Portland District Health Annual Report 2006 - South West Alliance of ...

PORTLAND DISTRICT HEALTH
ANNUAL REPORT
2005 / 2006

Mission, Vision and Values
Mission
To provide safe and cost effective primary, acute and aged
care services to residents of the Portland district.
Vision
Portland District Health will deliver excellence in health
services through continually challenging ourselves to do
better and creatively meeting the needs of its community
by listening, living and working together.
Values
Key Achievements
• Additional funding and commencement of the major
project for the construction of new aged care facility and
day procedure unit
• Grant of $600,000 to support the recruitment of locum
medical staff .
• Recruitment of general practitioners
• Establishment of the PDH medical centre
• Consolidation of acute wards
• Designation as pilot site for virtual services project
• Redevelopment of the pharmacy and dialysis services
• Restructuring of the executive.
Teamwork - Through open dialogue, cooperation and
courage we achieve our common goals.
Respect - We are valued and treated as equals and play an
important role in providing holistic care.
We respect the rights and wishes of individuals
and treat all matters with utmost confidentiality.
Accountability - We are accountable for our actions.
Health & Safety - Being responsible for the physical
well-being of patients, residents, clients, staff and visitors,
we provide and promote a safe and healthy environment
Family - We acknowledge the value and importance of
family and loved ones in our lives and in the lives of our
patients, residents, clients and visitors.
Personal Growth - We encourage all individuals to
achieve their maximum potential.
Quality - We achieve best practice by ongoing education
and continued quality improvement.
Key statistics
Inpatients Treated 4,882
Births 101
Operations 1847
Deficit before Depreciation
& Capital Revenue ($22,000)
Staffing (EFT) 249.8
A&E Presentations 7,236
X ray Examinations 14,293

Index
Board of Management – Profile 4
Comparative Statistics 31
Donors - List of 36
Divisional Reports
Community Health & Corporate Services 16
Finance and Adminiatration 28
Medical Services 14
Nursing Services 7
Financial Statements
Auditor General’s Report 67
Balance Sheet 40
Certification 38
Notes to Accounts 42
Operating Statement 39
Statement of Cash Flows 41
Health Service Agreement Report 32
Mission, Vision & Values Statements
Inside Front
Officers and Office Bearers 33
Organisational Chart 2
Other Reports 30
President & Chief Executive Officer’s Report 5
Services provided by Portland District Health 3
Portland District Health is a body corporate, listed in the Health Services Act 1988, and operates under the
provisions of this act.
The Minister responsible for the administration of the Health Services Act is the Minister for Health, The
Hon. Bronwyn Pike MLA.
The functions of Portland District Health are:
a) To oversee and manage the hospital.
b) To ensure that the services provided by the hospital comply with the requirements of the Health Services
Act and the objects of the hospital.
The Board consists of up to 12 members appointed by the Governor in Council. Each member of the Board
holds office for a term not exceeding three (3) years and is eligible for re-appointment.
The registered office of the Portland & District Hospital is Bentinck Street, Portland 3305.
Telephone 03 55210333
Presentation and Distribution of this Report
This report is released to the public at the Annual General Meeting and is also available as follows:
Web Site: www.pdh.net.au
Distribution mailing list
From Portland District Health Administration
Your Feedback is welcomed and may be made on the form enclosed

DIRECTOR OF NURSING
• Nursing Policy
• Inpatient Services
• Outpatient Services (inc. A&E)
• Operating Suite/Day Surgery
• Infection Control
• NR Education
• CSSD
• Aged Care and District Nursing
• Alcohol and Drug
Assistant Director of Nursing
• Quality Co-ordinator
• Complaint/Pt. Advocate/Incident Reporting
• Rehabilitation (Return to Work)
• Clinical HR Specialists
• Data Management (Decision Support)
• Chaplaincy Services
Portland District Health
ORGANISATIONAL STRUCTURE
BOARD
Credentialing
Medical Appointments
Quality
Finance & Audit
CEO
Executive Management Team
Executive
Assistant
DIRECTOR OF MEDICAL
SERVICES
DIRECTOR CORPORATE
SERVICES AND
COMMUNITY HEALTH
• Medical Policy
• VMO’s
• Medical Imaging
• Pathology
• Pharmacy
• PDH Medical Centre
• PDH Specialist Centre
• FOI
• Dental
• Physiotherapy
Patient Services
Booking Office
Admissions
Patient Accounts
• Health Information Management
Medical Records
• Community Health Care
• Health Promotion
• Counselling
• OT/Speech
• Social Work
• Maternal and Child Health
• Community Health (Ops)
• Building and Engineering Services
• Environmental
Catering/Cleaning
Security
Waste Management
• Human Resources
OH&S
Staff Training & Development
• Special Projects
• Fundraising
• Planning and Development
• Seaview House
• Executive Officer (Board)
Annual Report
• Koori Liaison Officer
DIRECTOR OF FINANCE
• Financial Services
Management Accounting
Finance Accounting
• Performance Management
Service and Decision & Support
• Information Technology
IMS
Communications
• Payroll
• Supply
{
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Services provided by Portland District Health
Portland District Health is a Public Hospital with 69 approved acute beds, 30 nursing home beds and a 58 place
Supported Residential Service. Through its primary and community care division, Portland District Health also offers
a diverse range of community health services. A listing of services provided by the organisation is set out below.
Medical:
Accident & Emergency
Anaesthetics
Chemotherapy
Dermatology
Diagnostic Imaging
- CT Scanning
- Doppler Ultrasound
Endocrinology
Endoscopy
ENT Surgery
General Surgery
General Medicine
Geriatric Medicine
High Dependency Unit
Obstetrics & Gynaecology
Ophthalmology
Oral Surgery
Orthodontics
Orthopaedics
Paediatrics
Pain Management
Pathology (Contract Service)
Physician
Psychiatry
Rehabilitation
Renal Dialysis
Urology
Medical Ancillary:
Aboriginal Liaison
Audiology
Dental Clinic
Dietitics
Health Information
Occupational Therapy
Orthotics
Pharmacy
Physiotherapy
Podiatry
Sexual Assault Counselling
Social Work
Speech Pathology
Nursing:
Asthma Education
Breast Cancer Counselling
Breast Care Nursing
Cancer Support
Cardiac Rehabilitation
Continence Advice
Diabetec Education
Discharge Planning
District Nursing Service
Domiciliary Midwifery Care
Drug & Alcohol Withdrawal
Education Centre
Hospital in the Home
Immunisation Service
Infection Control
Nursing Continued:
Lactation Counselling
Living with Cancer
Lymphoedema Service
Maternity Enhancement Service
Nursing Home
Home Oxygen
Palliative Care
Pharmacy Support
Post Acute Care
Rehabilitation
Respite Care
Sterile Supply
Stomal Therapy
Postgraduate Nurse Training
Other:
Antenatal Classes
Engineering
Environmental Services
Equipment Borrowing Service
Food Services Department
General Administration Clerical, Accounting
& Payroll
Hospital Library
Safety & Security
Supply
Personal Laundry Service for
inpatients / residents
Prescribed Waste Removal
Primary Care Partnerships
Primary & Community Health
Services to Other Agencies:
Accounting Services
- Heywood Rural Health
Fuel Card
- Western Dist. Employment Access
Immunisation service
Infection Control Advice
Occupational Therapy and
Speech Pathology
- Special Development School
- Dartmoor Bush Nursing Service
Payroll
- Lewis Court Hostel
Speech Pathology
- Kindergartens and Schools
Supply
- Various
Sterile Supply
- Various
Services From And
With Other Agencies:
Breastscreen Victoria
- Breastscreening
Glenelg Shire Council
- Maternal & Child Health Care
- Meals on Wheels
South West Aged Care
- Aged Care Assessment
South West Alliance of Rural Health
- Information Technology
South West Health Care
- Audiology
- Bio Medical Engineering
Western District Health Service
- Linen
• Student Placements
Work Experience Placements
- Secondary School Students
Adelaide University
- Diagnostic Imaging
Aquinas College CU
- Bachelor of Nursing - Clinical
Charles Sturt University
- Podiatry -Clinical
Deakin University
- Bachelor of Nursing - Clinical
- Grad Dip Students (Theatre
& Midwifery)
LaTrobe University
- Health Information
- Occupational Therapy
- Speech Pathology
- Physiotherapy
- Podiatry - Clinical
Flinders University SA
- Bachelor of Nursing-Clinical
Melbourne University
- Occupational Therapy
- Speech Pathology
- Physiotherapy
RMIT
- Bachelor of Nursing - Clinical
University of Ballarat
- Midwifery Nursing
- Bachelor of Nursing-Clinical
Victoria University of Technology
- Bachelor of Nursing-Clinical
3

Board of Management
Vincent Gannon
President
Business Management
Appointed November 2002
Marianne Kuljis,
Snr Vice President
M. Psychology - (Clin & Health),
B Sc., (Hons Psychology)
Grad Dip Ed.,
HR Manager
Appointed November, 2004
Resigned June 2006
James Harpley
Jnr Vice President
B Metallurgy
Senior Process Engineer
Appointed November 2003
William Collett
Treasurer
PhC.MPS.FACPP,
Retired. Pharmacist
Appointed November 2005
Greg Andrews
Dip. Public Health
Appointed November 2002
Bruce du Vergier
CEO
Appointed November 2005
Merlyn Menzel
Div 1 Nurse., Assoc Dip
Welfare Studies
Office Manager
Appointed November 2002
4

Report from the President and Chief Executive Officer
FOREWORD
We both wish to welcome you to the Third Annual
Report of the Portland District Health Service
(PDH).
The pace of change and our commitment to the
future of PDH have brought significant challenges
to all parts of the organization, and time has passed
incredibly quickly.
The level of challenge shows no sign of abating in the
foreseeable future – and nor should it as long as we
are serious in our collective commitment to make
substantial improvement in healthcare delivery which
then becomes embedded as the norm.
Put simply, there are two sources for this challenge:
national and local. The major national challenge is the
need to train more doctors, nurses and allied health
staff. The dearth of doctors has had a significant impact
on PDH’s ability to sustain an ‘on call’ medical service
to support the Accident and Emergency Department.
It has also impacted on the community’s access to
general practitioner (GP) services resulting in delays
of up to three weeks for an appointment to see a GP.
The local challenges are in the main, a direct flow
on from the national, and for the Board, this means
ensuring the sustainability of the core business of PDH
as a health facility capable of delivering moderately
complex acute services including obstetrics, aged care
and community health services. The key challenge
for the Board and the community is its ability to
work together in making Portland a more attractive
place for GPs and specialist medical staff to come and
work.
It has often been quite uncomfortable when the Board
and staff are confronted by energetic local campaigns
based on apprehension about possibilities for various
health care issues and which call our competence and
good faith (managerial, clinical and financial) into
question.
Contributions to debate are always welcome and
encouraged, but, having considered all possible
angles within a due process framework, we have a
responsibility to make any decisions necessary to
move forward. Healthcare has never stood still, and is
unlikely to do so in the future.
As stated previously this has been a challenging year
but it was also a year that saw many successes. We
are extremely pleased to confirm that PDH met all its
statutory financial and corporate obligations for the
year.
Our achievements span the length and breadth of
the health service that are detailed in the body of this
Annual Report. A small sample of our successes
includes:
• A Grant of $600,000 to support the recruitment
of locum doctors to fill the gaps in the ‘on call’
roster; develop recruitment packages for GPs and
upgrade the triaging skills of our Accident &
Emergency (A&E) staff
• Allocation by the Department of Human Services
of an additional $1M for the redevelopment
of Seymour Cundy Wing (residential aged care
facility) and a new 8 bed day surgery unit.
• Recruitment of four general practitioners.
Unfortunately one doctor returned overseas for
family reasons and the other doctor required a
level of clinical supervision that could not be
provided by PDH.
• Employment of a specialist emergency physician
for two days a week in the A&E Department.
This has taken the pressure off the GPs having to
leave their practices during the day to attend the
A&E Department.
• Established the PDH Medical Centre. This
initiative was implemented as a means of providing
additional GP services as well as ensuring a
consistent and sustainable ‘on call’ service for
the community. The State Government allocated
$77,000 as part of a $4.8 million country
hospitals initiative. This model has proved very
successful in New Zealand and in rural Victoria
and NSW. The challenge is to recruit another
four GPs.
5

• Consolidation of North and South wards into
North Ward. South Ward still remains with all
its beds and can be opened at any time should
the need arise. As part of the consolidation, the
renal dialysis unit was moved down into the
A&E Department. This allowed us to upgrade
the facilities with the latest technology.
• PDH has been designated as a pilot site for
the Virtual Services Project (VISP). This was
launched by the Premier in July 2005. The
Virtual Services project involves:
Giving remote communities such as Nelson and
Dartmoor 24 hour access to a video unit, located
in a community facility, permanently connected
to the main reception of the nearest hospital, via
video, to receive initial assessment and advice on
further treatment. In small rural hospitals such
as Portland where there might not be a specialist,
VISP allows connection with a larger hospital to
gain advice regarding complex specialist issues.
Another key advantage will be the provision of
services to families of the hearing impaired who
will be able to access educational programs and
critical early language intervention services.
• Redevelopment of the hospital pharmacy and the
appointment of a staff pharmacist. On behalf of
us all we would like to welcome Ann Fairman to
the position. Our thanks to Glen Bennet-Hullin
who over the last three years has maintained the
pharmacy service.
• Developing and maintaining relationships with
staff, volunteers, service users and carers, the
public and the media. It is only through good
relations and open communication that we can
gain confidence as an organization and ensure the
community and our partners have confidence in
us.
• Engaging staff and the community in considering
what we do, and ensuring our services are effective,
client/patient centred and offering best value.
• Ensuring that clients/patients are always at the
centre of what we do and that the delivery of safe
efficient, effective care is the central ethos of all
our services.
PDH will face many challenges during the coming
year but the real challenge facing the organization, is
to engage our staff and the community in addressing
and overcoming them.
Our vision for PDH is not necessarily that we become
the best rural health service in Victoria but rather that
we are recognized as the most progressive.
Acknowledgement
We are most appreciative of the efforts of our Board
Members, the State Government, Department of
Human Services, and in particular DHS Geelong. We
acknowledge their significant efforts and support. The
progress PDH is making, particularly with regard to
our financial recovery is a testament to the continued
dedication and hard work of the staff – frequently
in the face of extremely challenging circumstances.
Likewise PDH relies heavily on the continued support
of our volunteers. They are a tireless, hard working
group for whom nothing seems a trouble. We are sure
that we speak for both the patients and the staff when
we say thank you for their valuable contributions to
PDH.
The future
The main priorities and expectations for 2006/2007
include:
• Ensuring the organization continues its financial
recovery.
• Increasing inpatient activity and by implication
our income
• Working with the community/key stakeholders
in attracting GPs and specialist medical staff to
Portland.
VIN GANNON
MARIE SHEA
6

NURSING DIVISION
Key Points
• Introduction of Nursing Clinical Support
position in July
• Three new graduate nurses commenced in
January.
• The commencement of the building projects
– Day Procedure Unit & Nursing Home
• Reviews –Theatre & Acute Services
• Implementation of the Riskman incident
reporting system
• Two local students completed Certificate 3
in Aged Care through Seymour Cundy Wing
(SCW) & Sea View House
• Appointment of Activities Program Manager
within SCW
• Participation in DHS Quality Indicators Project
for Residential Aged Care
• Jennifer Ward completed Stomal Therapy training
at Mayfield
• Emily Wombwell completed Graduate Diploma
of Perioperative Nursing
• The celebration of International Nurses Day
through the provision of a staff dinner embracing
international cuisine to recognise the many
different cultures within PDH
• Koori Enhancement project. Christina Cooktown
has commenced to survey and implement
initiatives that will enhance the capacity of the
aboriginal communities to identify and manage
the harms and impact of substance use and
misuse in their communities.
• Dialysis Unit upgraded and moved to a new unit
within the Accident & Emergency Department.
• Edward Zimbudzi & Kylie Mirtschin completed
studies in Dialysis.
• Drink / Drug Drive education and assessment
programs
• Nurse Unit Manager Linzi Donlan awarded $5000
HESTA Professional Development scholarship to
complete Nurse Practitioner qualification.
• District Nursing Services implementing a
Bereavement Support Program
• Implementation of the National Medication
Chart
Acute Inpatient Care
In the past year the role of Nurse Unit Manager has
been shared by Bryan Bowman and Erin Barker.
Following an identified reduction in acute inpatients
the North and South wards were merged to become
the Acute unit allowing provision for excellent care of
33 patients at a time. When inpatient activity exceeds
the 33 beds, further beds are made available in South
Ward.
The emphasis in rural health needs to be on multiskilling
to meet the challenge of providing medical,
surgical, aged and obstetric services within one
clinical department. The increase in aged patients
requiring care in Victorian hospitals has become
evident in Portland. The nursing staff has responded
to this demand through the development of education
workshops relating to aged care health issues.
The acute services participated in a wide ranging review
of practices to identify opportunities for improvement
and a working party is making excellent progress in
following up issues identified for attention.
7

The continuation of the Sub Acute Rehabilitation
program has seen many patients benefit from this
individualised health care program. Under the
expert guidance of Sue Morrissey, Penny Wallis
and many allied health staff we have continued this
multidisciplinary model of care within Portland
hospital in collaboration with other health agencies in
Southern Grampians /Glenelg region.
Maternity Services
The model of midwifery service delivery introduced in
February 2004 aims to provide increased continuity to
women and families by providing a ‘named’ midwife
to each woman to co-ordinate and provide most of
the care. In addition to increasing continuity for
women the model aims to attract and retain midwifery
staff and to encourage the development of increased
midwifery skills to help ensure the continuity of
maternity services at PDH.
The maternity service operates within and from the
Acute Ward. Leigh Pettingill as the Caseload Manager,
with a staff of five caseload midwives work flexible
hours supported by ward midwives and Division 2
registered nurses (maternity) working collaboratively
with local general practitioner obstetricians.
The goal of the service is to provide quality care
and support to mothers and their families during
pregnancy, childbirth and the early post natal period.
In addition, we work in collaboration with visiting
specialist obstetricians to provide backup and follow
on care for women of higher risk who plan to give
birth at other health facilities.
Services provided include antenatal assessment, care
and support according to agreed admission and
transfer criteria, outpatient fetal monitoring, antenatal
education, postnatal assessment, teaching and support
to women and families in Acute Ward and at home at
Introduction of the new model for midwifery service
delivery has not been without difficulty and currently
our birth numbers are reduced. However women
have provided positive feedback and midwives have
been attracted. Our statistics now include postnatal
inpatient care and domiciliary care for women giving
birth elsewhere and we are hopeful that birth numbers
will increase with increasing community confidence
in our service. We eagerly await publishing of the
Department of Human Services report on the
outcomes of the introduction of our service model.
domiciliary visits until referral to Maternal and Child
Health by day 10.
The support of a Lactation Consultant is available in
the hospital and through domiciliary visits in liaison
with Maternal and Child Health Nurses.
In addition pregnancy and breastfeeding education is
provided to Year 10 students at Portland and Heywood
Secondary Colleges through the provision of “Core
of Life” sessions in liaison with Health Education
teachers.
8

In July 2005 we said goodbye to Jan Berry, who
retired after many years of service to the Portland
community. Jan has seen many Portland babies into
the world; we wish her well in retirement and thank
her for her years of service.
Dialysis
The Dialysis unit under the wonderful attention of Ann
Mewha, Edward Zimbudzi & Kylie Mirtschin have
provided care and support for 8 patients attending the
unit on a regular basis. The unit is available 3 days per
week and also allows for a patient holiday program.
The Dialysis Unit has been upgraded and relocated
to a lower floor room allowing ease of access for the
clients and families.
The Dialysis Unit has continued to receive support
from Ray Steenveld at Royal Melbourne Hospital /
North West Dialysis service, with training new staff
and competency assessments. All of the nursing
staff have attended workshops/seminars to maintain
knowledge and skill levels, further to this Ann Mewha
will attend the RSA conference later in the year.
Post Acute Care / Discharge Planning
The Post Acute Care program has enjoyed another
busy year. 381 clients accessed services through the
program. This regional program enables clients with
complex discharge needs to be discharged safely from
the hospital back into the Portland community.
This program is well recognised as a quality service
improving the transition for consumers from public
hospitals to their home setting.
Discharge Planning has grown considerably this year.
They have assessed 436 clients during the year as
knowledge levels and staff abilities have developed.
Family support continues to play a huge role in
the community with 161 clients returning home
with family assistance. The team who delivers this
supportive process is Donna Eichler, Una Cancian,
Joan Cannon and Donna Kilgour The development
of a discharge-planning manual and resource folder
will enable timely and appropriate referral process to
occur. Discharge planning has had a positive impact on
the co-ordination and planning for discharge, making
a seamless transition from hospital to community.
Infection Control
Ros Jones has completed a second year in the role of
Infection Control Coordinator. Ros is responsible
for overseeing cleaning and sterilisation standards,
administering staff immunisations and meeting
the special needs of acute and aged care patients. A
great advantage is the combination of this role with
environmental services, as most infection control
begins with the cleanliness of the facility.
Portland District Health has participated in the
Department of Human Services trial for monitoring
hospital acquired infections and we have received
positive feedback on our participation and results.
The wonderful clerical support provided by Janice
Anderson assists the excellent development and
maintenance of reports and records required by this
department.
Operating Theatre
The operating theatre nursing team has continued to
demonstrate a range of specialised skills, which are
enhanced by specific education in surgical nursing
and through maintaining statewide networks with
operating room nurses.
Emily Wombwell successfully completed the Graduate
Diploma in Perioperative Nursing during the year.
Two more nursing staff are currently undertaking this
study. A diverse range of surgical procedures have been
carried out by local and visiting surgeons, supported
by local anaesthetists Dr Smolilo and Dr Martin. A
number of new equipment items have been trialled
and subsequently purchased to improve the quality
and safety of surgical procedures and ensure parity
with theatres in other regional and metropolitan
areas.
Of the surgical patients, more than 1000 were
admitted through the Day Procedure Unit in the past
12 months. More than 80% of surgical procedures at
PDH are completed as day stay patients.
The Central Sterilising Services Department (CSSD)
has implemented many changes to ensure compliance
with Australian Sterilising Standards. Validation
for CSSD according to Standards ASNZ 4187 was
successfully obtained and will be undertaken on an
annual basis.
In excess of 76,000 surgical items have been processed
through the CSSD department in the past year.
Accident and Emergency Department
The Accident & Emergency Department continues to
provide high quality care to the Portland community.
Linzi Donlan leads a team of skilled nursing staff to
meet the demands of the community. The Accident
& Emergency Department provides first line medical
assistance to the community despite the constraints
of limited medical services. Over 8,000 patients
were seen in the past year, a decrease of 10% on the
9

previous year. Disaster protocols have been enhanced
following staff attendance at Chemical, Biological
Radiological (CBR) strategic planning programs and
the further development of the organisation wide
Code Blue and Code Brown response. Chemotherapy
service provision is supported in the Accident &
Emergency Department by Sue Jensen and Lindy
Bremner, enabling Portland residents to receive their
life sustaining treatment locally.
Four of the Accident & Emergency nursing staff have
undertaken education to enable their participation
in the PDH Medical Centre Pap Smear clinics. Two
of the nursing staff are in the process of completing
education to achieve ‘Nurse Practitioner’ status.
In the coming year, education will be focused on
Advanced Trauma Training for Emergency staff
through the College of Emergency Nurses Australia
(CENA).
The Accident & Emergency Department has been
able to enhance a relative’s room through generous
donations from Glenelg Warehouse, Mitre 10, IGA,
Safeway and What’s Inn.
Pre admission Clinic
A visit to the Pre-admission clinic with Jenny Craig
and Erica Clarke will ensure that each patient has
a smooth and uneventful process when an elective
surgical procedure is required. Risk analysis is
undertaken, pre-operative tests and postoperative
supports are arranged.
Professional Development and Nursing Education
The nurse education team led by Thea Brown,
continues to organise, conduct and manage the nursing
education calendar and staff support programs. This
team either provide or resource, a wide range of
internal and external educational programs.
The commitment of Portland District Health to
developing staff and maintaining competency is
manifested by the participation of staff in on going
education.
It is mandatory that staff attend an annual education
day which encompasses sessions on ALS/BLS,
Medication Management, Infection Control, Fire &
Safety and Back Injury Prevention.
Three new graduate nurses commenced in January
2006, to replace the seven nurses from 2005 who
completed their program. All of the 2005 graduates
have continued their employment within various
departments of PDH.
Regular in-service programs have been available
to ensure staff receive the latest information on
equipment and nursing techniques.
Collaborative relationships have continued with
Deakin University and RMIT with utilisation
of nursing staff as Clinical Educators at Deakin
University and Clinical Facilitators for the many
students who attend PDH.
The Back Injury Prevention program at Portland
District Health has continued to advance under the
expert direction and management of Miffy Maddox,
Caroline Berry and Jenny Smith. The education, advice
and assistance provided by this team has enabled the
staff to feel confident in the manual handling aspects
of care provision.
Many education programs have been held in
conjunction with Hamilton, Heywood and Casterton
health agencies to maximise resources and access to
professional presentations.
Training and education has now moved into a new
era with programs being offered with simulators or on
line, via video and teleconferencing.
Aged Residential Care
Julie Burke, Unit Manager and her passionate team of
specialist aged care staff continue to provide excellent
care to the residents of Seymour Cundy Wing and
their families. A visit from the Aged Care Standards
Agency during the year was positive, assisting the
ongoing compliance with the Aged Care Accreditation
10

Standards as we work toward a complete accreditation
review in August 2006. The aim of residential care is
to provide a model of care that closely resembles that
of a home environment, empowering residents with
autonomy of choice in their daily lives and activities.
Resident lifestyle is recognised as paramount to
improving quality of life. Activity support hours
continue to reflect this need, through the provision
of activities and social entertainment 7 days per week.
An increase in the need for nursing staff to understand
and embrace aged care has seen the continuation of
nursing graduates undertaking a rotation through
Seymour Cundy Wing. This process has enabled
new nursing graduates to achieve skills, experience,
appreciation and respect for the specialist care required
in aged care.
Danielle Stuchbery has continued to provide excellent
reception/clerical support to all in Seymour Cundy
Wing and as she looks forward to maternity leave she
is preparing Irene Grant as her replacement during
this time.
Glenelg Southern Grampians Drug Treatment
Service (Quamby House)
The Quamby House team, dynamically led by
Bev McIlroy, continues to provide services to the
Glenelg and Southern Grampians Shires within
the requirements of funding by DHS Victoria and
the forensic system. The services provided include
withdrawal, counselling, supported accommodation
and forensic programs. In addition we have increased
our community commitments in both of these shires
to community awareness programs, education support
and support to the industry sectors.
Ten Years On for Quamby House:
4413 clients have been through our service since
July 1995. Most clients self referred or were referred
by other health care contacts including their GP.
The most common drugs that clients requested
help with addressing were alcohol (25%), Cannabis
(16%), Prescribed Opiates (6%), Analgesics (6%),
Benzodiazepines (3.5%) and Methadone (5%), other
drugs making up the other 38.5%. Added to these
figures is a significant degree of poly drug use that
complicates the management and treatment of these
clients. Tobacco is indicated in 24% of episodes as
part of drug using profile.
We have experienced an increase in carers and family
members presenting for support this year.
The biggest change with clients has been in the age
of those presenting. The over 25 age group makes up
78% of the client group compared to 64% in 2000-
2001. The under 25 year olds are represented as 22%
of the total, thus discounting the commonly held
perception that substance use harms and impacts are
the domain of the young. Aboriginal clients accessing
drug treatment services has increased this year by
51%.
Preparation for accreditation continues under the
direction of Carole Pietschmann as part of project
funding to enhance the capacity of the service
system.
Training continues to be a major component of
maintaining currency in our field. We have added two
staff to our profile who have completed Work Place
Training and Assessment certificates. This enables us
to build sustainable workforce development within
Portland District Health and surrounds.
Staff movements have seen Debbie Cobby on maternity
leave. We also had the valuable services of Angie
Hamilton-Ryan for a short period. Angie enthused us
with the possibilities of providing variations to our
practice at Portland District Health. Unfortunately
due to family commitments her employment was
only short lived.
The 2005-2006 year has seen the strengthening of
community and sector partnerships, this in turn has
increased the outcomes of collaborative practice. We
enjoy partnerships with Dual Diagnosis and Acquired
Brain Injury projects; the forensic and housing services;
Koori Diversion sub regional project; Barwon South
West Youth Alliance; Barwon South West Regional
AOD Coalition and the Portland Coordinating Health
and Welfare group. The networks that are created
through these partnerships provides professional
support in our rural settings.
Two new initiatives were undertaken through Quamby
House this year.
11

1) Drink / Drug Drive Education and Assessment
Programs.
Kym Cook and Susan Johnston have developed an
accredited program that is delivered in Portland on a
regular monthly basis. This was a direct result of a gap
in community service being identified by Quamby
staff and clients.
2) Koori Enhancement Project.
Christine Cooktown has been employed to work
with the Aboriginal communities and Portland
District Health Drug and Alcohol to survey and
implement initiatives that will enhance the capacity
of the communities to identify and manage the harms
and impact of substance use and misuse in their
communities.
Performance this year within Quamby House has
achieved 100% of the targets set for each service
type. Clients of our services, completing episodes and
risks to inpatient care and recovery. Complementary
initiatives have seen sustainability built into practice,
to ensure that the potential for harms associated
with substance use are identified and managed at the
earliest possible stage.
We continue to be thankful for the generosity of
WRAD (Western Region Alcohol and Drug Service)
and Dr David Richards, Specialist Drug and Alcohol
Medical Practitioner, for their support to the
Pharmacotherapy Support program.
The outlook for 2006 – 2007 will see the continuation
of the projects that will ensure quality outcomes for
our client group and service system. We anticipate
developing carer’s group opportunities, and a positive
lifestyle type program to provide effective relapse
prevention and post withdrawal linkages that will
build resilience and connectedness for our client
group.
achieving significant outcomes, have increased from
410 to 525 this year to date.
Project work that has been funded by the Alcohol
Education Research Foundation for the second year
is progressing as planned. The outcome of initiatives
implemented by Carole Pietschmann and Portland
District Health staff has resulted in an increase in
referrals from within the acute setting, to reduce the
District Nursing
Hazel Antony continues to lead the District Nursing
Services. This friendly team of nurses provide clinical
support to clients within the Portland community
enabling people to remain within their home or
alternatively to be discharged from hospital and
receive care from competent nursing staff.
12

Nursing staff are skilled in working autonomously
whilst maintaining vital health links with local
medical services.
The District Nursing Service also provides local
palliative care support. This service offers health care
and emotional supports to patients living with a life
threatening illness. A Bereavement Support Program
has been developed through the District Nursing
Service. Four staff have completed Advanced Care
Planning education to enable them to consult with
the community and clients in the development of
terminal care plans. The District Nursing Service also
coordinates the Portland District Health volunteer
program. This service has been enhanced by Annette
Hinchcliffe and has seen excellent growth in the
number of volunteers. Currently our volunteers
assist with patient transfers, palliative care, aged care
activities and in the acute units. The volunteers are
a dedicated and enthusiastic group of people sharing
their time, skills and life experiences with staff and
patients. The service will continue to boost the
volunteer program. Volunteers within the health
service are enthusiastic about extending the volunteer
service to further assist staff and patients. I am sure
all staff and patients appreciate the supreme effort of
volunteers freely given to them.
Nursing Administration
The nursing administration team continues to manage
daily staffing issues, patient care management,
complaints and project development. The
implementation of the Riskman Incident Reporting
System has enabled the trending of information
provided through this approach.
The nursing division is ably supported by an
expert team of clerical staff in their documentation
development, record and data base management.
Outlook
To finalise the Caseload Midwifery Model
Evaluation
To further advance the rehabilitation unit within the
acute and community services.
To adequately prepare and implement the
redevelopment of the Day Procedure Unit and the
Aged Care Facility
To continue to develop an innovative nursing education
environment to ensure adequate recruitment and
retention opportunities.
To foster a culture of involvement by all nursing staff
in Continuous Quality Improvement
KATHRYN EYRE
DIRECTOR OF NURSING
Staff Numbers in Equivalent Full Time
In equivalent full time terms the following staff were employed :
Category of Staff 01/02 02/03 03/04 04/05 05/06
Nursing 120.43 123.29 134.34 132.50 129.85
Administration & Clerical 19.26 22.50 21.79 20.74 20.28
Medical & Allied Health 25.84 24.36 26.79 40.57 45.20
Other Support Services 40.02 40.16 44.91 41.84 40.95
Supported Residential Service 7.60 13.40 13.67 13.67
Total 205.55 217.91 241.23 249.32 249.95
13

Medical Services Division
Key Points
• Clinical Case Reviews: As the need arises, these
are conducted in order to improve quality of care.
Outcomes from these have improved systems
related to quality of clinical care.
• Credentialing and Scope of Practice: A statewide
document has been released for Credentialing of
Medical Practitioners. This will ensure uniformity
in the approach and consistency across Victoria.
PDH has adopted this document and reviewed
the Terms of Reference for both the Credentialing
Committee and the Medical Appointments
Committee.
• Maternity Services: 2005 – 2006 has been the
year in which comprehensive maternity care has
been expanded. At the PDH Specialist Clinic, all
women presenting for an antenatal consultation
now see both the Midwife and the Obstetrician
independently. This has ensured that women are
more informed on their choices and has increased
the support to all pregnant women attending the
clinic. Patient numbers have grown over the past
year.
Performance
The biggest problem PDH has faced in the 2005/2006
year was the continuation of medical services after
hours. The following solutions have been considered
but funding and workforce shortage seem to be the
major deterrents in achieving any solution.
• 24 Hour Medical Clinic
• Rotating Emergency Specialist through the A&E
department
• Resident staff employed by PDH
• Registrars, interns and junior doctors rotating
through the A&E department as part of their
training.
• Locum cover over weekends.
Medical recruitment remains a high priority of
Portland District Health. However the national need
for GPs have made this a challenging experience,
not only for Portland but also for rural Victoria in
general.
Outlook
Our ultimate aim is maintenance and provision of a
full range of appropriate quality medical and allied
services to the community.
Recruitment will continue to ensure continuation
of services. As we have an ageing specialist medical
workforce, succession planning will include
recruitment of specialist medical staff to Portland. We
are in the process of recruiting a full time specialist
anaesthetist and full time specialist surgeon.
DR. MEINDERT VAN DER VEER
DIRECTOR OF MEDICAL SERVICES
PHYSIOTHERAPY
This past year in the physiotherapy department has
seen the departure of Olivia Mottram after working
here for nearly 2 years and the arrival of a new physio
James Bassett from University of SA. Also our long
serving receptionist Lauren Hockley has been on
maternity leave and Danielle Garner has helped run
the department in her absence.
Even though the hospital has had a reduction in
inpatient throughput the physiotherapy department
has provided 6795 in-patient occasions of service
compared to 4900 in the previous year. Our outpatient
numbers however have dropped approximately
1000 but overall there has been an increase in our
activity levels.
The physiotherapy department continues to service
the hospital inpatient, rehabilitation unit, cardiac
rehabilitation and Seymour Cundy Wing. Also
within the community we attend Portland Special
Development School working with their children
and assist Lewis Court when required. Lastly the
department runs hydrotherapy classes twice a week
ably run by James and Melanie.
DAVID WALKER
CHIEF PHYSIOTHERAPIST
RADIOLOGY
Key Points
• The Radiology Department was the recipient of
an Australian Achievers “Highly Recommended”
Award for Excellence in Customer Service 2005
• The department has had steady client &
examination numbers for the last year.
• The use of locum radiographers has kept
radiography staffing to adequate numbers
14

• We hope to secure the services of a new full-time
radiographer in the very near future.
• Computed Radiography is to be introduced
in the very near future. This will encompass
general radiography and further down the track,
Breastscreen and Diagnostic Mammography.
• Staff will continue to upgrade/update their
knowledge in accordance with their professional
body guidelines and PDH requirements.
Thank you to all staff for your efforts during this
past year.
ROBIN PARRY
CHIEF RADIOGRAPHER
Performance
• Patient throughput and examination numbers
have remained relatively steady.
• Radiologists continue to visit three days per week
and offer out-of-hours radiology reporting on
CT and Ultrasound examinations
• The department offers continued excellent
customer service with an average of 21 hour results
turnaround time for general examinations.
Outlook
• The department is actively working towards
maintaining accreditation status.
PATHOLOGY SERVICES
St John of God Pathology is now Australia’s fourth
largest pathology practice and the largest provider not
listed on the Australian Stock Exchange.
Our laboratory at Portland District Health plays an
integral part in our commitment to providing quality
diagnostic services to regional communities.
The coming twelve months will see an update across
the practice of analysers and a shift towards a standard
platform for biochemistry ensuring continuity of care
for patients no matter where they attend one of our
centres. This is particularly important for patients
that are referred to larger hospitals for specialist
treatment.
Improvements over the past year also include, better
HDL turnaround times as a result of a method change
and installation of a new Coagu-Chek instrument for
testing INRs for children and elderly patients.
JANE MAYBERY
LABORATORY MANAGER
Staff by Gender and Employment Status
Male Male Female Female
Category of Staff Numbers Numbers Numbers
05/06 2004-2005 05/06 2004-2005
Full-Time 20 24 72 71
Part Time 11 11 200 214
Casual 1 1 46 24
32 36 318 309
15

COMMUNITY HEALTH &
CORPORATE SERVICES
The past 12 months has seen a significant restructuring
within Portland District Health including the creation
of a new division of Community Health & Corporate
Services.
Services within this division now include community
nursing, counselling services, health promotion,
allied health, maternal and child health, catering,
environmental services, engineering, Sea View House
supported residential service, special projects and
safety.
Staff within these departments are to be commended
for the manner in which they have adapted to the
changes.
Community Health and Primary Care services are
seen as the area of growth for the future and Portland
District Health is looking to address areas of service
shortcoming. As a spin off to the restructuring and
internal funding re-organisation new positions have
been created for the following
- Health promotion worker
- Second speech pathologist
- Second podiatrist.
A Community rehabilitation program has been
commenced being an extension of the Southern
Grampians/Glenelg rehabilitation program that has
been under pilot over the last two years. Even at this
early stage it is clear that this will be of huge benefit
to our community.
Other innovative programs and developments
undertaken during the year include the Towards
a Healthy Heart Program which is being run in
conjunction with local industries and targets the
health of the middle aged male, and the development
of a Family Violence Assessment & Referral Package.
As with all other areas of Portland District Health a
considerable amount of effort has been expended on
preparing for the forthcoming accreditation survey,
which will take place in August 2006. All departments
have made excellent progress and are well positioned
for survey.
During the year Portland District Health was
extremely fortunate to have the services of Dr Cathy
Balding to review the quality plan for the organisation.
Along with all other sections of Portland District
Health our division has reviewed its quality activities
to align with the major goal of eliminating harm to
our patients, residents and clients arising from adverse
events associated with:
• Falls
• Medication
• Communication
• Aggression
• Nutrition
• Infection
Another exciting development for the organisation
has been the commencement of construction works
for the new residential aged care facility and day
procedure unit.
This project has an end cost of $8,865,000, following
the allocation of an additional $1M by the Department
of Human Services. This increase in funding was
largely necessitated by higher than anticipated tender
prices encountered as a result of the current building
boom in the state. The additional funding will also
enable us to provide an elevated link-way between the
operating theatres and the new day procedure unit,
which would have been omitted, had the additional
funding not been forthcoming. Thanks must go
to the staff of Capital Management Branch of the
Department of Human Services for their unwavering
support for this project.
Recent months has seen a flurry of construction
activity in a number of areas of the hospital associated
with this project. In August we will be required to
remove the Health Services Building so that the area
may be freed up for the construction of the balance
16

of the residential aged care facility. This will be a
significant event as this building originally ‘came’ to
the hospital in 1980 as a temporary casualty building
during the initial construction of the smelter and has
already had one move and change of function (1990)
as part of the major redevelopment underway at that
time.
The removal of the Health Services Building will see
the current occupants relocated to the Henry Maling
House Building which is currently being refurbished.
Our environmental staff continue to excel with
excellent results in the most recent cleaning audits.
Our catering staff provide a level of service that is the
envy of others and we plan to show case our work on
dietary and nutrition in the forthcoming aged care
survey. Our engineering department also continues
to function at the highest level with the achievement
of Form 10 certification for our essential building
maintenance.
During the year there were several staff movements and
I would like to thank these staff for their contribution
to Portland District Health.
I would also like to pay tribute to my department heads
and seniors for their outstanding effort this past year.
Also to the staff in the various departments thank you
for your continuing dedication and excellent results.
Set out on the following pages are the reports from
individual services within the division.
HEALTH PROMOTION UNIT
Key Points
· Portland District Health is committed to
working with the community and other key
stakeholders to develop and implement health
promotion strategies aimed at preventing illness
and promoting health.
· Portland District Health aims to assist individuals
in taking control of their health and wellbeing by
providing health promotion programs that are
relevant and empirically based for the Glenelg
Shire Region.
· All of Portland District Health’s health promotion
programs encompass the organisation’s philosophy
of health and its mission, vision and values.
With a changed focus from one off programs to
evaluated longer term interventions, the Health
Promotion Unit in 2005/2006 has been extremely
busy.
The emergence of the Towards a Healthy Heart
project into a research pilot has meant that the last 12
months have been both challenging and rewarding.
The program has seen the screening of more than 90
men, aged between the ages of 30 and 60 screened for
the risk factors for heart disease, delivery of a 10 week
education and physical activity program, monitoring,
repeat screenings and booster education sessions. The
results to date have been very promising with overall
reductions in the risk of heart disease to participants.
I would like to take this opportunity to thank
Margaret Hay of Monash University and the pilot
organisations of Portland Aluminum, Graincorp, the
Port of Portland, Incitec Pivot and the Glenelg Shire
Council.
PHIL HYNES
DIRECTOR OF COMMUNITY HEALTH AND
CORPORATE SERVICES
Photographer: Ebony Garner;
photo courtesy of the Portland Observer
17

In late 2005, the Health Promotion Unit received
funding to implement a Go for Your Life Community
Walking Program, which has seen the development
of graded walking maps for two walking tracks in
Portland. Approximately 120 community members
attended the launch of the Glenelg Walking strategy
in Rural Health Week with the Glenelg Shire Council
working with Portland District Health to improve the
walking track around the Fawthrop Lagoon.
We have been fortunate to have a Master’s student
from Monash University on placement within the
Health Promotion Unit. Melanie Gledhill spent 6
months investigating the possibility of a walking
school bus program for Portland. The outcome of her
research has seen the development of a program plan
and funding submission which will be submitted and
hopefully implemented in 2007.
Mid 2006 saw the commencement of a new Quit
Smoking Pilot. Implemented in conjunction with
Drug and Alcohol, Quit Victoria and Pfizer the
Health Promotion Unit commenced a Smoking
Support Pilot aimed at providing education and
nicotine replacement therapy to Portland District
Health Staff and their families. The pilot currently
has 140 participants with the result so far indicating
cessation rates of around 40%. The remaining 60%
have significantly cut down the number of cigarettes
consumed daily.
In 2006, the Health Promotion Unit experienced
some staffing changes. In early 2006, Rachael Ryan
and Pauline McGee joined the Health Promotion
team while Lynda Smith left for 12 months maternity
leave.
Outlook
More than 3600 hours were spent on providing health
promotion programs to the Portland and District
Community.
In 2006/2007 the health promotion unit has identified
several key objectives:
· To work with the Otway Division of General
Practitioners and local Visiting Medical Officers
to implement an active script program into the
Portland community
· To work with South West Sports Assembly and
Kyeema on a health promotion framework for
disability settings
· To complete and publicise the Towards a Healthy
Heart model for cardiovascular disease risk
reduction in men aged 30 to 60
· To develop a community consultation strategy to
support the health promotion planning process
· To complete the 2006/2009 Health Promotion
Management Plan for Portland in conjunction
with Department of Human Services, the
Glenelg Shire Council, local organisations, key
stakeholders and the community
· To continue to develop a quality improvement
program for health promotion and health
programs that is of the highest quality (spanning
planning through to program evaluation) and
benchmarking with other health promotion
units
I would like to take this opportunity to thank all the
individuals and organisations that have supported
the Health Promotion Unit in their activities in
2005/2006. Without such generous support, the
activities we developed and implemented would not
have been possible.
I look forward to working with the community, local
organisations, the Visiting Medical Officers, GPs and
health professionals in the next year to continue to
address the needs of the Portland community.
JACKI CARMODY
PRIMARY CARE PROGRAMS MANAGER
18

Women’s Health
There have been many achievements and focus areas
for Women’s Health over the past twelve months.
Service Planning / Community Consultation
· Meetings held with service providers and/or focus
groups from local communities included Portland
Aluminium, Glenelg Shire Council, Portland
Women’s Services Club, Dhauwurd-Wurrung
Elderly Citizens Association Ltd (DWEC),
Winda Mara, Dr. Margaret Garde, Dartmoor,
Merino, Digby, Penshurst, Coleraine, Hamilton,
Balmoral, Casterton and Portland. Currently we
are working with agencies to develop women’s
health programs in the local communities.
Women’s Health Resource Worker Health
Promotion Plan for Southern Grampians & Glenelg
· The plan has been developed together with
the Women’s Health Resource Workers for
Warrnambool, Hamilton & Moyne, in
consultation with local service providers and
community women. The plan involves proposed
strategies targeting family violence, sexual and
reproductive health, body image, and bone
health.
Community Health Network for Southern
Grampians and Glenelg
· In response to a need expressed by some
community health nurses within the region, I
am currently working to establish a Community
Health Network for Southern Grampians and
Glenelg Region. The aim of the network is to
provide a forum for rural and remote community
health nurses/workers to liaise with their peers,
exchange information and ideas. The network
also provides much appreciated support for
Community Health Nurses who are often sole
workers, working in isolation.
Women’s Health Forum
· A small working group with representatives from
Portland District Health, Glenelg Outreach,
Winda Mara, Dartmoor Bush Nursing Centre
and Casterton has come together to plan a
Women’s Health Forum. Planning is in the very
early stages.
Indigenous Health
· Initial meetings with representatives from Winda
Mara and DWEC to discuss women’s health
needs have been positive. I am currently working
with both agencies to develop programs relevant
to their needs. Group bookings to Breast Screen
are currently being organised.
Sexual Health
· 2005/2006 has seen the completion of the KISSE
program. More that 1500 students have received
sexual health and reproduction education
with extended support provided to schools
and teachers to assist them in continuing this
work. The extension to this program has been
the Whole School Sexuality Program, which
focuses on providing professional development
and community building strategies to support
schools to provide sexual health and reproductive
education as part of the curriculum. In
conjunction with the Youth Worker, the Whole
School Sexuality Program will continue into
2006/2007.
Community Engagement
· In 2005/2006, continued support was provided to
groups and organisations to assist them to secure
funds for programs and interventions aimed at
benefiting women. Whole-woman continues to
support initiatives for women, and the Women’s
Health Resource Worker continues to be pivotal
in this process.
Outlook
• Consolidate ongoing, good working relationships
with agencies and community groups within
the Southern Grampians & Glenelg Region in
the development/provision of women’s health
education and promotion, which is relevant and in
response to the needs of the local communities.
• Identify service gaps and work toward meeting
the need.
• Continue to work with the local indigenous
communities to identify women’s health needs
and provide relevant programs in response to the
expressed need.
• Establish a Southern Grampians & Glenelg
Community Health Network that meets the
needs of rural and remote community health
workers.
PAULINE McGEE
WOMEN’S HEALTH RESOURCE WORKER
19

COUNSELLING & SUPPORT
Key Points
• The team has continued to provide counselling
and support to the community as well as provide
a social work service to the acute sector of the
hospital.
• Carolyn Malseed has developed and implemented
the “Well for Life” Program, to improve the
physical health and nutritional well being within
Portland District Health planned activity groups.
Carolyn secured funding to allow community
transport drivers to complete Level 1 First Aid
Training.
Our Telelink and Telecare programs, which
Carolyn oversees, continue to provide a vital
service to isolated and frail/ aged clients who live
at home. Portland and Narrawong Old Timers
groups are moving from strength to strength.
• Carol Guidera is providing parenting and
relationship counselling one to one or group
sessions. Carol also delivers community education
sessions in Advanced Care Planning to service
clubs and interested community members. She
offers a carers group to the community. Also
has recently initiated a Parenting Workshop
for community members in conjunction with
Maternal Child Health Nurse Jenny Trenorden.
• Gerry Leonard (Mental Health Worker) has been
delivering Mental Health First Aid Training to
community groups. Gerry has been involved
in the Koori Faces program run by Dhauwurd-
Wurrung Elderly Citizens (DWEC). Gerry
supports the Men on the Move program. This
group of community members meet and make
furniture to sell, proceeds go to charity.
• The team provided assistance to, Diabetes,
Cardiac Rehabilitation, and Towards a Healthy
Heart.
• The team has also been involved with Advanced
Care Planning for the community.
• Critical Incident Stress Management has been
provided to external organisations.
• Strengthened linkages with cross border services
have occurred, to enhance service delivery.
• The team was able to provide emergency
relief “Food Vouchers” to the community in
conjunction with Salvation Army.
• Sam Sharp (Youth Worker) is facilitating a
‘whole school sexual health promotion program’
within the Portland/Heywood schools cluster.
The program provides support and professional
development to primary and secondary schools.
• Sam continues to provide counselling to
young people who are homeless or at risk of
homelessness.
• Anja Croft has continued to provide counselling
and support to the acute sector however, she
leaves us for 12 months maternity leave and will
be replaced by Gerry Leonard.
• Lynne Roberts joins the Counselling and Support
Team two days a week. Lynne is a Social Worker
who also works for the Primary Mental Health
Team. Lynne will be undertaking individual
counselling and group work.
• Merrilyn Risk is Team Leader for the Counselling
and Support Team, responsibilities include,
supervision of Social Work students, undertaking
counselling, advocacy, case management,
community development activities, management
duties, and recently assisted with the launch of the
Family Violence Assessment & Referral Package
which assists generalist counsellors to identify
clients’ immediate needs and referral pathways.
Performance
Development of team policies and protocols.
Establishment of processes to deal with case
management, clinical supervision, client allocation
and referrals.
The Department of Human Services has provided
training in Disaster Recovery and Trauma Management
to enhance community responses to trauma.
The “In-Home Child Care” Program, coordinated
by Annette Hinchcliffe, has provided support for
community members. This program provides quality
childcare in the home of the children.
Outlook
Provide community with a greater awareness of the
Counselling & Support Team.
Develop stronger partnerships with other service
providers.
Increase programs and services from the Counselling
& Support Team.
MERRILYN RISK
COUNSELLING & SUPPORT TEAM
MANAGER
20

DIETETICS DEPARTMENT
Key Points
• The past year was an extremely busy year for
the dietetics department, which has an effective
fulltime staffing (EFT) of 2.6.
• Inpatient, outpatient and home visit services
continued, whilst we also participated in the
orthopaedic and rehabilitation programs. Services
to the dialysis unit were also initiated in 2005.
• The dietetics department continued nutrition
support services to the Royal Children’s Hospital
Outreach Clinic for children with Type 1
Diabetes.
• Regular visiting services to Lewis Court Home
for the Aged and Portland Special Development
School continued.
• Outreach Services to Dartmoor Bush Nursing
Centre continued on an as-required basis.
• Nutritional risk screening of residents of Seymour
Cundy Wing was repeated in December 2005
and showed significant improvement in the
nutritional health of residents over the twelvemonth
period.
• The Dietetics Department supervised our first
ever Community Nutrition Dietetic Student
placement. In July 2005 two fourth year students
from Monash University completed an eightweek
placement, undertaking a nutritional needs
assessment of school aged children. We also
had two third year students for a rural health
placement for three weeks in October 2005.
• During 2005-2006 dietitians attended
professional development sessions, further
enhancing clinical, community and public health
nutrition skills.
• The Cardiac Rehabilitation Program continued
with events such as supermarket tours now being
included as a regular component of
the program.
• Dietitians, Jacqui Panter and Vinotha
Vijayapalan put considerable effort
into the implementation of the
“Towards a Healthy Heart” program.
• A fun and educational Health
Promotion activity was held at
the Portland Kidzstuff Festival in
January 2006, with around 100
children participating by making their own fruit
smoothies.
• Many other community nutrition talks and
health promotion displays were provided to local
businesses and community organisations during
the year.
• Jacqui Panter left us on twelve months leave of
absence in March 2006, and Kimberly Chin
filled the Community Dietitian role. Vinotha
Vijayapalan resigned in March 2006, and Victoria
Bell filled the clinical dietetics role.
Performance
2005-2006 has been a challenging year for the
Dietetics Department. Demand for outpatient
appointments increased by 33% during 2005-2006,
with resultant increases in the outpatient waiting
list times, whilst demand for health promotion and
community services also continued to grow. To assist
the management of this, group education sessions
were introduced to provide more timely advice and
education to outpatients. Considerable effort has been
made by the Dietetics Department to increase our
quality activities and improve our overall department
performance.
Outlook
2006-2007 is shaping up to be a most challenging
year for the dietetics department. Improvement in
best practice care and department management will be
ongoing. We will strengthen our ties with universities
through provision of dietetics student training.
We will alter the methods in which we manage our
outpatient clinics to attempt to provide timely service
and reduce outpatient waiting times. We will also
continue to foster optimal nutritional health for the
entire community crossing the span from primary to
tertiary health care.
FIONA STORER
SENIOR DIETITIAN
21

OCCUPATIONAL THERAPY
Key Points
Occupational Therapy is focused on promoting health
and well being through occupation. Occupation is
not solely associated with work, and can be defined as
activities that people want and need to do on a daily
basis. This incorporates work, leisure, self care and
rest. The primary goal of occupational therapy is to
enable people to participate in activities of everyday
life
• Senior Occupational Therapist Jill Swinton retired
from Portland District Health in November
2005.
• Jacki Barnett continues to work on a full time
basis, providing Occupational Therapy services
to acute, community, rehabilitation and aged
care clients.
• Paediatric Occupational Therapist Briony Trace is
on 12 months maternity leave and Sue Adamson
is currently working with Paediatric clients, their
families and teachers.
• Jenny Sutton commenced in May 2006 as a
Community Allied Health Assistant. Jenny is
working with Physiotherapy, Speech Pathology,
Dietetics, Podiatry and Occupational Therapy on
a full time basis.
• Catherine McInnes completed her employment
as the Southern Grampians Rehabilitation
Occupational Therapist in April 2006. Megan
Williams has been employed by Southern
Grampians to replace Catherine, commencing in
June 2006.
• Joan Cannon continues to provide services and
support to both acute and community clients.
Performance
Jacki Barnett attended a Neurological Rehabilitation
course conducted by La Trobe University during
2005. This course examined current research findings
on stroke rehabilitation, including assessment,
intervention and monitoring.
Joan Cannon attended a workshop/presentation on
Depression in Chronic Illness, at the Western District
Health Service in Hamilton. Joan also recently
attended a conference at Southwest Healthcare
in Warrnambool, which examined acute care and
Innovations in Stroke.
Jenny Sutton will complete her Mayfield Allied Health
Assistant Certificate this year.
22
The Occupational Therapy Department introduced a
new agreement system for the loan/hire of equipment.
Joan has maintained the Occupational Therapy
equipment service, which provides equipment items
to both acute and community clients
Outlook
The Occupational Therapy Department will continue
to provide services to the following:
• The Early Intervention Program
• Local Primary Schools
• Cardiac Rehabilitation Program
• Aged Care facilities: including Seymour Cundy
Wing
• Sea View House and Lewis Court.
In addition, the Occupational Therapy team will
continue to work closely with the Glenelg Shire
Council and Community Options.
The department will also provided clinical placement
for nursing students enabling students to gain insight
into the role of Occupational Therapy, in both the
acute and community sector.
The occupational therapy team would like to thank
doctors, management and staff for their continued
support.
JACKI BARNETT
OCCUPATIONAL THERAPIST
PODIATRY
Key Points
• The move from Otway Street to the Health Services
Centre just prior to the start of this financial year
has been rewarding, challenging and a huge step
professionally, as I feel Podiatry now has a greater
profile within the organisation.
• Supervision of third year students on placement
from La Trobe University provided a boost to the
service delivery levels toward the end of 2005.
• Increased podiatry funding late in the 04/05
financial year to help address extended waiting
times for appointments has been beneficial
in some areas, allowing for more flexibility in
client follow up, the down side though has been
an increase to the waiting list in proportion to
increased hours.

• My attendance at the 21st biannual Australasian
Podiatry Conference in August 2005 emphasised
the importance of this networking and learning
experience to our small profession in which
changes are rapid and substantial.
• Since moving I have enjoyed the support of a
wide range of individuals and departments within
our organisation and am pleased to say that this
has helped many of my clients, and also been of
benefit to others within the organisation as they
happily use me as a resource.
• I have taken on various other tasks within the
organisation such as assisting in work undertaken
towards the development of the Health Services
Plan, completed the Occupational Health and
Safety Training course (becoming the Health
Services Centre Representative), participated
in the inspiring workshop conducted by Cathy
Balding – Quality Masterclass, and in conjunction
with the other designated Allied Health Senior
staff contributed towards the management of the
Allied Health Team, with the support of our new
Director, Phil Hynes.
• The announcement of funding to allow for
the appointment of a second podiatrist has
been an added highlight in this busy year, and
I look forward to reporting on our successful
recruitment, appointment and implementation
of the new and improved podiatry services next
year.
• My long service leave will mean some interruption
to services due to a lack of podiatrists available
to provide locum relief however, it is anticipated
that some minimal coverage will be available to
our highest risk clients through public services
in Warrnambool. Suffice to say a great deal
of work has gone into planning around this
to try to minimise the negative impact on the
community.
Performance
2005/2006 has seen client numbers swell, increased
by approximately 150 since June 2005, this has
resulted in little improvement in the waiting times for
review clients and as such we are now in the process
of reviewing all clients, and assessing their needs using
a standardised tool that allows for more objective risk
level designation. As such our focus is increasingly on
those members of the community considered to be at
higher risk of foot complications due to medical and
podiatric conditions.
An intensive effort has been directed towards our list
of clients waiting for initial consultation. Prior to
my commencement of long service leave this list was
returned to nil waiting time.
Outlook
To continue to assess our clientele to ensure those
clients with the greatest need are receiving adequate
service.
To improve my skills in areas of interest in turn
enhancing quality service delivery to clients of Portland
District Health and the community as a whole.
Commencement of a new era in public podiatry for
Portland, with greater scope to provide for community
needs.
To settle into another ‘new’ home – Henry Maling
House - upon completion of renovations, bringing
us, it is hoped one step closer to the eventuality of all
Primary Care staff as a team together on one site.
DONNA SHEPHERD
PODIATRIST
PRIMARY CARE NURSING
Primary care nursing incorporates
• Community Health Nursing
• Diabetes Education
• Family Planning
• Asthma & Respiratory Education
• Continence Nursing
• Breast Care & BreastScreen Nursing
• Maternal & Child Health (Glenelg Shire
Contract)
Groups offered include Fawthrop Walking Group,
Diabetes, Epilepsy, Parkinson’s and Breast Cancer
Support Groups, Water Exercise and Laughter
Therapy.
Programs offered include Cardiac Rehabilitation (8
weeks & ongoing exercise component), Diabetes
Education (6 weeks), Towards a Healthy Heart,
3RPC (sessions weekly) Asthma Friendly schools, and
Emergency Asthma Training.
Performance
2005-2006
Our Primary Care Nurses possess a broad range of
knowledge, skills and experience, particularly in the
important areas of diabetes, asthma and respiratory
management and education, cardiovascular health,
23

continence, pap screening and breast care. Our nurses
are committed to maintaining high standards of
service, evidenced this year by:
We look forward to another busy and successful year
and many positive client outcomes.
ROSEMARY COLE
SENIOR COMMUNITY HEALTH NURSE.
SPEECH PATHOLOGY
Key Points
• Continued busy workload
• Resignation of Speech Pathologist, Jenni-Lee
Rees.
• Commencement of Ada Rodriguez.
• Approval to appoint second Speech Pathologist.
• Continued high numbers of clients being
serviced
• Increased GP referrals
• Strong attendances at established Cardiac
Rehabilitation and Water Exercise sessions
• Providing Spirometry the “Gold Standard” for
Lung Function Testing
• Conducting Successful “Towards A Healthy
Heart” Programs
• Promoting a variety of “do-able” physical activity
options
• Continuing to run a wide range of programs
and groups that are of obvious individual and
community benefit
• Promoting and conducting screenings for skin
cancer, blood pressure and diabetes.
Outlook
We aim to continue to provide quality services and
programs, which meet individual and community
needs and organisational priorities. We strive to
deliver best practice, health-promoting options
for clients and a flexible service that can adjust to
provide new or different services when required e.g.
QUIT counselling, Laughter Therapy and the Indoor
Walking Program.
Performance
Jenni-Lee Rees, who resigned in March 2006, provided
exceptional service to our health facility and to the
community, contributing greatly to the primary care
team, taking on a senior role. We wish her well with
her move to Rockhampton Health Service to further
her career.
We welcome Ada Rodriguez as her replacement
and look forward to the coming year and the
commencement of our second practitioner, Suzanne
Guerin who will commence in July 2006.
ENVIRONMENTAL SERVICES
The Environmental Services Department has
continued to provide a high quality service to Portland
District Health throughout the year. The department
remained well within budget despite the increase in
services required by the department. I am extremely
proud of the high standard of service provided by
each member of the environmental services team and
24

their commitment to our patients, community and
organisation.
Key Points.
• Purchase of equipment.
- Duplex carpet cleaner.
- Linen trolleys with safety lifters insitu.
- Several vacuum cleaners to cater for
expanding duties and to ensure equipment is
safe and up to date.
• Implementation of linen bag slings to linen skips
to prevent overfilling of skips, which assisted in
achieving two goals for OH&S.
• 13 staff members completed Certificate 3
in Health Support Services in cleaning, all
graduating with flying colours.
• Five laundry staff continue with their Certificate
3 studies in Laundry Operations, and are due to
complete the course in November 2006.
Staff movements have included the resignation of
four staff members; our porter, moved into theatre
as theatre technician; reorganisation of staffing for
the opening of the Day Procedure Unit (DPU); the
allocation of staff to support Sea View House with
cleaning activities and the implementation of the
microfibre cleaning system.
The tasks of internal auditing continues along with
the compilation of high quality collated data, which
is vital for comparison.
Positive Work Practices
The portering and laundry roles are now undertaken
by the majority of environmental services staff on a
rostered basis. This reduces the episodes of repetitive
work practices and ensures multiskilling throughout
the department, which is vital for the efficient and
effective operation of the department. This required
updating position descriptions to better reflect the
tasks undertaken by staff.
Performance
Internal cleaning audits continue to demonstrate our
commitment to maintaining a clean, safe and pleasant
environment by the consistently high scores achieved
of 90% and above.
Outstanding results were achieved following the
compulsory external audit by scoring 98%.
Our ongoing evaluation of processes and practices
has seen numerous changes and tasks completed
throughout the year.
Outlook
We look forward to a challenging year with the many
changes that have occurred over the past 12 months
and the redevelopment for the next 12 months.
The goal for this department will be to maintain
the current high standard, whilst working towards
ongoing quality improvements and bench marking.
I would like to thank the Environmental Services
team for their support, their tolerance of change,
the dedication to the role they perform and their
willingness to undertake education and training. It
is those qualities that make us the dynamic team we
are.
ROS JONES
ENVIRONMENTAL SERVICES MANAGER.
ENGINEERING
Performance
The Engineering Services Department has had
another productive year completing a substantial
works and equipment list, maintaining essential
services compliance (new Form 10) and undertaking
plant and equipment upgrades.
Ward Consolidation
Alterations and renovations in North Ward were
undertaken throughout the year, to enable the two
wards to be consolidated. These renovations also
provided more efficient utilisation of space, allowing
for a nurse education facility in the North Ward and a
new larger Nurse Unit Manager’s office to be created.
This re-shuffle included relocating Dialysis to the
Accident & Emergency Department and relocating
Post Acute Care from the Health Services Centre to
South Ward.
Plant Upgrades
The past year has seen a continued effort towards
ongoing plant upgrades. Much of the plant has been
upgraded in recent years on an ongoing basis and a
concerted effort in 2006/2007 will realise completion
of this task for sometime.
Essential Services
Checks and repairs continue regularly at specified
intervals and quarterly inspections by Stokes
Consulting take place to ensure ongoing Form 10
essential services compliance. Again, as in the past I
thank and commend the engineering services staff for
their dedication and professional manner in which
they conduct and record these mandatory tasks.
25

Health with a high standard of work, enthusiasm
and made a significant contribution. Peter and his
family have relocated, we wish them well in their
endeavours.
We welcome Alex Trahar, our new electrician. Alex
tackles his work with enthusiasm, performing at a very
a high standard and enjoys a technical challenge.
There have been numerous other tasks completed
throughout the year. It has been a very busy year
I would like to thank the Engineering Services staff
for their input, support and the manner in which they
perform their tasks and I also thank the Information
Technology Department for their assistance.
Energy Reduction
Earlier this year I represented Portland District Health
at the Premier’s Energy Sustainability Awards. We were
nominated for our achievements in energy reduction.
Although we were unsuccessful in securing an award,
we felt honoured to be part of this event. On a per
bed, per square metre basis, Portland District Health
achieved better results than any other Department of
Human Services health care facility in Victoria.
Dental Suite & Pharmacy
In last year’s report I mentioned we were involved
in the planning of these two projects, working with
the architects. This culminated in Portland District
Health managing both projects in house. These works
were completed utilising both engineering services
staff and local sub contractors. I would like to thank
the engineering services staff and our local “subbies”
for an excellent outcome.
Contract Management
Our clerical support, continues to do an excellent
job in maintaining our contract management records
and has implemented a system to meet our record
requirements in relation to red card registrations,
insurances and inductions.
Heating Contingency
We have completed the installation of a back up
heating system. In the event of geothermal failure, we
can now heat the hospital with this gas-fired system. A
little fine-tuning is still required and will be completed
in the near future. The system performs well.
New Staff Member
During the year Peter Reynolds (electrician) tendered
his resignation. Peter provided Portland District
Outlook
We look forward to a challenging year with the major
project, works and equipment list and continuing to
maintain our current service levels.
STEVE JONES
ENGINEERING SERVICES MANAGER
SEA VIEW HOUSE
Key Points
• Department of Human Services – Desk Top
Audit
• Community Visitors Program
• OH&S –5 Day Training by 2 staff members
• First Aid Certificates – all staff
Sea View House had 4 inspection visits this year
achieving excellent results in all.
Long Serving Staff member
We said farewell to Lyn Barnett after 20 years
working at Portland District Health. Lyn has served
us exceptionally well in the area of administration.
Residents and staff will miss her kindness,
consideration and hard work.
We wish Lyn all the best in her new role.
Residents Committee
Mr. Maurice Sykes, President of the Residents
Committee, along with Mrs. Wilma Young (Treasurer)
and Mr. Kevin O’Connor (Vice President), have been
very active in organising their meetings and finding
out what the residents want.
Activities within Sea View House
Our residents are encouraged to maintain social and
physical activities, both indoor and outdoor and
include: Scenic Drives, Croquet, Bingo, Indoor Bowls,
26

Darts, Cooking, Movies, Aerobics, Craft sessions,
Shopping, Hookey, Singing, Laughter Group and 10
pin bowling.
The activities are seen as being very beneficial to the
resident’s health; helping mind, body and soul.
Our outings are many and varied and are very popular.
They include such things as lunch at our local hotels,
and tours, such as to the smelter.
Other less physical activities include movie day, where
old time favourites are shown.
The knitting group is another popular social activity
where the ladies like to sit down with a hot drink and
reminisce. This activity is for charity with the items
the ladies knit being sent to Mongolia, Northern
Europe or Russia to lend a helping hand to the less
fortunate.
WENDY SCULLEY - MANAGER SEA VIEW HOUSE
&
SHANNON CHURCHWARD - ACTIVITIES ASSISTANT.
VOLUNTEERS
Key Points
• Volunteers are involved in many areas within
Portland District Health. These areas include
Telecare, Telelink, Community Transport, Old
Timers Groups, Meals on Wheels, Sea View
House, Seymour Cundy, Primary & Community
Care, Diabetic Services, Palliative Care and
support within the acute sector.
• There are approximately 150 volunteers who
freely give their time on a regular basis. This
equates to approximately 175 hours a week of
service through the various activities coordinated
by 7 staff.
• Sixty volunteers attended a morning tea during
National Volunteers Week and Portland District
Health took this opportunity to say thank you
to all volunteers for the value they add to the
organisation.
Volunteers Colin Brown, Mary Gall and Meg Hayden were presented
with a certificate in recognition for their years of volunteer service to
Portland District Health.
Performance
2005/2006 has seen opportunities to enhance
volunteer programs for the benefit of all involved.
Volunteers have been involved in training sessions
within the organisation, including Occupational
Health and Safety and confidentiality. Some volunteers
also attended a regional Palliative Care workshop in
Geelong.
Statewide recognition was given to Heather Burton,
a long serving (21 years) volunteer with Portland
District Health. This award was given during Rural
Health Week in recognition of services to rural
communities.
Outlook
• To raise the profile of volunteers within Portland
District Health.
• To increase the training of all volunteers to ensure
skilled volunteers support Portland District
Health, thus enabling the organisation to benefit
from these skills.
• To enhance volunteer programs in that volunteers
are supported and given opportunities for the
benefit of Portland District Health, staff, patients
and residents.
• To recognise 50 years of Meals on Wheels
delivery, Portland being the first rural Meals on
Wheels service in Victoria.
ANNETTE HINCHCLIFFE
VOLUNTEER COORDINATOR
27

Finance & Administration
Key Points
• Financial Result for 2005/2006: Portland District
Health has again endured a very challenging
year. The financial impact has however been
very satisfying with an end of year result of
$41,000 deficit prior to depreciation and capital
revenue. This result weighted against activity
levels achieved, GP shortages and the need to
restructure our acute wards has proven to be one
of our better years financially. It needs to be clearly
stated that this could not have occurred without
the full support of DHS and the efforts of all
staff who have contributed in ensuring that our
Financial Recovery Plan, endorsed by the Board
of Management in July 2005 was successful.
• Casemix: This is the term used to define Portland
District Health’s funding model. It relies on
activity and the organisation meeting throughput
targets, something that has become more difficult
to achieve over the past few years. Essentially, if you
do not meet targets for admissions, you forfeit a
portion of grants paid to the organisation through
the year. Our weighted target for admissions for
the year was 3016, we managed to achieve 2662,
a deficit of 354. This has been a trend for some
years and under any other circumstance, the
organisation would usually receive a reduction in
targets rolling into the new year. Our arguments
have been supported by DHS and although we
have not met targets, DHS have again rolled
over our targets with no reduction, ensuring no
budget decreases for 2006/2007. As stated above,
this is a great result.
• Financial Recovery Plan: In July 2005, after
considering the results of previous years in both
performance against target and budget, the
Board of Management endorsed a proposal to
implement a strategy defined as our Financial
Recovery Plan. This was the tool that enabled
the Board to closely monitor the changes and
restructures implemented by management and
evaluate the results regularly. An ambitous target
of $771,000 was set of which involved both
expenditure reduction and revenue improvement
strategies. The success of this was totally reliant
on staff taking ownership of this task and they
are now credited with the huge success we have
achieved through this process. This will continue
in the new year and staff will continue to be a
part of this process.
Performance
Although the performance of Portland District Health
has been mentioned previously, it has only been
mentioned in quantifiable terms. Performance needs
to also be described in qualitative terms. The question
we ask ourselves in Finance and Administration
is “How have we made Portland District Health a
better organisation” A tough question sometimes to
answer, however, we as a major support department
can say clearly that the work we have done in ensuring
compliance with statutory regulations, internal and
external audit, timely and accurate reporting and
more importantly offering support to the Board of
Management, all departments and divisional heads to
allow them to base their decision making on accurate
information has been achieved. The outcome is a
more effective and efficient organisation, something
that sometimes is forgotten when describing our
surplus or deficit. We have enhanced budget tools
for the staff to utilise. Power Budget has been in
use for one full year now and the results have been
remarkable. I do not think the results of the Financial
Recovery Plan would have been as successful if not
for the access to accurate information and the way
staff have taken on board this change in data analysis.
Again, I am confident that our department has made
Portland District Health a better organisation.
Outlook
With what has been mentioned above, Finance and
Administration are confident that Portland District
Health will continue to move forward. Our aim is to
report that targets and budgets have been met. Many
strategies are in place to achieve this. Things within
our control are managed well and this is vindicated
by our results. Parts of the organisation which are
predominately outside our control are areas our
strategies are targeting and if successful, and we believe
they will be, our organisation and community can
look forward to a much revamped Portland District
Health in the future
WAYNE ARMISTEAD
DIRECTOR OF FINANCE
28

INFORMATION,
COMMUNICATIONS AND
TECHNOLOGY DEPARTMENT
Key Points
• There is no doubt that the Information,
Communications and Technology (ICT) sector
is driving the Health Industry, and in Portland
District Health’s case, it is certainly no different.
This year the key point clearly is, that more
than ever, there is an understanding from staff
at all levels that ICT plays an integral part in
any decision relating to the operations of our
organisation. Led by our CEO Marie Shea
there has been a firm commitment by other
departments to bring Portland District Health
up to a benchmark standard utilizing ICT to the
benefit of the organisation. This commitment
will ensure Portland District Health will continue
to be a leader in the roll out of technology to rural
hospitals in the future.
• Data Security and Integrity: Portland District
Health has established an improved disaster
recovery facility, which allows the securing of
data in a more efficient manner. This need was
driven by the rapid increase in the amount of
data generated, predominately by the increased
reliance of ICT services within the organisation.
Decreased backup time together with increased
recovery access has shown a demonstrated 80%
improvement in service delivery. This method is
now being assessed within other organisations.
• We are involved at SWARH (South West
Alliance of Rural Health) committee level in the
development of new services and we have been,
and continue to be the foremost pilot site for
a number of world first projects including IP
Telephony development, VISP (Virtual Services
Project, delivering health related services to
remote areas), BEST (Bedside Entertainment
Systems and Services for acute and aged care). We
are the first rural hospital in the State of Victoria
to roll out biometrics for time and attendance
systems, and potentially other futuristic needs.
We are now assisting other hospitals in the
establishment of these services.
• Other salient points in ICT at Portland District
Health include services such as Public access to
the CEO through our PDH Internet, Wireless
strategy in health service delivery, ‘in house’
publishing for allied health and other services,
private and public Video Conferencing services,
Internet access for aged care, remote access to
various computer controlled services including
remote cardiac monitoring. I can assure you that
your hospital is as up to date as any major rural
hospital of its size in Australia, and we are leading
the field in Australia with many innovative
projects being designed and implemented by the
CIO group.
Performance
• Our IT Department consists of two dedicated
and committed staff members ably supported by
other staff within the hospital. As an inaugural
member of SWARH, an organisation that drives
ICT throughout South West Victoria, Portland
District Health is well placed strategically, to
both develop and move with new innovation. In
terms of performance, ICT has made Portland
District Health a better, safer and more up
to date organisation than any other strategic
change implemented over the past 3-5 years, a
performance, which is now recognized. System
downtime was less that 0.01% for the year, which
included scheduled outages.
Outlook
• Where do we go from here A question that
ICT and Portland District Health can answer
with confidence. I believe there is no limit to
future improvement because I have already seen a
number of newly developed products. For example
PDH recently attended a pre-release, working
demonstration of a product that brings together
all current services into one controlling system
that will vastly increase service delivery and safety,
whilst vastly decreasing the time to do it. Services
including biomedical monitoring, engineering
services, security, staff and patient safety systems,
wireless identification systems, nurse call and calls
for assistance, infection control, supply systems,
aged care services, payroll, and communication
systems will be bundled together to allow virtual
instant information delivery and recording from
a central source.
With the ongoing commitment from management
to ensure we continue to move with technology,
and using the newly established offices, training
facility and ICT engineering workshop, PDH can
look forward to working as a team to continue
the proactive and innovative service development
and delivery of ICT. Thanks go to our leading IT
technician Nik Kedzia, and to Jacki, Keith and
Vicki for their capable assistance shown to both
this department and to SWARH over the past
year.
KEVIN TAIT
ICT SYSTEMS MANAGER
29

Other Reports
Building Condition Report
In accordance with legislative requirements building
condition inspection reports are undertaken on a
regular basis. Recommendations arising from these
reports have been incorporated in to the ongoing
works and equipment program and site and services
planning.
Portland District Health has also obtained the
necessary Form 10 certification in connection with
the Essential Services Legislation.
National Competition Policy
The organisation complies with the requirements of the
National Competition Policy and State Competitive
Neutrality Policy as revised.
Consultants
During the year Portland District Health utilised the
services of 6 consultants, at a cost of $29,674.
Fees & Charges
Portland District Health charges fees in accordance
with the Department of Human Service’s directives.
Industrial Relations and Occupational Health &
Safety
During 2005/06 7,068 hours were lost as result of
Workcare claims or 4.01 EFT. This compares with
6,859 hours and 3.80 EFT lost in 04/05.
No hours were lost as a result of industrial action
during the last financial year.
Pecuniary Interest
Members of the Board of Management are required
to notify the President of the Board of any pecuniary
interests, which might give rise to a conflict of interest,
in accordance with hospital policy. Refer also to Note
25 of the Financial Statements.
• Waste Control Policy Manuals
• Board and Operational Policy & Procedure
• Safety Requirements for Contractors,
• Equal Employment Opportunity Policy
• Quality Assurance Policy
• Safety and Infection Control Manuals
• Information Booklets for staff, department heads
and patients.
Whistleblowers Protection Act 2001
Portland District Health has policies and procedures
in place to enable total compliance with the Act and
which provides a safe environment in which disclosures
can be made, people are protected from reprisal and
the investigation process is clear and provides a fair
outcome. The privacy of all individuals involved in a
disclosure is assured of protection at all times. Portland
District Health is committed to the principles of the
Act and at no time will improper conduct by Portland
District Health or any of its employees be condoned.
A copy of the policy is available upon request. Web
sites of interest for complaint procedures are:
http://www.ombudsman.vic.gov.au
http://www.health.vic.gov.au/hsc
Since the introduction of the Act in 2002 there have
been no disclosures and no notification of disclosures
to the Ombudsman or any other external agency.
Disclosures will be received by the Assistant Director
of Nursing, Portland District Health’s designated
Complaints Officer or to the:
Ombudsman, Level 22, 459 Collins Street Melbourne,
Victoria 3000.
Telephone 1800 806 314
Publications
Portland District Health has published various
documents, which are available from the hospital and
include:
• By Laws and Standing Orders
• Board Member Information Folios
• Mission, Vision and Values Statement
• Freedom of Information Policy
• Strategic Plan
• Palliative Care Policy
• Hospital Wide Policy Manual
30

Comparative Statistics for the Past Five Years
Service / Indicator Sub Item 01/02 02/03 03/04 04/05 05/06
Number of Inpatients -Hospital 5,359 5,420 5,191 4,978 4,882
-Nursing Home 71 62 74 76 83
Number of Inpatient Days -Hospital 17,234 17,488 15,294 13,761 13,015
-Nursing Home 10,748 10,803 10,800 10,516 10,429
Daily Average -Hospital 47.2 47.9 41.9 37.7 35.6
-Nursing Home 29.4 29.6 29.5 28.8 28.6
Average Stay (Days) -Hospital 3.2 3.2 2.9 2.8 2.7
-Nursing Home 151.4 174.2 145.9 138.4 125.7
Number of Beds Available -Hospital 69 69 69 69 67
-Nursing Home 30 30 30 30 30
Accident & Emergency 11,427 9,489 12,192 9,635 7,236
Births 171 189 142 133 101
Dental Clinic Treatments 740 12 285 312 734
District Nurse Visits 12,516 12,900 10,536 10,752 10,125
Hospital In The Home 12 26 27 17 58
Mammography Screening 961 823 1,019 863 970
Meals On Wheels Delivered 22,721 17,989 18,249 15,896 14,538
Meals Served (Total) 141,261 162,289 164,638 152,897 137,499
Operations Performed 2,210 2,178 2,354 2,143 1,847
Physiotherapy Treatments Inpatients 7,096 7,250 6,895 6,158 6,795
Ultrasound Attendances 2,945 2,804 2,709 3,154 2,881
X-Ray Inpatients 1,401 1,441 1,303 1,217 1,120
X-Ray Outpatients 12,245 12,241 12,179 12,602 12,547
X-Ray Examinations 14,670 14,668 14,249 14,632 14,293
STAFFING
Number of Staff Employed) 294 314 348 351 350
Number of Staff Employed (EFT) 205.55 219.91 241.23 249.10 249.80
Time Lost Through Workcare Claims (EFT) 4.02 4.80 4.20 3.80 4.01
Time Lost Through Industrial Disputes (Hrs) 0.00 0.00 160.00 0.00 0.00
Sick Leave As % of Basic Salaries 3.4% 4.2% 4.2% 4.3% 4.4%
COSTS
Cost Per Inpatient Day: -Hospital $735 $791 $1,033 $1,212 $1,357
-Nursing Home $118 $143 $171 $201 $207
Cost Per Inpatient Treated -Hospital $3,181 $3,086 $3,098 $3,284 $3,616
-Nursing Home $22,586 $26,211 $25,054 $27,842 $26,036
PRIMARY & COMMUNITY CARE (Contact Hours)
Community Nursing 5682 5801 6095
Counselling / Social Work 2578 2536 2952
Dietetics 910 906 883
Family Planning Counselling 5 8 15
Family Planning Health Promotion 15 19 14
Family Planning Nursing 113 93 83
Health Promotion 2870 3415 3550
IHSHY Youth Worker Counselling 538 1104 945
IHSHY Youth Worker Health Promotion 605 199 545
Occupational Therapy 1093 852 1312
Physiotherapy 642 932 849
Speech Pathology 1358 1109 990
Womens Health 1352 1464 1334
HACC ( Contact Hours)
Dietetics 288 566 541
Podiatry 431 599 385
Volunteer Coordination 2789 2126 3936
Planned Activity Groups 3961 4362 1724
ACUTE & AGED CARE ( Contact Hours)
Dietetics 1299 1218 1230
Community Nursing 825 333 241
Counselling / Social Work 538 342 474
Occupational Therapy 816 1170 865
Speech Pathology 396 305 284
31

Health Service Agreement Report
As part of the 2005/2006 Health Service Agreement with the Department of Human service, activity and efficiency
targets were set. Set out in this report is a summary of the activity levels.
ITEM / INDICATOR 04/05 05/06
1. Discharged Patients (separations)
Acute Same Day 2523 2589
Overnight Stay 2434 2128
Nursing Home Type 2 8
Total Separations 4959 4725
2 Admitted Patient Bed Days
Acute 13875 12856
Nursing Home Type 10 112
Total Admitted Patient Days 13885 12968
3 Total Acute Patient Weighted Inlier Equivalent Separations 2942.63 2659.98
4 Average Inlier Equivalent DRG Weight 0.59 0.56
5 Average Length of Stay of Admitted Patients
Acute Excluding Same Day (Days) 4.66 4.85
All Acute Admitted Patients (Days) 2.79 2.79
Nursing Home Type (Days) 5 14
Average Length of Stay of Admitted Patients (Days) 2.80 2.74
6 Occupancy - Admitted Patient
7 Non-Admitted Patient Occasions of Services
Accident and Emergency 9,635 7,236
Other Non-Admitted Patient Services 39,898 49,748
Total Occasions of Service 49,533 56,984
8 Efficiency
Admitted Patient Costs ($000s)
Acute $15,259 $15,970
Other $1,285 $1,695
Total Admitted Patient Costs ($000’s) $16,544 $17,665
Non-Admitted Patient Costs ($000s)
Accident and Emergency $968 $1,028
Other $6,285 $7,408
Total Non-Admitted Patient Cost $7,253 $8,436
Total Acute Hospital Costs $23,797 $22,206
Total Residential & Other Costs $2,116 $3,895
Total Entity Costs ($000’s) $25,913 $26,101
Cost per Admitted Patient $3,336 $3,616
Cost per DRG Weighted Admitted Patient $5,625 $6,639
Cost per Bed Day $1,191 $1,357
Cost per Occasion of Service $126 $118
9 Residential Services - Patient Costs
Nursing Home - Patient Costs $27,842 $26,036
Total Patients (Numbers) 76 83
10 Residential Services - Bed Days
Nursing Home 10516 10429
11 Quality Assurance - Accreditation Status 2 yrs to August 2006
32

Officers and Office Bearers
Board Members
President:
Senior Vice President:
Junior Vice President:
Treasurer:
Members:
Auditors:
Internal Auditors:
Bankers:
Executive Staff
Chief Executive Officer
Director of Medical Services:
Director of Nursing:
Director of Primary Care:
Deputy Chief Executive Officer:
Assistant Director of Nursing
Finance Manager:
Senior Staff
After Hours Nursing Coordinators:
Engineering Services Manager:
Food Services Manager:
Director of Pharmacy:
Chief Physiotherapist:
Chief Imaging Technologist:
Drug & Alcohol Unit Manager:
Health Information Manager:
Mr V Gannon
Ms M Kuljis
Mr J Harpley
Mr W Collett
Mr G Andrews, Mr B du Vergier, Mrs M Menzel
Auditor General Victoria, Agent – Coffey, Hunt
WHK Day Neilson
ANZ Banking Group
Mrs M Shea, RN,BA (Hons) FRCNA,AFCHSE, JP
Dr M van der Veer, M.B., Ch.B., F.R.A.C.G.P. M.R.A.C.G.P.,
A.F.A.C.H.S.E.
Mrs K Eyre, RN DIV1, BN, M.Health Mgt. AFCHSE, MRCNA
Mr S Ireland, Elec. Eng. Cert., BHA, M Bus., AFCHSE, CHE
(Resigned. 12/05)
Mr P S Hynes, Dip. H.A., Adv Dip of Bus (HR)
Mrs M Patterson, RN DIV1., RM., B.N., Cert. Critical Care
Mr W Armistead, B. Com., C.P.A., M.Bus.
Mrs H Anderson, RN DIV1., RM
Ms E Barker, RN DIV1.,RM,BN,Cert. Lymphodoema.
Mrs E McCarthy, RN DIV 1, RM, BN
Mrs J Westlake, RN DIV1.
Mr B Bowman, RN DIV1, R.M.
Mrs R Flower, RN DIV1 RM,BN, IBCLC
Mrs A Stephenson, RN DIV1. (Relieving)
Mr S Jones, I.H.E.A., A.F.C.H.S.E.
Mr S Henderson
Ms Ann Fairman B.Sc. Pharmacy
Mr D Walker, B.App.Sc. Physio., Grad.Dip. Manip.Ther.
Mrs R Parry, ARMIT, Dip.App. Sci. (Med. Rad),CCPM.
Mrs B McIlroy, RN DIV1., R.M.
Ms T Young, B.HIM.
Infection Control Officer / Environmental Mrs R Jones RN Div 1, Cert I.C. Accredited Cert. of
Services Supervisor
Immunisation, Accredited HIV& Hep C counsellor
I.T.Manager
Laboratory Manager:
(St. John of God Pathology)
Nurse Educator:
Student Nurse facilitator
Nursing Unit Managers:
Mr K Tait
Mr C van Diemen, B.App.Sc. (resigned)
Ms Jane Maybery, B.App.Sc.
Mrs A Brown, RN DIV1, RM, BN.MRCNA
Mrs S Ireland, RN Div 1, M Hsc (Nursing), MRCNA
Mrs H Antony, RN DIV1, (District Nursing)
Mrs J Burke, RN DIV1, BN (Nursing Home)
Mrs H Wormington, RN DIV1. (Acute Ward)
Mrs J Sealey, RN DIV1. (Theatre) (resigned)
Mrs J Roberts, RN DIV1. (Acting Theatre)
33

Pay Officer:
Ms L Donlan, RN Div 1,Grad Dip A&E, Grad Dip Teach
& Assess’t Emergency Nurse Practitioner (UK) (Accident
& Emergency)
Mrs P A Cain
Primary Care Seniors
Counselling & Support
Community Nursing
Ms M Risk, RN Div 1, BSW.
Mrs R Cole, RN Div 1,RM,BN, Grad Cert (Diab. Ed.), MCH,
FCNA.
Primary Care Programs Manager Ms J Carmody, BBEHAVSC, BBUS(HONS) Post Grad Dip Psych
Assoc MAPS
Allied Health Ms J Swinton, RN DIV1, B. Sc. (OT) (Resigned. 11/05)
Business Senior &
Volunteers Co-ordinator
Ms Annette Hinchcliffe
Medical Staff
Visiting Medical Officers:
Anaesthetists:
Specialist Surgeon:
Emergency Physician
Visiting Surgeons:
Specialist Physician:
Visiting Physicians:
Dr M Bashour, M.D. (resigned)
Dr B Bassili, MB. ChB B.Sc. AMC (locum)
Mr J Das, M.B., B.S., F.R.C.S., F.I.C.S
Dr S Hindley, B. Sc., MB., B Ch. (resigned)
Dr M Martin, MB.BS.
Dr M van der Veer, MB. ChB., F.R.A.C.G.P., PG.DIP.GP.,
M.R.A.C.G.P. AF.A.C.H.S.E.
Dr W Smolilo, MB. ChB., F.R.A.C.G.P.
Dr C Okeleke, M.B.B.S AMC
Dr D Singh, MB.BS., F.R.A.C.G.P.
Dr F Rehman, MD (resigned)
Dr J Risk, M.B.B.S. (locum)
Dr W Rieger, B Pharm., B.Sc. (Hons) M.B. Ch.B. (resigned)
Dr P Goodman, MB.BS., D.A., R.C.O.G., F.R.A.C.G.P
Dr M Martin, MB.BS, F.A.C.R.R.M.
Dr W Smolilo, MB., ChB., F.R.A.C.G.P
Dr J Stapleton, MB., F.A.N.Z.A.
Dr A Fielke, MB.BS. D.A.
Mr J Das, M.B.BS., F.R.C.S., F.I.C.S.
Dr S Tsipouras, M.B.B.S., F.A.C.E.M.
Mr S Clifforth, MB.BS., F.R.A.C.S.
Mr D Bird, MB.BS., F.R.A.C.S.
Mr P Tung, MB.BS., F.R.A.C.S.
Dr D Taylor, MB.,ChB., F.R.C.P., F.R.A.C.P.
Dr M Page, M.B.B.S., F.R.A.C.P.
Dr C Charnley, M.B.B.S. F.R.A.C.P.
Dr A Bowman, F.R.A.C.P.
Dr N Abbott, F.R.A.C.P.
34

Visiting Obstetrician & Gynaecologist:
Visiting E.N.T. Specialists:
Visiting Ophthalmologist:
Visiting Paediatrician:
Visiting Pathologists:
Visiting Radiologists:
Orthopaedic Surgeon:
Visiting Urologist:
Visiting Psychiatrists:
Visiting Psychologist:
Visiting Oral Surgeon:
Visiting Alcohol & Drug Physician:
Visiting Orthodontist:
Visiting Dermatologist:
Dental Officer:
Visiting Dental Officers
Dr C Beaton, MB. ChB., F.R.A.N.Z.C.O.G., M.R.C.GP.,
F.R.C.O.G.
Dr K Braniff, MB.BS., F.R.A.N.Z.C.O.G.
Dr E Uren, MB.BS., F.R.A.N.Z.C.O.G.
Ms M Cass, MB.BS., F.R.A.C.S.
Mr. L Ryan, F.R.A.C.S., D.L.O.
Dr V Lee, F.R.A.C.O., F.R.A.C.S.
Dr G Pallas, B.Med., F.R.A.C.P. (Paed)
Dr N Thies, MB.BS., D.CH., F.R.A.C.P. (Paed)
Dr C M Pilbeam, B.Med.Sc., MB.BS., Ph.D., F.R.C.P.A.,
M.I.A.C.
Dr N Houghton, MB.BS., (Lond), M.R.C.S.,L.R.C.P., F.R.A.C.R.,
Dr J M Rogan, MB.BCh., B.A.O., D.M.R.D.,F.R.A.C.R., (Lond),
F.R.A.C.R.
Dr J Nagorcka, MB.BS., F.R.A.C.R.
Dr N Walters, F.R.A.C.R.
Mr P Keirce, MB.BS., F.R.A.C.S, (Ortho)., F.A.,Orth.A.
Mr R Grills, M.B. B.S., F.R.A.C.S. (resigned)
Mr P Kearns, M.B.B.S., F.R.A.C.S.
Dr M Duke, MB.BS., M.R.C.Psych., F.R.A.N.Z.C.P
Mr J Clark
Mr B Robinson, B.D.Sc. (Adel), B.Sc.Dent. (Hons), M.D.S.
Dr D Richards, M.B.B.S, A.P.S.A.D.
Mr C Stanley, M.D.s., B.SC.(Hons)
Dr S Chandra, M.B.B.S. (Melb), F.A.C.D. (Melb).
Dr L Cox, B.D. Sc.
Dr M Stubbs., B.D. Sc.
Dr K Stock, B.D.Sc.,
Dr M Thow, B.D.Sc.
35

We pay tribute to those individuals who previously have been recognised for their support of the Portland
District Hospital and Portland & District Community Health Centre.
As at 30th June 2006
Life Members of the former Portland & District Community Health Centre Inc.
Association for the Blind
Portland Neighbourhood House
Mr Jack Finck
Mrs Gwen Finck
Mr Jeff Knuckey
Mr W (Bill) Collett
Mrs Shirley Elliott
Mr Jeff Baulch
Mrs Marilyn Baulch
Mr David Harris
Mrs Anne Lanyon
Life Governors of the former Portland & District Hospital
Aitken, Mrs. M.E.
Ough, Mr. A.K.
Apex Club of Portland Panozzo, Mrs. S.
Baxter, Percy (Trust) Pettit, Mr. P.
Brownlaw, Miss E.J. Plantinga, Mrs. M.
Chipperfield, Mr. B.
Portland Aluminium
Edwards, Mrs. Brenda
Portland Professional Women’s Service Club
Edwards, Mrs. Betty Poon, Mr. S.
Elford, Mrs. P.
Pritchard, Mrs. S.I.
Farrands, Miss S.M.
Rotary Club of Portland
Fyfe, Mrs. S.
Saunders, Mr. E.A.
Godfrey-Smith, Mrs. P.
Sharrock, Mrs. M.M.
Jennings, Mrs. M.L.
Smith, Helen Macpherson (Trust)
Kermond, Mrs. J Smith, Mrs. R.
Lighbody, Miss E. Stewart, Miss J.
Lions Club of Portland
Wigan, Mr. J.C.
McDiven, Mrs. B. Wilmot, Mrs. P.
Maling, Mr. W.G.C. Wombwell, Miss J.
Mitchell, Mrs. P.
Das, Mr J. 1994
Distinguished Service Award of the former Portland & District Hospital
Donors & Fund Raising
Donations Various under $50 $100.15
M Malseed $50.00
K Phillips $50.00
K Brierly $100.00
M & S Wiese $200.00
Lutheran Ladies $300.00
Monivae College $500.00
Estate of late Owen Haby $1,000.00
In Memory of late Jessie McDonald $1,145.00
Lions Club of Portland $3,500.00
Murray to Moyne $17,641.98
Fete $18,919.65
Alcoa Australia $1,235.02
Estate of late Janet Stanford $3,000.00
36

PORTLAND DISTRICT HEALTH
FINANCIAL STATEMENTS
FOR THE YEAR ENDED
30th JUNE, 2006
37

Portland District Health
Accountable Officer’s, Chief Finance & Accounting Officer’s and Member of Responsible Body’s Declaration
We certify that the attached financial statements for Portland District Health have been prepared in accordance with Part 4.2 of the Standing
Directions of the Minister for Finance under the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting
Standards and other mandatory professional reporting requirements.
We further state that, in our opinion, the information set out in the operating statement, balance sheet, statement of recognised income and expense,
cash flow statement and notes to and forming part of the financial statements, presents fairly the financial transactions during the year ended 30 June
2006 and financial position of the Hospital as at 30 June 2006.
We are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate.
................................................................................................Chairperson
Mr Vincent Gannon
................................................................................................Chief Executive Officer
Mrs Marie Shea
................................................................................................Chief Finance & Accounting Officer
Mr. Wayne Armistead
21st
August
Dated the ................................................................................of ........................................................................................................2006
Portland, Victoria
38

Financials
Portland District Health
Operating Statement for the Year Ended 30 June 2006
2005-06 2004-05
Note $’000 $’000
Revenue From Operating Activities [2] 21,549 21,097
Revenue From Non-operating Activities [2] 2,940 2,914
Employee Benefits [2b] (16,478) (15,501)
Fee for Service Medical Officers [2b] (2,514) (2,568)
Agency Costs - Nursing [2b] - (120)
Supplies and Consumables [2b] (2,394) (2,641)
Other Expenses From Continuing Operations [2b] (2,980) (3,018)
Finance Costs [4] (110) (195)
Share of Net Result of Associates & Joint Ventures accounted [7] (35) (31)
for using Equity Model
Net Result from Continuing Operations before Capital & Specific Items (22) (63)
Capital Purpose Income [2] 141 387
Depreciation and Amortisation [3] (1,590) (1,786)
Assets Provided Free of Charge [2] 6 -
Net Result for the Year (1,465) (1,462)
Portland District Health
Statement of Recognised Income and Expenses for the Year Ended 30 June 2006
2005-06 2004-05
$’000 $’000
Net Result for the Year (1,465) (1,462)
Total Recognised Income and Expense for the Year (1,465) (1,462)
This Statement should be read in conjunction with the accompanying notes.
39

Portland District Health
Balance Sheet As At 30 June 2006
2006 2005
Note $’000 $’000
Assets
Current Assets
Cash and Cash Equivalents [5] 933 -
Receivables [8] 941 579
Inventories [10] 219 222
Prepayments - 11
Other Current Assets [9] 217 216
Total Current Assets 2,310 1,028
Non Current Assets
Receivables [8] 434 842
Property, Plant and Equipment [17] 28,749 28,948
Investment in Joint Venture [7] 225 113
Total Non Current Assets 29,408 29,903
Total Assets 31,718 30,931
Liabilities
Current Liabilities
Payables [11] 1,363 1,196
Interest Bearing Liabilities [12] 171 381
Provisions [13] 2,340 2,453
Other Liabilities [14] 218 315
Total Current Liabilities 4,092 4,345
Non Current Liabilities
Interest Bearing Liabilities [12] 1,619 1,793
Provisions [13] 1,928 1,541
Total Non Current Liabilities 3,547 3,334
Total Liabilities 7,639 7,679
Net Assets 24,079 23,252
Equity
Contributed Capital [16] 27,860 25,568
Accumulated Surpluses/(Deficit) [16] (3,781) (2,316)
Total Equity 24,079 23,252
This Statement should be read in conjunction with the accompanying notes.
40

Portland District Health
Cash Flow Statement for the Year Ended 30 June 2006
Cash Flows from Operating Activities
Note
2005-2006 2004-2005
$’000 $’000
Receipts
Operating Grants from Government 19,268 18,450
Patient & Residents Fees Received 5,141 4,367
Other 20 335
Employee Benefits Paid (16,204) (15,322)
Fees For Service Medical Officers (1,785) (1,874)
Payments for Supplies and Consumables (4,780) (4,874)
GST Paid to ATO (1,382) (1,178)
Cash Generated from Operations 278 (96)
Capital Grants - Government 93 312
Capital Donations 30 34
Interest 18 8
Net Cash Inflow/(Outflow) From Operating Activities [19] 419 258
Cash Flows from Investing Activities
Purchase of Properties, Plant and Equipment (1,413) (957)
Proceeds from Sale of Properties, Plant and Equipment 19 53
Net Cash Inflow/(Outflow) from Investing Activities (1,394) (904)
Cash Flows from Financing Activities
Repayment of Borrowings (178) (346)
Contributed Capital from Government 2,292 500
Net Cash Inflow/(Outflow) from financing Activities 2,114 154
Net Increase/(Decrease) in Cash Held 1,139 (492)
Cash and Cash Equivalents at Beginning of Period (206) 286
Cash and Cash Equivalents at End of Period [5] 933 (206)
This Statement should be read in conjunction with the accompanying notes.
41

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 1: Statement of Significant Accounting Policies
The general purpose financial report has been prepared on an accrual basis in accordance with the Financial Management Act 1994, Accounting
Standards issued by the Australian Accounting Standards Board, and Urgent Issues Group Interpretations. Accounting standards include Australian
equivalents to International Financial Reporting Standards (A-IFRS).
The financial statements were authorised for issue by Wayne Armistead on 19/7/06.
Basis of preparation
The financial report is prepared in accordance with the historical cost convention, except for certain assets and liabilities which, as noted are at
valuation. Cost is based on the fair values of the consideration given in exchange for assets.
In the application of A-IFRS 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 circumstance, 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 of A-IFRS that have significant effects on the financial statements and estimates with a
significant risk of material adjustments in the next year are disclosed throughout the notes in the financial statements.
Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and
reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.
The Health Service changed its accounting policies on 1 July 2004 to comply with A-IFRS. The transition to A-IFRS is accounted for in accordance
with Accounting Standard AASB 1 First-time Adoption of Australian Equivalents to International Financial Reporting Standards, with 1 July 2004
as the date of transition. An explanation of how the transition from superseded policies to A-IFRS has affected the Health Service’s financial position,
financial performance and cash flows is discussed in note 27.
The Health Service has elected to apply Accounting Standard AASB 2005-04 Amendments to Accounting Standards (June 2005), even though the
Standard is not required to be adopted until annual reporting periods beginning on or after 1 January 2006.
The accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2006, the comparative
information presented in these financial statements for the year ended 30 June 2005, and in the preparation of the opening A-IFRS balance sheet at
1 July 2004, the Health Service’s date of transition, except for the accounting policies in respect of financial instruments. The Health Service has not
restated comparative information for financial instruments, including derivatives, as permitted under the first-time adoption transitional provisions.
The accounting policies for financial instruments applicable to the comparative information and the impact of the changes in these accounting
policies is discussed further in note 1(aa).
(a)
Reporting Entity
The financial statements include all the controlled activities of the Health Service. The Health Service is a not-for profit entity and therefore
applies the additional Aus paragraphs applicable to “not-for-profit” entities under the Australian equivalents to IFRS.
(b)
Rounding Off
All amounts shown in the financial statements are expressed to the nearest $1,000.
(c)
Cash and Cash Equivalents
Cash and cash equivalents comprise cash on hand and in banks and investments in money market instruments, net of outstanding bank
overdrafts. Bank overdrafts are shown within borrowings in current liabilities in the Balance Sheet.
42

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
(d)
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 the collection exists.
(e)
Inventories
Inventories include goods held either for sale or for distribution at no or nominal cost in the ordinary course of business operations. It excludes
depreciable assets. Inventories held for distribution are measured at the lower of cost and current replacement cost. All other inventories are
measured at the lower of cost and net realisable value.
(f)
Other Financial Assets
Other Financial Assets 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 time frame established by the market concerned, and are initially measured at fair value,
net of transaction costs. Other financial assets are classified between current and non-current assets based on the Health Service Board of
Management’s intention at balance date with respect to the timing of disposal of each asset.
The Health Service classifies its other investments in the following categories: financial assets at fair value through profit or loss, loans and
receivables, held-to-maturity investments, and available-for-sale financial assets. The classification depends on the purpose for which the
investments where acquired. Management determines the classification of its investments at initial recognition.
Investments held for trading purposes are classified as current assets and are stated at fair value, with any resultant gain or loss recognised in
profit or loss. Where the Health Service has the positive intent and ability to hold investments to maturity, they are stated at amortised cost
less impairment loss.
Other investments held by the Health Service are classified as being available for sale and are stated 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 to the
extent appropriate, the cumulative gain or loss previously recognised in equity is included in profit or loss for the period.
Interest revenue is recognised on a time proportionate basis that takes into account the effective yield on the financial assets.
(g)
Non Current Physical Assets
Land and buildings are measured at the amounts for which assets could be exchanged between knowledgeable willing parties in an arm’s length
transaction. Plant, equipment and vehicles are measured at cost.
(h)
Revaluations of Non-Current Assets
Assets other than those that are carried at cost are revalued with sufficient regularity to ensure that the carrying amount of each asset does not
differ materially from its fair value. The revaluation process normally occurs every three to four years for assets with useful lives of less than 30
years or six to eight years for assets with useful lives of 30 or greater years.
Revaluation increments or decrements arise from differences between an asset’s depreciated cost or deemed cost 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 class of asset previously recognised as an expense in net result, the increment is recognised immediately as revenue
in the net result.
Revaluation decrements are recognised immediately as expense 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 of property, plant and equipment are offset against
one another within that class but are not offset in respect of assets in different classes. Revaluation reserves are not transferred to accumulated
funds on derecognition of the relevant asset.
43

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
(i)
Depreciation
Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided on depreciable assets so as to allocate their cost (or
valuation) over their estimated useful lives using the straight-line method. Estimates of the remaining useful lives for all assets are reviewed at
least annually. This depreciation charge is not funded by the Department of Human Services.
The following table indicates the expected useful lives of non current assets on which the depreciation charges are based.
2006 2005
Buildings Up to 50 years Up to 50 years
Plant and Equipment Up to 10 years Up to 10 years
Medical Equipment Up to 10 years Up to 10 years
Computer Equipment Up to 5 years Up to 5 years
Motor Vehicles Up to 5 years Up to 5 years
Leased Assets Up to 5 years Up to 5 years
Other Equipment Up to 10 years Up to 10 years
(j)
Impairment of Assets
Intangible assets with indefinite useful lives are tested annually as to whether their carrying value exceeds their recoverable amount. All other
assets are assessed annually for indications of impairment, except for:
- inventories;
- assets arising from construction contracts;
- financial instrument assets;
If there is an indication of impairment, the assets concerned are tested as to whether their carrying value exceeds their recoverable amount.
Where an asset’s carrying value exceeds its recoverable amount, the difference is written off by a charge to the operating statement except to the
extent that the write down can be debited to an asset revaluation reserve amount applicable to that class of asset.
The recoverable amount for most assets is measured at the higher of depreciated replacement cost and fair value less costs to sell. Recoverable
amount for assets held primarily to generate net cash inflows is measured at the higher of the present value of future expected cash flows
expected to be obtained from the asset and fair value less costs to sell. It is deemed that, in the event of the loss of an asset, the future economic
benefits arising from the use of the asset will be replaced unless a specific decision to the contrary has been made.
(k)
Payables
These amounts represent liabilities for goods and services provided prior to the end of the financial year and whic are unpaid. The normal
credit terms are usually Net 30 days.
(l)
Provisions
Provisions are recognised when the Health Service has a present obligation, the future sacrifice of economic benefits is probable, and the
amount of the provision can be measured reliably.
The amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at reporting date, taking
into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cashflows estimated to settle the
present obligation, its carrying amount is the present value of those cashflows.
(m) Resources Provided and Received Free of Charge or for Nominal Consideration
Resources provided and received free of charge or for nominal consideration are recognised at their fair 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.
(n)
Interest Bearing Liabilities
Interest bearing liabilities in the Balance Sheet are recognised at fair value upon initial recognition. Subsequent to initial recognition, all
financial liabilities are recognised at amortised cost using the effective interest method.
44

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
(o)
Functional and Presentation Currency
The presentation currency of the Health Service is the Australian dollar, which has also been identified as the functional currency of the Health
Service.
(p)
Goods and Services Tax
Revenues, expenses and assets are recognised net of GST, except for receivables and payables which are stated with the amount of GST included
and except, where the amount of GST incurred is not recoverable, in which case GST is recognised as part of the cost of acquisition of an asset
or part of an item of expense or revenue. GST receivable from and payable to the Australian Taxation Office (ATO) is included in the Balance
Sheet. The GST component of a receipt or payment is recognised on a gross basis in the Cash Flow Statement in accordance with AASB 107
Cash flow statements.
(q)
Employee Benefits
Provision is made for benefits accruing to employees in respect of wages and salaries, annual leave, long service leave, and sick leave when it is
probable that settlement will be required and they are capable of being measured reliably.
Measurement of short-term and long-term employee benefits
Short-term employee benefits are those benefits that are expected to be settled within 12 months, and are measured at their nominal values
using the remuneration rate expected to apply at the time of settlement. They include wages and salaries, sick leave, annual leave, long service
leave and accrued days off that are expected to be settled within 12 months.
Long-term employee benefits are those benefits that are not expected to be settled within 12 months, and are measured at the present value of
the estimated future cash outflows to be made by the Health Service in respect of services provided by employees up to reporting date. They
include long service leave and annual leave not expected to be settled within 12 months.
The present value of long-term employee benefits is calculated in accordance with AASB 119 Employee Benefits. Long-term employee benefits
are measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date.
Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future
payments are discounted using interest rates on national Government guaranteed securities with terms to maturity that match, as closely as
possible, the estimated future cash outflows.
Classification of employee benefits as current and non-current liabilities
Employee benefit provisions are reported as current liabilities where the Health Service does not have an unconditional right to defer settlement
for at least 12 months. Consequently, the current portion of the employee benefit provision can include both short-term benefits, that are
measured at nominal values, and long term benefits, that are measured at present values.
Employee benefit provisions that are reported as non-current liabilities also include long-term benefits such as non vested long service leave
(ie where the employee does not have a present entitlement to the benefit) that do not qualify for recognition as a current liability, and are
measured at present values.
Superannuation
Defined contribution plans
Contributions to defined contribution superannuation plans are expenses when incurred.
Defined benefit plans
The amount charged to the Operating Statement in respect of defined benefit plan superannuation represents the contributions made by
Portland District Health to the superannuation plan in respect to the current services of current Portland District Health staff. Superannuation
contributions are made to the plans based on the relevant rules of each plan. Portland District Health does not recognise any defined benefit
liability in respect of the superannuation plan because Portland District Health has no legal or constructive obligation to pay future benefits
relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance
administers and discloses the State’s defined benefit liabilities in its financial report.
45

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Termination Benefits
Liabilities for termination benefits are recognised when a detailed plan for the termination has been developed and a valid expectation has been
raised with those employees affected that the terminations will be carried out. The liabilities for termination benefits are recognised in other
creditors unless the amount or timing of the payments is uncertain, in which case they are recognised as a provision.
On-Costs
Employee benefit on-costs are recognised and included in employee benefit liabilities and costs when the employee benefits to which they
relate are recognised as liabilities.
(r)
Finance Costs
Finance costs are recognised as expenses in the period in which they are incurred.
Finance costs include:
- interest on bank overdrafts and short term and long term borrowings:
- amortisation of discounts or premiums relating to borrowings:
- amortisation of ancillary costs incurred in connection with the arrangement of borrowings:
- finance charges in respect to finance leases recognised in accordance with AASB 117 Leases.
The capitalisation rate used to determine the amount of borrowing costs to be capitalised is the weighted average interest rate applicable to the
Health Services outstanding borrowing during the year.
(s)
Residential Aged Care Service
The Seymour Cundy Wing Nursing Home is an integral part of Portland District Health and shares its resources. An apportionment of land
and buildings has been made based on floor space. The results of the two operations have been segregated based on actual revenue earned and
expenditure incurred by each operation.
(t)
Intersegment Transactions
Transactions between segments with Portland District Health have been eliminated to reflect the extent of the Health Service’s operations as
a group.
(u)
Leased Property and Equipment
A distinction is made between finance leases which effectively transfer from the lessor to the lessee substantially all the risks and benefits
incidental to ownership of leased non-current assets, and operating leases under which the lessor effectively retains all risks and benefits.
Assets held under a finance lease are recognised as non current assets at their fair value or, if lower, at the present value of the minimum lease
payments, each determined at the inception of the lease. The minimum lease payments are discounted at the interest rate implicit in the lease.
A corresponding liability is established and each lease payment is allocated between the principal component and the interest expense.
Finance leased assets are amortised on a straight line basis over the estimated useful life of the asset. Operating lease payments are representative
of the pattern of benefits derived from the leased assets and accordingly are expensed in the periods in which they are incurred.
(v)
Revenue Recognition
Revenue is recognised in accordance with AASB 118 Revenue. Income is recognised as revenue to the extent it is earned. Unearned income at
reporting date is reported as income received in advance.
Amounts disclosed as revenue are, where applicable, net of returns, allowances and duties and taxes.
Government Grants
Grants are recognised as revenue when the Health Service gains control of the underlying asset. Where grants are reciprocal, revenue is
recognised as performance occurs under the grant. Non-reciprocal grants are recognised as revenue when the grant is received or receivable.
Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant.
46

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Indirect Contributions
- Insurance is recognised as revenue following advise from the Department of Human Services.
- Long Service Leave - Revenue is recognised upon finalisation of movements in LSL liability in line with the arrangements set out in the Acute
Health Division Hospital Circular 16/2004.
Patient Fees
Patient fees are recognised as revenue at balance date.
Private Practice Fees
Private Practice fees are recognised as revenue at the time invoices are raised.
Donations and Other Bequests
Donations and bequests are recognised as revenue when the cash is received. If donations are for a special purpose they may be appropriated
to a reserve, such as specific restricted purpose reserve.
(w) Fund Accounting
The Health Service operates on a fund accounting basis and maintains two funds: Operating and Capital funds. The Health Service Capital
Fund includes unspent capital donations and receipts from fundraising activities conducted solely in respect of this fund.
(x)
Services Supported by Health Services Agreement and Services Supported by Hospital and Community Initiatives.
The activities classified as Services Supported by Health Services Agreement (HSA) are substantially funded by the Department of Human
Services and includes RACS, while Services Supported by Hospital and Community Initiatives (Non HSA) are funded by the Health Services
own activities or local initiatives.
(y)
Comparative Information
Where necessary the previous year’s figures have been reclassified to facilitate comparisons.
(z)
Contributed Capital
Consistent with UIG Interpretation 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities and FRD 2 Contributed
Capital, apportions for additions to the net asset base have been designated as contributed capital. Other transfers that are in the nature of
contributions or distributions, have also been designated as contributed capital.
(aa) Financial Instruments - Adoption of AASB 132 and AASB 139
The Health Service has elected not to restate comparative information for financial instruments within the scope of AASB 132 Financial
Instruments: Presentation and Disclosure and AASB 139 Financial Instruments: Recognition and Measurement, as permitted on the first
- time adoption of A - IFRS.
The accounting policies applied to accounting for financial instruments in the current financial year are detailed in notes 1(c), 1 (f) and 1 (k).
The following accounting policies were applied to accounting for financial instruments in the comparative financial year:
(ab) Portland District Health has applied the going concern basis, in the preparation of this financial report. The going concern basis continues to
be appropriate with the expected renewal of the Health Service’s bank overdraft and a letter of comfort provided by the Department of Human
Services to continue to support the operations of Portland District Health has been received.
47

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
(ac) Net result From Continuing Operations Before Capital and Specific Items
A-IFRS allows the inclusion of additional subtotals on the face of the operating statement when such presentation is relevant to an understanding
of an entity’s financial performance. This financial report includes an additional subtotal entitled “Net result from Continuing Operations
Before Capital and Specific Items”.
Capital and Specific items, which are excluded from this sub-total, comprise:
Capital purpose income, which comprises all tied grants, donations and bequests received for the purposeof acquiring non-current assets,
such as capital works, plant and equipment. Consequently the recognitionof revenue as capital income is based on the intention of the
provider of the revenue at the time the revenue is provided.
Specific income/expense, comprises the following items, where material:
- Diagnostic Imaging
- Sea View House
- Meals on Wheels
- Dental Clinic
- Palliative Care
- Catering
- Fundraising and Community Support
Depreciation and Amortisation, as described in note 3
Assets provided free of charge, as described in note 2e
Expenditure using capital purpose income, which comprises expenditure using capital purpose income which falls below the asset capitalisation
threshold and therefore does not result in recognition of an asset in the balance sheet. The asset capitalisation threshold is set at $2,000.00
(2005 $2,000.00)
48

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 2: Revenue
HSA Non HSA Total Total
2005-06 2005-06 2005-06 2004-05
Revenue from Operating Activities $’000 $’000 $’000 $’000
Government Grants:
- Department of Human Services 17,745 - 17,745 16,533
- Dental Health Services Victoria 354 - 354 283
- State Government - Other 322 - 322 745
- Commonwealth Government 316 - 316 455
- Residential Aged Care Subsidy
Indirect Contributions by Department of Human Services 488 20 508 434
Patient & Resident Fees (refer note 2c) 1,983 33 2,016 2,124
Other Revenue from Operating Activities 288 288 523
Sub-Total Revenue from Operating Activities 21,208 341 21,549 21,097
Revenue from Non-Operating Activities
Diagnostic Imaging - 1,095 1,095 1,128
Supported Residential service - 1,690 1,690 1,621
Meals on Wheels - 155 155 165
Sub-Total Revenue from Non-Operating Activities - 2,940 2,940 2,914
Revenue from Capital Purpose Income
State Government Capital Grants
- Targeted Capital Works and Equipment 93 - 93 312
Commonwealth Government Capital Grants - - - 30
Assets Received Free of Charge (refer note 2e) - 6 6 -
Donations & Bequests - 30 30 34
Capital Interest - 18 18 11
Sub-Total Revenue from Capital Purpose Income 93 54 147 387
Total Revenue from Continuing Operations 21,301 3,335 24,636 24,398
Indirect Contributions by Human Services
Department of Human Services makes certain payments on behalf of the organisation. These amounts have been brought to account in determining the operating result for the year by recording them as revenue
and expenses
Note 2a: Analysis of Revenue by Source
Acute Aged Primary Other Total Total
Revenue from Services Supported by Health Care Care Health 2005-06 2004-05
Services Agreement $’000 $’000 $’000 $’000 $’000 $’000
Government Grants
- Department of Human Services 16,198 - 1,459 410 18,067 17,456
- Dental Health Services Victoria - - - 354 354 283
- Commonwealth Government - 398 - - 398 381
Indirect Contributions by Human Services
- Insurance 443 41 18 6 508 434
- Long Service Leave 46 - - - 46 214
Patient & Resident Fees (refer note 2c) 297 1,634 54 31 2,016 2,124
Interest - - - 18 18 2
Pharmacy Services - - - 14 14 -
Other - - - - 146 146 244
Sub-Total Revenue from Services Supported by Health 16,984 2,073 1,531 979 21,567 21,138
Services Agreement
Revenue from Services Supported by Hospital and Community Initiatives
Private Practice and Other Patient Activities
Business Units
- Diagnostic Imaging - - - 1,095 1,095 1,128
- Supported Residential service - - - 1,690 1,690 1,621
- Meals on Wheels - - - 155 155 165
Other Activities
Capital Purpose Income - - - 93 93 312
Assets Received Free of Charge - - - 6 6 -
Donations and Bequests - - - 30 30 34
Sub-Total Revenue from Services Supported by Hospital - - - 3,069 3,069 3,260
and Community Initiatives
Total Revenue from Operations 16,984 2,073 1,531 4,048 24,636 24,398
49

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 2b: Analysis of Expenses by Source
Acute Aged Primary Other
Care Care Health 2005-06 2004-05
$’000 $’000 $’000 $’000 $’00 $’000
Services Supported by Health Services Agreement
Employee Benefits
Salaries and Wages 10,023 1,446 1,397 152 13,018 12,260
WorkCover 154 43 35 11 243 254
Long Service Leave 76 15 10 8 109 130
Superannuation (refer note 22) 1,070 125 120 33 1,348 1,241
Non Salary Labour costs
Fees for Visiting Medical Officers 1,659 - - 41 1,700 1,782
Agency Costs - Nursing - - - - - 120
Supplies and Consumables
Drug Supplies 405 19 - - 424 442
Medical, Surgical Supplies and Prosthesis 1,024 33 38 28 1,123 1,366
Food Supplies 223 55 10 - 288 278
Other Expenses
Domestic Services & Supplies 241 41 2 - 284 284
Fuel, Light, Power & Water 178 19 29 29 255 211
Insurance Costs funded by DHS 443 41 14 10 508 434
Motor Vehicle Expenses 105 - - - 105 96
Repairs and Maintenance 449 51 24 - 524 644
Maintenance Contracts 178 - - - 178 161
Patient Transport 124 - - - 124 102
Lease Expenses 6 - - - 6 85
Other administrative expenses 327 48 38 325 738 740
Sub Total Expenses from Services Supported by 16,685 1,936 1,717 637 20,975 20,630
Health Services Agreement
Services Supported by Hospital and Community Initiatives
Employee Benefits
Salaries and Wages - - - 1,560 1,560 1,443
WorkCover - - - 32 32 30
Long Service Leave - - - 19 19 18
Superannuation (refer note 22) - - - 149 149 125
Non Salary Labour costs
Fees for Visiting Medical Officers - - - 814 814 786
Supplies and Consumables
Medical and Surgical Supplies - - - 365 365 365
Food Supplies - - - 194 194 190
Other Expenses
Domestic Services - - - 15 15 9
Repairs and Maintenance - - - 92 92 85
Administrative Expenses - - - 137 137 154
Sub-Total Services supported by Hospital - - - 3,377 3,377 3,205
Hospital and Community Initiatives
Depreciation and Amortisation (refer note 3) 956 225 96 313 1,590 1,786
Impairment of Non-Current Assets
Audit Fees
Auditor General’s (refer note 23 ) - - - 11 11 10
Finance Costs (refer note 4) 14 - - 96 110 195
Share of Net Result of Associates & Joint Ventures - - - 35 35 31
for using Equity Model (refer Note 7)
Net Gain/(Loss) on Disposal of Non-Current Assets (refer note 2d) - - - 3 3 3
Total Expenses from Continuing Operations 17,655 2,161 1,813 4,472 26,101 25,860
50

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 2c: Patient and Resident Fees
Total
Total
Patient and Resident Fees Raised: 2005-06 2004-05
Recurrent $’000 $’000
Acute
- Inpatients 297 403
- Outpatient 54 33
Residential Aged Care
- Residential Accommodation Payments 1,634 1,665
- Other 31 23
Total 2,016 2,124
Note 2d: Net Gain /(Loss) on Disposal of Non Current Assets
2005-06 2004-05
$’000 $’000
Proceeds from Disposals of Non-Current Assets
- Motor Vehicles 19 53
Total Proceeds from Disposal of Non-Current Assets 19 53
Less: Written Down Value of Non-Current Assets Sold
- Motor Vehicles (22) (56)
Total Written Down Value of Non-Current Assets Sold (22) (56)
Net gain/(Loss) on disposal of Non-Current Assets (3) (3)
Note 2e: Assets Received Free of Charge or For Nominal Consideration
by Hospital and Community Initiatives
During the reporting period, the fair value of assets recieved 2005-06 2004-05
free of charge, was as follows: $’000 $’000
Medical Equipment 6 -
Total 6 -
Note 2f: Analysis of Expenses by Internal and Restricted Specific Purpose Funds for Services Supported by Hospital and Community Initiatives
2005-06 2004-05
$’000 $’000
Private Practice and Other Patient Activities
Diagnostic Imaging 1,095 1,169
Sea View House 1,570 1,528
Meals on Wheels 124 126
Dental Clinic 335 269
Palliative Care 52 42
Catering 41 39
Other Activities:
Fundraising and Community Support 21 18
Total 3,238 3,191
51

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 3: Depreciation and Amortisation
2005-06 2004-05
$’000 $’000
Depreciation:
Buildings 574 573
Plant & Equipment 447 423
Medical Equipment 186 181
Computer Equipment 228 381
Motor Vehicles 87 93
Other Equipment 68 74
Total Depreciation Expenses 1,590 1,725
Amortisation:
Leased Assets
Plant and Equipment - 56
Other Equipment - 3
Computers - 2
Total Amortisation Expenses - 61
Total Depreciation and Amortisation 1,590 1,786
Allocation of Depreciation /Amortisation
Services Supported by Health Services Agreement 1,428 1,428
Services Supported by Hospital and Community 162 358
Initiatives
Total Depreciation and Amortisation 1,590 1,786
Note 4: Finance Costs
2005-06 2004-05
$’000 $’000
Finance Charges on Finance Leases - 41
Interest on Borrowings - Short Term 110 154
Total Finance Costs 110 195
Note 5: Cash and Cash Equivalents
For the purposes of the Cash Flow Statement, cash assets includes cash on hand and in banks, and short term deposits which are readily convertible
to cash on hand, and are subject to an insignificant risk of change in value, net of outstanding bank overdrafts.
2005-06 2004-05
$’000 $’000
Cash at Bank 933 -
Bank Overdraft (refer Note 12) - (206)
Total 933 (206)
Represented by:
Cash for Health Service Operations (as per Cash Flow Statement)
- Cash at Bank 933 -
- Bank Overdraft - (206)
Total 933 (206)
52

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 6: Financial Instruments
(a) Interest Rate Risk Exposure
The Hospital’s exposure to interest rate risk and effective weighted average interest rate by maturity periods is set out in the following timetable. For
interest rates applicable to each class of asset or liability refer to individual notes to the financial statements. Exposure arises predominantly from
assets and liabilities bearing variable interest rates.
Weighted
Interest Rate Exposure as at 30/6/2006 Average Interest Floating 1 Year Greater than
Rates Interest Rate or Less 1 Year 2005-06 2004-05
% $’000 $’000 $’000 $’000 $’000
Financial Assets
Cash Assets 2.5% 933 - - 933 -
Receivables 2.4% 941 - 434 1,375 1,421
Other Assets 2.4% 217 - - 217 216
Total Financial Assets 2,091 - 434 2,525 1,637
Financial Liabilities
Payables 3.4% 1,363 - - 1,363 1,196
Borrowings:
- Overdraft 3.9% - - - - 206
- Lease 8.9% - - - - 4
- Treasury Corporation Victoria - Current 5.7% 171 - - 171 171
- Treasury Corporation Victoria - Non-Current 5.7% 1,619 - - 1,619 1,793
Total Financial Liabilities 3,153 - - 3,153 3,370
Net Financial Assets and Liabilities (1,062) - 434 (628) (1,733)
(b) Credit Risk Exposure
Credit risk represents the loss that would be recognised if counterparties fail to meet their obligations under the respective contracts at maturity. The
credit risk on financial assets of the entity have been recognised on the statement of financial position, as the carrying amount, net any provisions
for doubtful debts.
(c) Net Fair Value of Financial Assets and Liabilities
The carrying amount of financial assets and liabilities contained within these financial statements is representative of the net fair value of each
financial asset or liability.
2005-06 2004-05
Net Fair Value Book Net Book Net
Value Fair Value Fair
Value
Value
$’000 $’000 $’000 $’000
Financial Assets
Cash at Bank 933 933 - -
Trade Debtors 1,375 1,375 1,421 1,421
Other Assets 217 217 216 216
Total Financial Assets 2,525 2,525 1,637 1,637
Financial Liabilitie
Payables 1,363 1,363 1,196 1,196
Borrowing:
- Overdraft - - 206 206
- Finance Lease - - 4 4
- Treasury Corporation Victoria - Current 171 171 171 171
- Treasury Corporation Victoria - Non-Current 1,619 1,524 1,793 1,686
Total Financial Liabilities 3,153 3,058 3,370 3,263
*Net fair values are capital amounts
(Net fair values of financial instruments are determined on the following basis:
1. Cash, deposit investments, cash equivalents and non-interest bearing financial assets and liabilities (trade debtors, other receivables, trade
creditors and advances) are valued at cost which approximates net fair value.
2. Interest Bearing Liabilities amounts are based on the present value of expected future cash flows, discounted at current market interest rates,
quoted for trade (Treasury Corporation of Victoria)
53

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 7: Investments Accounted for Using the Equity Method
2006 2005
$’000 $’000
Investment in Jointly Controlled Entities 225 113
Total 225 113
Principal Country of Ownership Interest Published Fair Value
Activity Incorporation 2006 2,005 2006 2005
% % $’000 $’00
South West Alliance of Rural Hospitals (SWARH) Information Australia 10.65 10.65 225 113
Technology
The voting power of all partners in the Joint Venture are the same.
2006 2005
$’000 $’000
Share of Jointly Controlled Entities loss 35 31
Total 35 31
JOINT VENTURE
Portland District Health has a joint venture interest in the South Western Alliance of Rural Health (SWARH) whose principal activity is the
implementing and processing of an information technology system and an associated telecommunication service suitable for use by each member
hospital
Our share of assets, liabilities and operating result is:
2,006 2,005
$’000 $’000
Current Assets 68 125
Non-Current Assets 240 46
Share of Total Assets 308 171
Current Liabilities 83 58
Share of Total Liabilities 83 58
Net Share of Joint Venture Assets 225 113
Share of Current Year Profit/(Loss) (35) (31)
Capital Commitments 59 33
54

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 8: Receivables
2006 2005
Current $’000 $’000
Patient Fees 215 199
Trade Debtors 225 323
Accrued Revenue - DHS 385 -
Accrued Revenue - Other - 70
GST Receivable 128 -
Total 953 592
Less Provision for Doubtful Debts (12) (13)
Total Current Receivables 941 579
Non Current
DHS Debtor (LSL) 434 842
Total Non Current Receivables 434 842
Total Receivables 1,375 1,421
Note 9: Other Financial Assets
2,006 2,005
$’000 $’000
Money Held in Trust 19 16
Refundable Entrance Fees 109 80
SRS Ingoing Debtors 89 120
Total Other Assets 217 216
Note 10: Inventory
2,006 2,005
$’000 $’000
Pharmaceuticals - at cost 56 44
Catering Supplies - at cost 16 24
House Keeping Supplies - at cost 15 15
Medical and Surgical Supplies - at cost 102 104
Administration Stores - at cost 30 35
Total Inventory 219 222
55

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 11: Payables
2006 2005
$’000 $’000
Trade Creditors 707 982
Accrued Expenses 415 75
GST Payable 241 139
Total Payables 1,363 1,196
Note 12: Interest Bearing Liabilities
2,006 2,005
Current $’000 $’000
Australian Dollar Borrowings:
Bank Overdraft - 206
- Finance Lease Liabilities (refer Note 15) - 4
- Loan - Treasury Corporation Victoria 171 171
Total Australian Dollar Borrowings 171 381
Non-Current
Australian Dollar Borrowings:
- Loan - Treasury Corporation Victoria 1,619 1,793
Total Australian Dollar Borrowings 1,619 1,793
Total Interest Bearing Liabilities 1,790 2,174
Current
- Secured Long term fixed interest loan with Treasury Corporation Victoria 171 171
Non-Current
- Secured Long term fixed interest loan with Treasury Corporation Victoria 1,619 1,793
The approved Bank Overdraft Limit is $800,000
Finance Costs of the Health Service incurred during the year are accounted for as follows:
Amount of finance costs recognised as expense 110 195
Note 13: Employee Benefits
2,006 2,005
$’000 $’000
Current
Long Service Leave
- short-term benefits at nominal value 258 268
- long-term benefits at present value 83 358
Annual Leave
- short-term benefits at nominal value 1,156 1,092
- long-term benefits at present value 326 264
Accrued Wages and Salaries 467 432
Accrued Days Off 50 39
Total Current Employee Benefits 2,340 2,453
Non-Current
Long Service Leave 1,928 1,541
Total Non-Current Employee Benefits 1,928 1,541
Movement in Long Service Leave
Balance 1 July 2,167 1,934
Provision made during the year 230 361
Settlement made during the year (128) (128)
Balance 30 June 2,269 2,167
The following assumptions were adopted in measuring present value:
2,006 2,005
Weighted Average Increase in employee costs 2.7% 2.6%
Weighted average Discount Rates 2.3% 2.4%
Weighted Average Settlement period 12.8 13
56

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 14: Other Liabilities
Total
Total
2006 2005
$’000 $’000
Provision for Fee Sharing 39 39
Monies Held in Trust - Sea View House 109 200
- Seymour Cundy Wing 19 16
Other - PCP 51 60
Total 218 315
Note 15: Commitments
As at 30th June 2006, Portland District Health had commitments totalling $8,662,000 which includes the contribution made to South West
Alliance of Rural Hospitals of which Portland District Health is committed for a further 5 years.
Not Later than Later than
one year one year and
not later than Total Total
ten years 2006 2005
Capital Commitments $’000 $’000 $’000 $’000
Residential Aged Care Facility and DPU 6,730 - 6,730 -
Other - SWARH 59 - 59 33
Sub-Total 6,789 - 6,789 33
Lease Commitments
Operating Lease 55 28 83 121
Finance Lease - - - 4
Loan 171 1,619 1,790 1,964
Sub-Total 226 1,647 1,873 2,089
Total 7,015 1,647 8,662 2,122
Note 16: Equity
2006 2005
$’000 $’000
Accumulated Surpluses/(Deficit)
Balance at Beginning of Year (2,316) (854)
Net result for the Year (1,465) (1,462)
Accumulated Surplus/(Deficit) at the end of the financial year (3,781) (2,316)
Contributed Capital
Balance at the beginning of the reporting period 25,568 25,068
Capital Contributed From the Victorian Government 2,292 500
Balance at the end of the reporting period 27,860 25,568
Equity
Balance at beginning of reporting period 23,252 24,214
Total Changes in Equity Recognised in the Statement of Financial (1,465) (1,462)
Performance
Capital Contributed From the Victorian Government 2,292 500
Total Equity at Reporting Date 24,079 23,252
57

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 17: Property, Plant and Equipment
2006 2005
$’000 $’000
At Valuation
Crown Land (at 2003 Valuation) 2,900 2,900
Total Land 2,900 2,900
Buildings
Buildings under Construction 1,207
Buildings at Cost 393 507
Less Accumulated Depreciation & Impairment 2 115
Buildings (at 2003 Valuation) 22,900 22,900
Less Accumulated Depreciation & Impairment 1,718 1,145
Total Buildings 22,780 22,147
Plant and Equipment at Cost
Plant & Equipment 6,523 6,323
Less Accumulated Depreciation and Impairment 4,454 3,918
Total Plant and Equipment 2,069 2,405
Medical Equipment at Cost
Medical Equipment 2,371 2,328
Less Accumulated Depreciation and Impairment 1,905 1,718
Total Medical Equipment 466 610
Computers and Communication at Cost
Computers and Communication 1,617 1,814
Less Accumulated Depreciation and Impairment 1,532 1,487
Total Computers and Communication 85 327
Other Equipment at Cost
Other Equipment 609 592
Less Accumulated Depreciation 414 346
Total Other Equipment 195 246
Motor Vehicles at Cost
Motor Vehicles 572 575
Less Accumulated Depreciation and Impairment 318 262
254 313
Total Property, Plant & Equipment 28,749 28,948
Reconciliation of the carrying amounts of each class of land, buildings, plant & equipment at the beginning and end of the current and previous financial
year are set out below:
Crown Buildings Plant & Medical Computer Other Motor Total
Land Equipment Equipment Equipment Equipment Vehicles
$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Balance at 1 July 2004 2,900 22,715 2,640 508 474 246 376 29,859
Additions - 170 137 282 225 77 87 978
Disposals - - - - - - (57) (57)
Adjustment on restatement of SWARH - (158) 112 - - - - (46)
Depreciation Expense - (580) (484) (180) (372) (77) (93) (1,786)
Balance at 1 July 2005 2,900 22,147 2,405 610 327 246 313 28,948
Additions - 1,207 254 42 87 17 44 1,651
Disposals - - (143) - - - (16) (159)
Adjustment on restatement of SWARH - - - - (101) - - (101)
Depreciation Expense - (574) (447) (186) (228) (68) (87) (1,590)
Balance at 30 June 2006 2,900 22,780 2,069 466 85 195 254 28,749
58

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 18: Leased Assets
Total
Total
2006 2005
$’000 $’000
Cost
Finance Leased Assets
- Plant & Equipment 6 6
less Accumulated Amortisation (6) (2)
Total Written Down Value - 4
Reconciliation of the carrying amounts of Leased Assets at the beginning and end of the current and previous financial year are set out below
Leased Assets Leased Assets
$’000 $’000
Carrying amount at start of year 4 194
Additions - -
Expires - (188)
Amortisation Expense (4) (2)
Carrying amount at end of year - 4
Note 19: Reconciliation of Net Result for the Year to Net Cash Inflow/(Outflow) from Operating Activities
2006 2005
$’000 $’000
Net Result for the Year (1,465) (1,462)
Depreciation 1,590 1,786
Long Service Leave Expense 267 342
Long Service Leave Paid (221) (128)
Net Loss on Sale of Plant & Equipment 3 3
Changes in Operating Assets and Liabilities:
Increase/(Decrease) in Payables 167 (20)
Increase/(Decrease) in Borrowings - (97)
Increase/(Decrease) in Employee Benefits 228 347
Increase/(Decrease) in Other Current Liabilities (97) (307)
(Increase)/Decrease in Prepayments 11 25
(Increase)/Decrease in Stores 3 20
(Increase)/Decrease in Receivables 46 (506)
(Increase)/Decrease in Other Current Assets (113) 255
Net Cash Flows From Operating Activities 419 258
59

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 20: Lease Liabilities
Aggregate Lease Expenditure contracted for at Balance Date. 2006 2005
Operating Lease $’000 $’000
Not later than one year 55 8
Later than 1 but not later than five years 28 6
Total 83 14
Finance Lease
Commitment in relation to finance
leases are payable as follows:
Not later than one year - 4
Later than 1 but not later than five years - -
Total - 4
Minimum Lease Payments - 4
Less Future Finance Charges - -
Total - 4
Representing Lease Liabilities
Current - 4
Non-Current - -
Total - 4
Note 21: Contingent Liabilities/Assets
As at balance date the Board of Management is unaware of the existence of any contingent liabilities/assets that may have a material effect on the
Operating Statement as a result of any future event which may or may not happen.
Note 22: Superannuation
Superannuation contributions for the reporting period are included as part of employee benefits and on costs in the Operating Statement of the
Hospital.
The name and details of the major employee superannuation fund and contributions made by the Hospital are as follows:
Contribution for the year 2006 2005
$000 $000
Health Super Fund 1,497 1,366
Total 1,497 1,366
The bases for contributions are determined by the various schemes.
The unfunded superannuation liability in respect to members of State Superannuation Schemes and Health Super Scheme is not recognised in the
Balance Sheet. Portland District Health’s total unfunded superannuation liability in relation to these funds has been assumed by and is reflected in
the financial statements of the Department of Treasury and Finance.
The above amounts were measured as at 30 June of each year, or in the case of employer contributions they relate to the years ended 30 June.
All employees of the agency are entitled to benefits on retirement, disability or death from the Government Employees Super Fund. This fund
provides defined lump sum benefits based on years of service and annual average salary.
In accordance with the Directions of the Minister for Finance under the Financial Management Act 1994, contributed income sector bodies are
required to make certain disclosures regarding superannuation. Accordingly the following items are disclosed;
(i) Name of the Fund - Health Super Fund
(ii) Total contributions made by the Hospital to the schemes during 2005-06 were $1,496,987
(iii) As at balance date there were no outstanding contributions in respect of the 2005-06 financial year;
(iv) Contributions are paid in accordance with the Hospitals Superannuation Act 1988 and the State Superannuation Act 1988;
(v) There were no loans made from the Hospitals Superannuation Fund to the Hospital.
60

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 23: Remuneration of Auditors
Total
Total
2005-2006 2004-2005
$’000 $’000
Audit fees paid to the Victorian Auditor-General’s Office for audit of the Hospitals financial report
Paid as at 30 June 2006 2 4
Payable as at 30 June 2006 9 6
Note 24: Segment Reporting
Hospital Hospital RACS RACS Primary Care Primary Care Other Other Total Total
2006 2005 2006 2005 2006 2005 2006 2005 2006 2005
$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Revenue
External Segment Revenue 17,041 16,642 2,068 2,080 1,582 1,464 3,964 4,265 24,655 24,451
Total Revenue 17,041 16,642 2,068 2,080 1,582 1,464 3,964 4,265 24,655 24,451
Result
Segment Result (1,032) (989) (242) (212) (100) (55) 36 18 1,338) (1,238)
Net Result from ordinary Activities (1,032) (989) (242) (212) (100) (55) 36 18 (1,338) (1,238)
Interest Expense (2) (41) - (4) - (1) (108) (149) (110) (195)
Interest Income 18 - - - - - - 2 18 2
Share of Net Result of Joint Ventures (29) (26) (3) (3) (1) (1) (2) (1) (35) (31)
using the Equity Model
Net Result for Year (1,045) (1,056) (245) (219) (101) (57) (74) (130) (1,465) (1,462)
Other Information
Segment Assets 30,566 30,240 585 468 169 134 398 89 31,718 30,931
Total Assets 30,566 30,240 585 468 169 134 398 89 31,718 30,931
Segment Liabilities 7,305 7,436 195 185 51 46 88 12 7,639 7,679
Total Liabilities 7,305 7,436 195 185 51 46 88 12 7,639 7,679
Investments in associates and joint 207 96 12 12 4 4 2 1 225 113
venture partnerships
Acquisition of property, plant and 1,372 805 45 29 58 28 76 95 1,551 957
equipment and intangible assets
Depreciation and amortisation 956 1,045 225 245 96 101 313 395 1,590 1,786
expense
The major product/services from which the above segments derive revenue are:
Business Segments
Hospital
Nursing Home
Primary Health
Supported Residential Service
PDH Medical Centre
Services
Acute Health
Aged Care
Primary Care
Supported Residential Service
Medical Clinic
Geographical Segment
Portland District Health operates predominantly in the South West of Victoria. All revenue, net surplus from ordinary activities and segment assets
relate to operations in Portland, Victoria.
61

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 25: Valuation of Land & Buildings
Portland & District Hospital contracted the services of Alison McLeod AAPI from Land Link Property Group to revalue the land and buildings
owned by Portland & District Hospital. Valuations were completed on 30/6/03 and totalled $2,900,000 for Land (previously $1,000,000 - 1999)
and $22,900,000 for buildings (previously $19,000,000 - 1999). It has been confirmed by Alison McLeod that as at 30/6/06, there is no material
change to these values.
Note 26: Responsible Person Related Disclosures
(a) Responsible Persons
The names of persons who were Responsible Persons at any time during the financial year for the purposes of the Financial Management Act 1994
are:
Mr. Vincent Gannon Mrs Merlyn Menzel Mr Greg Andrews
Mr. Andrew Wilson Mr. James Harpley Ms Marianne Kuljis
Mr. Bruce Du Vergier Mr. William Bassett Mrs Carmen Ward
Mrs Marie Shea
Responsible Ministers
The Hon. Bronwyn Pyke
(b) Remuneration of Responsible Persons
The number of Responsible Officers whose total remuneration exceeded $110,000 are shown below in their relevant income Bands:
2006 2005
No.
No.
$160,000-$169,999 - 1
$150,000-$159,999 1 -
(c) Amount Attributable to other transactions with Responsible persons:
Total
Total
Responsible Person Transaction 2006 2005
$’000 $’000
Mr. Christopher J. Conway Physiotherapy Services - 2
(d) Executive Officer Remuneration
The number of Executive Officers whose total remuneration exceeded $110,000 are shown below in their relevant income bands.
2006 2005
No.
No.
$220,000-$229,999 1 -
$110,000-$119,999 3 2
$100,000-$109,999 - 1
Note 27: Impacts of adopting AASB equivalents to IASB standards
Following the adoption of Australian equivalents to International Financial Reporting Standards (A-IFRS), Portland District Health has reported for
the first time in compliance with A-IFRS for the financial year ended 30 June 2006.
Under A-IFRS, there are requirements that apply specifically to not-for-profit entities that are not consistent with IFRS requirements. The Health
Service is established to achieve the objectives of government in providing services free of charge or at prices significantly below their cost of
production for the collective consumption of the community, which is comparable with generating profit as a principle objective. Consequently,
where appropriate, the Health Service applies those paragraphs in Accounting Standards applicable to not-for-profit entities.
The Health Service changed its accounting policies, other than its accounting policies for financial instruments, on 1 July
2004 to comply with A-IFRS. The Health Service changed its accounting policies for financial instruments on 1 July 2005. The transition to A-IFRS
is accounted for in accordance with Accounting Standard AASB 1 First-time Adoption of Australian Equivalents to International Financial Reporting
Standards, with 1 July 2004 as the date of transition. An explanation of how the transition from superseded policies to A-IFRS has effected the
Health Service’s financial position, financial performance and cash flows is set out in the following tables and the notes that accompany the tables.
The finanial report has been prepared in accordance with A-IFRS. The difference between Australian GAAP and A-IFRS has been identified as not
having a material impact on the hospitals financial position and financial performance.
62

Portland District Health
Effect of A-IFRS on the Balance Sheet as at 1 July 2004
Consolidated
Effect of
June Transition to A-IFRS
2004 A-IFRS 2004
$’000 $’000 $’000
Assets
Current Assets
Cash and Cash Equivalents 286 - 286
Receivables 326 - 326
Inventories 242 - 242
Prepayments 42 - 42
Other Current Assets 471 - 471
Total Current Assets 1,367 - 1,367
Non Current Assets
Receivables 628 - 628
Property, Plant and Equipment 29,859 - 29,859
Total Non Current Assets 30,487 - 30,487
Total Assets 31,854 - 31,854
Liabilities
Current Liabilities
Payables 1,254 - 1,254
Provisions 2,256 - 2,256
Interest Bearing Liabilities 293 - 293
Other Liabilities 551 - 551
Total Current Liabilities 4,354 - 4,354
Non Current Liabilities
Provisions 1,408 - 1,408
Interest Bearing Liabilities 1,878 - 1,878
Total Non Current Liabilities 3,286 - 3,286
Total Liabilities 7,640 - 7,640
Net Assets 24,214 - 24,214
Equity
Contributed Capital 25,068 - 25,068
Accumulated Surpluses/(Deficit) (854) - (854)
Total Equity 24,214 - 24,214
63

Portland District Health
Effect of A-IFRS on the Operating Statement for the Financial Year ended 30 June 2005
Consolidated
Effect of
Transition to A-IFRS
2004-05 A-IFRS 2004-05
$’000 $’000 $’000
Revenue From Operating Activities 21,097 - 21,097
Revenue From Non-operating Activities 2,914 - 2,914
Employee Benefits (15,501) - (15,501)
Fee for Service Medical Officers (2,568) - (2,568)
Supplies and Consumables (120) - (120)
Other Expenses From Continuing Operations (2,641) - (2,641)
Finance Costs (3,018) - (3,018)
Share of Net Result of Associates & Joint Ventures accounted (195) - (195)
for using Equity Model (31) (31)
Net Result from Continuing Operations before Capital & Specific Items (63) - (63)
Capital Purpose Income 387 - 387
Depreciation and Amortisation (1,786) - (1,786)
Net Result for the Year (1,462) - (1,462)
64

Portland District Health
Effect of A-IFRS on the Balance Sheet as at 30 June 2005
Consolidated
Effect of
June Transition to A-IFRS
2005 A-IFRS 2005
$’000 $’000 $’000
Assets
Current Assets
Cash and Cash Equivalents
Receivables 579 - 579
Inventories 222 - 222
Prepayments 11 - 11
Other Current Assets 216 - 216
Total Current Assets 1,028 - 1,028
Non Current Assets
Receivables 842 - 842
Property, Plant and Equipment 28,948 - 28,948
Investments Accounted for using the Equity Method 113 - 113
Total Non Current Assets 29,903 - 29,903
Total Assets 30,931 - 30,931
Liabilities
Current Liabilities
Payables 1,196 - 1,196
Provisions 2,453 - 2,453
Interest Bearing Liabilities 381 - 381
Other Liabilities 315 - 315
Total Current Liabilities 4,345 - 4,345
Non Current Liabilities
Provisions 1,541 - 1,541
Interest Bearing Liabilities 1,793 - 1,793
Total Non Current Liabilities 3,334 - 3,334
Total Liabilities 7,679 - 7,679
Net Assets 23,252 - 23,252
Equity
Contributed Capital 25,568 - 25,568
Accumulated Surpluses/(Deficit) (2,316) - (2,316)
Total Equity 23,252 - 23,252
65

Portland District Health
Notes to and Forming Part of the Financial Statements for the Year Ended 30 June 2006
Note 27: Impacts of adopting AASB equivalents to IASB standards (Continued)
There are no material differences between the Cash Flow Statement presented under A-IFRS and the statement of cash flows presented under the
superseded policies.
The financial report has been prepared in accordance with A-IFRS. The difference between Australian GAAP and A-IFRS has been identified as not
having a material impact on the hospitals financial position and financial performance.
66

Photographer: Renee Sheehan;
photo courtesy of the Portland Observer
Wedding Anniversaries
Congratulations to Sea View House residents Colin and Ivy McKenzie,
(second row middle) who recently celebrated 58 years of marriage and
to Maurie and Margaret Sykes (bottom right) who also achieved a
significant milestone - their 55th wedding anniversary.
Acknowledgements - Photographs
We wish to acknowledge the Portland Observer and photographer
Ebony Garner for permission to use four of the photographs on the front
cover of this annual report.
· Top middle: Fawthrop Walking Map
· Second row middle: Narrawong Old Timers Out and About
· Bottom middle: New mum, Renee Sheehan & family
· Bottom right: Healthy Eating,
along with the photograph which appears on page 18
- Go for your life.