety 9
FRD 22C Operational and budgetary objectives and performance against objectives 25
FRD 22C Signifi cant changes in fi nancial position during the year 25
FRD 22C Statement of availability of other information 28
FRD 22C Statement on National Competition Policy 24
FRD 22C Subsequent events 71
FRD 22C Summary of the fi nancial results for the year 25
FRD 22C Workforce Data Disclosures including a statement on the application of employment
and conduct principles 14, 24
FRD 25 Victorian Industry Participation Policy disclosures 25
SD 4.2(j) Sign-off requirements 29
SD 3.4.13 Attestation on Data Integrity 26
SD 4.5.5 Attestation on Compliance with Australian/New Zealand Risk Management Standard 26
FINANCIAL STATEMENTS
Financial statements required under Part 7 of the FMA
SD 4.2(a) Statement of changes in equity 34
SD 4.2(b) Operating statement 32
SD 4.2(b) Balance sheet 33
SD 4.2(b) Cash fl ow statement 34
Other requirements under Standing Directions 4.2
SD 4.2(a) Compliance with Australian accounting standards and other authoritative
pronouncements 35
SD 4.2(c) Accountable offi cer’s declaration 29
SD 4.2(c) Compliance with Ministerial Directions 35
SD 4.2(d) Rounding of amounts 35
Legislation
Freedom of Information Act 1982 24
Whistleblowers Protection Act 2001 25
Victorian Industry Participation Policy Act 2003 25
Building Act 1993 24
Financial Management Act 1994 35
www.bhs.org.au 27

ADDITIONAL INFORMATION
AVAILABLE ON REQUEST
Subject to the provisions of the FOI Act, information that must be retained by the Accountable Offi cer should include:
a statement that declarations of pecuniary interests have been duly completed by all relevant offi cers;
details of shares held by a senior offi cer as nominee or held benefi cially in a statutory authority or subsidiary;
details of publications produced by the entity about itself, and how these can be obtained;
details of changes in prices, fees, charges, rates and levies charged by the entity;
details of any major external reviews carried out on the entity;
details of major research and development activities undertaken by the entity;
details of overseas visits undertaken including a summary of the objectives and outcomes of each visit;
details of major promotional, public relations and marketing activities undertaken by the entity to develop community awareness of
the entity and its services;
details of assessments and measures undertaken to improve the occupational health and safety of employees;
a general statement on industrial relations within the entity and details of time lost through industrial accidents and disputes;
a list of major committees sponsored by the entity, the purposes of each committee and the extent to which the purposes have been
achieved; and
details of all consultancies and contractors including:
- consultants/contractors engaged;
- services provided; and expenditure committed to for each engagement.
28 Ballarat Health Services

BALLARAT
HEALTH SERVICES
FINANCIAL STATEMENTS AND NOTES
BOARD MEMBER’S, ACCOUNTABLE OFFICER’S AND CHIEF FINANCE AND ACCOUNTING
OFFICER’S DECLARATION
We certify that the attached fi nancial statements for Ballarat Health Services have been prepared in accordance with Standing Direction
4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards, Australian
Accounting Interpretations and other mandatory professional reporting requirements.
We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, statement of
changes in equity, cash fl ow statement and notes to and forming part of the fi nancial statements, presents fairly the fi nancial transactions
during the year ended 30 June 2012 and the fi nancial position of Ballarat Health Services at 30 June 2012.
At the time of signing, we are not aware of any circumstance which would render any particulars included in the fi nancial statements to
be misleading or inaccurate.
We authorise the attached fi nancial statements for issue on this day.
Andrew Faull
President
Board of Management
Ballarat
September 5, 2012
Andrew Rowe
Chief Executive Offi cer
Ballarat
September 5, 2012
Andrew Kinnersly
Chief Financial Offi cer
Ballarat
September 5, 2012
www.bhs.org.au 29

30 Ballarat Health Services

www.bhs.org.au 31

BALLARAT HEALTH SERVICES
COMPREHENSIVE OPERATING STATEMENT FOR THE YEAR ENDED 30 JUNE 2012
Revenue from Operating Activities 2,2(a) 328,332 286,913
Revenue from Non-Operating Activities 2,2(a) 1,048 587
Share of Net Operating Result of Joint Ventures 20 (39) (188)
Employee Benefi ts 2(b),(c) (229,675) (207,539)
Supplies and Consumables 2(b),(c) (55,444) (33,819)
Other Expenses 2(b),(c) (44,008) (45,789)
NET RESULT BEFORE CAPITAL & SPECIFIC ITEMS 214 165
Capital Purpose Income 2,2(a) 42,986 17,403
Capital Purpose Expense 2(b),(c) (781) (1,499)
Impairment of Financial Assets 2(b),(c) 42 1,991
Depreciation 2(b),3 (25,950) (26,214)
NET RESULT FOR THE YEAR 15 16,511 (8,155)
OTHER COMPREHENSIVE INCOME
Net fair value revaluation on Non Financial Assets 19,686 2,257
COMPREHENSIVE RESULT FOR THE YEAR 36,197 (5,898)
This statement should be read in conjunction with the accompanying notes.
32 Ballarat Health Services
Note
2012
$000
2011
$000

BALLARAT HEALTH SERVICES
BALANCE SHEET AS AT 30 JUNE 2012
ASSETS
Current Assets
Cash and Cash Equivalents 4,16 16,083 16,245
Prepayments 8 841 801
Inventory 7 1,271 1,188
Receivables 5 9,739 7,506
Other Financial Assets 6 35,262 20,096
Total Current Assets 63,196 45,836
Non Current Assets
Receivables 5 4,783 3,875
Other Financial Assets 6 706 2,350
Intangible Assets 9(b) 116 171
Property, Plant and Equipment 9(a) 263,189 233,094
Total Non Current Assets 268,794 239,490
TOTAL ASSETS 331,990 285,326
LIABILITIES
Current Liabilities
Employee Benefi ts 11 49,725 41,339
Monies Held in Trust 12 18,922 20,186
Payables 10,16 22,264 20,012
Other Liabilities 13 168 205
Total Current Liabilities 91,079 81,742
Non Current Liabilities
Employee Benefi ts 11 6,932 5,802
Total Non Current Liabilities 6,932 5,802
TOTAL LIABILITIES 98,011 87,544
NET ASSETS 233,979 197,782
EQUITY
Specifi c Purpose Reserve 14(a) 562 650
Contributed Capital 14(b) 149,952 149,952
Asset Revaluation Reserve 14(a) 95,325 75,639
Retained Earnings 14(c) (11,860) (28,459)
TOTAL EQUITY 14 233,979 197,782
This statement should be read in conjunction with the accompanying notes.
Note
2012
$000
2011
$000
www.bhs.org.au 33

BALLARAT HEALTH SERVICES
STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2012
BALLARAT HEALTH SERVICES
CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2012
34 Ballarat Health Services
Property, Plant
& Equipment
Revaluation
Surplus
Note
2012
$000
Infl ows
(Outfl ows)
2011
$000
Infl ows
(Outfl ows)
CASH FLOWS FROM OPERATING ACTIVITIES
Receipts
Operating Grants from Government 268,437 235,526
Proceeds from Donations 1,914 300
Patient Fees 16,745 16,433
Interest Received 2,144 1,835
Other 41,550 37,218
Goods and Services Tax Received 6,551 4,232
Payments
Employee Benefi ts (220,159) (203,754)
Other (108,102) (78,536)
CASH GENERATED FROM OPERATIONS 9,080 13,254
Capital Development Funds 1,866 1,980
Capital Grants 38,552 13,689
Proceeds from Donations and Bequests 88 377
Repayment of Monies Held in Trust (3,667) (5,355)
Proceeds from Monies Held in Trust 2,366 4,006
NET CASH INFLOWS/(OUTFLOWS) FROM OPERATING ACTIVITIES 15 48,285 27,951
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of Property, Plant and Equipment (35,944) (20,490)
Purchase of Investments (48,487) (36,000)
Sale of Investments 34,813 34,616
Proceeds from Sale of Property, Plant and Equipment 2(e) 1,170 1,863
NET CASH INFLOWS/(OUTFLOWS) FROM INVESTING ACTIVITIES (48,448) (20,011)
NET INCREASE/(DECREASE) IN CASH HELD (162) 7,940
Cash and Cash Equivalents at Beginning of Period 16,245 8,305
CASH AND CASH EQUIVALENTS AT END OF PERIOD 4 16,083 16,245
This statement should be read in conjunction with the accompanying notes.
Unrestricted
Specifi c
Purpose
Surplus
Contributions
By Owners
Accumulated
Surpluses/
(Defi cits)
Note $000 $000 $000 $000 $000
BALANCE AS AT 1ST JULY 2010 73,382 15,537 149,952 (35,191) 203,680
Net Result for the year - - - (8,155) (8,155)
Other Comprehensive Income for the year 14(a) 2,257 - - - 2,257
Transfer to accumulated surplus 14(a),(c) - (14,887) - 14,887 -
BALANCE AS AT 30 JUNE 2011 75,639 650 149,952 (28,459) 197,782
Net Result for the year - - - 16,511 16,511
Other Comprehensive Income for the year 14(a) 19,686 - - - 19,686
Transfer to accumulated surplus 14(a),(c) - (88) - 88 -
BALANCE AS AT 30 JUNE 2012 95,325 562 149,952 (11,860) 233,979
This statement should be read in conjunction with the accompanying notes.
Total

Note 1: Summary of Signifi cant Accounting Policies
(a) Statement of Compliance
These fi nancial statements are general purpose fi nancial reports which have been
prepared in accordance with the Financial Management Act 1994, and applicable
Australian Accounting Standards (AAS) and Australian Accounting Interpretations
and other mandatory requirements. AAS includes Australian equivalents to
International Financial Reporting Standards.
The fi nancial statements also comply with relevant Financial Reporting Directions
(FRDs) issued by the Department of Treasury and Finance, and relevant Standing
Directions (SDs) authorised by the Minister of Finance.
Ballarat Health Services is a not-for-profi t entity and therefore applies the
additional AUS paragraphs applicable to “not-for-profi t” Health Services under
the AAS’s.
The annual fi nancial statements were authorised for issue by the Board of
Ballarat Health Services on 5/9/2012
(b) Basis of Preparation
Accounting policies are selected and applied in a manner which ensures that the
resulting fi nancial information satisfi es the concepts of relevance and reliability,
thereby ensuring that the substance of the underlying transactions or other
events is reported.
The accounting policies set out below have been applied in preparing the
fi nancial statements for the year ended 30 June 2012, and the comparative
information presented in these fi nancial statements for the year ended 30 June
2011.
These fi nancial statements are presented in Australian dollars, the functional and
presentation currency of the Health Service.
The fi nancial statements, except for cash fl ow information, have been prepared
using the accrual basis of accounting. Under the accrual basis, items are
recognised as assets, liabilities, equity, income or expenses when they satisfy the
defi nition and recognition criteria for those items. They are recognised in the
reporting period to which they relate, regardless of when cash is received or paid.
The fi nancial statements are prepared in accordance with the historical cost
convention, except for the revaluation of certain non-fi nancial assets and
fi nancial instruments, as noted. Particularly, exceptions to the historical cost
convention include:
Non-current physical assets, which subsequent to acquisition, are measured
at valuation and are re-assessed with suffi cient regularity to ensure that the
carrying amounts do not materially differ from their fair values;
Available-for-sale investments which are measured at fair value with
movements refl ected in equity until the asset is derecognised.
The fair value of assets other than land is generally based on their
depreciated replacement value.
Historical cost is based on the fair value of the consideration given in exchange
for assets.
In the application of AAS’s, management is required to make judgements,
estimates and assumptions about carrying values of assets and liabilities that
are not readily apparent from other sources. The estimates and associated
assumptions are based on historical experience and various other factors that are
believed to be reasonable under the circumstances, the results of which form the
basis of making the judgements. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis.
Revisions to accounting estimates are recognised in the period in which the
estimate is revised if the revision affects only that period; or in the period of
the revision, and future periods if the revision affects both current and future
periods. Judgements made by management in the application AASs that have
signifi cant effects on the fi nancial statements and estimates, with a risk of
material adjustments in the subsequent reporting period, relate to:
The fair value of land and buildings 1(k).
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
(c) Going Concern
The going concern basis was used to prepare the fi nancial statements.
After due consideration of the results of the operations of Ballarat Health
Services for the year ended 30 June 2012 and the forecast cash fl ows of Ballarat
Health Services for the next 12 months. The Board of Ballarat Health Services
have sought a letter of comfort from the Department of Health for support in
determining that the going concern basis is appropriate for the preparation of
these statements.
Ballarat Health Services is dependent upon the State of Victoria, via the
Department of Health, for the funding of a signifi cant proportion of its
operations.
(d) Reporting Entity
The fi nancial statements include all the controlled activities of Ballarat Health
Services.
Its principle address is:
Drummond St North
Ballarat
Victoria, 3350
A description of the nature of Ballarat Health Services operations and its principal
activities is included in the report of operations, which does not form part of
these fi nancial statements.
(e) Rounding Off
All amounts shown in the fi nancial statements are expressed to the nearest
thousand dollars unless otherwise stated.
(f) Principles of Consolidation
Inter-segment Transactions
Transactions between segments within Ballarat Health Services have been
eliminated to refl ect the extent of Ballarat Health Service’s operations as a group.
Joint Ventures
Investments in a joint venture partnership are accounted for using the equity
method of accounting. Under the equity method for accounting, Ballarat
Health Services share of the post-acquisition profi ts or losses of the joint venture
partnerships are recognised in the net result and its share of post-acquisition
changes in revaluation surpluses and any other reserves are recognised in both
the comprehensive operating statement and the statement of changes in equity.
Details of the joint ventures are set out in note 20.
www.bhs.org.au 35

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 1: Summary of Signifi cant Accounting Policies (continued)
(g) Scope and presentation of fi nancial statements
Fund Accounting
Ballarat Health Services operates on a fund accounting basis and maintains three
funds: Operating, Specifi c Purpose and Capital Funds. Ballarat Health Services
Capital and Specifi c Purpose Funds include unspent capital donations and
receipts from fundraising activities conducted solely in respect of these funds.
Services Supported By Health Services Agreement and Services
Supported by Hospital and Community Initiatives
The activities classifi ed as Services Supported by Health Services Agreement (HSA)
are substantially funded by the Department of Health and includes Residential
Aged Care Services (RACS) and are also funded from other sources such as the
Commonwealth, patients and residents, while Services Supported by Hospital
and Community Initiatives (H&CI) are funded by Ballarat Health Services own
activities or local initiatives and/or the Commonwealth.
Residential Aged Care Service
The Residential Aged Care Service operations are an integral part of Ballarat
Health Services and share its resources. An apportionment of land and buildings
has been made based on fl oor space. The results of the two operations have
been segregated based on actual revenue earned and expenditure incurred by
each operation in Note 2(a) and 2(c) to the fi nancial statements.
Comprehensive Operating Statement
The Comprehensive Operating Statement includes the subtotal entitled “Net
result Before Capital & Specifi c Items” to enhance the understanding of the
fi nancial performance of Ballarat Health Service. The subtotal entitled “Net result
Before Capital & Specifi c Items” is included in the Comprehensive Operating
Statement to enhance the understanding of the fi nancial performance of Ballarat
Health Services. This subtotal reports the result excluding items such as capital
grants, assets received or provided free of charge, depreciation, and items of
an unusual nature and amount such as specifi c revenues and expenses. The
exclusion of these items are made to enhance matching of income and expense
so as to facilitate the comparability and consistency of results between years and
Victorian Public Health Services. The Net result Before Capital & Specifi c Items is
used by the management of Ballarat Health Services, the Department of Health
and the Victorian Government to measure the ongoing performance of Health
Services in operating hospital services.
Capital and specifi c items, which are excluded from this sub-total, comprise of:
Capital purpose income, which comprises all tied grants, donations and
bequests received for the purpose of acquiring non-current assets, such
as capital works, plant and equipment or intangible assets. It also includes
donations of plant and equipment (refer note 1(h). Consequently the
recognition of revenue as capital purpose income is based on the intention
of the provider of the revenue at the time the revenue is provided.
Impairment of fi nancial and non-fi nancial assets, includes all impairment
losses (and reversal of previous impairment losses)
Depreciation and amortisation, as described in note 1(i).
Assets provided or received free of charge, as described in Note 1(h).
Expenditure using capital purpose income, which comprises of expenditure
which either falls below the asset capitalisation threshold or doesn’t meet
asset recognition criteria and therefore does not result in the recognition of
an asset in the balance sheet, where funding for that expenditure is from
capital purpose income. The asset capitalisation threshold is set at $2,000
(2011: $2,000).
36 Ballarat Health Services
Balance sheet
Assets and liabilities are categorised either as current or non-current.
Statement of changes in equity
The statement of changes in equity presents a reconciliation of each non-owner
and owner equity opening balance at the beginning of the reporting period to
the closing balance at the end of the reporting period. It also shows separately
changes due to amounts recognised in the comprehensive result and amounts
recognised in other comprehensive income related to other non owner changes
in equity.
Cash fl ow statement
Cash fl ows are classifi ed according to whether or not they arise from operating
activities, investing activities, or fi nancing activities. This classifi cation is consistent
with requirements under AASB 107 Statement of Cash Flows.
(h) Income Recognition
Government Grants
Grants are recognized as income when Ballarat Health Services gains control
of the underlying assets in accordance with AASB 1004 Contributions. For
reciprocal grants, Ballarat Health Services is deemed to have assumed control
when the performance has occurred under the grant. For non-reciprocal grants,
Ballarat Health Services is deemed to have assumed control when the grant is
received or receivable. Conditional grants may be reciprocal or non-reciprocal
depending on the terms of the grant.
Indirect Contributions from the Department of Health
- Insurance is recognised as revenue following advice from the
Department of Health.
- Long Service Leave (LSL) – Revenue is recognised upon fi nalisation
of movements in LSL liability in line with the arrangements set out in the
Metropolitan Health and Aged Care Services Division Hospital Circular
14/2009.
Patient and Resident Fees
Patient and Resident fees are recognised as revenue at the time invoices are
raised.
Private Practice Fees
Private practice fees are recognised as revenue at the time invoices are raised.
Donations and Bequests
Donations and bequests are recognised as revenue when received. If donations
are for a special purpose, they may be appropriated to a reserve, such as the
specifi c purpose reserve.
Dividend Revenue
Dividend revenue is recognized when the right to receive payment is established.
Interest Revenue
Interest revenue is recognised on a time proportionate basis that takes in account
the effective yield of the fi nancial asset.
Sale of Investments
The gain/loss on the sale of investments is recognised when the investment is
realised.
Resources Provided and Received Free of Charge or for Nominal
Consideration
Resources 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.

Note 1: Summary of Signifi cant Accounting Policies (continued)
(i) Expense Recognition
Expenses are recognised as they are incurred and reported in the fi nancial year to
which they relate.
Employee expenses
Employee expenses include:
Wages and salaries;
Annual leave;
Sick leave;
Long service leave; and
Superannuation expenses which are reported differently depending upon
whether employees are members of defi ned benefi t or defi ned contribution
plans.
Defi ned contribution plans
In relation to defi ned contribution (i.e. accumulation) superannuation plans, the
associated expense is simply the employer contributions that are paid or payable
in respect of employees who are members of these plans during the reporting
period. Contributions to defi ned contribution superannuation plans are expensed
when incurred.
Defi ned benefi t plans
The amount charged to the Comprehensive Operating Statement in respect
of defi ned benefi t superannuation plans represents the contributions made by
Ballarat Health Services to the superannuation plan in respect to the current
services of current Ballarat Health Services staff during the reporting period.
Superannuation contributions are made to the plans based on the relevant rules
of each plan, and are based upon actuarial advice.
Employees of Ballarat Health Services are entitled to receive superannuation
benefi ts and the Health Service contributes to both the defi ned benefi t and
defi ned contribution plans. The defi ned benefi t plan(s) provide benefi ts based on
years of service and fi nal average salary.
The name and details of the major employee superannuation funds and
contributions made by Ballarat Health Services are as follows:
Fund
Contributions Paid or Payable
for the year
2012
$000
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
2011
$000
Defi ned benefi t plans:
Health Super 1,741 1,793
Defi ned contribution plans:
Health Super 12,218 11,313
HESTA 2,219 1,856
Emergency Services Scheme 540 589
Other 389 410
Total 17,107 15,961
Ballarat Health Services does not recognise any unfunded defi ned benefi t liability
in respect of the superannuation plan because Ballarat Health Services has no
legal or constructive obligation to pay future benefi ts relating to its employees;
its only obligation is to pay superannuation contributions as they fall due. The
Department of Treasury and Finance administers and discloses the State’s defi ned
benefi t liabilities in its fi nancial statements.
Depreciation
Assets with a cost in excess of $2,000 (2010-11 and 2011-12) are capitalised and
depreciation has been provided on depreciable assets so as to allocate their cost
or valuation over their estimated useful lives. Depreciation is generally calculated
on a straight line basis, at a rate that allocates the asset value, less any estimated
residual value over its estimated useful life. Estimates of the remaining useful
lives and depreciation method for all assets are reviewed at least annually, and
adjustments made where appropriate. This depreciation charge is not funded by
the Department of Health.
Depreciation is provided on property, plant and equipment, including freehold
buildings, but excluding land. Depreciation begins when the asset is available
for use, which is when it is in the location and condition necessary for it to
be capable of operating in a manner intended by management. Linen used
in the Linen Service is considered a fi xed asset of Ballarat Health Services and
depreciated accordingly.
The following table indicates the expected useful lives of non current assets on
which depreciation charges are based.
2012 2011
Buildings 1 to 52 years 1 to 51 years
Kitchen & Catering Equipment 10 years 10 years
Plant & Equipment 10 years 10 years
Medical Equipment 5 years 5 years
Computers & Communications 3 years 3 years
Furniture & Fittings 5 years 5 years
Linen 5 years 5 years
Motor Vehicles 3 to 7 years 3 to 7 years
Personal Alert Call Systems 5 years 5 years
Building works currently in progress are not depreciated until the completion of
the building project.
As part of the Buildings valuation, building values were componentised and each
component assessed for its useful life which is represented above.
Amortisation
Amortisation is allocated to intangible assets with fi nite useful lives on a
systematic (typically straight-line) basis over the asset’s useful life. Amortisation
begins when the asset is available for use, that is, when it is in the location and
condition necessary for it to be capable of operating in the manner intended
by management. The amortisation period and the amortisation method for an
intangible asset with a fi nite useful life are reviewed at least at the end of each
annual reporting period. In addition, an assessment is made at each reporting
date to determine whether there are indicators that the intangible asset
concerned is impaired. If so, the assets concerned are tested as to whether their
carrying value exceeds their recoverable amount.
Intangible assets with indefi nite useful lives are not amortised, but are tested for
impairment annually or whenever there is an indication that the asset may be
impaired. The useful lives of intangible assets that are not being amortised are
reviewed each period to determine whether events and circumstances continue
to support an indefi nite useful life assessment for that asset. In addition,
the Health Service tests all intangible assets with indefi nite useful lives for
impairment by comparing the recoverable amount for each asset with its carrying
amount:
Annually; and
When ever there is an indication that the intangible asset may be impaired.
Any excess of the carrying amount over the recoverable amount is recognised as
an impairment loss. Intangible assets with fi nite useful lives are amortised over a
3-5 year period (2011 3-5 years).
www.bhs.org.au 37

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 1: Summary of Signifi cant Accounting Policies (continued)
(j) Financial Assets
Cash and cash equivalents
Cash and cash equivalents comprise of cash on hand and cash at bank, deposits
at call and highly liquid investments with an original maturity of 3 months or less,
which are held for the purpose of meeting short term cash commitments rather
than for investment purposes, which are readily convertible to known amounts
of cash and are subject to insignifi cant risk of changes in value.
Receivables
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 identifi ed.
Investments and Other Financial Assets
Investments are recognised and derecognised on trade date where purchase or
sale of an investment is under a contract whose terms require delivery of the
investment within the timeframe established by the market concerned, and are
initially measured at fair value, net of transaction costs.
Ballarat Health Services classifi es its other fi nancial assets between current
and non-current assets based on the purpose for which the assets were
acquired. Management determines the classifi cation of its other assets at initial
recognition.
Ballarat Health Services assesses at each balance sheet date whether a fi nancial
asset or group of fi nancial assets is impaired.
All fi nancial assets, except those measured at fair value through profi t and loss
are subject to annual review for impairment.
Loans and receivables
Trade receivables, loans and other receivables are recorded at amortised cost,
using the effective interest method, less impairment. Term deposits with
maturity greater than three months are also measured at amortised cost, using
the effective interest method, less impairment.
The effective interest method is a method of calculating the amortised cost of
a fi nancial asset and of allocating interest income over the relevant period. The
effective interest rate is the rate that exactly discounts estimated future cash
receipts through the expected life of the fi nancial asset, or, where appropriate, a
shorter period.
Available-for-sale Financial Assets
Other fi nancial assets held by the Health Service are classifi ed as being availablefor-sale
and are measured at fair value. Gains and losses arising from changes in
fair value are recognised directly in equity until the investment is disposed of or is
determined to be impaired, at which time the cumulative gain or loss previously
recognised in equity is included in the net result for the period. Fair value is
determined in the manner described in Note 16.
Impairment of Financial Assets
At the end of each reporting period Ballarat Health Services assesses whether
there is objective evidence that a fi nancial asset or group of fi nancial assets are
impaired. Objective evidence includes fi nancial diffi culties of the debtor, default
payments, debts which are more than 60 days overdue, and changes in debtor
credit ratings. All fi nancial instrument assets, except those measured at fair value
through the profi t or loss, are subject to annual review for impairment.
Bad and doubtful debts for fi nancial assets are assessed on a regular basis. Those
bad debts considered as written off and allowances for doubtful receivables are
recognised as expenses in the net result.
The amount of the allowance is the difference between the fi nancial asset’s
carrying amount and the present value of estimated future cash fl ows,
discounted at the effective interest rate.
Where the fair value of an investment in an equity instrument at balance date
has reduced by 20 percent or more than its cost price or where its fair value has
been less than its cost price for a period of 12 or more months, the fi nancial
asset is treated as impaired.
In order to determine an appropriate fair value as at 30 June 2012 for its
portfolio of fi nancial assets, Ballarat Health Services obtained a valuation based
on the best available advice through a reputable fi nancial institution.
38 Ballarat Health Services
Net Gain/(Loss) on Financial Instruments
Net gain/(loss) on fi nancial instruments includes:
Realised and unrealised gains and losses from revaluations of fi nancial
instruments that are designated at fair value through the profi t and loss or
held-for-trading
Impairment and reversal of impairment for fi nancial instruments at
amortised cost, and
Disposals of fi nancial assets.
Revaluation of Financial Instruments at Fair Value
The revaluation gain/(loss) on fi nancial instruments at fair value excludes
dividends or interest earned on fi nancial assets.
(k) Non-Financial Assets
Inventories
Inventories include goods and other property held either for sale, consumption
or for distribution at no or nominal cost in the ordinary course of business
operations.
Inventories held for distribution are measured at cost, adjusted for any loss of
service potential. All other inventories are measured at the lower of cost and net
realisable value.
The basis used in assessing loss of service potential for inventories held for
distribution include current replacement cost and technical or functional
obsolescence. Technical obsolescence occurs when an item still functions for
some or all of the tasks it was originally acquired to do, but no longer matches
current technologies. Functional obsolescence occurs when an item no longer
functions the way it did when it was fi rst acquired.
Cost for all other inventory is measured on the basis of weighted average cost.
Inventories acquired for no cost or nominal considerations are measured at
current replacement cost at the date of acquisition.
Property Plant and Equipment
Crown Land is measured at fair value with regard to the property’s highest and
best use after due consideration is made for any legal or constructive restrictions
imposed on the asset, public announcements or commitments made in relation
to the intended use of the asset. Theoretical opportunities that may be available
in relation to the asset(s) are not taken into account until it is virtually certain that
any restrictions will no longer apply.
Land and Buildings are recognised initially at cost and subsequently measured
at fair value less accumulated depreciation and impairment.
Plant, Equipment and Vehicles are recognised initially at cost and subsequently
measured at fair value less accumulated depreciation and impairment.

Note 1: Summary of Signifi cant Accounting Policies (continued)
Revaluations of Non-Current Physical Assets
Non-current physical assets are measured at fair value and are revalued in
accordance with FRD 103D Non-current physical assets. This revaluation process
normally occurs at least every fi ve years, based upon the asset’s Government
Purpose Classifi cation, but may occur more frequently if fair value assessments
indicate material changes in values. Independent valuers are used to conduct
these scheduled revaluations and any interim revaluations are determined
in accordance with the requirements of the FRDs. Revaluation increments or
decrements arise from differences between an asset’s carrying value and fair
value.
Revaluation increments are credited directly to the asset revaluation reserve,
except that, to the extent that an increment reverses a revaluation decrement
in respect of that same class of asset previously recognised at an expense in net
result, the increment is recognised as revenue in the net result.
Revaluation decrements are recognised immediately as expenses in the net result,
except that, to the extent that a credit balance exists in the asset revaluation
reserve in respect of the same class of assets, they are debited directly to the
asset revaluation reserve.
Revaluation increases and revaluation decreases relating to individual assets
within a class are offset against one another within that class but are not offset
in respect of assets in different classes.
Revaluation reserves are normally not transferred to accumulated funds on
derecognition of the relevant asset.
A review based on FRD103D and Valuer-General Victoria Indices was conducted
and that indicated a change of greater than 10% to overall valuations. In
accordance with FRD103D, Ballarat Health Services non-current physical assets
were assessed to determine whether revaluation of the non-current physical
assets was required.
Intangible Assets
Intangible assets represent identifi able non-monetary assets without physical
substance such as patents, trademarks, and computer software and development
costs.
Intangible assets are initially recognised at cost. Subsequently, intangible assets
with fi nite useful lives are carried at cost less accumulated amortisation and
accumulated impairment losses. Costs incurred subsequent to initial acquisition
are capitalised when it is expected that additional future economic benefi ts will
fl ow to the Health Service.
Other Non-Financial Assets
Prepayments
Other non-fi nancial assets include prepayments which represent payments in
advance of receipt of goods or services or that part of expenditure made in one
accounting period covering a term extending beyond that period.
Disposal of Non-Financial Assets
Any gain or loss on the sale of non-fi nancial assets is recognised at the date that
control of the asset is passed to the buyer and is determined after deducting
from the proceeds the carrying value of the asset at the time.
(l) Liabilities
Payables
Contractual payables which consist predominantly of accounts payable
representing liabilities for goods and services provided to Ballarat Health Services
prior to the end of the fi nancial year that are unpaid, and arise when the health
service becomes obliged to make future payments in respect of the purchase of
those goods and services.
Contractual payables are initially recognised at fair value, and then subsequently
carried at amortised cost. Statutory payables are recognised and measured
similarly to contractual payables, but are not classifi ed as fi nancial instruments
and not included in the category of fi nancial liabilities at amortised cost, because
they do not arise from a contract.
The normal credit terms are usually 30 Days from the end of the month in which
the invoice was raised.
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Provisions
Provisions are recognised when Ballarat Health Services has a present obligation,
the future sacrifi ce of economic benefi ts is probable, and the amount of the
provision can be measured reliably.
The amount recognised as a liability is the best estimate of the consideration
required to settle the present obligation at reporting date, taking into account
the risks and uncertainties surrounding the obligation. Where a provision is
measured using the cash fl ows estimated to settle the present obligation, its
carrying amount is the present value of those cash fl ows.
Patient Trust Account
Ballarat Health Services holds deposits in trust on behalf of residents. As Ballarat
Health Services has no claim on these funds they have been shown in the
balance sheet as a liability.
Employee Benefi ts
Wages and Salaries, Annual Leave and Accrued Days Off
Liabilities for wages and salaries, including annual leave and accrued days off
which are expected to be settled within 12 months of the reporting date are
recognised in the provision for employee benefi ts in respect of employee’s
services up to the reporting date, and are classifi ed as current liabilities and
measured at their nominal values.
Long Service Leave
The liability for long service leave (LSL) is recognised in the provision for employee
benefi ts.
Current Liability – unconditional LSL (representing 10 or more years of
continuous service) is disclosed in the notes of the fi nancial statements as a
current liability even where Ballarat Health Services does not expect to settle
the liability within 12 months because it will not have the unconditional right to
defer the settlement of the entitlement should an employee take leave within 12
months.
The components of this current LSL liability are measured at:
Present value – component that Ballarat Health Services does not expect to
settle within 12 months; 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 Benefi ts
Termination benefi ts are payable when employment is terminated before the
normal retirement date or when an employee accepts voluntary redundancy in
exchange for these benefi ts.
Liabilities for termination benefi ts are recognised when a detailed plan for the
termination has been developed and a valid expectation has been raised with
those employees affected that the terminations will be carried out. The liabilities
for termination benefi ts are recognised in other creditors unless the amount
or timing of the payments is uncertain, in which case they are recognised as a
provision.
On-Costs
Employee benefi t on-costs such as workers compensation, superannuation,
annual leave and LSL accrued while on LSL taken in service are recognised
separately from provision for employee benefi ts.
www.bhs.org.au 39

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 1: Summary of Signifi cant Accounting Policies (continued)
(m) Leases
Leases are classifi ed at their inception as either operating or fi nance leases
based on the economic substance of the agreement so as to refl ect the risks and
rewards incidental to ownership.
Leases of property, plant and equipment are classifi ed as fi nance leases
whenever the terms of the lease transfer substantially all the risks and rewards of
ownership to the lessee. All other leases are classifi ed as operating leases.
Finance Leases
Entity as lessor
Ballarat Health Services does not hold any fi nance lease arrangements with other
parties.
Operating Leases
Rental income from operating lease is recognised on a straight-line basis over the
term of the relevant lease.
Operating lease payments, including any contingent rentals are recognised as an
expense in the comprehensive operating statement on a straight line basis over
the lease term, except where another systematic basis is more representative of
the time pattern of the benefi ts derived from the use of the leased asset.
Leasehold Improvements
The cost of leasehold improvements are capitalised as an asset and depreciated
over the remaining term of the lease or the estimated useful life of the
improvements, whichever is shorter.
(n) Equity
Contributed Capital
Consistent with Australian Accounting Interpretation 1038 Contributions
by Owners Made to Wholly-Owned Public Sector Entities and FRD 119
Contributions by Owners, appropriations for additions to the net asset base have
been designated as contributed capital. Other transfers that are in the nature of
contributions or distributions that have been designated as contributed capital
are also treated as contributed capital.
(o) Commitments
Commitments for future expenditure include operating and capital commitments
arising from contracts. Major project commitments are fully funded by the
Department of Health. These commitments are disclosed by way of a note (refer
to note 18) at their nominal value and are inclusive of the goods and services tax
(“GST”) payable.
(p) Contingent assets and contingent liabilities
Contingent assets and contingent liabilities are not recognised in the balance
sheet, but are disclosed by way of note and, if quantifi able, are measured
at nominal value. Contingent assets and contingent liabilities are presented
inclusive of GST receivable or payable respectively.
(q) Goods and Services Tax
Income, expenses and assets are recognised net of the amount of associated
GST, unless the GST incurred is not recoverable from the taxation authority. In
this case it is recognised as part of the cost of acquisition of the asset or as part
of the expense.
Receivables and Payables are stated inclusive of the amount of GST receivable
or payable. The net amount of GST recoverable from the taxation authority is
included with other receivables in the balance sheet.
Cash fl ows are presented on a gross basis. The GST components of cash fl ows
arising from investing or fi nancing activities which are recoverable from or
payable to the taxation authority are presented as an operating cash fl ow.
Commitments and contingent assets and liabilities are presented on a gross
basis.
40 Ballarat Health Services
(r) Category Groups
Ballarat Health Services has used the following category groups for reporting
purposes for the current and previous fi nancial years.
Admitted Patient Services (Admitted Patients) comprises of all recurrent
health revenue/expenditure on admitted patient services, where services are
delivered in public hospitals, or free standing day hospital facilities, or alcohol
and drug treatment units or hospitals specialising in dental services, hearing and
ophthalmic aids.
Mental Health Services (Mental Health) comprises of all recurrent health
revenue/expenditure on specialised mental health services (child and adolescent,
general and adult, community and forensic) managed or funded by the state
or territory health administrations, and includes: Admitted patient services
(including forensic mental health), outpatient services, emergency department
services (where it is possible to separate emergency departmental mental health
services), community-based services, residential and ambulatory services.
Outpatient Services (Outpatients) comprises of all recurrent health revenue/
expenditure on public hospital type outpatient services, where services are
delivered in public hospital outpatient clinics, or free standing day hospital
facilities, or rehabilitation facilities, or alcohol and drug treatment units, or
outpatient clinics specialising in ophthalmic aids or palliative care.
Emergency Department Services (EDS) comprises of all recurrent health
revenue/expenditure on emergency department services that are available free of
charge to public patients.
Aged Care comprises revenue/expenditure from Home and Community Care
(HACC) programs, Allied Health, Aged Care Assessment and support services.
Primary Health comprises revenue/expenditure for Community Health Services
including health promotion and counselling, physiotherapy, speech therapy,
podiatry and occupational therapy.
Off Campus, Ambulatory Services (Ambulatory) comprises of all recurrent
health revenue/expenditure on public hospital type services including palliative
care facilities and rehabilitation facilities, as well as services provided under the
following agreements: Services that are provided or received by hospitals (or area
health services) but are delivered/ received outside a hospital campus, services
which have moved from a hospital to a community setting since June 1998,
services which fall within the agreed scope of inclusions under the new system,
which have been delivered within hospitals i.e. in rural / remote areas.
Residential Aged Care including Mental Health (RAC incl. Mental
Health) referred to in the past as psychogeriatric residential services, comprises
those Commonwealth-licensed residential aged care services in receipt of
supplementary funding from Department of Health under the mental health
program. It excludes all other residential services funded under the mental
health program, such as mental health-funded community care units (CCUs) and
secure extended care units (SECs).
Other Services excluded from the National Health Care Agreement
(NHCA) (Other) comprises of revenue/expenditure for services not separately
classifi ed above, including: Public health services including Laboratory testing,
Blood Borne Viruses/ Sexually Transmitted Infections clinical services, Koori liaison
offi cers, immunisation and screening services, Drugs services including drug
withdrawal, counselling and the needle and syringe program, Dental Health
services including general and specialist dental care, school dental services
and clinical education, Disability services including aids and equipment and
fl exible support packages to people with a disability, Community Care programs
including sexual assault support, early parenting services, parenting assessment
and skills development, and various support services. Health and Community
Initiatives also fall into this category group.

Note 1: Summary of Signifi cant Accounting Policies (continued)
(s) AASs issued that are not yet effective
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Certain new Australian Accounting Standards and interpretations have been published that are not mandatory for 30 June 2012 reporting period.
As at 30 June 2012, the following standards and interpretations had been issued by the AASB but were not yet effective. They become effective for the fi rst fi nancial
statements for reporting periods commencing after the stated operative dates as detailed in the table below. Ballarat Health Services has not and does not intend to
adopt these standards early.
Standard / Interpretation Summary Applicable for annual reporting
periods beginning or ending on
AASB 9 Financial instruments This standard simplifi es requirements
for the classifi cation and measurement
of fi nancial assets resulting from Phase
1 of the IASB’s project to replace IAS
39 Financial Instruments: Recognition
and Measurement (AASB 139
Financial Instruments: Recognition and
Measurement).
AASB 10 Consolidated Financial
Statements
This Standard establishes principles
for the presentation and preparation
of consolidated fi nancial statements
when an entity controls one or
more other entities and supersedes
those requirements in AASB 127
Consolidated and Separate Financial
Statements and Interpretation 112
Consolidation – Special Purpose
Entities.
AASB 11 Joint Arrangements This Standard requires entities that
have an interest in arrangements that
are controlled jointly to assess whether
the arrangement is a joint operation
or joint venture. AASB 11 shall be
applied for an arrangement that is a
joint operation. It also replaces parts of
requirements in AASB 131 Interests in
Joint Ventures.
AASB 12 Disclosure of Interests in
Other Entities
This Standard requires disclosure
of information that enables users
of fi nancial statements to evaluate
the nature of, and risks associated
with, interests in other entities and
the effects of those interests on the
fi nancial statements. This Standard
replaces the disclosure requirements in
AASB 127 and AASB 131.
AASB 13 Fair Value Measurement This Standard outlines the requirements
for measuring the fair value of assets
and liabilities and replaces the existing
fair value defi nition and guidance
in other AASs. AASB 13 includes a
‘fair value hierarchy’ which ranks the
valuation technique inputs into three
levels using unadjusted quoted prices
in active markets for identical assets or
liabilities; other observable inputs; and
unobservable inputs.
AASB 119 Employee Benefi ts In this revised Standard for defi ned
benefi t superannuation plans, there
is a change to the methodology in
the calculation of superannuation
expenses, in particular there is
now a change in the split between
superannuation interest expense
(classifi ed as transactions) and actuarial
gains and losses (classifi ed as ‘Other
economic fl ows – other movements in
equity’) reported on the comprehensive
operating statement.
Impact on Health Service’s Financial
Statements
1 Jan 2013 Detail of impact is still being assessed.
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date. The
AASB is assessing the applicability of
principles in AASB 10 in a not-forprofi
t context. As such, impact will be
assessed after the AASB’s deliberation.
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date. The
AASB is assessing the applicability of
principles in AASB 11 in a not-forprofi
t context. As such, impact will be
assessed after the AASB’s deliberation.
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date. The
AASB is assessing the applicability of
principles in AASB 12 in a not-forprofi
t context. As such, impact will be
assessed after the AASB’s deliberation.
1 Jan 2013 Disclosure for fair value measurements
using unobservable inputs are relatively
onerous compared to disclosure
for fair value measurements using
observable inputs. Consequently, the
Standard may increase the disclosures
for public sector entities that have
assets measured using depreciated
replacement cost.
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date.
While the total superannuation expense
is unchanged, the revised methodology
is expected to have a negative impact
on the net result from transactions of
the general government sector and
for those few Victorian public sector
entities that report superannuation
defi ned benefi t plans.
www.bhs.org.au 41

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Standard / Interpretation Summary Applicable for annual reporting
periods beginning or ending on
AASB 127 Separate Financial
Statements
AASB 128 Investments in Associates
and Joint Ventures
AASB 1053 Application of Tiers of
Australian Accounting Standards
AASB 2009-11 Amendments to
Australian Accounting Standards arising
from AASB 9 [AASB 1, 3, 4, 5, 7, 101,
102, 108, 112, 118, 121, 127, 128,
131, 132, 136, 139, 1023 and 1038
and Interpretations 10 and 12]
AASB 2010-2 Amendments to
Australian Accounting Standards arising
from Reduced Disclosure Requirements
AASB 2010-7 Amendments to
Australian Accounting Standards
arising from AASB 9 (December 2010)
[AASB 1, 3, 4, 5, 7, 101, 102, 108,
112, 118, 120, 121, 127, 128, 131,
132, 136, 137, 139, 1023 & 1038 and
Interpretations 2, 5, 10, 12, 19 & 127]
AASB 2010-8 Amendments to
Australian Accounting Standards –
Deferred Tax: Recovery of Underlying
Assets [AASB 112]
AASB 2010-10 Further Amendments
to Australian Accounting Standards –
Removal of Fixed Dates for First-time
Adopters [AASB 2009-11 & AASB
2010-7]
AASB 2011-2 Amendments to
Australian Accounting Standards arising
from the Trans-Tasman Convergence
Project – Reduced Disclosure
Requirements
[AASB 101 & AASB 1054]
AASB 2011-3 Amendments to
Australian Accounting Standards
– Orderly Adoption of Changes to
the ABS GFS Manual and Related
Amendments [AASB 1049]
42 Ballarat Health Services
This revised Standard prescribes the
accounting and disclosure requirements
for investments in subsidiaries, joint
ventures and associates when an entity
prepares separate fi nancial statements.
This revised Standard sets out the
requirements for the application of
the equity method when accounting
for investments in associates and joint
ventures.
This Standard establishes a differential
fi nancial reporting framework
consisting of two tiers of reporting
requirements for preparing general
purpose fi nancial statements.
This Standard gives effect to
consequential changes arising from the
issuance of AASB 9.
This Standard makes amendments to
many Australian Accounting Standards,
including Interpretations, to introduce
reduced disclosure requirements to the
pronouncements for application by
certain types of entities.
These consequential amendments
are in relation to the introduction of
AASB 9.
This amendment provides a practical
approach for measuring deferred tax
assets and deferred tax liabilities when
measuring investment property by
using the fair value model in AASB 140
Investment Property.
The amendments ultimately affect
AASB 1 First-time Adoption of
Australian Accounting Standards and
provide relief for fi rst-time adopters of
Australian Accounting Standards from
having to reconstruct transactions that
occurred before their date of transition
to Australian Accounting Standards.
The objective of this amendment is to
include some additional disclosure from
the Trans-Tasman Convergence Project
and to reduce disclosure requirements
for entities preparing general purpose
fi nancial statements under Australian
Accounting Standards – Reduced
Disclosure Requirements.
This amends AASB 1049 to clarify the
defi nition of the ABS GFS Manual, and
to facilitate the adoption of changes
to the ABS GFS Manual and related
disclosures.
Impact on Health Service’s Financial
Statements
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date. The
AASB is assessing the applicability of
principles in AASB 127 in a not-forprofi
t context. As such, impact will be
assessed after the AASB’s deliberation.
1 Jan 2013 Not-for-profi t entities are not permitted
to apply this Standard prior to the
mandatory application date. The
AASB is assessing the applicability of
principles in AASB 128 in a not-forprofi
t context. As such, impact will be
assessed after the AASB’s deliberation.
1 July 2013 The Victorian Government is currently
considering the impacts of Reduced
Disclosure Requirements (RDRs) for
certain public sector entities and
has not decided if RDRs will be
implemented in the Victorian public
sector.
1 Jan 2013 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
1 July 2013 The Victorian Government is currently
considering the impacts of Reduced
Disclosure Requirements (RDRs) for
certain public sector entities and
has not decided if RDRs will be
implemented in the Victorian public
sector.
1 Jan 2013 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
Beginning 1 Jan 2012 This amendment provides additional
clarifi cation through practical guidance.
1 Jan 2013 No signifi cant impact is expected on
entity reporting.
1 July 2013 The Victorian Government is currently
considering the impacts of Reduced
Disclosure Requirements (RDRs)
and has not decided if RDRs will be
implemented in the Victorian public
sector.
1 July 2012 This amendment provides clarifi cation
to users preparing the whole of
government and general govovernment
sector fi nancial reports on the version
of the GFS Manual to be used and
what to disclose if the latest GFS
Manual is not used. No impact on
departmental or entity reporting.

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Standard / Interpretation Summary Applicable for annual reporting
periods beginning or ending on
AASB 2011-4
Amendments to Australian Accounting
Standards to Remove Individual Key
Management Personnel Disclosure
Requirements. [AASB 124]
AASB 2011-6
Amendments to Australian Accounting
Standards – Extending Relief from
Consolidation, the Equity Method and
Proportionate Consolidation – Reduced
Disclosure Requirements
[AASB 127, AASB 128 & AASB 131]
AASB 2011-7 Amendments to
Australian Accounting Standards arising
from the Consolidation and Joint
Arrangements Standards
[AASB 1, 2, 3, 5, 7, 9, 2009-11, 101,
107, 112, 118, 121, 124, 132, 133,
136, 138, 139, 1023 & 1038 and
Interpretations 5, 9, 16 & 17]
AASB 2011-8
Amendments to Australian Accounting
Standards arising from AASB 13
[AASB 1, 2, 3, 4, 5, 7, 9, 2009-11,
2010-7, 101, 102, 108, 110, 116, 117,
118, 119, 120, 121, 128, 131, 132,
133, 134, 136, 138, 139, 140, 141,
1004, 1023 & 1038 and Interpretations
2, 4, 12, 13, 14, 17, 19, 131 & 132]
AASB 2011-9
Amendments to Australian Accounting
Standards – Presentation of Items of
Other Comprehensive Income
[AASB 1, 5, 7, 101, 112, 120, 121,
132, 133, 134, 1039 & 1049]
AASB 2011-10
Amendments to Australian Accounting
Standards arising from AASB 119
(September 2011)
[AASB 1, AASB 8, AASB 101, AASB
124, AASB 134, AASB 1049 & AASB
2011-8 and Interpretation 14]
AASB 2011-11
Amendments to AASB 119 (September
2011) arising from Reduced Disclosure
Requirements
AASB 2011-12 Amendments to
Australian Accounting Standards arising
from Interpretation 20
[AASB 1]
This Standard amends AASB 124
Related Party Disclosures by removing
the disclosure requirements in AASB
124 in relation to individual key
management personnel (KMP).
The objective of this Standard is to
make amendments to AASB 127
Consolidated and Separate Financial
Statements, AASB 128 Investments
in Associates and AASB 131 Interests
in Joint Ventures to extend the
circumstances in which an entity
can obtain relief from consolidation,
the equity method or proportionate
consolidation.
This Standard outlines consequential
changes arising from the issuance
of the fi ve ‘new Standards’ to other
Standards. For example, references to
AASB 127 Consolidated and Separate
Financial Statements are amended
to AASB 10 Consolidated Financial
Statements or AASB 127 Separate
Financial Statements, and references
to AASB 131 Interests in Joint Ventures
are deleted as that Standard has been
superseded by AASB 11 and AASB 128
(August 2011).
This amending Standard makes
consequentical changes to a range
of Standards and Interpretations
arising from the issuance of AASB 13.
In particular, this Standard replaces
the existing defi nition and guidance
of fair value measurements in other
Australian Accounting Standards and
Interpretations.
The main change resulting from
this Standard is a requirement for
entities to group items presented in
other comprehensive income (OCI)
on the basis of whether they are
potentially reclassifi able to profi t or
loss subsequently (reclassifi cation
adjustments). These amendments
do not remove the option to present
profi t or loss and other comprehensive
income in two statements, nor change
the option to present items of OCI
either before tax or net of tax.
This Standard makes consequential
changes to a range of other Australian
Accounting Standards and Interpretaion
arising from the issuance of AASB 119
Employee Benefi ts.
This Standard makes amendments
to AASB 119 Employee Benefi ts
(September 2011), to incorporate
reduced disclosure requirements into
the Standard for entities applying Tier
2 requirements in preparing general
purpose fi nancial statements.
This Standard makes amendments
to AASB 1 First-time Adoption of
Australian Accounting Standards, as a
consequence of the issuance of IFRIC
Interpretation 20 Stripping Costs in the
Production Phase of a Surface Mine.
This Standard allows the fi rst-time
adopters to apply the transitional
provisions contained in Interpretation
20.
Impact on Health Service’s Financial
Statements
1 July 2013 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
1 July 2013 The Victorian Government is currently
considering the impacts of Reduced
Disclosure Requirements (RDRs)
and has not decided if RDRs will be
implemented in the Victorian public
sector.
1 Jan 2013 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
1 Jan 2013 Disclosures for fair value measurements
using unobservable inputs is potentially
onerous, and may increase disclosures
for assets measured using depreciated
replacement cost.
1 July 2012 This amending Standard could change
the current presentation of ‘Other
economic fl ows- other movements
in equity’ that will be grouped
on the basis of whether they are
potentially reclassifi able to profi t or
loss subsequently. No other signifi cant
impact will be expected.
1 Jan 2013 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
1 July 2013 The Victorian Government is currently
considering the impacts of Reduced
Disclosure Requirements (RDRs)
and has not decided if RDRs will be
implemented in the Victorian public
sector.
1 Jan 2013 There may be an impact for new
agencies that adopt Australian
Accounting Standards for the fi rst time.
No implication is expected for existing
entities in the Victorian public sector.
www.bhs.org.au 43

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Standard / Interpretation Summary Applicable for annual reporting
periods beginning or ending on
2011-13 Amendments to Australian
Accounting Standard – Improvements
to AASB 1049
2012-1 Amendments to Australian
Accounting Standards - Fair Value
Measurement - Reduced Disclosure
Requirements
[AASB 3, AASB 7, AASB 13, AASB 140
& AASB 141]
AASB Interpretation 20 Stripping Costs
in the Production Phase of a Surface
Mine
44 Ballarat Health Services
This Standard aims to improve the
AASB 1049 Whole of Government and
General Government Sector Financial
Reporting at the operational level. The
main amendments clarify a number of
requirements in AASB 1049, including
the amendment to allow disclosure of
other measures of key fi scal aggregates
as long as they are clearly distinguished
from the key fi scal aggregates and do
not detract from the the information
required by AASB 1049. Furthermore,
this Standard provides additional
guidance and examples on the
classifi cation between ‘transactions’
and ‘other economic fl ows’ for GAAP
items without GFS equivalents.
This amending Standard prescribes
the reduced disclosure requirements
in a number of Australian Accounting
Standards as a consequence of the
issuance of AASB 13 Fair Value
Measurement.
This Interpretation clarifi es when
production stripping costs should lead
to the recognition of an asset and
how that asset should be initially and
subsequently measured.
Impact on Health Service’s Financial
Statements
1 July 2012 No signifi cant impact is expected from
these consequential amendments on
entity reporting.
1 July 2013 As the Victorian whole of government
and the general government (GG)
sector are subject to Tier 1 reporting
requirements (refer to AASB 1053
Application of Tiers of Australian
Accounting Standards), the reduced
disclosure requirements included
in AASB 2012-1 will not affect the
fi nancial reporting for Victorian whole
of government and GG sector.
1 Jan 2013 No signifi cant impact is expected on
entity reporting.

Note 2: Revenue
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note
Revenue from Operating Activities
Government Grants
- Department of Health 201,684 190,258 - - 201,684 190,258
- Department of Human Services
- Commonwealth Government
37,207 14,414 - - 37,207 14,414
- Aged Care Funding Instrument (ACFI) 18,201 17,909 - - 18,201 17,909
- PBS Contributions 4,541 3,344 - - 4,541 3,344
- Home & Community Care (HACC) 328 322 - - 328 322
- Transition Care 2,710 1,721 - - 2,710 1,721
- Disability 1,879 1,804 - - 1,879 1,804
- Other 3,347 3,304 - - 3,347 3,304
Total Government Grants 269,897 233,076 - - 269,897 233,076
Indirect contributions by Department of Health
Indirect contributions by Department of Health
- Insurance 278 2,915 - - 278 2,915
Total Indirect Contributions by Department of Health 278 2,915 - - 278 2,915
Patient, Resident & Private Practice Fees
Patient and Resident Fees 2(d) 15,461 15,214 - - 15,461 15,214
Private Practice Fees - - 1,380 1,090 1,380 1,090
Total Patient, Resident & Private Practice Fees 15,461 15,214 1,380 1,090 16,841 16,304
Business Unit and Specifi c Purpose Funds
Safety Link - - 6,056 6,063 6,056 6,063
Radiology - - 8,115 7,060 8,115 7,060
Catering - - 4,906 4,863 4,906 4,863
Eureka Linen - - 3,348 3,649 3,348 3,649
Grampians Integrated Cancer Services (GICS) - - 1,362 1,646 1,362 1,646
Breastscreen - - 1,392 1,426 1,392 1,426
Salary Packaging - - 1,497 1,402 1,497 1,402
Education - - 486 939 486 939
Accommodation - - 834 780 834 780
Car Parking - - 356 290 356 290
Print Shop - - 324 280 324 280
Recoupment from Private Practice for Use of Hospital Facilities - - 601 475 601 475
Donations & Bequests - - 1,914 300 1,914 300
Grampians Regional Health Alliance - - 921 793 921 793
Client Fees 2,300 2,103 - - 2,300 2,103
Other Services 4,956 1,682 2,869 1,660 7,825 3,342
Total Business Units and Specifi c Purpose Funds 7,256 3,785 34,981 31,626 42,237 35,411
Total Revenue from Operating Activities 292,892 254,990 36,361 32,716 329,253 287,706
Revenue from Non-Operating Activities
Interest & Dividends - - 1,048 587 1,048 587
Total Revenue from Non-Operating Activities - - 1,048 587 1,048 587
Revenue from Non-Operating Activities
Government Grants
- Department of Health - - 39,585 13,689 39,585 13,689
- Commonwealth Government - - 762 944 762 944
Residential Accommodation Payments 2(d) - - 1,104 1,036 1,104 1,036
Net Gain/(Loss) on Disposal of Financial Assets - - - (505) - (505)
Grampians Regional Health Alliance - - 48 10 48 10
Capital Interest - - 1,398 1,252 1,398 1,252
Assets Received Free of Charge - - - 600 - 600
Donations and Bequests - - 88 377 88 377
Total Capital Purpose Income - - 42,986 17,403 42,986 17,403
Total Revenue 2(a) 292,892 254,990 80,395 50,706 373,287 305,696
Indirect Contributions by the Department of Health - The Department of Health makes insurance payments on behalf of Ballarat Health Service. These amounts have
been brought to account in determining the operating result for the year by recording them as revenue and expense.
HSA
2012
$000
HSA
2011
$000
H&CI
2012
$000
H&CI
2011
$000
Total
2012
$000
Total
2011
$000
www.bhs.org.au 45

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 2(a): Analysis of Revenue by Source
46 Ballarat Health Services
Admitted
Patients
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2012 2012 2012 2012 2012 2012 2012 2012 2012
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Revenue from Services Supported by
Health Service Agreement
Government Grants 119,010 11,404 9,935 25,492 29,256 25,742 7,742 41,316 269,897
Indirect contributions by Department of Health 170 11 8 17 27 28 7 9 278
Patient and Resident Fees 2(d) 5,137 234 - 2,786 215 6,947 142 - 15,461
Client Fees 456 132 - 709 80 61 179 683 2,300
Other 2,455 692 219 634 531 300 37 88 4,956
Total Revenue from Services Supported by
Health Services Agreement 127,228 12,473 10,162 29,638 30,109 33,078 8,107 42,096 292,892
Revenue from Services Supported by
Hospital and Community Initiatives
Business Units & Special Purpose Funds - - - - - - - 34,577 34,577
Capital Purpose Income - - - - - - - 42,349 42,349
Grampians Regional Health Alliance - - - - - - - 969 969
Other
Total Revenue from Services Supported by
- - - - - - - 2,500 2,500
Hospital and Community Initiatives - - - - - - - 80,395 80,395
Total Revenue All Sources 127,228 12,473 10,162 29,638 30,109 33,078 8,107 122,491 373,287
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 (Continued)
Admitted
Patients
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2011 2011 2011 2011 2011 2011 2011 2011 2011
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Revenue from Services Supported by
Health Service Agreement
Government Grants 111,543 10,704 9,135 22,451 28,310 25,958 6,985 17,990 233,076
Indirect contributions by Department of Health 1,784 116 81 181 288 293 75 96 2,915
Patient and Resident Fees 2(d) 4,927 197 - 2,925 202 6,839 124 - 15,214
Client Fees 460 134 - 698 81 62 197 471 2,103
Other 1,041 166 1 251 94 74 9 46 1,682
Total Revenue from Services Supported by
Health Services Agreement 119,755 11,317 9,217 26,506 28,975 33,226 7,390 18,603 254,990
Revenue from Services Supported by
Hospital and Community Initiatives
Business Units & Special Purpose Funds - - - - - - - 33,202 33,202
Capital Purpose Income - - - - - - - 15,405 15,405
Grampians Regional Health Alliance - - - - - - - 803 803
Other
Total Revenue from Services Supported by
- - - - - - - 1,296 1,296
Hospital and Community Initiatives - - - - - - - 50,706 50,706
Total Revenue All Sources 119,755 11,317 9,217 26,506 28,975 33,226 7,390 69,309 305,696
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): Expenses
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note
Employee Entitlements
Salaries and Wages 187,842 169,526 14,908 12,428 202,750 181,954
Superannuation 15,966 14,745 1,404 1,197 17,370 15,942
Long Service Leave 5,100 4,568 426 342 5,526 4,910
Workcover 2,914 2,713 330 355 3,244 3,068
Departure Packages - 87 - 74 - 161
Total Employee Benefi ts 211,822 191,639 17,068 14,396 228,890 206,035
Contract Labour Costs
Contract Labour Medical 330 444 - - 330 444
Contract Labour Other 304 983 151 77 455 1,060
Total Contract Labour Costs 634 1,427 151 77 785 1,504
Supplies and Consumables
Medical and Surgical Supplies 39,676 19,349 1,549 1,118 41,225 20,467
Drug Supplies 6,894 6,279 - - 6,894 6,279
Food Supplies 2,764 2,812 1,887 1,748 4,651 4,560
S100 Drugs 2,674 2,513 - - 2,674 2,513
Total Supplies and Consumables 52,008 30,953 3,436 2,866 55,444 33,819
Other Expenses
Purchased Services 8,074 6,840 2,841 3,478 10,915 10,318
Repairs and Maintenance 5,777 5,247 1,375 1,895 7,152 7,142
Administrative Expenses 2,986 3,750 2,957 2,784 5,943 6,534
Freight 119 11 - - 119 11
Staff Training 648 177 - - 648 177
Uniforms 59 5 - - 59 5
Advertising 114 149 - - 114 149
Licence and Registration 157 38 - - 157 38
Security 22 10 - - 22 10
Rental 383 370 - - 383 370
Work Related 606 276 - - 606 276
Diagnostic Services 2,366 5,176 - - 2,366 5,176
Energy Costs 2,802 2,954 259 205 3,061 3,159
Domestic Services 1,670 1,626 231 267 1,901 1,893
Insurance Costs 278 - - - 278 -
Insurance Costs funded by DH 3,033 2,915 - - 3,033 2,915
Vehicle Modifi cations Scheme 1,258 1,110 - - 1,258 1,110
Computing Services 959 1,134 56 38 1,015 1,172
Communications 1,072 990 444 433 1,516 1,423
Dental Services 135 977 - - 135 977
Safety Link Units - - 1,000 1,049 1,000 1,049
Grampians Regional Health Alliance - - 960 981 960 981
Patient Transport 1,543 1,173 - - 1,543 1,173
Vehicle Fleet Expenses
Audit Fees
455 412 85 89 540 501
- Auditor General - - 84 87 84 87
- Other - - 160 124 160 124
Total Other Expenses 34,516 35,340 10,452 11,430 44,968 46,770
Impairment of Financial Assets
Available for Sale Financial Assets - - (42) (1,991) (42) (1,991)
Total Impairment of Non-Financial Assets - - (42) (1,991) (42) (1,991)
Depreciation 3 - - 25,950 26,214 25,950 26,214
Net (Gain)/Loss from Disposal of Non Current Asset - - (367) 19 (367) 19
Other - - 1,148 1,480 1,148 1,480
Total Expenses 298,980 259,359 57,796 54,491 356,776 313,850
HSA
2012
$000
HSA
2011
$000
H&CI
2012
$000
H&CI
2011
$000
Total
2012
$000
Total
2011
$000
www.bhs.org.au 47

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 2(c): Analysis of Expenses by Source
48 Ballarat Health Services
Admitted
Patients
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2012 2012 2012 2012 2012 2012 2012 2012 2012
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Services Supported by the Health
Services Agreement
Employee Entitlements
Salaries and Wages 83,241 10,200 12,818 18,264 24,037 29,647 3,872 5,763 187,842
Superannuation 7,229 582 1,240 1,424 2,011 2,644 352 484 15,966
Long Service Leave 2,273 274 354 498 640 806 104 151 5,100
Workcover
Contract Labour Costs
899 (103) 215 185 394 1,156 96 72 2,914
Contract Labour Costs Medical 330 - - - - - - - 330
Contract Labour Costs Other
Supplies and Consumables
- - - 56 41 - 147 60 304
Drug Supplies 6,875 - - - 1 18 - - 6,894
S100 Drugs 2,674 - - - - - - - 2,674
Medical and Surgical Supplies 7,673 336 667 755 185 498 29 29,533 39,676
Food Supplies
Other Expenses
851 402 7 429 310 667 42 56 2,764
Purchased Services 129 18 - 3,750 34 13 2,482 1,648 8,074
Diagnostic Services 2,366 - - - - - - - 2,366
Dental Services 135 - - - - - - - 135
Energy Costs 1,965 92 - 78 89 523 35 20 2,802
Domestic Services 685 182 49 199 148 362 22 23 1,670
Repairs and Maintenance/Minor Equipment 2,095 878 17 855 648 478 79 727 5,777
Patient Transport 1,102 4 11 247 63 9 93 14 1,543
Administrative Expenses 1,088 334 62 351 508 215 93 335 2,986
Freight 57 20 - 17 12 9 1 3 119
Staff Training 94 49 - 70 342 32 26 35 648
Uniforms 24 10 - 9 6 6 3 1 59
Advertising 46 6 4 6 25 13 7 7 114
Licence and Registration 55 23 - 19 15 41 1 3 157
Security 4 1 - 3 4 4 6 - 22
Rental - - - - 134 - 82 167 383
Work Related 327 53 38 69 77 24 6 12 606
Vehicle Modifi cations Scheme - - - - - - - 1,258 1,258
Vehicle Fleet Expenses 166 85 - 71 56 39 28 10 455
Computing Services 362 182 - 154 113 121 6 21 959
Communications 325 116 31 124 174 132 44 126 1,072
Insurance Costs 123 15 19 27 36 44 6 9 278
Insurance Costs funded by DH
Total Expenses from Services Supported by
1,344 165 207 295 388 479 63 93 3,033
the Health Services Agreement 124,537 13,924 15,739 27,955 30,491 37,980 7,724 40,631 298,980

Note 2(c): Analysis of Expenses by Source (continued)
Admitted
Patients
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2012 2012 2012 2012 2012 2012 2012 2012 2012
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Services Supported by Hospital and
Community Initiatives
Employee Entitlements
Salaries and Wages - - - - - - - 14,908 14,908
Superannuation - - - - - - - 330 330
Long Service Leave - - - - - - - 1,404 1,404
Workcover
Contract Labour Costs
- - - - - - - 426 426
Contract Labour Costs Other
Supplies and Consumables
- - - - - - - 151 151
Medical and Surgical Supplies - - - - - - - 1,549 1,549
Food Supplies
Other Expenses
- - - - - - - 1,887 1,887
Purchased Services - - - - - - - 2,841 2,841
Energy Costs - - - - - - - 259 259
Domestic Services - - - - - - - 231 231
Repairs and Maintenance/Minor Equipment - - - - - - - 1,375 1,375
Safety Link Units - - - - - - - 1,000 1,000
Administrative Expenses - - - - - - - 2,957 2,957
Vehicle Fleet Expenses - - - - - - - 85 85
Computing Services - - - - - - - 56 56
Communication - - - - - - - 444 444
Depreciation
Audit Fees
3 8,320 2,559 510 336 1,114 4,243 2,590 6,279 25,950
- Auditor General 35 4 4 8 8 11 2 11 84
- Other
Impairment of Financial Assets
67 7 9 15 16 20 4 22 160
- Available for Sale - - - - - - - (42) (42)
Grampians Regional Health Alliance
Net Loss from Disposal of Non
- - - - - - - 960 960
Current Asset 2(e) - - - - - - - (367) (367)
Other
Total Services Supported by Hospital and
- - - - - - - 1,148 1,148
Community Initiatives 8,423 2,570 523 358 1,139 4,274 2,596 37,914 57,796
Total Expenses 132,959 16,494 16,261 28,313 31,629 42,253 10,320 78,544 356,776
www.bhs.org.au 49

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 2(c): Analysis of Expenses by Source
50 Ballarat Health Services
Admitted
Patients
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2011 2011 2011 2011 2011 2011 2011 2011 2011
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Services Supported by the Health
Services Agreement
Employee Entitlements
Salaries and Wages 75,173 8,816 11,150 16,760 21,779 28,426 3,087 4,335 169,526
Superannuation 6,619 502 1,074 1,346 1,915 2,638 293 358 14,745
Long Service Leave 2,028 216 307 445 590 786 86 110 4,568
Workcover 910 69 205 280 375 702 123 49 2,713
Departure Packages
Contract Labour Costs
22 - - 27 19 15 - 4 87
Contract Labour Costs Medical 416 - 28 - - - - - 444
Contract Labour Costs Other
Supplies and Consumables
162 77 - 99 262 36 168 179 983
Drug Supplies 6,250 - - - 1 28 - - 6,279
S100 Drugs 2,513 - - - - - - - 2,513
Medical and Surgical Supplies 8,290 157 593 587 107 411 20 9,184 19,349
Food Supplies
Other Expenses
828 377 9 430 299 768 48 53 2,812
Purchased Services 130 13 - 2,929 41 18 2,014 1,695 6,840
Diagnostic Services 5,176 - - - - - - - 5,176
Dental Services 977 - - - - - - - 977
Energy Costs 2,059 105 - 89 127 512 37 25 2,954
Domestic Services 640 177 42 195 153 379 19 21 1,626
Repairs and Maintenance/Minor Equipment 1,922 795 34 779 586 528 125 478 5,247
Patient Transport 833 5 16 206 24 11 64 14 1,173
Administrative Expenses 1,317 491 80 455 685 288 71 363 3,750
Freight 11 - - - - - - - 11
Staff Training 20 - 5 14 88 13 13 24 177
Uniforms 4 - - - 1 - - - 5
Advertising 76 - 4 3 21 9 6 30 149
Licence and Registration 5 - - 1 - 31 1 - 38
Security 2 - - 2 3 2 1 - 10
Rental - - - - 175 - 106 89 370
Work Related 194 - 26 16 32 2 1 5 276
Vehicle Modifi cations Scheme - - - - - - - 1,110 1,110
Vehicle Fleet Expenses 152 77 - 66 51 37 18 11 412
Computing Services 436 220 - 185 134 125 8 26 1,134
Communications 313 114 30 117 180 104 42 90 990
Insurance Costs funded by DH
Total Expenses from Services Supported by
1,293 152 192 288 374 489 53 75 2,915
the Health Services Agreement 118,771 12,363 13,795 25,319 28,023 36,358 6,404 18,328 259,359

Note 2(c): Analysis of Expenses by Source (continued)
Admitted
Patients
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Outpatients EDS Ambulatory Mental
Health
RAC Aged
Care
Other Total
2011 2011 2011 2011 2011 2011 2011 2011 2011
Note $000 $000 $000 $000 $000 $000 $000 $000 $000
Services Supported by Hospital and
Community Initiatives
Employee Entitlements
Salaries and Wages - - - - - - - 12,428 12,428
Workcover - - - - - - - 355 355
Superannuation - - - - - - - 1,197 1,197
Long Service Leave - - - - - - - 342 342
Departure Packages
Contract Labour Costs
- - - - - - - 74 74
Contract Labour Costs Other
Supplies and Consumables
- - - - - - - 77 77
Medical and Surgical Supplies - - - - - - - 1,118 1,118
Food Supplies
Other Expenses
- - - - - - - 1,748 1,748
Purchased Services - - - - - - - 3,478 3,478
Energy Costs - - - - - - - 205 205
Domestic Services - - - - - - - 267 267
Repairs and Maintenance/Minor Equipment - - - - - - - 1,895 1,895
Safety Link Units - - - - - - - 1,049 1,049
Administrative Expenses - - - - - - - 2,784 2,784
Vehicle Fleet Expenses - - - - - - - 89 89
Computing Services - - - - - - - 38 38
Communication - - - - - - - 433 433
Depreciation
Audit Fees
3 8,405 2,585 515 339 1,125 4,286 2,616 6,343 26,214
- Auditor General 44 4 4 8 9 11 2 6 87
- Other
Impairment of Financial Assets
53 6 7 13 14 18 3 9 124
- Available for Sale - - - - - - - (1,991) (1,991)
Grampians Regional Health Alliance
Net Loss from Disposal of Non
- - - - - - - 981 981
Current Asset 2(e) - - - - - - - 19 19
Other
Total Services Supported by Hospital and
- - - - - - - 1,480 1,480
Community Initiatives 8,502 2,595 526 360 1,148 4,316 2,621 34,423 54,491
Total Expenses 127,273 14,958 14,321 25,679 29,171 40,673 9,025 52,751 313,850
Note 2(d): Patient and Resident Fees
Acute
- Inpatients 7,923 7,852
- Outpatients
Residential Aged Care
234 197
- Geriatric 6,658 6,567
- Inpatients 289 272
Aged Care 142 124
Mental Health 215 202
Total Proceeds from Disposal of Non-Financial Assets 15,461 15,214
Capital Purpose Income
Residential Accommodation Payments 1,104 1,036
Total Capital Purpose Income 1,104 1,036
Ballarat Health Services charge fees in accordance with the Department of Health and Department of Health and Ageing directives.
2012
$000
2011
$000
www.bhs.org.au 51

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 2(e): Net Gain/(Loss) on Disposal of Non-Financial Assets
Proceeds from Disposal of Non-Financial Assets
Plant and Equipment 11 4
Medical Equipment - 500
Motor Vehicles 1,159 1,359
Total Proceeds from Disposal of Non-Financial Assets 1,170 1,863
Less: Written Down Value of Non-Financial Assets Sold
Plant and Equipment (4) (7)
Medical Equipment - (721)
Buildings - (155)
Motor Vehicles (799) (999)
Total Written Down Value of Non-Financial Assets Sold (803) (1,882)
Net Gain/(Loss) on Disposal of Non-Financial Assets 367 (19)
Note 2(f): Analysis of Expenses for Services Supported by Hospital and Community Initiatives
Business Units
Safety Link 5,027 5,339
Catering 3,837 3,957
Eureka Linen 3,352 3,271
12,216 12,567
Other Services
Depreciation 23,885 23,775
Radiology 7,496 6,615
Breastscreen 1,136 1,426
Child and Youth Redesign 672 216
Grampians Regional Health Alliance 960 981
Private Practice 1,608 1,426
Accommodation 636 608
IMS Research 351 166
Education Services 1,483 807
Diabetic Shop 272 366
Direct 2 Care 336 328
Print Shop 481 459
Hospital Redesign 254 208
Salary Packaging 239 223
Grampians Intergrated Cancer Service 1,299 1,484
Midwifery 228 239
Other 4,244 2,597
45,580 41,924
Total 57,796 54,491
The Depreciation fi gure above excludes the depreciation associated with the Business units. The total depreciation attributable to the Business units is $2,064,862.
52 Ballarat Health Services
2012
$000
2012
$000
2011
$000
2011
$000

Note 3: Depreciation and Amortisation
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Buildings 18,362 18,602
Medical Equipment 2,752 2,492
Plant & Equipment 1,519 1,517
Motor Vehicles 1,163 1,266
Personal Alert Call Systems 583 865
Linen Stock 474 493
Information Technology 363 236
Furniture & Fittings 536 434
Kitchen & Catering 134 189
Intangibles 65 121
Total 25,950 26,214
Note 4: Cash and Cash Equivalents
Cash and cash at bank (1) 16,083 16,245
Total 16,083 16,245
Represented By
Cash for Health Services Operations (as per Cash fl ow Statement) 16,083 16,245
Total 16,083 16,245
(1) Cash on hand includes cash at bank and petty cash advances.
2012
$000
2012
$000
2011
$000
2011
$000
www.bhs.org.au 53

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 5: Receivables
Contractual
54 Ballarat Health Services
Current
$000
Non Current
$000
Trade Debtors
- Acute and Sub-Acute Inpatients 2,019 - 2,019 1,950
- RAC 147 - 147 120
- Eureka Linen 591 - 591 378
- Radiology 441 - 441 560
- Safety Link 457 - 457 85
- Sundry 3,371 - 3,371 3,048
- Other 42 - 42 14
Accrued Investment Income 358 - 358 56
7,426 - 7,426 6,211
Statutory
GST Receivable 587 - 587 740
Department of Health 1,939 4,783 6,722 4,634
2,526 4,783 7,309 5,374
Total 9,952 4,783 14,735 11,585
Less: Allowance for Doubtful Debts
Trade Debtors 131 - 131 109
Patient Fees 82 - 82 95
Net Debtors and Accrued Revenue 9,739 4,783 14,522 11,381
Note 5(a): Movement in the Allowance for doubtful debts
Balance at beginning of year 204 196
Amounts written off during the year (14) (29)
Amounts recovered during the year (86) (71)
Increase/(decrease) in allowance recognised in the net result 109 108
Balance at end of year 213 204
Note 5(b): Ageing analysis of receivables
Please refer to note 16 for the ageing analysis of receivables.
Note 5(c): Nature and extent of risk arising from receivables
Please refer to note 16 for the nature and extent of credit risk arising from receivables.
2012
$000
2012
$000
2011
$000
2011
$000

Note 6: Other Financial Assets
Operating
Fund
2012
$000
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Operating
Fund
2011
$000
Specifi c
Purpose
Fund
2012
$000
Specifi c
Purpose
Fund
2011
$000
Trust
Fund
2012
$000
Trust
Fund
2011
$000
Capital
Fund
2012
$000
Capital
Fund
2011
$000
Total Total
Current
Shares 382 - - 9 - - - - 382 9
Bank Bill - - - 809 - 188 - - - 997
Term Deposits 4,899 - 562 - 17,427 15,000 9,912 - 32,800 15,000
Floating Rate Notes - - - - 500 1,549 - - 500 1,549
Managed Synthetic Notes - - - - 995 1,855 - - 995 1,855
Grampians Regional Health Alliance - - 585 686 - - - - 585 686
5,281 - 1,147 1,504 18,922 18,592 9,912 - 35,262 20,096
Non Current
Floating Rate Notes - - - - - 1,594 - - - 1,594
Radiotherapy Joint Venture - - - - - - 706 756 706 756
- - - - - 1,594 706 756 706 2,350
Total 5,281 - 1,147 1,504 18,922 20,186 10,618 756 35,968 22,446
Represented by:
Health Service Investments
Monies held in Trust
5,281 - 394 613 - - 10,618 756 16,293 1,369
- Accommodation Bonds - - - - 17,171 18,980 - - 17,171 18,980
- Patient Monies - - - - 1,085 1,107 - - 1,085 1,107
- Commuted Allowance - - - - 490 - - - 490 -
- SWEP - - - - 31 - - - 31 -
- GICS - - - - 145 99 - - 145 99
Grampians Regional Health Alliance - - 753 891 - - - - 753 891
Note 6(a): Ageing analysis of other fi nancial assets
Please refer to note 16 for the ageing analysis of other fi nancial assets.
2012
$000
5,281 - 1,147 1,504 18,922 20,186 10,618 756 35,968 22,446
Note 6(b): Nature and extent of risk arising from other fi nancial assets
Please refer to note 16 for the nature and extent of credit risk arising from other fi nancial assets.
Note 7: Inventory
General 654 614
Pharmaceuticals 617 574
Total 1,271 1,188
2012
$000
2011
$000
2011
$000
www.bhs.org.au 55

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 8: Prepayments
Prepayments 841 801
Total 841 801
Note 9(a): Property, Plant & Equipment
56 Ballarat Health Services
Gross Cost/
Valuation
2012
$000
Accumul.
Dep’n
2012
$000
2012
$000
Written Down
Value
2012
$000
2011
$000
Written Down
Value
Land 19,966 - 19,966 19,966
Under Construction 27,875 - 27,875 8,724
Buildings 186,391 34 186,357 176,597
Plant and Equipment 20,510 11,520 8,990 10,264
Medical Equipment 29,385 18,746 10,639 9,399
Computers & Communications 8,212 5,881 2,331 470
Furniture & Fittings 3,463 1,566 1,897 1,928
Kitchen & Catering 2,648 2,152 496 630
Personal Alert Call Systems 10,730 9,818 912 998
Linen Stock 4,279 2,969 1,310 1,274
Motor Vehicles 4,635 2,219 2,416 2,844
Total Fixed Assets 318,094 54,905 263,189 233,095
A review based on FRD103D and Valuer-General Victoria Indicies was conducted on all assets and indicated a change of greater than 10% and less than 40% to building
values. A managerial revaluation was conducted on buildings using the Valuer -General’s compounded indicies.
Reconciliations of the carrying amounts of each class of assets for the entity at the beginning and end of the previous and current fi nancial year is set out below.
Land Under
Construction
Buildings Plant &
Equipment
Medical
Equipment
Computers
& Communications
Furniture
&
Fittings
Kitchen
&
Catering
Personal
Alert Call
Systems
Linen
Stock
Motor
Vehicles
$000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000
2012
Carrying amount
at start of year 19,966 8,724 176,598 10,264 9,399 470 1,928 630 998 1,274 2,844 233,095
Additions - 19,151 8,435 244 3,992 2,228 505 - 497 510 1,533 37,095
Revaluations - - 19,686 - - - - - - - - 19,686
Disposals
Depreciation
- - - - - (4) - - - - (799) (803)
expense - - (18,362) (1,519) (2,752) (363) (536) (134) (583) (474) (1,163) (25,884)
Carrying
amount at end
of year 19,966 27,875 186,357 8,990 10,639 2,331 1,897 496 912 1,310 2,416 263,189
2011
Carrying amount
at start of year 17,709 8,256 183,624 11,495 7,930 357 1,518 816 1,704 1,409 3,046 237,865
Additions - 468 11,729 290 4,684 349 844 4 159 358 2,064 20,949
Revaluations 2,257 - - - - - - - - - - 2,257
Disposals
Depreciation
- - (155) (4) (723) - - - - - (1,000) (1,882)
expense - - (18,600) (1,517) (2,492) (236) (434) (190) (865) (493) (1,266) (26,093)
Carrying
amount at end
of year 19,966 8,724 176,598 10,264 9,399 470 1,928 630 998 1,274 2,844 233,095
2011
$000
Total

Note 9(b): Intangible Assets
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Computer Software 1,585 1,575
Less: Accumulated Amortisation (1,469) (1,404)
Total 116 171
2012
$000
Computer
Software
$000
2012
Carrying amount at start of year 171
Additions 23
Disposals (13)
Amortisation (65)
Carrying amount at end of year 116
2011
Carrying amount at start of year 149
Additions 143
Amortisation (121)
Carrying amount at end of year 171
Note 10: Payables
Trade Creditors & Accrued Expenses 20,199 17,808
Salary Packaging Held in Trust 871 771
Department of Health 1,194 1,433
Total 22,264 20,012
Note 10(a): Maturity analysis of payables
Please refer to note 16 for the ageing analysis of payables.
Note 10(b): Nature and extent of risk arising from payables
Please refer to note 16 for the nature and extent of credit risk arising from payables.
2012
$000
2011
$000
2011
$000
www.bhs.org.au 57

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 11: Employee Benefi ts
Current Provisions
Employee Benefi ts
- Unconditional and expected to be settled within 12 months 31,077 25,236
- Unconditional and expected to be settled after 12 months 18,648 16,103
Total 49,725 41,339
Non-Current Provisions
Employee Benefi ts 6,932 5,802
Total 6,932 5,802
Total Provisions 56,657 47,141
(a) Employee Benefi ts and Related On-Costs
Current
Unconditional Long Service Leave 21,817 19,754
Accrued Leave 16,406 15,535
Accrued Wages and Salaries 10,922 5,486
Accrued Days Off 580 564
Total 49,725 41,339
Non-Current
Conditional Long Service Leave 6,932 5,802
Total 6,932 5,802
Total Employee Benefi ts 56,657 47,141
(b) Movement in Provisions
Movement in Long Service Leave:
Balance July 1 25,556 24,130
Provision made during the year 6,362 5,077
Settlement made during the year (3,169) (3,651)
Balance June 30 28,749 25,556
Provision for Long Service Leave in accordance with AASB 101: Presentation of Financial Statements, Provision for Long Service Leave is considered a current liability in
respect to employees who have met the required qualifi cation period, and therefore Ballarat Health Service does not have an unconditional right to defer settlement of the
liability for at least twelve months after the balance date. Refer Note 1(l) for details.
Note 12: Monies Held in Trust
Current
Monies Held in Trust
- Refundable Accommodation Bonds 17,171 18,980
- Resident 1,085 1,107
- Commuted Allowance 490 -
- Grampians Integrated Cancer Service 145 99
- State Wide Equipment Program 31 -
Total 18,922 20,186
Monies Held in Trust Represented by:
Other Financial Assets and Cash at Bank 18,922 20,186
Total 18,922 20,186
58 Ballarat Health Services
2012
$000
2012
$000
2011
$000
2011
$000

Note 13: Other Liabilities
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Current
Grampians Regional Health Alliance 168 205
Total 168 205
Note 14: Equity
(a) Reserves
Asset Revaluation Reserve (1)
Balance at the beginning of the reporting period
Revaluation Increments/(Decrements)
75,639 73,382
- Land - 2,257
- Buildings 19,686 -
Balance at the end of the reporting period 95,325 75,639
Represented by:
Land 12,503 12,503
Buildings 82,822 63,136
95,325 75,639
Specifi c Purpose Reserve
Balance at the beginning of the reporting period 650 15,537
Transfer to accumulated surplus (88) (14,887)
Balance at the end of the reporting period 562 650
Total Reserves 95,887 76,289
(b) Contributed Capital
Balance at the beginning of the reporting period 149,952 149,952
Capital contribution received from Victorian Government - -
Balance at the end of the reporting period 149,952 149,952
(c) Retained Earnings
Balance at the beginning of the reporting period (28,459) (35,191)
Net Result for the Year 16,575 (7,934)
Grampians Regional Health Alliance (64) (221)
Transfer from Reserve 88 14,887
Balance at the end of the reporting period (11,860) (28,459)
(d) Total Equity at the end of the Financial Year
Total Equity at the beginning of the reporting period 197,782 203,680
Total Changes in Equity Recognised in the Statement of Financial Performance 36,197 (5,898)
Total Equity at the end of the reporting period 233,979 197,782
(1) The land, building and investment assets revaluation reserve arises on the revaluation of land, buildings and investments
The above Reserves are internally managed Special Purpose Funds, which are used to quarantine Capital income such as Donations, Capital Grants and Interest Revenue.
Once quarantined, this income is used to fund Capital Projects, Refurbishments, Equipment and Education.
2012
$000
2012
$000
2011
$000
2011
$000
www.bhs.org.au 59

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 15: Reconciliation of Net Result for the Year to Net Cash Infl ow/(Outfl ow) from
Operating Activities
Net Result for the Year 16,511 (8,155)
Non Operating Cash Movements
Net (Gain)/Loss on Sale of Fixed Assets 2(e) (367) 19
Write off of Investments - 505
Non Cash Movements
Depreciation and Amortisation 25,950 26,214
Grampians Regional Health Alliance 64 221
Assets Received Free of Charge (1,034) (600)
Impairment of Investments (42) (1,991)
Increase/(Decrease) in Payables 2,252 10,031
Increase/(Decrease) in Employee Entitlements 9,516 3,785
Increase/(Decrease) in Other Liabilities (1,301) (1,349)
(Increase)/Decrease in Inventory (83) (74)
(Increase)/Decrease in Prepayments (40) 49
(Increase)/Decrease in Receivables (3,141) (704)
Net Cash Infl ows from Operating Activities 48,285 27,951
60 Ballarat Health Services
Note
2012
$000
2011
$000

Note 16: Financial Instruments
(a) Financial Risk Management Objectives and Policies
Ballarat Health Service’s principal fi nancial instruments comprise of:
- Cash Assets
- Term Deposits
- Receivables (excluding statutory receivables)
- Available for sale Financial Assets
- Payables (excluding statutory payables)
- Accommodation Bonds
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Details of the signifi cant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and
expenses are recognised, with respect to each class of fi nancial asset, fi nancial liability and equity instrument are disclosed in Note 1 to the fi nancial statements.
The main purpose in holding fi nancial instruments is to prudentially manage Ballarat Health Services fi nancial risks within the government policy parameters.
Categorisation of Financial Instruments
Carrying Amount
2012
$000
Carrying Amount
2011
$000
Financial Assets
Cash and cash equivalents 16,083 16,245
Receivables 6,855 5,951
Available for Sale 35,968 22,446
Total Financial Assets (i) 58,906 44,642
Financial Liabilities
Payables 21,070 18,579
Accommodation Bonds 17,171 18,980
Monies Held in Trust 1,751 1,206
Other Liabilities 168 205
Total Financial Liabilities (ii) 40,160 38,970
(i) The total amount of fi nancial assets disclosed here excludes statutory receivables (i.e. GST input tax credit recoverable).
(ii) The total amount of fi nancial liabilities disclosed here excludes statutory payables (i.e. Taxes payables).
Net holding gain/(loss) on fi nancial instruments by category
Carrying Amount
2012
$000
Carrying Amount
2011
$000
Financial Assets
Cash and cash equivalents (i) 1,048 587
Designated at fair value through profi t or loss (ii) - (505)
Receivables (9) (8)
Available for Sale (i) 1,440 3,243
Total Financial Assets 2,479 3,317
Financial Liabilities
Accommodation Bonds 72 69
Total Financial Liabilities 72 69
(i) For cash and cash equivalents, loans and receivables and available-for-sale fi nancial assets, the net gain or loss is calculated by taking the interest revenue, plus or minus
foreign exchange gains or losses arising from revaluation of the fi nancial assets, and minus any impairment recognised in the net result.
(ii) For fi nancial assets and liabilities that are held-for-trading or designated at fair value through profi t or loss, the net gain or loss is calculated by taking the movement In
the fair value of the fi nancial asset or liability.
www.bhs.org.au 61

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
(b) Credit Risk
Credit risk arises from the contractual fi nancial assets of Ballarat Health Service, which comprise cash and deposits, non statutory receivables and available for sale
contractual fi nancial assets. Ballarat Health Services exposure to credit risk arises from the potential default of a counter party on their contractual obligations resulting in
the fi nancial lose to Ballart Health Services. Credit risk is measured at fair value and is monitored on a regular basis.
In addition, Ballarat Health Services does not engage in hedging for its contractual fi nancial assets and mainly obtains contractual fi nancial assets that are on fi xed
interest, except for cash assets, which are mainly cash at bank. Ballarat Health Services is to only deal with banks with high credit ratings.
Provision for impairment for contractual fi nancial assets is recognised when there is objective evidence that Ballarat Health Services will not be able to collect a
receivable. Objective evidence includes fi nancial diffi culties of the debtor, default payments, debt’s which are more than 60 days overdue, and changes in debtor credit
ratings.
Except as otherwise detailed in the following table, the carrying amount of contractual fi nancial assets recorded in the fi nancial statements, net of any allowances for
losses, represents Ballarat Health Services maximum exposure to credit risk without taking account the value of any collateral obtained.
Credit quality of contractual fi nancial assets that are neither past due nor impaired
62 Ballarat Health Services
Financial
Institutions (AAA
Credit Rating)
Government
Agencies (AAA
Credit Rating)
Other Total
$000 $000 $000 $000
2012
Financial Assets
Cash and Cash Equivalents
Receivables
16,083 - - 16,083
- Trade Debtors - - 6,855 6,855
- Other Receivables (i)
Other Financial Assets
358 - - 358
- Term Deposit 32,800 - - 32,800
- Other Financial Assets - - 1,495 1,495
- Shares in Other Entities 373 - 1,300 1,673
Total Financial Assets 49,614 - 9,650 59,264
2011
Financial Assets
Cash and Cash Equivalents
Receivables
16,245 - - 16,245
- Trade Debtors - - 5,951 5,951
- Other Receivables (i)
Other Financial Assets
14 - 42 56
- Term Deposit 15,000 - - 15,000
- Other Financial Assets - - 5,995 5,995
- Shares in Other Entities 9 - 1,442 1,451
Total Financial Assets 31,268 - 13,430 44,698
(i) The total amounts disclose here excludes statutory amounts (eg; amounts owing from Victorian Government and GST input tax credit recoverable).

Ageing analysis of fi nancial assets as at 30 June
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Consolidated Not Past
Past Due But Not Impaired Imparied
Carrying
Amount
Due and Not
Imparied
Less than 1
Month
1 - 3 Months 3 Months - 1
Year
1 - 5 Years Financial
Assets
$000 $000 $000 $000 $000 $000 $000
2012
Financial Assets
Cash and Cash Equivalents 16,083 16,083 - - - - -
Receivables 6,855 5,592 806 401 56 - -
Other Financial Assets 35,968 35,466 - - - - 502
58,906 57,142 806 401 56 - 502
2011
Financial Assets
Cash and Cash Equivalents 16,245 16,245 - - - - -
Receivables 5,951 4,208 1,154 190 399 - -
Other Financial Assets 22,446 21,903 - - - - 543
44,642 42,356 1,154 190 399 - 543
There are no fi nancial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated as the carrying amounts as
indicated. The ageing analysis table above discloses the ageing only of contractual fi nancial assets that are past due but not impaired.
(c) Liquidity Risk
Liquidity risk is the risk that Ballarat Health Services would be unable to meet its fi nancial obligations as and when they fall due.
Ballarat Health Services maximum exposure to liquidity risk is the carrying amounts of fi nancial liabilities as disclosed in the face of the balance sheet.
Ballarat Health Services manages its fi nancial instruments so as to minimise liquidity risk. This is achieved through a combination of daily cash fl ow forecasting and
appropriate budget setting and monitoring.
Maturity analysis of fi nancial liabilities as at 30 June
Carrying
Amount
Contractual
Cash Flows
Less than 1
Month
Maturity Dates
1 - 3 Months 3 Months - 1
Year
1 - 5 Years
$000 $000 $000 $000 $000 $000
2012
Financial Liabilities
Creditors 21,070 21,070 21,070 - - -
Accommodation Bonds 17,171 17,171 389 993 3,540 12,250
Monies Held in Trust 1,751 1,751 521 666 564 -
Other Liabilities 168 168 - - 168 -
40,160 40,160 21,980 1,659 4,272 12,250
2011
Financial Liabilities
Creditors 18,579 18,579 18,579 - - -
Accommodation Bonds 18,980 18,980 389 994 3,544 14,053
Monies Held in Trust 1,206 1,206 - 99 1,107 -
Other Liabilities 205 205 - - 205 -
38,970 38,970 18,968 1,093 4,856 14,053
www.bhs.org.au 63

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
(d) Market Risk
Ballarat Health Services exposures to market risk are primarily through interest rate risk with only insignifi cant exposure to foreign currency and other price risks.
Objectives, policies and processes used to manage each of these risks are disclosed in the paragraph below.
Currency Risk
Ballarat Health Services is exposed to insignifi cant foreign currency risk through its payables relating to purchases of supplies and consumables from overseas.
This is because of a limited amount of purchases denominated in foreign currencies and a short timeframe between commitment and settlement.
Other Price Risk
Ballarat Health Services is not subject to price risk.
Interest Rate Exposure of Financial Assets and Liabilities as at 30 June
64 Ballarat Health Services
Weight Average
Effective Interest
Rate (%)
Carrying
Amount
Fixed Interest
Rate
Interest Rate Exposure
Variable Interest
Rate
Non Interest
Bearing
$000 $000 $000 $000
2012
Financial Assets
Cash and Cash Equivalents 3.1% 16,083 - 16,083 -
Receivables (i) 0% 6,855 - - 6,855
Other Financial Assets 4.8% 35,968 32,800 2,462 706
- 58,906 32,800 18,545 7,561
2012
Financial Liabilities
Creditors (i) 0% 21,070 - - 21,070
Accommodation Bonds 5.0% 17,171 17,171 - -
Monies Held in Trust 0% 1,751 1,751 - -
Other Liabilities 0% 168 168 - -
- 40,160 19,090 - 21,070
2011
Financial Assets
Cash and Cash Equivalents 4.7% 16,245 - 16,245 -
Receivables (i) 0% 5,951 - - 5,951
Other Financial Assets 5.3% 22,446 15,000 6,004 1,442
- 44,642 15,000 22,249 7,393
2011
Financial Liabilities
Creditors (i) 0% 18,579 - - 18,579
Accommodation Bonds 5.0% 18,980 18,980 - -
Monies Held in Trust 0% 1,206 1,206 - -
Other Liabilities 0% 205 205 - -
- 38,970 20,391 - 18,579
(i) The carrying amount must exclude types of statutory fi nancial assets and liabilities (i.e. GST input tax credit and GST payable).

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
(d) Market Risk (continued)
Sensitivity Disclosure Analysis
Taking into account past performance, future expectations, economic forecasts, and management’s knowledge and experience of the fi nancial markets, Ballarat Health
Services believe the following movements are ‘reasonably possible’ over the next 12 months (Base rates are sourced from the Reserve Bank of Australia) -- A parallel shift
of +1.25% and -1.25% in infl ation rate from year-end rates of 2%. The following table discloses the impact on net operating result and equity for each category of
fi nancial instrument held by Ballarat Health Services at year end as presented to key management personnel, if changes in the relevant risk occur.
Interest Rate Exposure of Financial Assets and Liabilities as at 30 June
Interest Rate Risk
Carrying
Amount
- 1.25% + 1.25%
Profi t Equity Profi t Equity
$000 $000 $000 $000 $000
2012
Financial Assets
Cash and Cash Equivalents 16,083 (201) (201) 201 201
Other Financial Assets 35,968 (450) (450) 450 450
Financial Liabilities
Accommodation Bonds 17,171 (215) (215) 215 215
Monies Held In Trust 1,751 (22) (22) 22 22
Other Liabilities 168 (2) (2) 2 2
Interest Rate Risk
Carrying
Amount
- .5% + 1%
Profi t Equity Profi t Equity
$000 $000 $000 $000 $000
2012
Financial Assets
Cash and Cash Equivalents 16,245 (81) (81) 162 162
Other Financial Assets 22,446 (112) (112) 224 224
Financial Liabilities
Accommodation Bonds 18,980 (95) (95) 190 190
Monies Held In Trust 1,206 (6) (6) 12 12
Other Liabilities 205 (1) (1) 2 2
www.bhs.org.au 65

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
(e) Fair Value
The fair values and net fair values of fi nancial instrument assets and liabilities are determined as follows:
Level One - the fair value of fi nancial instrument assets and liabilities with standard terms and conditions and traded in active liquid markets are determined with
reference to quoted market prices; and
Level Two - the fair value is determined using inputs other than quoted prices that are observable for the fi nancial asset or liability, either directly or indirectly; and
Level Three - the fair value of other fi nancial instrument assets and liabilities is determined in accordance with generally accepted pricing models based on discounted
cash fl ow analysis using unobservable market inputs.
Ballarat Health Services considers that the carrying amount of fi nancial instrument assets and liabilities recorded in the fi nancial statements to be a fair approximation of
their fair values, because of the short-term nature of fi nancial instruments and the expectation that they will be paid in full.
The following tables show that the fair values of most of the contractual fi nancial assets and liabilities are the same as the carrying amounts.
Comparison between carrying amount and fair value
66 Ballarat Health Services
Carrying
Amount
2012
Fair Value
2012
Carrying
Amount
2011
Fair Value
2011
$000 $000 $000 $000
Financial Assets
Cash and cash equivalents 16,083 16,083 16,245 16,245
Receivables (i) 6,855 6,855 5,951 5,951
Available for Sale 35,968 35,968 22,446 22,446
Total Financial Assets 58,906 58,906 44,642 44,642
Financial Liabilities
Payables 21,070 21,070 18,579 18,579
Accommodation Bonds 17,171 17,171 18,980 18,980
Monies Held in Trust 1,751 1,751 1,206 1,206
Other Liabilities 168 168 205 205
Total Financial Liabilities 40,160 40,160 38,970 38,970
(i) The carrying amount must exclude types of statutory fi nancial assets and liabilities (i.e. GST input tax credit and GST payable).
Financial assets measured at fair value
Carrying Amount
as at June 30
Fair value measurement at end of
reporting period using:
Level 1 Level 2 Level 3
$000 $000 $000 $000
2012
Financial Assets at fair value through Profi t & Loss
Available for sale fi nancial assets 35,968 34,973 995 -
Total Financial Assets 35,968 34,973 995 -
2011
Financial Assets at fair value through Profi t & Loss
Available for sale fi nancial assets 22,446 20,591 1,855 -
Total Financial Assets 22,446 20,591 1,855 -

Note 17: Contingent Liabilities
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Contingent Liabilities Quantifi able
Legal Proceedings and Disputes - 114
Total Quantifi able Liabilities - 114
Note 18: Commitments
Capital Expenditure Commitments
Land and Buildings 41,240 80,957
Medical Equipment 7,968 1,951
Computer 1,643 258
Plant and Equipment 296 403
Total 50,968 83,569
Not later than 1 year 50,968 63,747
Later than 1 year and not later than 5 years - 19,822
50,968 83,569
Operating Expenditure Commitments
Plant and Equipment 28 39
Computer 70 484
Medical Equipment 335 6
Other 1,681 1,742
Total 2,113 2,271
Not later than 1 year 2,099 2,247
Later than 1 year and not later than 5 years 15 24
2,113 2,271
Operating Expenditure Commitments
Property 1,298 1,549
Medical Equipment 54 270
IT Equipment 238 -
Total 1,590 1,819
Non Cancellable
Not later than 1 year 391 472
Later than 1 year and not later than 5 years 922 901
Later than 5 years 277 446
Total 1,590 1,819
Total Commitments for expenditure (inclusive of GST) 54,671 87,659
Less GST recoverable from the Australian Tax Offi ce 5,069 8,571
Total Commitments for expenditure (exclusive of GST) 49,602 79,088
All amounts shown in the commitments note are nominal amounts inclusive of GST. Capital commitments of $40,151,600 are fully funded by DH.
2012
$000
2012
$000
2011
$000
2011
$000
www.bhs.org.au 67

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 19: Segment Reporting
68 Ballarat Health Services
Acute
Care
2012
$000
Acute
Care
2011
$000
Business
Units
2012
$000
Business
Units
2011
$000
RAC RAC Aged
Care
2012
$000
2011
$000
2012
$000
Aged
Care
2011
$000
Mental
Health
2012
$000
Mental
Health
2011
$000
Total Total
Revenue
External Segment Revenue 179,509 166,866 120,047 49,404 33,080 33,255 8,108 26,008 30,111 28,998 370,856 304,531
Total Revenue 179,509 166,866 120,047 49,404 33,080 33,255 8,108 26,008 30,111 28,998 370,856 304,531
Expenses
External Segment Expenses 194,028 182,230 37,914 34,423 42,181 40,604 50,951 27,353 31,629 29,171 356,704 313,781
Total Expenses 194,028 182,230 37,914 34,423 42,181 40,604 50,951 27,353 31,629 29,171 356,704 313,781
Net Result from Ordinary
Activities (14,519) (15,364) 82,133 14,981 (9,102) (7,349) (42,843) (1,345) (1,518) (173) (14,152) (9,250)
Write Off on Investments - (505) - - - - - - - - - (505)
Interest Expense - - - - (72) (69) - - - - (72) (69)
Interest Income
Share of Net Result of Associates
& Joint Ventures using Equity
- 724 1,612 301 834 656 - 32 - 126 2,446 1,839
Model (8) (70) (2) (32) (2) (29) (1) (15) (2) (23) (15) (169)
Net Result for Year (14,527) (15,216) 83,744 15,250 (8,342) (6,790) (42,844) (1,328) (1,520) (70) 16,511 (8,155)
Other Information
Segment Assets 96,515 139,959 139,698 36,577 47,903 54,716 32,741 31,051 15,132 23,023 331,989 285,326
Total Assets 96,515 139,959 139,698 36,577 47,903 54,716 32,741 31,051 15,132 23,023 331,989 285,326
Segment Liabilities 22,908 29,312 30,145 11,215 28,471 30,736 9,399 8,473 7,091 7,808 98,014 87,544
Total Liabilities 22,908 29,312 30,145 11,215 28,471 30,736 9,399 8,473 7,091 7,808 98,014 87,544
Investments in associates and
joint venture partnership 938 1,024 60 69 54 63 28 32 43 50 1,123 1,238
Acquisition of property, plant
and equipment 15,448 9,686 6,260 2,258 7,706 4,572 5,267 2,876 2,434 1,556 37,115 20,949
Depreciation and amortisation
expense 10,436 11,710 5,106 3,152 5,206 5,776 3,558 3,707 1,644 1,869 25,950 26,214
2012
$000
2011
$000

Note 20: Jointly Controlled Operations and Assets
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Ballarat Health Services has an interest in two jointly controlled Operations and Assets. The fi rst jointly controlled Operation being Ballarat - Austin Radiotherapy
Oncology Centre and the second jointly controlled Asset being Grampians Rural Health Alliance. Details of both operations are listed as follows.
Ballarat - Austin Radiotherapy Oncology Centre
The investment was used for the construction of the Radiation Oncology Centre, for which Ballarat Health Service has an entitlement to receive a share of property
rental under a 20 year co-operation agreement to recoup its investment.
No further amounts are receivable other than lease payments in respect of the investment. Ballarat Health Service is required to meet its share of the costs of
maintaining the building over the term of the agreement. Lease payments received are allocated between the repayment of capital and rental income. The allocation of
capital repaid is made so as to amortise the cost of the investment over the 20 year lease term. The carrying amount of the investment is as follows;
Opening Balance 757 805
Repayments (100) (100)
Interest 49 52
Capital Repaid (51) (48)
Closing Balance 706 757
Ownership Interest 47.67% 47.67%
Ballarat Health Services share of entitlement to lease receivables under the terms of the co-operation agreement are as follows;
Less than 1 year 100 100
Greater than 1 and less than 5 years 400 400
Greater than 5 years 206 257
Grampians Rural Health Alliance
2012
$000
2012
$000
2011
$000
2011
$000
706 757
In June 2008, the Department of Health issued circular number 17/2008, which outlines government requirements for the operation of rural health information and
communication technology (ICT) alliances. The policy outlines the accepted governance model for the operation of the ICT alliances.
The policy requires public hospitals, public health services and multipurpose services which are declared or established under the Health Services Act 1988, to enter into
the alliance for the region in which they operate, in accordance with a Joint Venture Agreement (JVA). Consistent with this policy, the Grampians Rural Health Alliance
came into effect on 9th of December 2008.
Revenue 969 803
Expenses (1,033) (1,024)
Net Result (64) (221)
Assets 585 686
Liabilities 168 205
Net Assets 417 481
Equity 417 481
Ownership Interest 22.24% 23.85%
2012
$000
2011
$000
www.bhs.org.au 69

Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
Note 21: Responsible Person Related Disclosures
In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994, the following disclosures are made regarding
responsible persons for the reporting period.
Responsible Minister:
The Honourable David Davis, MLC, Minister for Health and Ageing 1/07/2011 - 30/06/2012
The Honourable Mary Woodridge, MLA, Minister for Mental Health 1/07/2011 - 30/06/2012
Governing Board:
Mr A Faull 1/07/2011 - 30/06/2012
Mr C Coltman 1/07/2011 - 30/06/2012
Mr N Coxall 1/07/2011 - 30/06/2012
Ms V Fenelon 1/07/2011 - 30/06/2012
Mr P Jans 1/07/2011 - 30/06/2012
Mrs S McKenzie 1/07/2011 - 30/06/2012
Mr M Patterson 1/07/2011 - 30/06/2012
Ms R Reeves 1/07/2011 - 30/06/2012
The following Board members have commenced from July 1 2012:
Mr M Harris 1/07/2012
Mr J Selkirk 1/07/2012
Accountable Offi cer
Mr A R Rowe - Chief Executive Offi cer 1/07/2011 - 30/06/2012
Remuneration of Responsible Persons
The number of Responsible Persons are shown in their relevant income band;
Income Band
$10,000 - $19,999 7 8
$30,000 - $39,999 1 1
$380,000 - $389,999 1 -
$390,000 - $399,999 - 1
Total Numbers 9 10
Total remuneration received or due and receivable by Responsible Persons from the reporting
entity amounted to:
Amounts relating to the Responsible Ministers are reported in the fi nancial statements of the Department of Premier and Cabinet.
70 Ballarat Health Services
2012
No.
Period
2011
No.
554,575 576,074
Other Transactions of Responsible Persons and their Related Parties
Mr M Patterson has an association with North Ballarat Sports Club who provided services on commercial
terms and conditions. The total value of transactions with this entity was;
Ms R Reeves has an association with Ballarat Community Health Centre, who provided services on
4 4
commercial terms and conditions. The total value of transactions with this entity was; - 1
2012
$000
2011
$000

Note 21: Responsible Person Related Disclosures (continued)
Executive Offi cers’ Remuneration
The numbers of executive offi cers, other than Ministers and Accountable Offi cers, and their total remuneration during the reporting period are shown in the fi rst two
columns in the table below in their relevant income bands. The base remuneration of executive offi cers is shown in the third and fourth columns, Base remuneration is
exclusive of bonus payments, long-service leave payments, redundancy payments and retirement benefi ts.
Total Remuneration Base Remuneration
2012 2011 2012 2011
$0 - $99,999 - 6 - 6
$140,000 - $149,999 - - - 1
$150,000 - $159,999 - - 5 -
$160,000 - $169,999 1 2 1 1
$170,000 - $179,999 1 - - 2
$180,000 - $189,999 1 3 1 -
$190,000 - $199,999 2 2 - 2
$200,000 - $209,999 2 - - 1
$250,000 - $259,999 - - 1 -
$280,000 - $289,999 1 - - -
$310,000 - $319,999 - - 1 -
$340,000 - $349,999 1 - - -
Total 9 13 9 13
Total Annualised Employee Equivalent (AEE) 9 9.1 9 9.1
Total Remuneration 1,961,456 1,572,479 1,694,530 1,366,570
All payments made to Executives are governed by the Government Sector Executive Remuneration Panel.
The changes from the previous year refl ect GSERP approved pay increases, as well as the payment of accumulated long service leave for a number of Executives.
Note 22: Events Occurring after the Balance Sheet Date
There were no events occuring after reporting date which required additional information to be disclosed.
Notes to and forming part of the fi nancial statements for the year ended 30 June 2012.
www.bhs.org.au 71

Base Hospital
Drummond Street North
PO Box 577 Ballarat 3353
Phone: (03) 5320 4000
Fax: (03) 5320 4828
Queen Elizabeth Centre
102 Ascot Street South
PO Box 199 Ballarat 3353
Phone: (03) 5320 3700
Fax: (03) 5320 3860
Psychiatric Services
Sturt Street
PO Box 577 Ballarat 3353
Phone: (03) 5320 4100
Fax: (03) 5320 4028
www.bhs.org.au