Portland District Health Annual Report 2007 - South West Alliance of ...

Portland District Health 

President’s Report 

Portland District Health looks 

forward to the challenges and 

opportunities our health service 

faces in the coming year. 

On behalf of the Board of Management, I am pleased to present the 

2006/07 Annual Report of Portland District Health. This certainly has 

been an eventful year. The Board has faced numerous challenges 

and to their credit I believe they have worked tirelessly to provide a 

sustainable health service that meets the needs of the Portland and 

district community. 

To achieve this, the Board has focused on the financial position of 

the health service. Although Portland District Health had been on the 

Department of Human Services’ Close Watch financial program, our 

financial position was deteriorating. So the Board commenced an 

internal review to determine why this was occurring, which alternatively 

led to a complete review of all operational services. 

In May, the Senior Vice President, Mr. Jim Harpley and I met with 

Victorian Health Minister, The Honourable Bronwyn Pike, MP to 

outline the Board’s proposed actions over the next six months. These 

actions included a review of our medical workforce issues and our 

declining patient numbers. Following our presentation, Minister Pike 

provided additional assistance to the Board with the appointment 

of two ministerial delegates to the Board, Dr. Heather Wellington, a 

medico/legal advisor and Mr. Michael Rhook as a financial consultant. 

The Board subsequently appointed Aspex Consulting to prepare a 

five-year clinical services plan to address our medical workforce and 

referral process and also appointed Mr. John O’Neill as the interim Chief 

Executive Officer to co-ordinate these reviews. 

Our road to recovery is far from over but we can now see the finishing 

line. Providing we can stay focused and true to our vision, we will ensure 

that Portland District Health is one of the best regional health services 

in Victoria. 

All of this could not be possible without the tremendous support of the 

Portland district community who have demonstrated their commitment 

and desire to ensure Portland District Health remains as an independent, 

primary and acute care health service which services the needs of our 

community. 

The community commitment has been demonstrated in numerous 

ways throughout the year and whether this is by the thousands of 

hours committed by our volunteer workforce or by the generosity of the 

Portland community through bequests from the estate of the late Glenys 

Simmons, the Dipalo family and Geoff Handbury (Westneath Nominees). 

Our sincere gratitude is extended to all local business houses, local 

media, tradespeople and others who assisted in the construction of 

the new 30-bed aged care facility, which will be officially opened later 

this year. 

To strive to become one of the best regional 

health services in Victoria is only possible 

if we have an outstanding workforce that 

can provide the appropriate level of service. 

After seeing the level of professionalism 

displayed by our staff over the past 12 months, 

I am confident that we have the talent and 

commitment to achieve this goal. 

Last but certainly not least I would also 

like to take this opportunity to record my 

sincere appreciation to Dr. Michael Martin, 

Chair Visiting Medical Officers Group for 

working closely with the Board to break down 

the previous obstacles that had hindered 

relationships between the medical workforce 

and Portland District Health. 

I sincerely thank all members of the Board 

of Management who, as volunteers, serve 

as community representatives on the 

necessary committees required to ensure an 

effective public health service is provided. 

GREG ANDREWS 

President 

PORTLAND DISTRICT HEALTH • ANNUAL REPORT 06/07


Chief Executive’s Report 

Our Health Service 

Beyond 2007 

As the newly appointed interim Chief 

Executive Officer of Portland District Health 

I can only report from July 2007. I can 

categorically state that we are facing many 

challenges, but without doubt, should we 

overcome these challenges, our health 

service has a solid and exciting future. 

Change often creates uncertainty, but 

always opportunities. It forces us to grow 

and develop. It challenges us. 

The key changes include: 

• Appointment of two delegates to the 

Board by Victorian Health Minister 

The Hon. Bronwyn Pike MP; 

• Engagement of consultants Aspex 

Consulting to prepare a five-year clinical 

services plan and model of care; 

• Engagement of Adjunct Associate 

Professor Leanne Rowe to review 

clinical governance; 

• Engagement of Ms. Christine 

Cunningham to review PDH’s primary 

care service delivery model; 

• Negotiation of a partnership with 

Western District Health Service to 

co-operate in the regional delivery of 

corporate services, providing the 

hospital with improved management 

resources; and 

THE FUTURE 

At the time of writing this report, Portland District Health and the community 

are awaiting a report from the consulting group Aspex Consulting on a five-year 

clinical services strategy and model of care including the region’s emerging aged 

care needs. 

This report is of particular relevance as patient care services are currently underutilised 

with a steady drift towards the larger referral hospitals at Warrnambool, 

Hamilton and Geelong. Based on the changing needs of our communities, we 

are also looking for new ways of delivering health services and focusing more 

on supporting people to stay well and live healthier lifestyles. This change will 

not happen overnight, but at a time when more individuals are focusing on how 

they can make changes to live a more healthy life, our health service should be a 

leader in this direction and support our community to make those changes. 

The Department of Human Services has provided approximately $5.2m of 

“top-up” funding to support Portland District Health over recent years. Clearly this 

is not sustainable in the long run. Consequently, the Aspex Consulting report also 

becomes pivotal to the future direction and funding of Portland District Health. 

Professor Leanne Rowe has been engaged to assist PDH to develop a clinical 

governance framework. This framework will strengthen our accountability for 

continuous improvement in the quality of service delivery and safeguard high 

standards of care by creating an environment in which excellence in clinical care 

will flourish, to ensure high quality care from all involved in the patients journey 

and to ensure patients are the main focus and priority. 

• The appointment of Deloittes to review 

internal control systems. 

Change often creates uncertainty, 

but always opportunities. It forces us 

to grow and develop. 


The hospital and health service has made 

considerable progress in many areas and is 

now laying a solid foundation. 

PATIENT CARE FACILITIES 

The internal refurbishment program at Portland District Health has 

led to improved patient care facilities. This year, a new 8-bed Day 

Procedure Unit was commissioned on 17 July with the first patients 

seen in late July. Arrangements are being made to officially open 

the new Day Procedure Unit in October and PDH is indebted to the 

Dipalo family who generously donated over $300,000 towards the 

new unit. 

A new Residential Aged Care facility, Harbourside Lodge will be 

commissioned closer to Christmas. At the time of writing this report, 

arrangements are being put in place to reach contract completion, 

with essential services certification and practical completion 

certificates. 

In addition, there has been a significant injection and upgrade of 

patient care equipment particularly in our operating theatres. PDH 

is again indebted to Geoff Handbury (Westneath Nominees) who 

very generously donated $200,000 towards the purchase of this 

equipment. 

FINANCIAL MANAGEMENT 

The year in review brought with it a number of disappointments 

and concerns; none more so than PDH’s financial performance 

- recording its third consecutive operating loss. This year, financial 

statements will record a net result from continuing operations before 

capital and specific items of $0.985K and a net result for the year 

of $0.509K. The Board and the Department of Human Services 

recognise that the deteriorating result is not sustainable and must be 

addressed. The Board has determined a course of action to reduce 

operating costs and increase patient activity. 

A little over 70% of costs within a healthcare facility lie in staff costs 

and as such, PDH will need to restructure work practices and review 

its staffing profiles. This process began when the Board endorsed a 

new organisational senior executive structure commensurate with the 

role and function of a local community hospital. At the time of writing 

this report, a recruitment agency has been engaged to recruit to 

these new positions. 

EXECUTIVE STAFF DEVELOPMENTS 

There were a number of pivotal senior executive changes during the 

year. Marie Shea, Chief Executive Officer tendered her resignation 

in July. Dr Meindert van der Veer took up a new post as Medical 

Director at Western District Health Service. 

SUMMARY 

The year ahead will be difficult and demanding. Notwithstanding 

this, the hospital and health service has made considerable progress 

in many areas and is now laying a solid foundation to address the 

deteriorating financial position and tackle declining patient numbers 

and strengthen clinical governance. 

Opportunities and challenges will arise from various reviews, 

enabling PDH to secure its future fiscally and strengthen its clinical 

governance framework. These reviews, when underpinned by 

sound business principles, workforce management and general cost 

constraints, coupled with increased scope and range of services, will 

enable PDH to look confidently to the future. 

JOHN C O’NEILL 

Chief Executive 



Corporate Governance 

The Board of Management of Portland 

District Health is appointed on the 

recommendation of the Victorian Health 

Minister, The Hon. Bronwyn Pike MP. 

The Board of Management is governed 

by principles contained within the Health 

Services Act 1998 (as amended). 

The Board provides 

governance of the Health 

Service and is responsible 

for the quality of healthcare 

services provided by 

Portland District Health. 

It is also responsible for 

the financial performance 

and involvement in the 

community. 

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. 

Portland District Health’s Board of Management meets monthly throughout 

the year. 

Portland District Health by-laws enable the Board to delegate various 

responsibilities. These by-laws are supported by executive delegations and 

operational responsibility which enables executives and staff to perform their 

duties through specific delegated authority. 

The registered office of Portland District Health is Bentinck Street, 

Portland, 3305. 

Portland District Health would like to acknowledge The Hon. Daniel Andrews 

MP as the Victorian Government’s recently sworn in Health Minister. 

4 PORTLAND DISTRICT HEALTH • ANNUAL REPORT 06/07


Board Committees 

AUDIT COMMITTEE 

The Audit Committee is responsible for monitoring and advising 

the Board on matters relating to financial accountability and 

internal controls including the effectiveness of management 

information systems, in accordance with relevant laws and 

regulations. 

The Committee meets quarterly. 

MEDICAL APPOINTMENTS/ADVISORY COMMITTEE 

The Medical Appointments/Advisory Committee is responsible 

for the appointment of appropriately credentialed medical staff 

to Portland District Health, within their defined scope of clinical 

practice. These appointments are made in accordance with 

Portland District Health by-laws. 

REMUNERATION COMMITTEE 

The primary focus of the Remuneration 

Committee is to provide advice and 

assurance to the Board relating to the 

effectiveness, integrity and adherence to the 

Government Sector Executive Remuneration 

Panel (GSERP) guidelines for senior 

executive remuneration. 

PROJECT CONTROL GROUP/PLANNING 

AND DEVELOPMENT 

The Project Control Group monitors the progress of major 

projects with particular emphasis on the program, scope, cost, 

expenditure and fulfilment of the approved project brief and 

user needs. 

QUALITY COMMITTEE 

The Quality Committee maintains a high 

level overview of the performance of safety 

and quality systems and ensures any risks 

and/or deficiencies are addressed. 

The Committee reports to the Board. 

CONSULTATIVE COMMITTEE 

The Consultative Committee is a forum for 

the resolution of issues relating to medical 

administrative matters. The function of the 

committee is advisory and not executive. 

It considers matters relating to the medical 

administration of the hospital and considers 

differences arising between the Board and 

its officers and the medical staff, tendering 

appropriate advice, recommendations or 

reports to the Board and VMO Group on all 

matters considered. 



Board Profiles 

MR. GREG ANDREWS 

PRESIDENT 

Diploma Public Health 

Greg is currently serving 

his second term as a Board 

member and was elected 

President in 2006. He represents 

the Board on the Remuneration, 

Medical Appointments and 

Consultative Committees. Mr. 

Andrews is the Environmental 

Health Officer at the Glenelg 

Shire Council. 

MS. TANYA SIMMONDS 

TREASURER 

(resigned April 2007) 

Tanya was appointed to the 

Board of Management in 

November 2006. During this 

time she served as Treasurer. 

We extend our congratulations 

to Tanya following the recent 

birth of daughter Alice. 

MR. JIM HARPLEY 

SENIOR VICE PRESIDENT 

B. Metallurgy 

MR. MIKE NOSKE 

TREASURER 

B.Eng (Mech) Honours 

Jim is serving his second term 

as a Board member. He was 

elected Senior Vice President in 

2006. He represents the Board 

on the Project Control Group, 

Remuneration and Consultative 

Committees. Mr. Harpley is a 

Senior Process Engineer at 

Portland Aluminium. 

Mike is serving his first term as 

a Board member. He represents 

the Board on the Remuneration 

and Quality Committees. 

Mr. Noske is Keppel Prince’s 

Project Manager for the Waubra 

Windfarm project. He is also 

the Director/Manager of Emelen 

Pty. Ltd. (Portland Print Services 

and the Star Cinema). 

MR. VIN GANNON 

JUNIOR VICE PRESIDENT 

Vin is serving his third term 

as a Board member. He 

represents the Board on the 

Medical Appointments and 

Consultative Committees. Mr. 

Gannon is the Chief Executive 

Officer of the Victorian Abalone 

Divers Association, Director 

on the Prime Safe Board and 

is a qualified graduate of the 

Institute of Company Directors. 

MR. BILL COLLETT 

BOARD MEMBER 

PHC, MPS, FACPP 

Bill was appointed to the 

Board of Management in 2005. 

He currently serves as Deputy 

Treasurer. Mr. Collett represents 

the Board on the Audit and 

Consultative Committees. 


MRS. MERLYN MENZEL 

BOARD MEMBER 

Division 1 Nurse, Associate 

Diploma Welfare Studies 

Merle has been a member 

of the Board since 2002. 

She represents the Board 

on the Quality and Medical 

Appointments Committees. 

Mrs. Menzel is the Office 

Manager of R. and M. Menzel 

Electrical Contractors and a 

Bail Justice. 

OUR MISSION 

To provide safe 

and cost effective 

primary, acute and 

aged care services 

to residents of the 

Portland district. 

MR. BRUCE DU 

VERGIER 

BOARD MEMBER 

Bruce was appointed to the 

Board in November 2005. 

He is the Chief Executive 

Officer of Community 

Connections (Vic) Ltd. since 

beginning in 1991 and is the 

Chairperson of the Southern 

Grampians and Glenelg 

Primary Care Partnership. 

MR. BRIAN SPARROW 

BOARD MEMBER 

Brian is serving his first term 

as a Board member. He 

represents the Board on the 

Quality Committee. Mr. Sparrow 

is a qualified chef and has 

previously run his own catering 

business. He has served in the 

Australian Defence Force for 

12 years. 



Executive Management 

Team 

CHIEF EXECUTIVE OFFICER 

MRS. MARIE SHEA 

RN, BA (Hons), FRCNA, AFCHSE, JP 

(Appointed July 2005, resigned August 2007) 

The Chief Executive is responsible for the executive leadership 

and overall management of the organisation ensuring that the 

decisions of the Board are implemented. 

Mr. O’Neill was appointed as Interim Chief Executive in July 2007. 

DIRECTOR OF CORPORATE SERVICES 

AND COMMUNITY HEALTH 

MR. PHIL HYNES 

Diploma Health Administration, Advanced Diploma of Business (HR) 

(Appointed March 1982) 

The Director of Corporate Services and Community Health is 

responsible for all corporate service and allied health staff including 

community nursing, counselling, drug and alcohol services, health 

promotion, allied health, dental, physiotherapy, maternal and 

child health, catering, environmental, engineering, safety, human 

resources, fundraising, executive officer (Board), special projects 

and supported residential service – Sea View House. 

DIRECTOR OF NURSING 

MRS. KATHRYN EYRE 

RN Division 1, BN, M Health Management, 

Certificate of Finance, AFCHSE, MRCNA 

(Appointed February 2003) 

The Director of Nursing is responsible for 

inpatient services, outpatient services 

(including Accident and Emergency), 

operating suite, infection control, nurse 

education, aged care, volunteers and 

district nursing. She is also responsible 

for the development, provision and 

compliance of nursing policy. 

With the assistance of the Assistant 

Director of Nursing, Mrs Maureen 

Patterson, she is also responsible for 

quality co-ordination, mandatory reporting 

including incidents, complaints and 

patient advocacy issues, reporting 

of quality of care to the community, 

rehabilitation (return to work), clinical 

HR specialists, data management and 

chaplaincy services. 

DIRECTOR OF MEDICAL SERVICES 

DR. MEINDERT VAN DER VEER 

MB,CHB, FRACGP, MRACGP, AFACHSE 

(Appointed November 2004, resigned July 2007) 

The Director of Medical Services is responsible for the 

development and provision of medical services including Visiting 

and Career Medical Officers, medical imaging, pathology, 

pharmacy, patient services, Portland District Health Specialist 

Centre and health information management and Freedom of 

Information. He is also responsible for medical policy. 

DIRECTOR OF FINANCE 

MR. WAYNE ARMISTEAD 

BComm, CPA, Master of Business 

(Appointed June 1987) 

The Director of Finance is responsible 

for the management of the Finance 

Department including financial reporting, 

analysis, budgeting and budgeting controls/ 

recovery in line with identified targets and 

strategies. 

The role provides management and 

leadership for information technology, 

payroll and supply. 



Organisational Structure 

BOARD 

CHIEF EXECUTIVE OFFICER 

Executive Assistant 

Director 

of 

Nursing 

Director 


Finance 

Director 


Medical Services 

Director of Corporate 

Services and 

Community Health 

ADON/ 

Quality 

Executive 

Assistant 

Financial Services 

VMOs 

Health Promotion 

Midwifery 

Acute 

Rehabilitation 

Dialysis 

Operating Suite 

A&E 

Residential 

Aged Care 

Information Technology 

Payroll 

Supply 

WorkCover 

CMOs 

Pathology 

Pharmacy 

Medical Imaging 

Health Information 


Sea View House 

Maternal & Child Health 

Physiotherapy 

Dental 

Podiatry 

Building/Engineering 

Occupational Therapy 

After Hours 

Co-ordination 

Speech Therapy 

Education 

Food Services 

District Nursing 

Dietetics 

Infection Control 

Board Executive 

Discharge 

Planning/PAC 

Social Work 

Drug & Alcohol 

Environmental Services 



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 


Renal Dialysis 

Urology 

MEDICAL ANCILLARY: 

Aboriginal Liaison 

Audiology 

Dental Clinic 

Dietetics 

Health Information 


Orthotics 

Pharmacy 

Physiotherapy 

Podiatry 

Sexual Assault Counselling 

Social Work 

Speech Pathology 

NURSING: 

Antenatal Education 

Asthma Education 

Breast Care Nursing 

Cancer Support 

Cardiac Rehabilitation 

Continence Advice 

Diabetes Education 

Discharge Planning 

District Nursing Service 

Domiciliary Midwifery Care 

Drug & Alcohol Withdrawal 

Education Centre 

Hospital in the Home 

Immunisation Service 

Infection Control 

Lactation Counselling 

Living with Cancer 

Lymphoedema Service 

Maternity Enhancement Service 

Nursing Home 

Home Oxygen 

Palliative Care 

Pharmacy Support 

Post Acute Care 


Respite Care 

Sterile Supply 

Stomal Therapy 

Postgraduate Nurse Training 

OTHER: 

Engineering 

Environmental Services 

Equipment Borrowing Service 

Food Services Department 

General Administration Clerical, 

Accounting & Payroll 

Hospital Library 

Safety & Security 

Supply 

Personal Laundry Service for 

in patients/residents 

Prescribed Waste Removal 

Primary Care Partnerships 

Primary & Community Health 

SERVICES FROM AND 

WITH OTHER AGENCIES: 

BreastScreen Victoria 

- Breast screening 

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 

SERVICES TO OTHER 

AGENCIES: 

Accounting Services 

- Heywood Rural Health 

Fuel Card 

- Western Dist. Employment Access 

Immunisation Service 

Infection Control Advice 

Occupational Therapy & 


- Special Development School 

- Dartmoor Bush Nursing Service 

Payroll 

- Lewis Court Hostel 


- Kindergartens & Schools 

Supply 

- Various 

Sterile Supply 

- Various 

Counselling 

- Heywood Rural Health 

STUDENT PLACEMENTS 

Work Experience Placements 

- Secondary School Students 

(Victorian) 

Clinical Placements 

University of South Australia 

Health science disciplines 

Deakin University 

Bachelor of Nursing 

Bachelor of Midwifery 

LaTrobe University 

All health science disciplines 

RMIT University 


Flinders University 



Australian Catholic University (ACU) 



Victoria University 


Monash University 


Barwon Health 

South West Institute of TAFE 


TAFE SA 

University of Ballarat TAFE Division 


Charles Sturt University (NSW) 




Service Activity 

Activity / Indicator 

Number of inpatients – Hospital 

Number of inpatients – Nursing Home 

Number of inpatient days – Hospital 

Number of inpatient days – Nursing Home 

Daily Average (days – Hospital) 

Daily Average (days – Nursing Home) 

Average stay (days – Hospital) 

Average stay (days – Nursing Home) 

Number of beds available – Hospital 

Number of beds available – Nursing Home 

Accident and Emergency 

Births 

Dental clinic treatments 

District Nurse visits 

Hospital in the Home 

Mammography screening 

Meals on Wheels delivered 

Meals served (total) 

Operations performed 

Physiotherapy treatments – inpatients 

Ultrasound attendances 

X-Ray – Inpatients 

X-Ray – Outpatients 

X-Ray – Examinations 

Staffing 

Number of Staff Employed 

Number of Staff Employed (EFT) 

Time Lost through WorkCare Claims (EFT) 

Time Lost through Industrial Disputes (hours) 

Sick Leave as % of Basic Salaries 

Costs 

Costs per Inpatient Day – Hospital 

Costs per Inpatient Day – Nursing Home 

Cost per Inpatient Treated – Hospital 

Cost per Inpatient Treated – Nursing Home 

Primary Care Statistics 

Community Nursing 

Counselling/Social Work 

Dietetics 

Family Planning – Direct Care 

Family Planning – Health Promotion 

Health Promotion 

IHSHY Youth Worker – Direct Care 

IHSHY Youth Worker – Health Promotion 


Physiotherapy 


Women’s Health 

HACC (Contact Hours) 

Dietetics 

Podiatry 

Volunteer Co-ordinator 

Planned Activity Groups 

Community Health (Contact Hours) 

Dietetics 

Community Nursing 

Counselling/Social Work 



2002/03 

5420 

62 

17488 

10803 

47.9 

29.6 

3.2 

174.2 

69 

30 

9489 

189 

12 

12900 

26 

823 

17989 

162289 

2178 

7250 

2804 

1411 

12241 

14668 

314 

219.91 

4.8 

0.00 

4.2% 

791 

143 

3086 

26211 

2003/04 

5191 

74 

15294 

10800 

41.9 

29.5 

2.9 

145.9 

69 

30 

12192 

142 

285 

10536 

27 

1019 

18249 

164638 

2354 

6895 

2709 

1303 

12179 

14249 

348 

241.23 

4.2 

160.0 

4.2% 

1033 

171 

3098 

25054 

5682 

2578 

910 

5 

15 

28770 

538 

605 

1093 

642 

1358 

1352 

288 

431 

2789 

3961 

1299 

825 

538 

816 

396 

2004/05 

4978 

76 

13761 

10516 

37.7 

28.8 

2.8 

138.4 

69 

30 

9635 

133 

312 

10752 

17 

863 

15896 

152897 

2143 

6158 

3154 

1217 

12602 

14632 

351 

249.1 

2.1 

0.0 

4.3% 

1212 

201 

3616 

26036 

5801 

2536 

906 

8 

19 

3415 

1104 

199 

852 

932 

1109 

1464 

566 

599 

2126 

4362 

1218 

333 

342 

1170 

305 

2005/06 

4882 

83 

13015 

10429 

35.6 

28.6 

2.7 

125.7 

67 

30 

7236 

101 

734 

10125 

58 

970 

14538 

183172 

1847 

6795 

2881 

1120 

12547 

14293 

350 

249.8 

4.01 

0.0 

4.4% 

1357 

207 

3616 

26036 

6095 

2952 

883 

15 

14 

3550 

945 

545 

1312 

849 

990 

1334 

541 

385 

3936 

1724 

1230 

241 

474 

865 

284 

2006/07 

4518 

55 

12730 

10795 

34.8 

29.6 

2.8 

196.27 

33 

30 

7188 

151 

761 

9217 

11 

825 

13573 

184457 

1557 

6037 

2431 

1075 

11835 

14186 

361 

257.69 

4.3 

0.00 

4.1% 

1489 

212 

4149 

41563 

6400 

2740 

1033 

83 

46 

3621 

825 

214 

1508 

1000 

804 

1571 

541 

385 

3936 

1724 

1230 

241 

474 

865 

284 

PORTLAND DISTRICT HEALTH • ANNUAL REPORT 06/07 11


Comparative Financial Analysis 

Description 

2005/06 

$000’s 

2006/07 

$000’s 

Total Expenses 

Total Revenue 

Operating Surplus/(Deficit) 

26101 

24636 

(1465) 

26999 

26490 

(509) 

Retained Surplus as at 1 July 2006 

Net Result for the Year 

Transfer to Reserves 

Accumulated Surplus to 30 June 2007 

(2316) 

(1465) 

(3781) 

(3781) 

(509) 

(1725) 

(6015) 

Total Assets 

Total Liabilities 

Net Asset 

Asset Revaluation 

Restricted Specific Purpose Reserve 

Contributed Capital 

Capital Contributed from the Victorian Government 

Retained Earnings 

Total Equity 

31718 

7639 

24079 

27860 

(3781) 

24079 

46326 

9254 

37072 

7867 

1725 

27860 

5635 

(6015) 

37072 

The information requirements listed 

in the directions of the Minister for 

Finance part 9.1.3 (iv) have been 

prepared and are available to the 

Minister, Members of Parliament and 

the public on request. 

* As a result of the amalgamation 

between the Portland and District 

Hospital and Portland and District 

Community Health Centre on the 

1 July 2003, there is no comparative 

data for periods prior to this date. 



2006/07 Year in Review 

Throughout the year, Portland District 

Health has been a part of various significant 

achievements and milestones. As we reflect 

on the 2006/07 year, we take this opportunity 

to highlight some of these achievements. 

After months of planning, Portland District Health hosted both 

Aged Care and ACHS surveyors in 2006. Experienced surveyors 

spent their time evaluating the facility and determining the quality 

of care provided by Portland District Health. Portland District 

Health is extremely pleased to announce its accreditation success 

in both surveys. 

DAY PROCEDURE UNIT 

With over 50% of surgeries completed as day stay procedures at 

Portland District Health, the new purpose-built Day Procedure Unit 

is due for completion in July 2007. The 8-bed unit is complete with 

modern monitoring equipment ensuring safe and effective patient 

care and because of its proximity to the operating theatres, provides 

increased efficiencies with patient throughput. 

RACS CONSTRUCTION 

In 2005 the Victorian State Government announced funding for 

the construction of a new residential aged care facility for Portland 

District Health. Located on the hospital campus, residents and 

their families, will enjoy “hotel-style” accommodation comprising 

single and double rooms complete with individual ensuites, family 

living areas, dining areas, activity areas, offices and a warm and 

welcoming reception area. The facility, recently named Harbourside 

Lodge, is nearing completion and along with the staff, residents and 

their families, we eagerly await the opening of this modern 

and spacious facility. 

VIRTUAL VISITING 

Virtual Visiting is an IT-based communication 

tool introduced to improve the quality of life 

for aged care residents through increased 

contact with family and friends. Portland 

District Health was included in the pilot 

project conducted by Western District Health 

Service which saw participation between 

Kolor Lodge Penshurst and family members 

living in Portland, earlier this year. 

STAFF ACCOLADES 

Staff throughout the organisation participated 

in Australia’s Biggest Morning Tea raising 

money for the Cancer Council Victoria 

Portland Unit. Staff raised a total of 

$144.25. $4,200 was raised from Portland 

and surrounding areas and will be used for 

continuing cancer research. 

Nursing Division 

Congratulations to Jan Whyte who 

successfully completed her Graduate 

Diploma in Peri-operative studies. Portland 

District Health farewelled Jan in December 

2006 when she relocated to Queensland to 

be closer to her family. 

At the 2006 Annual General Meeting, 

Portland District Health awarded Joanne 

Brewster and Brenda McCulloch jointly with 

the Bert Wilmot Scholarship Award. The 

scholarship is available annually to all staff 

undertaking further study in support of their 

role/profession at Portland District Health. 


Joanne and Brenda, both Registered Division 1 

nurses, successfully undertook further studies 

in Critical Care Cardiac and ECG Interpretation 

through Deakin University (Warrnambool 

Campus). The completion of this further study 

complements and enhances their existing 

nursing skills and knowledge. Congratulations 

to you both! 

Debra Tozer has become an instructor for the 

internationally recognised Intermediate Trauma 

Life Support Course. Debra is required to travel 

around Australia and New Zealand providing an 

educational role. 

Linzi Donlan, Nurse Unit Manager Accident and 

Emergency has almost completed her Masters 

in Advanced Nursing Practice. Linzi intends to 

seek endorsement as a Nurse Practitioner in 

Emergency Care at the start of 2008. 

Congratulations also to Ros Jones, Infection 

Control Practitioner/Environmental Services 

Manager who has recently completed her 

Masters in Advanced Practice of Infection 

Control and Prevention. 


For the third consecutive year, we congratulate 

the Medical Imaging staff on achieving a 

“Highly Recommended” status in the Australian 

Achievers Awards. With a score of 93.43% 

for customer satisfaction, the department is 

committed to ensuring their customers are 

always given their very best care. 

Portland District Health welcomed Dr. Adebayo 

Jolayemi, Specialist Anaesthetist from South 

Africa and Mr. Rotimi Afolabi, Specialist General 

Surgeon from Fiji. Both doctors were welcome 

additions to the medical service and theatre 

teams. At the time of publishing this report, 

Mr. Afolabi ceased working with Portland District 

Health. We wish him well for the future. 

CORPORATE SERVICES AND COMMUNITY HEALTH 

Healthy Heart Award Nomination 

Towards a Healthy Heart is a structured primary prevention program developed 

by Portland District Health to address the risk factors for heart disease in men, 

with the aim of reducing the total risk factors for heart disease within the high-risk 

age group of 30-60 years. 

The program consists of: 

• four risk factor assessments pre, post, six months and 12 months, 

• 12 weeks of group education, 

• weekly physical activity sessions at local sporting facilities and fitness 

centres, and individualised health coaching (where necessary) to promote 

behaviour change. 

In May 2007, the Health Promotion Unit at Portland District Health was the 

recipient of a Primary Health Care Award for Excellence and Innovation in Health 

Promotion for this popular and very successful program. The program’s success 

would not have been possible without the support from Portland YMCA, Portland 

Physiotherapy Centre, St. John of God Pathology and of course the five workplaces 

– Portland Aluminium, Graincorp, Incitec Pivot, Port of Portland and the Glenelg 

Shire Council. 

50th Anniversary of Meals of Wheels 

In October 2006, Portland Meals on Wheels celebrated their 50th anniversary. 

More than 100 people gathered at the Portland Civic Hall to celebrate the service 

which operates six days a week and is supported by more than 120 volunteers. 

Meals on Wheels are delivered both locally and outside of Portland throughout the 

Glenelg Shire. Mrs. Escalante, Meals on Wheels Co-ordinator said that this service 

not only provides meals to a broad range of people but also provides much needed 

company and communication. 

Apprenticeships and Training 

In November 2006 Emma Shultze commenced as apprentice chef and nine 

staff completed their Certificate III in Hospitality (Operations) through the University 

of Ballarat. 


Simple, effective and 

inexpensive measures 

can be undertaken to 

boost energy reduction. 

Engineering Services 

“PORTLAND DISTRICT HEALTH CARING FOR 

THE HEALTH OF OUR ENVIRONMENT” 

Simple, effective and inexpensive measures can be 

undertaken to boost energy reduction. Some of the results 

achieved by Portland District Health include:- 

• Reduction in gas consumption by 36.31% - achieved through the 

replacement of dated, conventional gas water heaters with power 

flue models consuming 25% less fuel. Heating provided by 

geothermal hydronic panels. Heating was previously supplied 

from gas burners. Hydronic panels heated by “Raypak” gas 

boiler originally commissioned to supply constant heat and call 

for cooling whilst still supplying heat. This was corrected to a 

normal opposing cycle on/cycle off setup resulting in significant 

gas savings. 

• Reduction in electricity consumption by 6000 kWh per month. 

• Reduction in water usage of 1074 Kl between same period - 

November to February. 

• Reduction of water charges with the introduction of worm farms. 

The savings of trade waste saw water charges drop from 

category 3 to category 2 – a saving of $4,000 per annum. 

• Reduction of geothermal use through double-glazing. 

• Vehicle petrol usage - Trials concluded that premium 

unleaded fuel was on average 5% more expensive to 

purchase however the benefit was an increase in kilometres 

per litre of an average 12%. Apart from a saving of $3,569 

per annum, Portland District Health fleet vehicles release 

fewer greenhouse emissions. 

Small projects can produce significant 

and effective savings. 

RETIREMENTS 

During the year, Portland District Health 

farewelled the following staff through 

retirement:- 

MR. PAUL KIERCE, 

Orthopaedic Surgeon, retired from Portland 

District Health after 17 years. 

DR. DAVID TAYLOR, 

Specialist Physician, retired from private 

practice and is now working as consultant 

physician and providing ongoing supervision 

of CMOs at Portland District Health. 

MRS. DENISE ORME, 

Registered Nurse Division 1, 10 years 

MRS. ELEANOR McCARTHY, 

After Hours Nursing Co-ordinator, 11 years 

at Portland District Health 

MRS. ILONA EICHLER, 

Registered Nurse Division 1 – Seymour 

Cundy Wing, 28 years 

MRS. CAROL SOLLY, 

Environmental Services, 26 years 

MRS. CAROLE PIETSCHMANN, 

Registered Nurse Division 1, 30 years 

FAREWELLS 

Portland District Health has continued 

to identify other cost saving options 

including the introduction of the Ozone 

Laundry Support System. 

Portland District Health farewelled 

a number of staff. We would like to 

thank these former staff members 

for their loyal and dedicated service 

and wish them every success for 

the future. 



Staff Profiles 

JENNY SUTTON 

Allied Health Assistant 

16 months service at 


KAREN MADDEN 

Dental Therapist 

10 months at Portland District Health 

Jenny is responsible 

for assisting clients 

within the Community 

Rehabilitation Program. 

Assistance in the form 

of client interventions vary under the direction of Allied 

Health disciplines including physiotherapy, occupational 

therapy, speech therapy, dietetics and podiatry. 

Jenny is committed to delivering quality care and 

assistance to the rehabilitation clients within the 

community under the guidelines of Portland District Health. 

Karen is a Dental Therapist with many 

years of experience. Like Dentists, 

she is required to be registered to 

practice with the Dental Practice 

Board of Victoria. A Dental Therapist 

is able to provide examinations and 

treatments for people aged between 0-18 years and 18-25 year olds 

once they have had an initial examination with a Dentist. A Dental 

Therapist provides treatment such as fillings, extraction of baby teeth, 

x-rays and cleaning of teeth and other work as set out by the Dental 

Board. A registered Dental Therapist may work in a private dental 

practice, public hospital or community health setting. 

Karen is looking forward to having a fully staffed dental clinic 

providing a full range of dental services to all ages throughout the 

community. Along with all our dental staff, Karen is aware that dental 

treatment can often be a time of anxiety. The dental team aims to 

ensure that each treatment is as relaxed as possible. 

JACKI BARNETT 

Occupational Therapist 

2 years at Portland District Health 

Jacki Barnett commenced in her position as a new Graduate. Her role includes overseeing the management of 

the Occupational Therapy department as well as providing clinical services in Acute, Community, Community 

Rehabilitation Program, Aged Care and Cardiac Rehabilitation Program. Some of her responsibilities include 

home modification recommendations, equipment prescriptions, wheelchair/scooter/home access, splinting for 

hands, activity of daily living (ADL), relaxation (stress management) and intervention strategies. 

Jacki is also responsible for the supervision of students including work experience, student health professionals and graduate nurses. 

Jacki’s work also involves liaising and co-ordinating with agencies outside Portland District Health including Community Options, Glenelg 

Shire Council, aged care facilities, Archicentre, Department of Human Services and other occupational therapy departments within the region. 

Jacki is instrumental in ensuring that her client’s occupational needs are met through the process of accessibility, program planning, 

monitoring and evaluation and established client goals. 


ALEX TRAHAR 

Electrician 

18 months at Portland District Health 

SUE HONEYBUN 

Personal Care Attendant 

2 years at Portland District Health 

Alex is employed as an Electrician 

within the Engineering Services 

division of Portland District Health. 

His role is to maintain and improve 

plant and equipment and provide 

general electrical maintenance 

throughout the facility and its campus locations. Alex’s tasks include 

maintenance of lights and power outlets, test and tag equipment, 

maintain and check emergency equipment and repair or arrange the 

repair of electrical equipment including specialised equipment when 

necessary. He is responsible for sourcing correct equipment within 

identified budgets. This includes the identification of appropriate 

suppliers. 

Sue is a Personal Care Attendant 

at Sea View House. In 2004, after 

working for two years as a nurse, 

Sue, her husband and their four 

children left Zimbabwe, abandoning 

property and savings, for a brighter 

future in Australia. Sue completed her nursing training in Zimbabwe. 

Sue enjoys working with the elderly residents at Sea View House 

and has been made to feel very welcome not only in this position, 

but also to Portland. She enjoys working in a friendly, relaxed and 

welcoming environment. 

Alex is part of a small and responsive team providing skilled trade 

services to Portland District Health. He is focused on improving 

cost savings through the reduction of energy. He is committed to 

providing a quality service at all times. 

STAFF SERVICE AWARDS 

10 YEARS 

20 YEARS 

25 YEARS 

30 YEARS 

Shirley Trinnick 

Bernadette Fitzgerald 

Gillian Guy 

Dianne Jackson 

Alison Mason 

Jacinta Watson 

Julienne Stone 

Loren Drought 

15 YEARS 

Cathy Radford 

Jenny Matthews 

Pat Cain 

Joan Cannon 

Wendy Duncan 

Alison Brian 

Ivor Graney 

Lorraine Hiscock 

Margaret Wills 

Miffy Maddox 

Jennifer Moore 

Judith Noske 

Marlene Duffy 

Shiralee Radley 

Helen Anderson 

Beverley Baker 

Diane Duckmanton 

Charlotte Murphy 

Janine McIvor 

Jennifer Smith 

Christine Black 

Janine Duckmanton 

Leanne Stuchbery 

35 YEARS 

Hazel Antony 

40 YEARS 

Marlene Duffy 



Nursing 

37 BEDS AVAILABLE 

7,188 A&E PRESENTATIONS 

151 BIRTHS 

(30% rise from 2005/06) 

9,217 DISTRICT NURSING 

VISITS 

11 HOSPITAL IN 

THE HOME 

70,000 SURGICAL ITEMS 

PROCESSED 

THROUGH CSSD 

ACUTE INPATIENT CARE 

Over the past year, acute service delivery has seen an increase in births, 

palliative and chronic health conditions with a reduction in surgical cases noted. 

In January 2006 five 

new graduate nurses 

commenced employment 

at Portland District 

Health. These nurses 

work within a planned 

rotation program 

through various nursing 

departments as they 

consolidate their training. 

The emphasis in rural health has been on multi-skilling to meet the challenges 

of providing medical, surgical, rehabilitation, paediatric, palliative, aged and 

obstetric services within one clinical department. The increase in aged patients 

requiring care in Victorian acute hospitals has become evident, particularly 

in Portland. The nursing staff has responded to this demand through the 

development of educational workshops relating to aged care health issues. 

The nursing team has focused on preventative health care in the form of 

pressure injury, risk screening and falls prevention systems to ensure best 

patient outcomes. 

MATERNITY SERVICES 

Over the past 12 months, Portland District Health has seen a 30% increase in 

women choosing to birth here. 

In addition to increasing continuity for women, the Maternity Model of Care 

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 Portland District Health. The maternity service operates within and from the 

Acute Ward. 


Portland District Health provides 33 acute inpatient beds, 30 residential aged 

care beds (high-care), two operating theatres with provision for an additional 

theatre and an 8-bed purpose-built day procedure unit. The division also 

incorporates Central Sterilising Supply Department, Pre-admission Clinic, 

Infection Control, District Nursing, Accident and Emergency, Dialysis, Post 

Acute Care/Discharge Planning, After Hours Nursing Co-ordination, Professional 

Development/Education Unit and Quality Co-ordination. 

Births at Portland District Health increased by 

30% from 101 in 2005/06 to 151 in 2006/07. 

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. 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. 

DIALYSIS 

The Unit is available three days per week. The Dialysis Unit receives 

support from Ray Steenveld at Royal Melbourne Hospital/North West 

Dialysis service through the training of new staff and competency 

assessments. A certificate in Renal Dialysis by distance education 

is a basic requirement of all dialysis staff and supports best practice 

at all times. 

POST ACUTE CARE (PAC)/DISCHARGE PLANNING 

The Post Acute Care program has enjoyed another busy year. As part 

of the Wannon PAC program, 336 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. 

Discharge Planning continues to be a busy role at Portland 

District Health. Discharge Planning has taken part in a statewide 

push by Aged Care Assessment Services (ACAS) to standardise 

processes for referrals to their service. We have also been 

developing discharge planning program folders and information 

to nursing home type patients to ensure timely and correct 

information. (This has been especially important due to high level 

and respite bed closures in the Portland area.) 

A reduced number of residential aged care beds in Portland 

has seen an increase in aged care patients awaiting long term 

placement within the Acute Unit. 

294 clients were assessed for discharge to home during 

the year, a reduction on past years. Discharge Planning time 

is generally consumed with managing more complex patient 

discharge planning needs. 

Division 1 nurses Lesa Rees and Sharon 

Olsen completed studies in Dialysis. 


OPERATING SUITE 

The Operating Suite has undergone a 

significant facelift. The patient reception 

area has been redeveloped into a two 

bay area to improve patient flow. We are 

looking forward to the opening of our newly 

renovated endoscopy procedure room. 

The Department of Human Services 

funded the purchase of an anaesthetic 

machine to equip the new endoscopy 

procedure room. The Post Anaesthetic 

Care Unit was reorganised and new 

monitors purchased and installed. 

The new Day Procedure Unit will 

accommodate eight patients and is nearing 

completion (anticipated opening June 2007). 

More than 50% of surgical procedures at 

Portland District Health are completed as 

day stay procedures. This unit will increase 

efficiency in patient throughput and provide 

modern monitoring equipment to ensure 

safe, high quality patient care. The purchase 

of new equipment has enabled the complete 

fit-out of the new unit. Two new operating 

tables were bought with funding generously 

donated by Mr. Geoff Handbury. These 

tables are electronically operated and have 

resolved occupational health and safety 

issues within the department. 

The Pre-admission Clinic ensures a smooth 

and uneventful process when an elective 

surgical procedure is required. Risk analysis 

is undertaken; pre-operative tests and postoperative 

support services are arranged 

through the clinic. 

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 70,000 

surgical items have been processed through the CSSD department in the 

past year. 

2007/08 will be a year of consolidation of new practices and procedures 

and further developing quality service provision to our community. 

ACCIDENT AND EMERGENCY DEPARTMENT 

The Accident and Emergency Department at Portland continues to offer 

a 24-hour service to the community. 

The Accident and Emergency Department attendances for 2006-2007 are 

similar to the previous years, with 7,188 patients attending for emergency 

care and 1,775 attending for procedural work. We have seen a small rise in 

the more serious presentations with Category 2 and 3 patients increasing. 

The Accident and Emergency Department provides additional services, 

including 24-hour harm-minimisation program (needle exchange) and the 

use of facilities to support local GPs who perform minor procedures within 

the department. 

All Accident and Emergency staff have been educated in advanced wound 

management including suturing of minor wounds. Staff are currently being 

trained on casting procedures. All staff have completed Advanced Life 

Support education and are working towards their certification. 

The emergency nurses work closely with the new Career Medical Officers. 

Portland District Health participated in the 

Department of Human Services Quality 

Indicators Project for Residential Aged Care. 


We continue to provide student placements for regional universities, 

enabling our future clinicians the ability to develop their skills locally. 

PROFESSIONAL DEVELOPMENT AND NURSING EDUCATION 

Three 2006 graduates have successfully completed their year and 

have found ongoing employment. We welcomed five graduate 

nurses who commenced their graduate year in January 2007 and 

are proving to be an asset to our hospital. 

One nurse successfully completed the re-entry program and attained 

her registration. 

Compulsory training day has been reviewed and updated to meet 

the needs of EQuIP 4 mandatory education. We have been exploring 

opportunities to advance to the next level of education through the 

use of online education and competencies programs. We hope 

these competencies will be further developed within the South West 

Alliance of Rural Health (SWARH) network over the coming months. 

We continue to provide student placements for regional universities, 

enabling our future clinicians the ability to develop their skills locally. 

The Careers Expo provides information to potential clinicians at the 

local schools regarding the health industry. 

Over the past year, there has been exciting changes to the Division 

2 scope of practice. This has seen the development of advanced 

education programs in Medication Management and Accident and 

Emergency care. These advanced skills undertaken by a large group 

of the Portland District Health Division 2 nurses will benefit both the 

health service and the Portland community. 

A Continuing Professional Development (CPD) program at Portland 

District Health is being developed. The CPD program will give staff 

a record of their continuing professional development and allow 

management to monitor their performance. 

AGED RESIDENTIAL CARE 

The excellent team of specialist aged care staff provide wonderful 

care to the residents of the Seymour Cundy Wing and support 

to their families. During the Accreditation process, special 

mention was made of the nutrition program in place as a result 

of a collaborative approach from the dietetics, food services and 

nursing team. 

Over the past two years the residents of the Seymour Cundy 

Wing have watched with interest the building of the new residential 

care facility - Harbourside Lodge. It is anticipated that 

the current residents will move into their newly completed facility 

in late October 2007. 

In the past 12 months, the nursing home staff have participated 

in the implementation of the new care plan program ‘Lee Total 

Care’. This program enables the development of individual care 

plans through an electronic system. 

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 seven days 

per week. 

DISTRICT NURSING 

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. 

The District Nursing Service also provides local palliative care 

support. This service offers health care and emotional support 

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. 


AFTER HOURS NURSING CO-ORDINATORS 

As the senior person on duty they are responsible for providing leadership 

and direction to patient care and facility management after hours. A large 

portion of their role is supporting staff and assisting all units to provide 

safe patient care. Staff replacement after hours can be time consuming, 

however this team of creative nurses manage to rearrange or ensure 

appropriately skilled staffing is available for the provision of safe and 

appropriate care. 

Throughout the 

year we saw the 

continuation of 

various building 

projects including a 

purpose-built 8-bed 

day procedure unit 

and Harbourside 

Lodge, a 30-bed 

high-care residential 

aged care facility. 

The After Hours Co-ordinators also have various management portfolios. 

NURSING ADMINISTRATION 

The nursing administration team provides daily management of staff and 

human resource-related matters, rostering and leave management, patient 

care management, complaints, quality and project development, reporting, 

documentation development and maintenance, record and database 

management, contract development and maintenance, work experience 

and student facilitation (pre and post-graduate). Maureen Patterson, 

Assistant Director of Nursing and myself are ably supported by Brigietta 

Herbertson, Executive Assistant. 

KATHYRN EYRE 

Director of Nursing 



thanks all our hard-working 

staff for their contribution 

throughout the year. 

STAFF BY GENDER AND EMPLOYMENT 

Male 

Numbers 

Category of Staff 

2005/06 

Full-time 

20 

Part-time 

11 

Female 

Numbers 

2005/06 

72 

200 

Male 

Numbers 

2006/07 

22 

13 

Female 

Numbers 

2006/07 

69 

233 

Casual 

1 

45 

4 

59 

TOTALS 

32 

317 

39 

361 

STAFF NUMBERS IN EQUIVALENT FULL-TIME 

Category of Staff 

2002/03 

2003/04 

2004/05 

2005/06 

2006/07 

Nursing 

123.29 

134.34 

132.50 

129.85 

123.9 

Administration and Clerical 

22.5 

21.79 

20.74 

20.28 

20.66 

Medical and Allied Health 

24.36 

26.79 

40.57 

45.20 

50.10 

Other Support Services 

49.76 

58.31 

55.51 

40.95 

48.95 

Supported Residential Services 

7.6 

13.40 

13.67 

13.67 

14.08 

TOTAL 

227.51 

254.63 

262.99 

249.95 

257.69 

Staff from across the organisation celebrated International Nurses Day 

with a staff dinner embracing international cuisine recognising the many 

different cultures within Portland District Health. 




4,518 INPATIENT ADMISSIONS 

NIL 

ELECTIVE SURGERY 

WAIT LIST 

1,557 SURGERIES 

PERFORMED 

615 SURGICAL HOURS 

1,775 PROCEDURES 

THROUGH A&E 

6,037 PHYSIOTHERAPY 

TREATMENTS 

14,186 X-RAY EXAMINATIONS 

13,000 X-RAY ATTENDANCES 

39 FOI REQUESTS 

Portland District Health provides 

a range of appropriately qualified 

medical and allied services to the 

community including hospital-based 

Career Medical Officers (CMOs), 

Specialist Anaesthetist and Specialist 

Surgeon; Visiting Medical Officers 

(VMOs) including specialist services 

in surgery, physicians, obstetrics and 

gynaecology, paediatrics, dental, 

psychology, ear, nose and throat, 

urology, psychiatry and dermatology. 

The health service also provides 

hospital-based pharmacy, medical 

imaging and pathology services 

(St. John of God Pathology). 

During 2006/07, after a series of reports and recommendations, Portland 

District Health undertook the well publicised and difficult national and 

international recruitment process for hospital and community-based medical 

staff. With a widely reported shortage of skilled medical practitioners, 

particularly those willing to work rurally, the Department of Human Services 

provided vital funding assistance to enable this recruitment process and 

provide for the retention of medical services within the Portland community. 

Following the commencement of Tristar which supported the complete 

cover of Accident and Emergency Department, Portland District Health 

announced the recruitment of two Career Medical Officers (hospital-based) 

– Dr. Annerie Hattingh and Dr. Carina Joubert both from South Africa. 

Dr. Adebayo Jolayemi, Specialist Anaesthetist, also from South Africa and 

Mr. Rotimi Afolabi, Specialist General Surgeon, from Fiji joined the health 

service soon after. 

Endoscopy sessions at Portland District Health also commenced with 

Drs. Charnley, Nagarajah and Morphett from the Warrnambool Physicians 

Group visiting weekly. 

Portland District Health farewelled Dr. Wladek Smolilo, GP/Anaesthetist and 

GP Obstetrician following his return to Bega, New South Wales. 


Mr. Paul Kierce, Orthopaedic Surgeon, announced his retirement 

along with Dr. David Taylor, Specialist Physician. Dr. Taylor, who 

retired from private practice, continues to provide consultant 

physician services to Portland District Health. We would like to 

acknowledge his ongoing support and commitment including 

the provision of on-going training, supervision and support of 

our Career Medical Officers. 

Dr. Meindert van der Veer has continued to direct the Medical 

Services division. The Medical Services division has participated in 

a number of clinical case reviews. These reviews are conducted as 

the need arises. They are instrumental to the provision of ongoing 

quality patient care. Outcomes identified from clinical case reviews 

assist in the improvement of systems which support the overall 

provision of quality patient care. 

PHARMACY 

National Medication Chart 

June 2006 saw the introduction of the National Medication Chart (for 

prescribing of medications by the doctor), in-line with other hospitals 

throughout Australia. 

Subsequent to the arrival of the new chart, pharmacists at Portland 

District Health reviewed all in-patient medication charts to reduce the 

possibility of medication errors. 

Improved Discharge Medication Charts and Counselling to Patients 

Patients’ home medications, own medication lists, GP lists and 

community pharmacy sources may be accessed to compile an 

accurate medication discharge history, which can be utilised by the 

patient, patient’s GP (in order to update their records) and for visits to 

a specialist by the patient. A copy of the Discharge Medication Chart 

is given to the patient, the patient’s general practitioner and retained 

in the patient’s medical record at Portland District Health. 

Outcomes identified from clinical 

case reviews assist in the 

improvement of systems which 

support the overall provision of 

good quality patient care. 

Improved Supply of Medications 

A continuous supply of medication is ensured by weekly checking of 

patients’ bedside medication drawers and dispensing further supplies 

if necessary. 

Established stock levels (Imprest) for Drugs of Addiction and 

automatic top up to Acute, Theatre and Accident and Emergency 

Departments has also commenced. Forms for the placement of 

critical, low use, high cost medications including immunoglobulins 

have been produced along with improved records, storage and 

accountability of vaccines. There is also an increased vigilance 

and monitoring of medication expiry dates. Portland District 

Health records drugs held on site in the Register of Lifesaving and 

Emergency Drug Register (Victoria and south-east South Australia). 

As a result of staff changes, the functions of the department were 

reviewed and streamlined. 

A pharmacist, prior to discharge, gives verbal advice (counselling) on 

these home medications to patients, family and/or carers. 


MEDICAL IMAGING 

In 2007 the Medical Imaging department 

welcomed graduate Jo Robertson who 

will work within the department until 

2008. The Medical Imaging team also 

welcomed Trevor Walmsley and Louis 

Adriaanse, both Radiographers working 

with the existing team in part-time positions. 

The department has purchased a new 

suite of general/casualty radiography 

equipment which is expected to be 

installed late in 2007. This equipment 

includes a high-low x-ray table to 

facilitate easier patient transfer, automatic 

exposure and a high powered generator. 

A computed radiography system will 

also be introduced and this will enhance 

the new radiography equipment, with 

images being digitally transmitted to 

the Radiologist for reporting, together 

with digital image storage. The addition 

of a CD burner will mean that in most 

instances, patients will be given a CD of 

their images, rather than films. Radiology 

reports are now issued electronically in 

the majority of cases. 

The department has purchased a new 

suite of general/casualty radiography 

equipment which is expected to be 

installed late in 2007. 

PERFORMANCE 

During the year 13,000 patients attended, and 14,200 examinations were 

conducted by the Medical Imaging team. 

BreastScreen targets were met once again, with 825 women undergoing 

screening mammography within the catchment area. 

OUTLOOK 

With the introduction of computed radiography and digital image storage, the 

department will have taken the first steps towards a filmless system. 

A computed radiography 

system will also be introduced 

and this will enhance the new 

radiography equipment. 




and Corporate Services 

5,534 HACC DIRECT 

CONTACT HOURS 

2,740 COUNSELLING AND 

SUPPORT CONTACT 

HOURS 

825 YOUTH WORKER 

DIRECT CONTACTS 

184,457 MEALS SERVED 

13,573 MEALS ON WHEELS 

DELIVERED 

98.12 EFT 

761 DENTAL TREATMENTS 

Portland District 

Health aims to work 

with individuals, 

community groups, 

schools and 

workplaces to 

enhance individual 

health and wellbeing 

by providing health 

promotion programs 

to our community. 

COMMUNITY HEALTH 

Community Health and Primary Care services are seen as an area of future growth for 

Portland District Health. These services include community nursing, counselling, dental 

clinic, drug and alcohol, health promotion, maternal and child health, podiatry, speech 

pathology, occupational therapy, dietetics, physiotherapy and diabetes education. 

Moving beyond the traditional treatment of illness and injury and with an emphasis 

on health promotion, efforts are centred primarily on the social, physical, economic 

and political factors that affect health, and include such activities as the promotion of 

physical fitness, healthy living and good nutrition. 

Portland District Health aims to work with individuals, community groups, schools 

and workplaces to enhance individual health and wellbeing by providing health 

promotion programs to our community. 

Over the past 12 months, services within the division have been integrated and various 

initiatives implemented to facilitate improved service delivery. 

Portland District Health employed a second speech pathologist to assist with the large 

workload and waiting list in Speech Pathology. A full-time Occupational Therapist, 

based in Portland was also recruited during the year. 

The demands of chronic illness management such as diabetes has seen the 

implementation of a project to enhance self-management by diabetic clients. 

Public dentistry continued to be an area where Portland District Health has struggled 

to secure staff, resulting in longer than usual waiting lists. An innovative solution to the 

dental recruiting issue saw the employment of four visiting dentists to provide services 

on a rotational basis. The Dental Clinic has also secured the services of dental 

therapist Karen Madden, who is credentialed to provide a range of services to children 

and young adults. 


GLENELG SOUTHERN GRAMPIANS 

DRUG TREATMENT SERVICE 

Service delivery across the Glenelg 

and Southern Grampians Shires has 

become more diverse as a result of 

the successful integrated partnerships 

with the acute, allied, and primary care 

services within Portland District Health, 

and with the wider health and welfare 

services in Glenelg and Southern 

Grampians Shires. 

With the exception of the Diversion 

Programs (brokered by the Criminal 

Justice Service), we have met all 

targets set by the funding agencies. 

We are pleased to participate in 

effective partnerships, in particular our 

indigenous community partners and 

likewise with the Portland and Hamilton 

branch of South West Psychiatric 

Services. These partnerships have 

enhanced the outcomes for our 

respective clients. 

Our particular focus for the coming 

year will be increased consumer input 

into improving and consolidating our 

service delivery. 

COUNSELLING AND SUPPORT 

The Counselling and Support Team offers counselling and group work to the 

community including the inception of the Alzheimer’s Carer Support Group. 

Other activities include facilitation of “Vulnerable Babies and Children Project” 

in conjunction with Child First and Primary Care Partnerships. Advanced Care 

Planning is a priority for Portland District Health. In collaboration with the 

YMCA, development of the “Start from Scratch” program encourages physical 

activity for older women. 

Our IHSHY worker provides counselling to young people who are homeless 

or at risk of homelessness. The program provides support and professional 

development to primary and secondary schools. 

Counselling and support services are provided to Heywood Rural Health and to 

the Acute and Drug and Alcohol services. The team continues to support the 

Needle and Syringe program at Otway Street. 

In the coming year we will look to promote a greater awareness of our 

Counselling and Support Team, including an increase in programs and services. 

In the coming year we will look 

to promote a greater awareness 

of our Counselling and Support 

Team, including an increase in 

programs and services. 


The Occupational Therapy department 

moved to a new location and provided 

improved treatment facilities and services. 

PHYSIOTHERAPY DEPARTMENT 

Highlights of the past year have included the hospital 

rehabilitation program with an extension into community 

partnering with the YMCA to help improve patient outcomes 

after they leave our programs. 

OCCUPATIONAL THERAPY DEPARTMENT 

The Occupational Therapy department moved to a new location 

and provided improved treatment facilities and services. 

Quality improvement activities included the development of 

a Personal Activities of Daily Living (PADL) assessment and 

summary form, improved systems for the ordering and supply of 

custom-made bannister rails for community clients, introduction 

of a paediatric information flyer and in conjunction with Speech 

Pathology, recommencement of the SPOT program which is 

aimed at developing a child’s speech and communication, 

gross motor skills, fine motor and social skills. 

The Occupational Therapy Department will continue to monitor, 

develop and evaluate services provided to the acute and 

community sector including the community rehabilitation program 

which is proving to be a successful concept. 

The outpatients department has moved from 14 Otway Street 

to 143 Percy Street, which is an improved facility and closer to 

the hospital. 

DIETETICS DEPARTMENT 

Throughout the year inpatient, rehabilitation, dialysis and home 

visit services continued and the department provided nutrition 

support services to the Royal Children’s Hospital Outreach 

Clinic for children with Type 1 Diabetes. 

Outpatient demand rose sharply again in 2006-2007, 

necessitating changes to the outpatient triaging system. As 

a result, group programs for Diabetes Education, Cholesterol 

Management and Weight Management were set up to address 

clients’ needs in a timelier manner. 

The Malnutrition Screening Tool (MST) was introduced as a 

screening tool for all acute admissions. 

Best Practice Guidelines were introduced for management of 

renal, oncology, Type 2 Diabetes, weight management and 

dysphagia clients. 

As demand for services 

is forecast to rise, we will 

work towards greater time 

efficiencies where possible. 


We will continue to offer 

a high quality podiatry 

service to the community 

of Portland and District, 

particularly those in the 

highest risk categories. 

PODIATRY 

Key Points 

The relocation of the service as a result of 

the residential aged care construction, has 

enabled the podiatry department to have an 

additional clinic. 

New waiting list admission and processing 

procedures have seen an increase in 

efficiency of the department, allowing timely 

assessment and review of clients. 

Identified areas of need within our region are 

predominately to do with children, low risk (but 

requiring care), acute and aged care. 

We will continue to offer a high quality 

podiatry service to the community of Portland 

and District, particularly those in the highest 

risk categories. 

SOCIAL MONITORING AND SUPPORT 

Social Monitoring and Support services include Telecare, Telelink, Community 

Transport, Portland and Narradarra Old Timers Groups and Library Bus 

undertaken with support from volunteers within the community. 

In the coming year the service will aim to increase the number of Telecare 

clients and be involved with bringing together all Portland District Health 

volunteer co-ordinators, volunteer information and recognition of volunteers. 

MATERNAL AND CHILD HEALTH 

In April, Portland District Health was successful in securing renewal of the 

contract for the provision of Maternal and Child Health services for the Glenelg 

Shire Council. Extra effort will be given to meeting the needs of clients with the 

enhanced home visiting target group. 

PRIMARY CARE NURSING 

This department has introduced several new services aimed at providing 

improved quality of life. These services include home-based sleep studies, 

bladder scanning equipment, enhanced breast care nursing for those with 

breast cancer and Active Script. 

The community health nurses have been actively involved with the award 

winning “Towards a Healthy Heart” program. 

We will continue to offer a high 

quality podiatry service to the 

community of Portland and 

District, particularly those in the 

highest risk categories. 


Women’s Health 

The role of the Women’s Health Resource Worker is to work with 

women and the community to improve the health of women. Over 

the past 12 months, emphasis has been placed on working with the 

local indigenous communities through Winda Mara Corporation and 

Dhauwurd-Wurrung Elderly Citizens centre. Health education has 

been a major focus for the role in 2006/2007. 

HEALTH PROMOTION UNIT 

The emphasis of health promotion is to provide sustainable models, 

interventions and resources to promote health and wellbeing 

throughout the Glenelg Shire. 

During the year, the unit completed the 2006/2009 Health Promotion 

Management Plan for Portland in conjunction with DHS, the 

Glenelg Shire Council, local organisations, key stakeholders and the 

community. 

Three main priority health areas were identified: 

• chronic illness 

• mental health and wellbeing 

• physical activity and nutrition 

The focus for this plan was identified as schools, workplaces and the 

community with emphasis placed on the development and delivery 

sustainable models. 

Other programs have included:- 

Smiles4Miles - a new program “Smiles4Miles” children’s health 

promotion initiative was established in conjunction with Dental Health 

Victoria. This has involved six kindergartens. 

Disability Health Promotion Framework 

This pilot program has involved working with the disability agencies 

to develop and implement a health promotion plan and up skilling 

staff around health promotion. Being a first for health promotion and 

disability, the pilot program was presented at the ‘Participate in Health 

Conference’ in February this year. 

Mental Health First Aid Training Program 

With the increasing need for mental health promotion, the Southern 

Grampians and Glenelg Primary Care Partnership engaged Portland 

District Health and Aspire to co-facilitate the Mental Health First Aid 

course across the two shires. 

BreastScreen Community Education 

The focus has been on providing community support and promotion 

around increasing awareness of, access to, and uptake of free breast 

screening for women aged 50-69. 

Portland Healthy Schools Network 

The Portland Healthy Schools Network aims to enable and empower 

the Portland and district school community to promote healthy eating 

and physical activity in primary school aged children. 

The current focus of the Network is the co-ordination and promotion 

of the Kids - ‘Go for your Life’ program in local primary schools. 

‘The Well’ 

‘The Well’ is a quarterly newsletter aimed at keeping teachers, 

parents and carers up to date about two children’s health projects - 

Kids - ‘Go for your Life’ and Smiles4Miles. “The Well” has received 

sponsorship from Portland Aluminium and Safeway, allowing 

distribution throughout the Portland District. 

Towards a Healthy Heart 

This program centres on the longer term risk of cardiovascular 

disease in men. The results have shown that the program not only 

reduces cholesterol, blood pressure, weight and waist measurements 

but also promotes healthy eating and physical activity uptake. 

In May of this year, Portland District Health celebrated success by 

taking out the prestigious ‘Primary Healthcare Network Award for 

Innovation and Excellence in Health Promotion’ for the ‘Towards a 

Healthy Heart’ program. 

Workplace Wellbeing Program 

The Workplace Wellbeing Program is a new health promotion 

initiative that aims to combine mental health initiatives across 

Portland District Health under one succinct program. The Workplace 

Wellbeing Program is currently in its early developmental stage, with 

piloting to occur early in 2008. 

The unit has identified several key objectives including healthy 

heart model for cardiovascular disease risk reduction in men aged 

30 to 60; the development of a community consultation strategy, 

completion of an evaluation plan for the 2006/2009 Health Promotion 

Management Plan and the continued development of a quality 

improvement program for health promotion and health programs. 


We will continue to improve staff 

knowledge through regular in-services. 

SUPPORTED RESIDENTIAL SERVICE 

Sea View House 

Located within the hospital grounds, Sea 

View House provides supported residential 

accommodation for up to 58 residents. 

This facility offers an excellent service to 

its residents. It is well served by an active 

and interested residents’ committee and 

committed hospital staff. 

CORPORATE SERVICES 

Corporate services including catering, 

engineering, environmental services and 

safety departments, support the patient, 

resident and client services and activities 

delivered by Portland District Health. 

FOOD SERVICES 

The department provides nutritious, freshlycooked 

meals to the needs of our clientele. 

We will continue to improve staff knowledge 

through regular in-services and all staff 

attending the Compulsory Training Day. 

We will also continue the ongoing financial 

review of the department to absorb the 33% 

increase in the cost of food due to drought, 

fires and floods. 

The Food Services Department receives 

many favourable comments from our 

inpatients and residents of Sea View House 

and Seymour Cundy Wing. 

ENGINEERING 

Checks and repairs continue regularly at specified intervals and quarterly 

inspections by Stokes Consulting (Registered Building Surveyors) take place to 

ensure ongoing Form 10 Essential Services compliance. This is a mandatory 

requirement. 

Energy Reduction 

Last year we were nominated for achievements in energy reduction. Although 

we did not receive an award, the Department of Human Services, in recognition, 

awarded a grant of $28,000 to install an Ozone Laundry System. This system 

has reduced energy use and provided other gains in the Laundry. 

Major Project 

The construction of the new aged care facility - Harbourside Lodge is nearing 

completion with an expected August 2007 handover date. This new facility will 

be home to the 30 residents who currently reside in Seymour Cundy Wing with 

an anticipated occupancy occurring in October 2007. One of the earliest tasks 

encountered with the major project was site preparation and site clearing which 

required the relocation of the Health Services Centre building. 

INFECTION CONTROL/ENVIRONMENTAL SERVICES 

The Infection Control/Environmental Services Department provides a high 

quality service, maintaining excellent standards and working effectively within 

budget constraints despite the increase in services required of the department. 

Hand Hygiene 

Avagard, an alcohol hand rub was successfully introduced throughout the 

facility. This was a Victorian Quality Council initiative for the prevention and 

transmission of hospital-acquired infections and brings Portland District Health 

in line with best practice. 

Environmental Services maintained impressively clean facilities which are often 

remarked upon by our visitors. 

FUTURE 

All areas of the division are reviewing costs and productivity to ensure that 

services are matched appropriately with consumer requirements. I would like 

to express my thanks to all staff within the division for their efforts, in particular, 

my thanks to all department heads. 

PHIL HYNES 

Director of Community Health and Corporate Services 



Finance Department 

PERFORMANCE – BALANCED SCORECARD 

Activity continued to reduce during the year in comparison 

with the previous year. The number of inpatients treated 

reduced by 364 in comparison with last year but this reduction 

is in excess of 900 if you compare throughput in 2002/2003. 

WIES were also down in comparison with prior years. This 

year we achieved a total of 2442 WIES, which was 775 lower 

than our adjusted target and 217 lower than last years actual. 

This paints a picture we are attempting to reverse. Our hospital 

service is under-utilised and with reduced activity in a funding 

system relying on activity increases, we need support from 

stakeholders to change the way we are currently operating to 

achieve favourable results. 

Currently we are budgeting for a $1m deficit, which is 

predominately due to the implementation of new structures 

and strategies. However, if activity levels remain consistent 

with the past four years, we will possibly have a deficit in 

the order of $2m plus. 

The outcome of a clinical services review currently underway 

will hopefully pave the way for our future. To date, due to low 

activity levels in our core business and with high fixed costs, 

over the years we have successfully argued for cash top up 

assistance, equity injections and recall exemptions. This has 

enabled Portland District Health to develop services outside our 

core business such as primary health and aged care services. 

A realignment of service provision will occur after the clinical 

services review has been completed and this may lead to a 

significant service delivery change. 

It is exciting to announce a bequest 

of $1,725,000. This bequest has 

special conditions specifying its use. 

The Board of Management will 

ensure the wishes of the executors 

are met in line with the Estate of 

the Late Glenys Simmons. 


ICT SYSTEMS DEPARTMENT 

The provision of support for key initiatives such as improved wireless 

systems, introduction of encrypted emails for security and remote 

webmail access have continued to ensure reliable ICT operations. 

Ongoing development of a number of projects that will culminate in a 

better service to the public, such as the Slit Lamp installation which 

allows the operator to examine an eye injury at Portland District 

Health, then connect with the Eye and Ear Hospital. 

The installation of a Network Core Upgrade has allowed an increase 

in the number of emergency telephone units available, and has 

allowed the installation of a high speed connection to the new aged 

care facility. 

Further development of a trial installation of the BEST system has 

been undertaken, and this system will deliver core medical services, 

patient call assistance, telephony and entertainment to the patient 

bedside. 

OUTLOOK 

We are attempting to align our workforce more closely to workloads 

as well as attempting to generate more activity. This is a fine balance 

in which we have been unsuccessful to date. Full concentration on 

reducing our workforce to align to workload is now underway. 

The new financial year is set to be a difficult one with forecasts 

mentioned previously tracking towards $2m if identified initiatives 

do not work. We are hopeful that this will not be the case, and look 

forward to activity levels increasing by at least 20% this year. To 

achieve this, Portland District Health needs all stakeholders on side. 

WAYNE ARMISTEAD 

Director of Finance 

The management of security of our network has been integral to 

the avoidance of downtime as a result of computer virus and Trojan 

attacks. It is also pleasing to see other hospital staff members taking 

a more active role in developing their own computer skills, to assist 

themselves, and others in their respective area, to gain advantages 

through ICT. 



2006/07 Quality Program 

KEY ACHIEVEMENTS OVER THE YEAR HAVE BEEN:- 

Medications 

Implementation of the National Medication Chart with the aim of 

reducing documentation errors associated with medication management. 

There has been a 50.8% reduction in medication incidents from the 

previous 12 months with no adverse outcomes occurring from the 

incidents. 

Falls 

A Falls Risk Assessment form was developed and implemented from 

which a plan of care is then derived. Sea View House formalised a Falls 

Risk Assessment program to proactively manage residents at risk. 

Wound Care 

The Wound Committee facilitated a successful trial of Mepilex dressings 

resulting in improved outcomes for patients and reduced frequency for 

dressing changes. 

Pressure Ulcer Prevention 

92% of acute staff and 100% of aged care staff have completed the 

Victorian Quality Council online learning package and competency 

on recognition of the stages of pressure ulcer development and the 

appropriate treatment to minimise further development. Literature has 

been developed for patient education. 

Blood and Blood Products 

The procedure and chart for blood transfusion was reviewed with a 

specific form for consent and management of blood product infusions 

introduced. Patient education material has been sourced and is being 

used to explain the risks and use of blood products. 

Nutrition 

A multidisciplinary group developed a nutritional screening tool for 

acute patients to identify and appropriately refer those at risk, resulting 

in timelier referral for assessment and education. The Dietetics 

department developed a triage and referral pathway to manage the 

increased demand for service. This has resulted in an increase in group 

work to provide access for more clients. 

Risk Management Program 

A standardised risk-rating matrix was applied to all risk management 

plans to ensure a consistent approach. The Victorian Quality Council 

education module “Introduction to Safety and Quality Principles” has 

been incorporated into the compulsory education program. 

Reporting of Incidents and Near Misses 

Electronic incident report lodgement has resulted in the Quality Manager 

and Department Managers being aware of incidents on the day they 

occur and follow-up action initiated. 

Portland District Health’s Quality Plan is 

endorsed by the Board of Management and 

supported by the current committee structure. 

Each department has undertaken activities 

aligned with the organisational plan and 

identified priority department issues. 

Effectiveness 

Time to analgesia in the Emergency 

Department (NICS evidence practice gap) 

was audited revealing availability of medical 

staff as crucial to reducing delays in analgesic 

administration. 

Appropriateness 

Portland District Health implemented the 10 

Steps to Safer Health Care – the leaflet is now 

given to all Portland District Health admissions 

and is in the bedside Patient Information Folder. 

A program in place to assist staff and 

consumers to reduce or cease smoking was 

delivered in partnership with QUIT – results will 

be presented at end of the program in 2007. 

Referrals arising from this initiative have been 

excellent both for staff and patients. Antenatal 

women are provided with information on risks 

and support to reduce or cease smoking. 

A referral pathway for Asthma was developed 

to assist with appropriate management. This 

pathway will be evaluated against identified 

outcomes. 

Portland District Health has achieved nine 

of the steps to recognition under the “Baby 

Friendly” certification process and is well under 

way with completing the tenth and final step. 

Access 

The Podiatry department introduced risk rating 

for clients which resulted in all clients requiring 

care being seen within three months however 

it identified there is no room for growth in the 

service due to lack of practitioner availability. 

Accreditation 

A Self-Assessment Report will be submitted to 

the ACHS in October 2007. 



2006/07 Quality Report 

Following on from last year, Portland District 

Health will produce it’s Quality of Care 

Report as an insert in the local print media 

- Portland Observer, to provide maximum 

distribution to the Portland community. 

In 2006 both the Aged Care Accreditation 

and organisation wide survey occurred. 

In September 2006 a two-day Aged Care 

Facility site audit reported compliance in all 

44 standards, resulting in the awarding of 

three years accreditation for our aged care 

facility to 2009. 

In August 2006 an organisation wide survey, 

conducted over four days, resulted in 

Portland District Health achieving four years 

accreditation status to 2010. 

The results achieved 

in meeting the required 

standards for both 

accreditation surveys 

are a credit to all the 

staff. Well done! 

EXTENSIVE ACHIEVEMENT WAS AWARDED IN THREE CRITERIA: 

Standard 2.1.4 



Systems for delegation of authority. 

Clinical classification providing health information to 

support internal and external service requirements. 

Buildings, plant, equipment, utilities, consumables 

and supplies are managed and operated to support 

safe practice and environment. 

OUTSTANDING ACHIEVEMENT WAS AWARDED IN TWO CRITERIA: 



Organisation uses an integrated approach to plan 

and appropriately use Information Technology. 

Risks to Information Technology systems are 

managed to minimise disruption. 

Moderate Achievement was met in all other criteria. 

All previous recommendations were satisfactorily addressed and closed. 

From January 2007 we moved from EQuIP3 to EQuIP4 standards for 

assessment. 

These results achieved in both accreditation surveys are a credit to all the staff 

that have worked hard to achieve the required standards. Well done to all. 

MAUREEN PATTERSON 

ADON/Quality Co-ordinator 



Legislative Compliance and Statutory Reporting 

Portland District Health has 

a number of supporting 

policies and procedures in 

place to enable compliance. 

FREEDOM OF INFORMATION 

Applications for the provision of information 

accompanied with the appropriate fee can 

be made in accordance with the Freedom of 

Information Act 1982. The request should 

contain the name and address of the patient, 

date of birth and if known, the Unit Record 

(UR) number. 

Freedom of Information requests made under 

the Act should be directed to:- 

Freedom of Information Officer 

Ms. Toni Young 

Health Information Manager 


Bentinck Street 

PORTLAND VIC 3305 

FREEDOM OF INFORMATION 

APPLICATIONS 2006/07 

Total Requests 39 

Fully Granted 37 

Granted in Part 0 

Documents not in Existence 2 

NATIONAL COMPETITION POLICY 

Portland District Health complies with the 

requirements of the National Competition 

Policy and State Competitive Neutrality 

Policy as revised. 

WHISTLEBLOWERS PROTECTION ACT 2001 

Portland District Health has a number of supporting policies and procedures in 

place to enable compliance with the Act which provides a safe environment in 

which disclosure can be made. 

Since the introduction of the Act in 2002 there has not been any disclosures or 

notification of disclosures to the Ombudsman or any other external agency. 

Whistleblowers Protection Act Disclosures Officer 

Mrs. Maureen Patterson 

Assistant Director of Nursing/Quality Co-ordinator 


Bentinck Street 

PORTLAND VIC 3305 

CONSULTANCIES DISCLOSURE 

Throughout 2006/07, Portland District Health engaged eight consultancies at a 

cost of $123,987. 

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. Reference is also made to Note 26 of the 

Financial Statement contained within this annual report. 

FEES AND CHARGES 

Portland District Health charges fees in accordance with Department of Human 

Services directives. 

BUILDING AND MAINTENANCE COMPLIANCE 

In accordance with legislative requirements, building condition reports are 

undertaken on a regular basis. Recommendations arising from these reports 

have been incorporated into the ongoing works and equipment program and site 

and services planning. 

Portland District Health has obtained the necessary Form 10 certification in 

connection with the Essential Services Legislation. 



Health Service 

Agreement Report 

As part of the 2006/2007 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 

2005/06 

2006/07 

1. 

Discharged Patients (separations) 

Acute Same Day 

Overnight Stay 

Nursing Home Type 

Total Separations 

2756 

2128 

8 

4882 

2589 

1917 

12 

4518 

2. 

Admitted Patient Bed Days 

Acute 

Nursing Home Type 

12856 

112 

12730 

195 

Total Admitted Patient Days 

12968 

12925 

3. 

Total Acute Patient Weighted Inlier Equivalent Separations 

2659.98 

2442.09 

4. 

Average Inlier Equivalent DRG Weight 

0.56 

0.55 

5. 

Average Length of Stay of Admitted Patients 

Acute Excluding Same Day (Days) 

All Acute Admitted Patients (Days) 

Nursing Home Type (Days) 

Average Length of Stay of Admitted Patients (Days) 

3.9 

2.63 

14 

2.65 

4.17 

2.82 

16.25 

2.86 

6. 

Occupancy – Admitted Patients 

12.94 

12.37 

7. 

Non-Admitted Patient Occasions of Service 


Other Non-Admitted Patient Services 

Total Occasions of Service 

7,236 

49,748 

56,984 

7,188 

49,301 

56,489 

8. 

Efficiency 

Admitted Patient Costs ($000’s) 

Acute 

Other 

Total Admitted Patient Costs 

15,970 

1,695 

17,665 

17,002 

1,725 

18,727 

Non-Admitted Patient Costs ($000’s) 


Other 

Total Non-Admitted Patient Cost 

1,028 

7,408 

8,436 

1,092 

7,598 

8,690 

Total Acute Hospital Costs 

Total Residential and Other Costs 

22,206 

3,895 

22,625 

4,105 

Total Entity Costs ($000’s) 

26,101 

26,730 

9. 

10. 

11. 

Cost per Admitted Patient 

Cost per DRG Weighted Admitted Patient 

Cost per Bed Day 

Cost per Occasion of Service 

Residential Services – Patient Costs 

Nursing Home – Patient Costs 

Total Patients (Numbers) 

Residential Services – Bed Days 

Nursing Home 

Quality Assurance – Accreditation Status 

3,616 

6,639 

1,357 

118 

26,036 

83 

10429 

4,149 

7,684 

1,489 

129 

41,563 

55 

10795 

4 years to August 2010 



Medical Officers 

MEDICAL STAFF 

Visiting Medical Officers: 

Dr. W Rieger, MB ChB 

Dr. J Cantley, MBBS 

Dr. D Singh, MBBS, MAFP, FRACGP 

Dr. B Bassili, MB ChB, BSc AMC 

Mr. J Das, MB, BS, FRCS, FICS 

Dr. M Martin, MBBS 

Dr. M van der Veer, MB, ChB, 

FRACGP, MRACGP, AFACHSE 

(resigned) 

Dr. W Smolilo, MB ChB, FRACGP 

(resigned) 

Dr. D Singh, MBBS, FRACGP 

Dr. J Risk, MBBS 

Dr. A Hattingh, MB ChB 

Dr. R Stewart, LRCP, MRCS, RACGP 

Dr. S Rana, MBBS 

Dr. P Mazani, MBBS 

Dr. M Idris, MBBS 

Dr. M Boules, MBBS (resigned) 

Dr. F Irshad, MBBS 

Dr. H Joubert, MB ChB 

Dr. F Irshad, MBBS 

Dr. M Hawu (contract ended) 

Dr. K N Chong, B Med (Tapei) (resigned) 

Dr. C J Okeleke, MBBS (Nig), AMC (resigned) 

Anaesthetists: 

Dr. P Goodman, MBBS, DA, RCOG, FRACGP 

Dr. M Martin, MBBS, FACRRM 

Dr. Wladek Smolilo, MB ChB, FRACGP 

(resigned) 

Dr. J Stapleton, MB, FANZA 

Dr. A Fielke, MBBS, DA 

Specialist Anaesthetist: 

Dr. A Jolayemi, MB ChB, Sc (Med), FCA (SA), 

FMCA (Nig) 

Mr. K Cronin, MBBS, FFARACS, FANZCA 

Dr. J Muir, MB ChB, DA, FRCA 

Specialist Surgeon: 

Mr. J Das, MBBS, FRCS, FICS 

Visiting Surgeons: 

Mr. S Clifforth, MBBS, FRACS 

Mr. D Bird, MBBS, FRACS 

Mr. P Tung, MBBS, FRACS 

Specialist Physician: 

Dr. D Taylor, MB ChB, FRCP, FRACP 

Dr. B Morphett, MBBS 

Visiting Physicians: 

Dr. M Page, MBBS, FRACP 

Dr. C Charnley, MBBS, FRACP 

Dr. A Bowman, FRACP 

Dr. N Abbott, FRACP 

Dr. S Nagarajah, MBBS, FRACP 

Visiting Obstetrician & Gynaecologist: 

Dr. C Beaton, MB ChB, FRANZCOG, MRCGP, 

FRCOG 

Dr. K Braniff, MBBS, FRANZCOG 

Dr. E Uren, MBBS, FRANZCOG 

Dr. F Ng, MBBS 

Visiting E.N.T. Specialists: 

Ms. M Cass, MBBS, FRACS 

Mr. L Ryan, FRACS, DLO 

Visiting Ophthalmologist: 

Dr. V Lee, FRACO, FRACS 

Visiting Paediatrician: 

Dr. G Pallas, BMed, FRACP (Paed) 

Dr. N Thies, MBBS, DCH, FRACP (Paed) 

Visiting Pathologists: 

Dr. G Davey 

Visiting Radiologists: 

Dr. N Houghton, MBBS, (Lond) MRCS, LRCP, 

FRACR, 

Dr. J M Rogan, MB BCh, BAO, DMRD, 

FRACR, (Lond), FRACR 

Dr. J Nagorcka, MBBS, FRACR 

Dr. N Walters, FRACR 

Visiting Orthopaedic Surgeon: 

Mr. P Kierce, MBBS, FRACS, (Ortho), FA, 

Orth A (retired from Portland District Health) 

Mr. A Sundarum 

Visiting Urologist: 

Mr. R Grills, MBBS, FRACS (April 06) 

Mr. P Kearns, MBBS, FRACS 

Visiting Psychiatrists: 

Dr. M Duke, MBBS, MRC Psych, FRANZCP 

Visiting Psychologist: 

Mr. J Clark 

Visiting Oral Surgeon: 

Mr. B Robinson, BDSc (Adel), BSc Dent 

(Hons), MDS 

Visiting Alcohol & Drug Physician: 

Dr. D Richards, MBBS, APSAD 

Visiting Orthodontist: 

Mr. C Stanley, MDs, BSc (Hons) 

Visiting Dermatologist: 

Dr. S Chandra, MBBS (Melb), FACD (Melb) 

Dental Hygenist: 

K Madden 

Visiting Dental Officers: 

Dr. M Stubbs 

Dr. K Stock, BDSc, 

Dr. M Thow, BDSc 

Dr. S McGuire, BDSc, LDS 



Life Members, Life Governors, Awards, 

Donations, Tributes and Thanks as at 30 June 2007 

LIFE MEMBERS OF THE FORMER PORTLAND 

AND DISTRICT COMMUNITY HEALTH CENTRE INC. 

Association for the Blind 

Mrs. Shirley Elliott 

Portland Neighbourhood House 

Mr. Jeff Baulch 

Mr. Jack Finck 

Mrs. Marilyn Baulch 

Mr. Jeff Knuckey 

Mr. David Harris 

Mr. W. (Bill) Collett 

Mrs. Anne Lanyon 

LIFE GOVERNORS OF THE 

FORMER PORTLAND AND 

DISTRICT HOSPITAL 

Aitken, Mrs. M. E. 

Apex Club of Portland 

Baxter, Percy (Trust) 

Brownlaw, Miss E. J. 

Chipperfield, Mr. B. 

Edwards, Mrs. Brenda 

Elford, Mrs. P. 

Farrands, Miss S. M. 

Fyfe, Mrs. S. 

Godfrey-Smith, Mrs. P. 

Jennings, Mrs. M. L. 

Kermond, Mrs. J. 

Lightbody, Miss E. 

Lions Club of Portland 

McDiven, Mrs. B. 

Maling, Mrs. W. G. C. 

Mitchell, Mrs. P. 

Ough, Mr. A. K. 

Panozzo, Mrs. S. 

Pettit, Mr. P. 

Plantinga, Mrs. M. 

Portland Aluminium 

Portland Professional Women’s 

Service Club 

Poon, Mr. S. 

Pritchard, Mrs. S. I. 

Rotary Club of Portland 

Saunders, Mr. E. A. 

Sharrock, Mrs. M. M. 

Smith, Helen Macpherson (Trust) 

Smith, Mrs. R. 

Stewart, Miss J. 

Wigan, Mr. J. C. 

Wilmot, Mrs. P. 

DISTINGUISHED SERVICE AWARD 

OF THE FORMER PORTLAND AND 

DISTRICT HOSPITAL 

1994 Mr. Jesse Das 

DONATIONS, BEQUESTS 

AND FUND RAISING 

During 2006/07, Portland District Health 

received 24 donations and bequests totalling 

$2,314,434 

Murray to Moyne 

Estate of the Late Gertrude Brown 

Rotary Club of Portland 

In Memory of the Late Gaylene Penwarden 

United Way Glenelg 

MA & SM Wiese 

Portland Lutheran Ladies Guild 

Portland Aluminium - MTM Team 

Lions Club of Portland 

Kristie Weston 

Westneath Nominees 

Isobel Byass 

Portland District Health Catering Staff 

K and H Phillips 

Fete 

Estate of Glenys Simmons 

Westvic WorkForce 

Estate of Thelma Dipalo 

Portland Aluminium 

United Way – D&A Project Grant 

South West Bottle Club 

Leonard Parker 

P&O Ports 

Mrs. Coral Lucas 

During the year Portland District Health was 

the beneficiary of two extraordinarily generous 

acts of kindness. 

Mr. Geoff Handbury (Westneath Nominees) 

visited the hospital and agreed to assist with 

the provision of new operating tables for the 

operating theatres. 

These tables possessed some of the latest 

technology and as a consequence are also 

very expensive. Mr. Handbury’s donation of 

$200,000 made the purchase possible and 

we sincerely thank him for this donation. 

In June 2007, the Board learned of another 

generous act, this time a bequest left to the 

hospital by the late Glenys Simmons. The 

bequest, which is a substantial amount, is to 

be used for equipment purposes rather than 

operational activities. 

SPECIAL THANKS 

Portland District Health would like to thank 

Portland Football Netball Club and the 

Narrawong General Store for their kind 

support throughout the year. 

Portland District Health sincerely thanks 

each and every donor and sponsor for their 

support. We also acknowledge the numerous 

donations made to specific fundraising 

projects, individual departments and wards 

throughout the year. 



FINANCIAL 

STATEMENTS 

for the year ended 30 June 2007 

Operating Statement 42 

Balance Sheet 43 

Statement Changes in Equity 44 

Cash Flow Statement 45 

Notes 46 

Certification 70 

Independent Audit Report 71


Operating Statement for the year ended 30 June 2007 

2006-07 2005-06 

Note $’000 $’000 

Revenue From Operating Activities [2] 21,552 21,549 

Revenue From Non-operating Activities [2] 2,966 2,940 

Employee Benefits [2b] (18,286) (16,478) 

Non Salary Labour Costs [2b] (2,265) (2,514) 

Supplies and Consumables [2b] (1,951) (2,394) 

Other Expenses From Continuing Operations [2b] (2,919) (2,980) 

Share of Net Result of Associates & Joint Ventures accounted [7] (82) (35) 

for using Equity Model 

Net Result from Continuing Operations before Capital & Specific Items (985) 88 

Capital Purpose Income [2] 1,972 141 

Depreciation [3] (1,369) (1,590) 

Assets Provided Free of Charge [2] - 6 

Finance Costs [4] (127) (110) 

Net Result for the Year (509) (1,465) 

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



Balance Sheet as at 30 June 2007 

2007 2006 

Note $’000 $’000 

Assets 

Current Assets 

Cash and Cash Equivalents [5] 2,597 933 

Receivables [8] 682 941 

Inventories [10] 236 219 

Other Current Assets [9] 203 217 

Total Current Assets 3,718 2,310 

Non Current Assets 

Receivables [8] 269 434 

Property, Plant and Equipment [17] 42,197 28,749 

Investment in Joint Venture [7] 142 225 

Total Non Current Assets 42,608 29,408 

Total Assets 46,326 31,718 

Liabilities 

Current Liabilities 

Payables [11] 2,964 1,363 

Interest Bearing Liabilities [12] 171 171 

Provisions [13] 2,628 2,340 

Other Liabilities [14] 138 218 

Total Current Liabilities 5,901 4,092 

Non Current Liabilities 

Interest Bearing Liabilities [12] 1,436 1,619 

Provisions [13] 1,917 1,928 

Total Non Current Liabilities 3,353 3,547 

Total Liabilities 9,254 7,639 

Net Assets 37,072 24,079 

Equity 

Contributed Capital [16] 33,495 27,860 

Accumulated Surpluses/(Deficit) [16] (6,015) (3,781) 

Asset Revaluation Reserve [16] 7,867 - 

Restricted Specific Purpose Reserve [16] 1,725 - 

Total Equity 37,072 24,079 




Statement of Changes in Equity for the year ended 30 June 2007 


Note $’000 $’000 

Total Equity at Beginning of Financial Year 24,079 23,252 

Gain/(loss) on Asset Revaluation [16] 7,867 - 

Net Result for the Year [16] (509) (1,465) 

7,358 (1,465) 

Transactions with the State in its Capacity as Owner 

Capital Contribution [16] 5,635 2,292 

Closing Balance 37,072 24,079 




Cash Flow Statement for the year ended 30 June 2007 

Note 

2006-2007 2005-2006 

$’000 $’000 

Cash Flows from Operating Activities 

Receipts 

Operating Grants from Government 19,564 19,268 

Patient & Residents Fees Received 5,177 5,141 

Other 544 20 

Employee Benefits Paid (18,009) (16,204) 

Fees For Service Medical Officers (1,685) (1,785) 

Payments for Supplies and Consumables (4,580) (4,780) 

GST Paid to ATO - (1,382) 

Cash Generated from Operations 1,011 278 

Capital Grants - Government 42 93 

Capital Donations 1,805 30 

Interest 13 18 

Net Cash Inflow/(Outflow) From Operating Activities [19] 2,871 419 

Cash Flows from Investing Activities 

Purchase of Properties, Plant and Equipment (6,687) (1,413) 

Proceeds from Sale of Properties, Plant and Equipment 23 19 

Net Cash Inflow/(Outflow) from Investing Activities (6,664) (1,394) 

Cash Flows from Financing Activities 

Repayment of Borrowings (178) (178) 

Contributed Capital from Government 5,635 2,292 

Net Cash Inflow/(Outflow) from financing Activities 5,457 2,114 

Net Increase/(Decrease) in Cash Held 1,664 1,139 

Cash and Cash Equivalents at Beginning of Period 933 (206) 

Cash and Cash Equivalents at End of Period [5] 2,597 933 




Notes to and forming part of the Financial Statements 


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, Chief Finance and Accounting Officer on 19/7/07. 

Basis of preparation 

The financial report is prepared in accordance with the historical cost convention, except for the revaluation of certain non-current assets and financial 

instruments, as noted. 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. 

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 accounting policies set out below have been applied in preparing the financial statements for the year ended 30 June 2007, and the comparative 

information presented in these financial statements for the year ended 30 June 2006. 

(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. 

(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. Bad debts are written off when identified. 

(e) 

Inventories 

Inventories include goods and other property held either for sale or for distribution at no or nominal cost in the ordinary course of business 

operations. It includes land held for sale and 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. 

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





(g) 

Property, Plant & Equipment 

Freehold and Crown Land is measured at fair value with regard to the property’s highest and best use after due consideration is made for any 

legal or constructive restrictions imposed on the land, public announcements or commitments made in relation to the intended use of the land. 

Theoretical opportunities that may be available in relation to the assets are not taken into account until it is virtually certain that any restrictions 

will no longer apply. 

Buildings are measured at fair value less accumulated depreciation and impairment. 

Plant, Equipment and Vehicles are measured at cost less accumulated depreciation and impairment. 

(h) 

Revaluations of Non-Current Assets 

Financial Reporting Directions (FRD) 103B Non-Current Physical Assets, prescribes that non-current physical assets measured at fair value are 

revalued with sufficient regularity to ensure that the carrying amount of each asset does not differ materially from its fair value. This revaluation 

process normally occurs every five years as directed by timelines in FRD103B which sets the next revaluation for the Health, Welfare and 

Community Purpose Group to occur on June 2009, or earlier should there be an indication that fair values are materially different from the carrying 

value. Revaluation increments and decrements arise from differences between an assets carrying value and fair value. 

Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation 

decrement in respect of that class of asset previously recognised as an expense in net result, the increment is recognised as revenue in the 

net result. 

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the asset 

revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve. 

Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one another within that class 

but are not offset in respect of assets in different classes. Revaluation reserves are to be transferred to accumulated funds on derecognition of the 

relevant asset. 

(i) 

Depreciation 

Assets with a cost in excess of $1,000 (2005-06 and 2006-07) 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. 


Buildings 30 to 40 years 30 to 40 years 

Plant and Equipment 8 to 10 years 8 to 10 years 

Medical Equipment 4 to 5 years 4 to 5 years 

Computer Equipment 3 to 5 years 3 to 5 years 

Furniture & Fittings 3 to 5 years 3 to 5 years 

Motor Vehicles 2 to 3 years 2 to 3 years 

Leased Assets 2 to 4 years 2 to 4 years 

Other Equipment 3 to 5 years 3 to 5 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 which are unpaid. 

The normal credit terms are usually Net 30 days. 

(l) 

Provisions 

Provisions are recognised when the Portland District 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. 

(o) 

Functional and Presentation Currency 

The presentation currency of Portland District Health Service is the Australian dollar, which has also been identified as the functional currency of 

the Health Service. 

(p) 

Goods and Services Tax 

Income, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation 

authority. In this case it is recognised as part 6 of the cost of acquisition of the asset or as part of the expense. 

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, 

the taxation authority is included with other receivables or payables in the balance sheet. 

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable 

from, or payable to the taxation authority, are presented as operating cash flow. 





(q) 

Employee Benefits 

Wages and Salaries, Annual Leave, Sick Leave and Accrued Days Off 

Liabilities for wages and salaries, including non-monetary benefits, annual leave, accumulating sick leave and accrued days off expected to 

be settled within twelve months of the reporting date are recognised in the provision for employee benefits in respect of employees services up to 

the reporting date, classified as current liabilities and measured at nominal values. Those liabilities that the health service does not expect to settle 

within 12 months are recognised in the provision for employee benefits as current liabilities, measured at present value of the amounts expected to 

be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement. 

Long Service Leave 

Current Liability - Unconditional LSL (representing 10 or more years of continuous service) is disclosed as a current liability regardless of whether 

Portland District Health does not expect to settle the liability within 12 months as it does not have the unconditional right to defer the settlement 

of the entitlement should an employee take leave. 

The components of the current LSL liability are measured at: 

present value - component that Portland District Health does not expect to settle within 12 months; and 

nominal value - component that Portland district Health expects to settle within 12 months. 

Non-Current Liability - conditional LSL (representing less than 10 years of continuous service) is disclosed as a non-current liability. 

There is an unconditional right to defer the settlement of the entitlement until 10 years of service has been completed by an employee. 

Conditional LSL is required to be measured at present value. 

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 of national Government guaranteed securities in Australia, 

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 superannuation plan 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. 

Employees of Portland District Health are entitled to receive superannuation benefits and Portland District Health contributes to both the defined 

benefit and defined contribution plan. The defined benefit plan provide benefits based on years of service and final average salary. 

Portland District Health made contributions to the following major superannuation funds: 

Defined Benefit Plans: 

Defined contribution Plans: 

Health Super 

Health Super 

Hesta Super Fund 

Portland District Health does not recognise any defined benefit liability in respect of the superannuation plans 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 States defined benefit liabilities in its financial report. 

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 in 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. 

(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) 

Joint Ventures 

Interests in jointly controlled operations and jointly controlled assets are accounted for by recognising in Portland District Health’s financial 

statements, its share of assets, liabilities and any revenue and expenses of such joint ventures of the joint venture are set out in Note 7. 

(u) 

Intersegment Transactions 

Transactions between segments with Portland District Health have been eliminated to reflect the extent of the Portland District Health’s operations 

as a group. 

(v) 

Leases 

Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer substantially all the risks and 

rewards of ownership to the lessee. All other leases are classified as operating leases. 

Assets held under finance leases 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 shorter of the estimated useful life of the asset or the term of the lease. 

Contingent rental associated with finance leases are recognised as an expense in the period in which they are incurred. 

Operating lease payments, including any contingent rentals, are recognised as an expense in the operating statement on a straight line basis 

over the lease term, except where another systematic basis is more representative of the time pattern of the benefits derived from the use of the 

leased asset. 

(w) 

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 income when Portland District Health gains control of the underlying assets in accordance with AASB 1004 Contributions. 

Where grants are reciprocal, revenue is recognised as performance occurs under the grant. Non-reciprocal grants are recognised as income when 

the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant. 





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 the time invoices are raised. 

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. 

(x) 

Fund Accounting 

The Health Service operates on a fund accounting basis and maintains three funds: Operating, Capital and Specific Purpose funds. 

The Health Service Capital Fund includes unspent capital donations and receipts from fundraising activities conducted solely in respect of this 

fund and the Specific Purpose fund is made up of funds over which the Health Service has possesion but no discretion to amend or vary the 

restrictions underlying the use of the fund. 

(y) 

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. 

(z) 

Comparative Information 

There have been no changes to previous years figures other than detailed below: 

Revenues and Expenses by category in Notes 2a and 2b have been reclassified to accord with the governments requirements for reporting under 

the Australian Health Care Agreement with the Commonwealth government. This reclassification is to reflect the new category groups as detailed 

in Note1(ae) as follows: 

2005-06 

Acute 

$’000 

Admitted 

Patients 

$’000 

Reclassified to: 

EDS 

$000 

Ambulatory 

$’000 

Revenue - HAS 

Hospital & Community Initiatives 16,984 16,984 - - 

Expenses - HAS 

Hospital & Community Initiatives 16,685 16,685 - - 





(aa) 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. 

(ab) Asset Revaluation Reserve 

The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets. 

(ac) 

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. 

(ad) Net result Before Capital and Specific Items 

The subtotal entitled ‘Net Result Before Capital and specific Items’ is included in the Operating Statement to enhance the understanding of the 

financial performance of Portland District Health. This subtotal reports the result excluding items such as capital grants, assets received or provided 

free of charge, depreciation, and items of unusual nature and amount such as specific revenues and expenses. The exclusion of these items are 

made to enhance matching of income and expenses so as to facilitate the comparability and consistency of results between years and Victorian 

Public Health Services. The net result before Capital and Specific Items is used by the management of Portland District Health, the Department of 

Human Services and the Victorian Government to measure the ongoing result of Health Services in operating hospital services. 

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 purpose of acquiring non-current assets, such 

as capital works, plant and equipment or intangible assets. It also includes donations of plant and equipment (refer Note 1 (m)). Consequently the 

recognition of revenue as capital purpose income is based on the intention of the provider of the revenue at the time the revenue is provided. 

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 which either falls below the asset capitalisation threshold (Note 1 (g), 

or doesn’t meet asset recognition criteria and therefore does not result in the recognition of an asset in the balance sheet, where funding for that 

expenditure is from capital purpose income. 

(ae) Category Groups 

Portland District Health has used the following category groups for reporting purposes for the current and previous financial years. 

Admitted Patient Services (Admitted Patients) comprises all recurrent health revenue/expenditure on admitted patient services, where services are 

delivered in public hospitals, or free standing day hospital facilities, or palliative care facilities, or rehabilitation facilities, or alcohol and drug treatment 

units or hospital specialising in dental services, hearing and ophthalmic aids. 

Outpatient Services (Outpatients) comprises all recurrent health revenue/expenditure on public hospital type outpatient services, where services 

are delivered in public hospital outpatient clinics, or free standing day hospital facilities, or alcohol and drug treatment units, or outpatient clinics 

specialising in ophthalmic aids or palliative care. 

Emergency Department Services (EDS) comprises all recurrent health revenue/expenditure on emergency department services that are available 

free of charge to public patients. 





Aged Care comprises revenue/expenditure from Home and Community Care (HACC) programs, allied health, Aged Care Assessment and 

support services. 

Primary Health comprises revenue/expenditure for Community Health Services including health promotion and counselling, physiotherapy, 

speech therapy, podiatry and occupational therapy. 

Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as psychogeriatric residential services, comprises 

those Commonwealth-licensed residential aged care services in receipt of supplementary funding from DHS under the mental health program. 

It excludes all other residential services funded under the mental health program, such as mental health funded community care units (CCUs) 

and secure extended care units (SECs) 

Other Services excluded from Australian Health Care Agreement (AHCA) (Other) comprises revenue/expenditure for services not separately 

classified above, including: Public health services including Laboratory testing, Blood Borne Viruses, Sexually Transmitted Infections clinical 

services, Kooris Liaison Officers, immunisation and screening services, Drugs services including drug withdrawal, counselling and the needle 

and syringe program, Dental Health services including general and specialist dental care, school dental services and clinical education, Disability 

services including aids and equipment and flexible support packages to people with a disability, Community Care programs including sexual 

assault support, early parenting services, parenting assessment and skills development, and various support services. Health and Community 

Initiatives also falls in this category group. 

(af) 

New Accounting Standards and Interpretations 

Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2007 reporting period. 

As at 30 June 2007, the following standards and interpretations had been issued but were not mandatory for financial years ending 30 June 2007. 

Portland District Health has not and does not intend to adopt these standards early. 

Standard/ Interpretation 

Summary 

Applicable for 

Reporting periods 

beginning on or 

ending on 

Impact on Health Services 

Annual Statements 

AASB7 

Financial Instruments: 

Disclosures 

New standard replacing disclosure 

requirements of AASB132 

Beginning 

1 Jan 2007 

AASB7 is a disclosure standard 

so will have no direct impact 

on the amounts included 

in Portland District Health’s 

financial statements. However 

the amendments will result 

in changes to the financial 

instrument disclosures included 

in the annual report. 

AASB 2005-10 Amendments 

to Aust. Accounting Standards 

(AASB’s 132, 101, 114, 117, 

133, 139, 1, 4, 1023 & 1038) 

Amendments arising from the release 

in Aug 05 of AASB7 Financial Instruments: 

Disclosures. 

Beginning 


Amendments may result 


statements. 

AASB101 Presentation of 

Financial Statements (revised) 

Removes Australian specific requirements 

from AASB 101, including the Aust 

illustrative formats of the income statement, 

balance sheet, and the statement of 

changes in equity which Health Services 

were previously ‘encouraged’ to adopt 

in their financial statements. 

Beginning 




statements. 

AASB 2007-1 Amendments 

to Australian Accounting 

Standards arising from AASB 

Interpretation 22 (AASB 2) 

Additional paragraphs added underneath 

transitional payments. 

1 Mar 2007 


in changes to financial 

statements. 





NOTE 2: REVENUE HSA Non HSA Total 

2006-07 2006-07 2006-07 

Revenue from Operating Activities $’000 $’000 $’000 

Government Grants: 

- Department of Human Services 17,547 - 17,547 

- Dental Health Services Victoria 465 - 465 

- State Government - Other 298 - 298 

- Commonwealth Government 418 - 418 

- Residential Aged Care Subsidy 

Indirect Contributions by Department of Human Services 576 20 596 

Patient & Resident Fees (refer note 2c) 2,029 35 2,064 

Other Revenue from Operating Activities - 164 164 

Sub-Total Revenue from Operating Activities 21,333 219 21,552 

Revenue from Non-Operating Activities 

Diagnostic Imaging - 1,129 1,129 

Supported Residential service - 1,725 1,725 

Meals on Wheels - 112 112 

Sub-Total Revenue from Non-Operating Activities - 2,966 2,966 

Revenue from Capital Purpose Income 

State Government Capital Grants 

- Targeted Capital Works and Equipment 42 - 42 

Commonwealth Government Capital Grants - - - 

Assets Received Free of Charge (refer note 2e) - - - 

Donations & Bequests - 1,917 1,917 

Capital Interest - 13 13 

Sub-Total Revenue from Capital Purpose Income 42 1,930 1,972 

Total Revenue 21,375 5,115 26,490 

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 Admitted Aged Primary Other Total 

Patients Care Health 

2007 2007 2007 2007 2007 

Revenue from Services Supported by Health Services Agreement $’000 $’000 $’000 $’000 $’000 


- Department of Human Services 15,928 140 1,525 252 17,845 

- Dental Health Services Victoria - - - 465 465 

- Commonwealth Government - 418 - - 418 


- Insurance 498 62 25 17 602 

- Long Service Leave 51 - - - 51 

Patient & Resident Fees (refer note 2c) 285 1,686 58 35 2,064 

Interest - - - 43 43 

Pharmacy Services - - - 18 18 

Other - - - 23 23 

Sub-Total Revenue from Services Supported by Health 

Services Agreement 16,762 2,306 1,608 853 21,529 

Revenue from Services Supported by Hospital and Community Initiatives 

Private Practice and Other Patient Activities 

Business Units 

- Diagnostic Imaging - - - 1,129 1,129 

- Supported Residential service - - - 1,725 1,725 

- Meals on Wheels - - - 112 112 

Other Activities - 

Capital Purpose Income - - - 55 55 

Assets Received Free of Charge - - - - - 

Donations and Bequests - - - 1,917 1,917 

Net Gain/(Loss) on Disposal of Non-Current Assets (refer note 2d) - - - 23 23 

Sub-Total Revenue from Services Supported by Hospital 

and Community Initiatives - - - 4,961 4,883 

Total Revenue from Operations 16,762 2,306 1,608 5,814 26,490 





NOTE 2: REVENUE (continued) HSA Non HSA Total 

2005-06 2005-06 2005-06 

Revenue from Operating Activities $’000 $’000 $’000 

Government Grants: 

- Department of Human Services 17,745 - 17,745 

- Dental Health Services Victoria 354 - 354 

- State Government - Other 322 - 322 

- Commonwealth Government 316 - 316 

- Residential Aged Care Subsidy 

Indirect Contributions by Department of Human Services 488 20 508 

Patient & Resident Fees (refer note 2c) 1,983 33 2,016 

Other Revenue from Operating Activities - 288 288 

Sub-Total Revenue from Operating Activities 21,208 341 21,549 

Revenue from Non-Operating Activities 

Diagnostic Imaging - 1,095 1,095 

Supported Residential service - 1,690 1,690 

Meals on Wheels - 155 155 

Sub-Total Revenue from Non-Operating Activities - 2,940 2,940 

Revenue from Capital Purpose Income 

State Government Capital Grants 

- Targeted Capital Works and Equipment 93 - 93 

Commonwealth Government Capital Grants - - - 

Assets Received Free of Charge (refer note 2e) - 6 6 

Donations & Bequests - 30 30 

Capital Interest - 18 18 

Sub-Total Revenue from Capital Purpose Income 93 54 147 

Total Revenue 21,301 3,335 24,636 


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 (continued) Admitted Aged Primary Other Total 


Revenue from Services Supported by Health 2006 2006 2006 2006 2006 

Services Agreement $’000 $’000 $’000 $’000 $’000 


- Department of Human Services 16,198 - 1,459 410 18,067 

- Dental Health Services Victoria - - - 354 354 

- Commonwealth Government - 398 - - 398 


- Insurance 443 41 18 6 508 

- Long Service Leave 46 - - - 46 

Patient & Resident Fees (refer note 2c) 297 1,634 54 31 2,016 

Interest - - - 18 18 

Pharmacy Services - - - 14 14 

Other - - - 146 146 

Sub-Total Revenue from Services Supported by Health 

Services Agreement 16,984 2,073 1,531 979 21,567 

Revenue from Services Supported by Hospital and Community Initiatives 


Business Units 

- Diagnostic Imaging - - - 1,095 1,095 

- Supported Residential service - - - 1,690 1,690 

- Meals on Wheels - - - 155 155 

Other Activities 

Capital Purpose Income - - - 93 93 

Assets Received Free of Charge - - - 6 6 

Donations and Bequests - - - 30 30 

Sub-Total Revenue from Services Supported by Hospital 


Total Revenue from Operations 16,984 2,073 1,531 4,048 24,636 





NOTE 2B: ANALYSIS OF EXPENSES BY SOURCE 

Admitted Aged Primary Other 


2007 2007 2007 2007 2006-07 

Services Supported by Health Services Agreement $’000 $’000 $’000 $’000 $’000 


Salaries and Wages 10,668 1,692 1,389 787 14,536 

WorkCover 150 61 42 14 267 

Long Service Leave 124 42 21 19 206 

Superannuation (refer Note 22) 1,059 135 115 48 1,357 

Non Salary Labour costs 

Fees for Visiting Medical Officers 1,358 - - 58 1,416 

Supplies and Consumables 

Drug Supplies 401 16 - - 417 

Medical, Surgical Supplies and Prosthesis 697 24 21 14 756 

Food Supplies 236 61 12 5 314 

Other Expenses 

Domestic Services & Supplies 261 45 3 - 309 

Fuel, Light, Power & Water 192 25 34 35 286 

Insurance Costs funded by DHS 498 62 25 11 596 

Motor Vehicle Expenses 98 - - - 98 

Repairs and Maintenance 445 58 29 - 532 

Maintenance Contracts 185 - - - 185 

Patient Transport 131 - - - 131 

Lease Expenses 7 - - - 7 

Other administrative expenses 231 65 48 163 507 

Sub Total Expenses from Services Supported by 

Health Services Agreement 16,741 2,286 1,739 1,154 21,920 

Services Supported by Hospital and Community Initiatives 


Salaries and Wages - - - 1,713 1,713 

WorkCover - - - 35 35 

Long Service Leave - - - 7 7 

Superannuation (refer Note 22) - - - 165 165 


Fees for Visiting Medical Officers - - - 849 849 


Medical and Surgical Supplies - - - 266 266 

Food Supplies - - - 198 198 


Domestic Services - - - 21 21 

Repairs and Maintenance - - - 105 105 

Administrative Expenses - - - 131 131 

Sub-Total Services supported by Hospital 


Depreciation and Amortisation (refer Note 3) 835 218 92 224 1,369 

Impairment of Non-Current Assets 

Audit Fees 

Auditor General’s (refer Note 23 ) - - - 11 11 

Finance Costs (refer Note 4) 18 - - 109 127 

Share of Net Result of Associates & Joint Ventures - - - 82 82 

for using Equity Model (refer Note 7) 

Net Gain/(Loss) on Disposal of Non-Current Assets (refer note 2d) - - - - - 

Total Expenses 17,594 2,504 1,831 5,070 26,999 





NOTE 2B: ANALYSIS OF EXPENSES BY SOURCE (continued) 

Admitted Aged Primary Other 


2006 2006 2006 2006 2005-06 

Services Supported by Health Services Agreement $’000 $’000 $’000 $’000 $’000 


Salaries and Wages 9,981 1,406 1,395 134 12,916 

WorkCover 154 43 35 11 243 

Long Service Leave 118 55 12 26 211 

Superannuation (refer Note 22) 1,070 125 120 33 1,348 


Fees for Visiting Medical Officers 1,659 - - 41 1,700 


Drug Supplies 405 19 - - 424 

Medical, Surgical Supplies and Prosthesis 1,024 33 38 28 1,123 

Food Supplies 223 55 10 - 288 


Domestic Services & Supplies 241 41 2 - 284 

Fuel, Light, Power & Water 178 19 29 29 255 

Insurance Costs funded by DHS 443 41 14 10 508 

Motor Vehicle Expenses 105 - - - 105 

Repairs and Maintenance 449 51 24 - 524 

Maintenance Contracts 178 - - - 178 

Patient Transport 124 - - - 124 

Lease Expenses 6 - - - 6 

Other administrative expenses 327 48 38 325 738 

Sub Total Expenses from Services Supported by 

Health Services Agreement 16,685 1,936 1,717 637 20,975 

Services Supported by Hospital and Community Initiatives 


Salaries and Wages - - - 1,560 1,560 

WorkCover - - - 32 32 

Long Service Leave - - - 19 19 

Superannuation (refer Note 22) - - - 149 149 


Fees for Visiting Medical Officers - - - 814 814 


Medical and Surgical Supplies - - - 365 365 

Food Supplies - - - 194 194 


Domestic Services - - - 15 15 

Repairs and Maintenance - - - 92 92 

Administrative Expenses - - - 137 137 

Sub-Total Services supported by Hospital 


Depreciation and Amortisation (refer Note 3) 956 225 96 313 1,590 

Impairment of Non-Current Assets 

Audit Fees 

Auditor General’s (refer Note 23 ) - - - 11 11 

Finance Costs (refer Note 4) 14 - - 96 110 

Share of Net Result of Associates & Joint Ventures - - - 35 35 

for using Equity Model (refer Note 7) 

Net Gain/(Loss) on Disposal of Non-Current Assets (refer Note 2d) - - - 3 3 

Total Expenses 17,655 2,161 1,813 4,472 26,101 





NOTE 2C: PATIENT AND RESIDENT FEES 

Total 

Total 

Patient and Resident Fees Raised: 2006-07 2005-06 

Recurrent $’000 $’000 

Acute 

- Inpatients 285 297 

- Outpatient 58 54 

Residential Aged Care 

- Residential Accommodation Payments 1,686 1,634 

- Other 35 31 

Total 2,064 2,016 

NOTE 2D: NET GAIN /(LOSS) ON DISPOSAL OF NON CURRENT ASSETS 

2006-07 2005-06 

$’000 $’000 

Proceeds from Disposals of Non-Current Assets 

- Motor Vehicles 33 19 

Less: Written Down Value of Non-Current Assets Sold 

- Motor Vehicles (10) (22) 

Net gain/(Loss) on disposal of Non-Current Assets 23 (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 received 2006-07 2005-06 

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 

2006-07 2005-06 

$’000 $’000 


Diagnostic Imaging 1,129 1,095 

Sea View House 1,725 1,570 

Meals on Wheels 112 124 

Dental Clinic 365 335 

Palliative Care 54 52 

Catering 38 41 

Other Activities: 

Fundraising and Community Support 25 21 

Total 3,448 3,238 





NOTE 3: DEPRECIATION AND AMORTISATION 

2006-07 2005-06 

$’000 $’000 

Depreciation: 

Buildings 575 574 

Plant & Equipment 419 447 

Medical Equipment 171 186 

Computer Equipment 49 228 

Motor Vehicles 93 87 

Other Equipment 62 68 

Total Depreciation Expenses 1,369 1,590 

NOTE 4: FINANCE COSTS 2006-07 2005-06 

$’000 $’000 

Interest on Borrowings - Short Term 127 110 

Total Finance Costs 127 110 

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. 

2006-07 2005-06 

$’000 $’000 

Cash at Bank 121 933 

Bank Overdraft (230) - 

Short Term Money Market 2,706 - 

Total 2,597 933 

Represented by: 

Cash for Health Service Operations (as per Cash Flow Statement) 

- Cash at Bank 121 933 

- Bank Overdraft (230) - 

- Short Term Money Market 2,706 - 

Total 2,597 933 





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 Fixed Interest Rate Non 

Interest Rate Exposure as at 30/6/2007 Average Interest Floating 1 Year Over Over Over Over Over Interest 

Rates Interest or Less 1 to 2 2 to 3 3 to 4 4 to 5 5 Bearing 2006-07 

Rate years years years years years 

% $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 

Financial Assets 

Cash Assets 2.5% 2,597 - - - - - - 2,597 

Receivables - - - - - - - 951 951 

Other Assets 2.4% 203 - - - - - - 203 

Total Financial Assets 2,800 - - - - - - 951 3,751 

Financial Liabilities 

Payables - - - - - - - 2,724 2,724 

Borrowings: 

- Treasury Corporation Victoria 3.8% - 171 171 171 171 171 752 1,607 

Total Financial Liabilities - 171 171 171 171 171 752 2,724 4,331 

Net Financial Assets and Liabilities 2,800 (171) (171) (171) (171) (171) (752) (1,773) (580) 

Weighted Fixed Interest Rate Non 

Interest Rate Exposure as at 30/6/2006 Average Interest Floating 1 Year Over Over Over Over Over Interest 

Rates Interest or Less 1 to 2 2 to 3 3 to 4 4 to 5 5 Bearing 2005-06 

Rate years years years years years 

% $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 


Cash Assets 2.5% 933 - - - - - - - 933 

Receivables - - - - - - - 1,375 1,375 

Other Assets 2.4% 217 - - - - - - - 217 

Total Financial Assets 1,150 - - - - - - 1,375 2,525 


Payables - - - - - - - 1,363 1,363 

Borrowings: 

- Treasury Corporation Victoria 3.8% - 171 171 171 171 171 935 1,790 

Total Financial Liabilities - 171 171 171 171 171 935 1,363 3,153 

Net Financial Assets and Liabilities 1,150 (171) (171) (171) (171) (171) (935) 12 (628) 

(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. 

2006-07 2005-06 

Net Fair Value Book Net Fair Book Net Fair 

Value Value Value Value 

$’000 $’000 $’000 $’000 


Cash at Bank 2,597 2,597 933 933 

Trade Debtors 951 951 1,375 1,375 

Other Assets 203 203 217 217 

Total Financial Assets 3,751 3,751 2,525 2,525 


Payables 2,724 2,724 1,363 1,363 

Borrowing: 

- Treasury Corporation Victoria - Current 171 171 171 171 

- Treasury Corporation Victoria - Non-Current 1,436 1,436 1,619 1,619 

Total Financial Liabilities 4,331 4,331 3,153 3,153 

*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) 

NOTE 7: INVESTMENTS ACCOUNTED FOR USING THE EQUITY METHOD 


$’000 $’000 

Investment in Jointly Controlled Entities 142 225 

Total 142 225 

Principal Country of Ownership Interest Published Fair Value 

Activity Incorporation 

2007 2006 2007 2006 

% % $’000 $’000 

South West Alliance of Rural Hospitals (SWARH) Information Australia 10.65 10.65 142 225 

Technology 

The voting power of all partners in the Joint Venture are the same. 


$’000 $’000 

Share of Jointly Controlled Entities loss 82 35 

Total 82 35 





NOTE 7: INVESTMENTS ACCOUNTED FOR USING THE EQUITY METHOD (continued) 

JOINT VENTURE 

Portland District Health has a joint venture interest of 10.65% 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 agency. 

Our share of assets, liabilities and operating result is: 2007 2006 

$’000 $’000 

Current Assets 84 68 

Non-Current Assets 280 240 

Share of Total Assets 364 308 

Current Liabilities 222 83 

Share of Total Liabilities 222 83 

Net Share of Joint Venture Assets 142 225 

Share of Current Year Profit/(Loss) (82) (35) 

Capital Commitments 19 59 

Operating Lease Commitments 15 

Operating Contracts Commitments 253 

NOTE 8: RECEIVABLES 


Current $’000 $’000 

Patient Fees 265 215 

Trade Debtors 228 225 

Accrued Revenue - DHS - 385 

GST Receivable 198 128 

Total 691 953 

Less Provision for Doubtful Debts (9) (12) 

Total Current Receivables 682 941 

Non Current 

DHS Debtor (LSL) 269 434 

Total Non Current 269 434 

Total Receivables 951 1,375 

NOTE 9: OTHER FINANCIAL ASSETS 


$’000 $’000 

Money Held in Trust 31 19 

Refundable Entrance Fees 62 109 

SRS Ingoing Debtors 110 89 

Total Other Assets 203 217 

NOTE 10: INVENTORY 


$’000 $’000 

Pharmaceuticals - at cost 63 56 

Catering Supplies - at cost 14 16 

House Keeping Supplies - at cost 15 15 

Medical and Surgical Supplies - at cost 107 102 

Administration Stores 37 30 

Total Inventory 236 219 





NOTE 11: PAYABLES 


$’000 $’000 

Trade Creditors 928 707 

Accrued Expenses 1,723 415 

GST Payable 313 241 

Total Payables 2,964 1,363 

NOTE 12: INTEREST BEARING LIABILITIES 


Current $’000 $’000 

Australian Dollar Borrowings: 

- Loan - Treasury Corporation Victoria 171 171 

Total Australian Dollar Borrowings 171 171 

Non-Current 

Australian Dollar Borrowings: 

- Loan - Treasury Corporation Victoria 1,436 1,619 

Total Australian Dollar Borrowings 1,436 1,619 

Total Interest Bearing Liabilities 1,607 1,790 

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 1,436 1,619 

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 127 110 

NOTE 13: EMPLOYEE BENEFITS 2007 2006 

$’000 $’000 

Current 

Long Service Leave 

- short-term benefits at nominal value 254 258 

- long-term benefits at present value 84 83 

Annual Leave 

- short-term benefits at nominal value 1,232 1,156 

- long-term benefits at present value 335 326 

Accrued Wages and Salaries 678 467 

Accrued Days Off 45 50 

Total Current Employee Benefits 2,628 2,340 

Non-Current 

Long Service Leave 1,917 1,928 

Total Non-Current Employee Benefits 1,917 1,928 

Movement in Long Service Leave 

Balance 1 July 2,269 2,167 

Provision made during the year 213 230 

Settlement made during the year (227) (128) 

Balance 30 June 2,255 2,269 

The following assumptions were adopted in measuring present value: 


Weighted Average Increase in employee costs 2.8% 2.7% 

Weighted average Discount Rates 2.4% 2.3% 

Weighted Average Settlement period 12.9 12.8 





NOTE 14: OTHER LIABILITIES Total Total 


$’000 $’000 

Provision for Fee Sharing 45 39 

Monies Held in Trust - Sea View House 62 109 

- Seymour Cundy Wing 31 19 

Other - PCP - 51 

Total 138 218 

NOTE 15: COMMITMENTS 

As at 30th June 2007, Portland District Health had commitments totalling $4,295,000 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 2007 2006 

Capital Commitments $’000 $’000 $’000 $’000 

Residential Aged Care Facility and DPU 2,306 - 2,306 6,730 

Other - SWARH 19 - 19 59 

Sub-Total 2,325 - 2,325 6,789 

Lease Commitments 

Operating Lease 63 48 111 83 

Operating Contracts Commitments (SWARH) 252 - 252 - 

Sub-Total 315 48 363 83 

Total 2,640 48 2,688 6,872 

NOTE 16: EQUITY 


$’000 $’000 

Accumulated Surpluses/(Deficit) 

Balance at Beginning of Year (3,781) (2,316) 

Net result for the Year (509) (1,465) 

Transfer to Reserves: (1,725) - 

Accumulated Surplus/(Deficit) at the end of the financial year (6,015) (3,781) 

Contributed Capital 

Balance at the beginning of the reporting period 27,860 25,568 

Capital Contributed From the Victorian Government 5,635 2,292 

Balance at the end of the reporting period 33,495 27,860 

Land and Buildings Asset Revaluation Reserve 

Balance at beginning of reporting period - - 

Revaluation Increment/(Decrement) 

- Land 1,630 - 

- Buildings 6,237 - 

Balance at the end of the reporting period 7,867 - 

Represented by: 

- Land 1,630 - 

- Buildings 6,237 - 

Restricted Specific Purpose Reserve 

7,867 - 

Balance at the beginning of the reporting period - - 

Transfer to Restricted Specific Purpose Reserve 1,725 - 

Balance at the end of the reporting period 1,725 - 





NOTE 17: PROPERTY, PLANT AND EQUIPMENT 2007 2006 

$’000 $’000 

At Valuation 

Crown Land (at 2007 Valuation) 4,530 2,900 

Total Land 4,530 2,900 

Buildings 

Buildings under Construction 7,145 1,207 

Buildings at Cost - 393 

Less Accumulated Depreciation & Impairment - 2 

Buildings (at 2007 Valuation) 27,321 22,900 

Less Accumulated Depreciation & Impairment - 1,718 

Total Buildings 34,466 22,780 

Plant and Equipment at Cost 

Plant & Equipment 6,681 6,523 

Less Accumulated Depreciation and Impairment 4,873 4,454 

Total Plant and Equipment 1,808 2,069 

Medical Equipment at Cost 

Medical Equipment 2,960 2,371 


Total Medical Equipment 885 466 

Computers and Communication at Cost 

Computers and Communication 1,659 1,617 


Total Computers and Communication 78 85 

Other Equipment at Cost 

Other Equipment 713 609 

Less Accumulated Depreciation 477 414 

Total Other Equipment 236 195 

Motor Vehicles at Cost 

Motor Vehicles 552 572 

Less Accumulated Depreciation and Impairment 358 318 

194 254 

Total Property, Plant & Equipment 42,197 28,749 

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 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 1 July 2006 2,900 22,780 2,069 466 85 195 254 28,749 

Revaluation 1,630 6,237 - - - - - 7,867 

Additions - 6,024 158 589 42 104 41 6,958 

Disposals - - - - - - (8) (8) 

Depreciation Expense - (575) (419) (170) (49) (63) (93) (1,369) 

Balance at 30 June 2007 4,530 34,466 1,808 885 78 236 194 42,197 





NOTE 18: LEASED ASSETS 

Total 

Total 


$’000 $’000 

Cost 

Finance Leased Assets 

- Plant & Equipment - 6 

less Accumulated Amortisation - (6) 

Total Written Down Value - - 

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 

Amortisation Expense - (4) 

Carrying amount at end of year - - 

NOTE 19: RECONCILIATION OF NET RESULT FOR THE YEAR TO NET CASH INFLOW/(OUTFLOW) 

FROM OPERATING ACTIVITIES 


$’000 $’000 

Net Result for the Year (509) (1,465) 

Depreciation 1,369 1,590 

Long Service Leave Expense 211 267 

Long Service Leave Paid (213) (221) 

Net Gain on Sale of Plant & Equipment (23) 3 

Changes in Operating Assets and Liabilities: 

Increase/(Decrease) in Payables 1,361 167 

Increase/(Decrease) in Employee Benefits 277 228 

Increase/(Decrease) in Other Current Liabilities (263) (97) 

(Increase)/Decrease in Prepayments - 11 

(Increase)/Decrease in Stores (17) 3 

(Increase)/Decrease in Receivables 259 46 

(Increase)/Decrease in Other Current Assets 179 (113) 

Net Cash Flows From Operating Activities 2,631 419 





NOTE 20: LEASE LIABILITIES 

Aggregate Lease Expenditure contracted for at Balance Date. 2007 2006 

Operating Lease $’000 $’000 

Not later than one year 63 55 

Later than 1 but not later than five years 48 28 

Total 111 83 

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 2007 2006 

$000 $000 

Health Super Fund 1,522 1,497 

Total 1,522 1,497 

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 2006-07 were $1,522,155 

(iii) As at balance date there were no outstanding contributions in respect of the 2006-07 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. 

NOTE 23: REMUNERATION OF AUDITORS 

Audit fees paid to the Victorian Auditor-General’s Office 

for audit of the Hospitals financial report 

Total 

Total 

2006-07 2005-06 

$’000 $’000 

Paid as at 30 June 2007 2 2 

Payable as at 30 June 2007 9 9 





NOTE 24: SEGMENT REPORTING 

Hospital Hospital RACS RACS Primary Primary Other Other Total Total 

Care Care 

2007 2006 2007 2006 2007 2006 2007 2006 2007 2006 

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 

Revenue 

External Segment Revenue 17,054 17,041 2,093 2,068 1,695 1,582 5,888 3,965 26,730 24,656 

Total Revenue 17,054 17,041 2,093 2,068 1,695 1,582 5,888 3,965 26,730 24,656 

Result 

Segment Result (534) (1,032) (183) (242) (204) (100) 818 36 (103) (1,338) 

Net Result from ordinary Activities (534) (1,032) (183) (242) (204) (100) 818 36 (103) (1,338) 

Interest Expense (30) (2) - - - - (97) (108) (127) (110) 

Interest Income 3 18 - - - - 40 - 43 18 

Share of Net Result of Joint Ventures (31) (29) (15) (3) (19) (1) (17) (2) (82) (35) 

using the Equity Model 

Net Result for Year (592) (1,045) (198) (245) (223) (101) 744 (74) (509) (1,465) 

Other Information 

Segment Assets 45,027 30,566 612 585 175 169 512 398 46,326 31,718 

Total Assets 45,027 30,566 612 585 175 169 512 398 46,326 31,718 

Segment Liabilities 8,586 7,305 208 195 75 51 145 88 9,014 7,639 

Total Liabilities 8,586 7,305 208 195 75 51 145 88 9,014 7,639 

Investments in associates and joint 

venture partnerships 130 207 8 12 3 4 1 2 142 225 

Acquisition of property, plant and 

equipment and intangible assets 1,384 1,472 5,494 45 29 58 51 76 6,958 1,651 

Depreciation and amortisation expense 804 956 236 225 101 96 228 313 1,369 1,590 

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. 





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 30/6/07 and totalled $4,530,000 for Land (previously $2,900,000 - 2003) and $27,321,000 for 

buildings (previously $22,900,000 - 2003). 

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. Greg Andrews Mrs. Merlyn Menzel Mr. Vincent Gannon 

Ms. Tanya Simmonds Mr. James Harpley Mr. William Collett 

Mr. Bruce du Vergier Mr. Mike Noske Mr. Brian Sparrow 

Ms. Marianne Kuljis 

Accountable Officer 

Mrs. Marie Shea (resigned 31 August 2007) 

Mr. John O’Neill (appointed 4 July 2007) 

Responsible Ministers 

The Hon. Bronwyn Pike MP 

(b) Remuneration of Responsible Persons 

The number of Responsible Officers whose total remuneration exceeded $110,000 are shown below in their relevant income Bands: 


No. 

No. 

$0 - $9,999 10 10 

$170,000 - $179,999 1 - 

$160,000 - $169,999 - 1 

11 11 

(c) Amount Attributable to other transactions with Responsible persons: 

Total 

Total 

Responsible Person Transaction 2007 2006 

$’000 $’000 

Nil 

(d) Executive Officer Remuneration 

The number of Executive Officers whose total remuneration exceeded $110,000 are shown below in their relevant income bands. 


No. 

No. 

$230,000 - $239,999 1 - 

$220,000 - $229,999 - 1 

$130,000 - $139,999 1 - 

$120,000 - $129,999 2 - 

$110,000 - $119,999 - 3 

4 4 



Certification 

BOARD MEMBERS, ACCOUNTABLE OFFICER’S AND CHIEF FINANCE 

AND ACCOUNTING OFFICER’S DECLARATION 

We certify that the attached financial statements for Portland District Health have been prepared in accordance 

with Standing Direction 4.2 of 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 Changes in Equity, Cash Flow Statement and Notes to and Forming Part of the Financial Statements, presents 

fairly the financial transactions during the year ended June 2007 and financial position of Portland District 

Health at 30 June 2007. 

We are not aware of any circumstance which would render any particulars included in the financial statements 

to be misleading or inaccurate. 

Mr Greg Andrews 

Chairperson 

Mr John O’Neill 

Chief Executive Officer 

Mr. Wayne Armistead 

Chief Finance & Accounting Officer 

Dated the 28th of August 2007 

Portland, Victoria

Portland District Health Annual Report 2007 - South West Alliance of ...

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