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2009/10PORTLAND DISTRICT HEALTH ANNUAL REPORT

year inAn important milestone for ourcommunity saw the establishmentof the Cancer Resource Centre forpeople living with cancer and theirfamilies. The opening of the CancerInformation Centre saw a newopportunity for both current andnew volunteers to be involved withPortland District Health.Finally, we congratulate all staffof the Primary & CommunityCare Service who were highlycommended in the 2009 VictorianPublic Healthcare awards for thePrimary Health Service of the Year.JULY• Emergency helicopter service commences• Record CTs performed by Medical Imaging• Maternal and Child Services transferred to Glenelg Shire Council• ZedMed, a private patient billing system introduced• Dr Deepti Rampal commences Obstetrics rosterAUGUST• Inpatient activity at record high• Rural Emergency Medicine Advisory Board holds inaugural meeting• Bubbles Ball raises over $26,000 for new ventilator• Portland Lions Club presents $15,000 to Portland District Health forMurray to Moyne fundraising• Tri-annual fire safety audit and risk audit undertaken• Portland District Health logo under consideration• Super Clinic announcement welcomedSEPTEMBER• Primary & Community Care highly commended in HealthMinister’s Awards• $100,000 Grant from Health Department for fire panel replacement• Anne Burley, Change Manager commences• Midwifery Team Leader appointed• Reflection Room concept plan announcedOCTOBER• Portland District Health Masterplan finalised• Successful re-accreditation of Harbourside Lodge• Dr Thurka Balakrishnan commences• Portland District Health staff review• Tracey Plunkett, Midwifery Team Leader commencesNOVEMBER• Portland District Health’s Staff Comedy Revue donates $1,047.84 tothe Blue Ribbon Foundation• Eleanor De Beer awarded Bert Wilmot scholarship• Portland District Health hosts volunteer function• Carolyn Berry awarded Portland District Health’s Graduate Nurse ofthe Year• Orthopaedic surgery increases• $36,000 ventilator arrives in A & E• Portland District Health Recipe Books go on sale for ReflectionRoom fundraising2

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10DECEMBER• Site for new GP Super Clinic purchased• Host volunteers’ Christmas function• Volunteer numbers double during 2009• Portland District Health renews service agreementwith BreastScreen Victoria• Barb James awarded Employee of the Year• Eileen Churchward – winner of the 2009 OH&SIndividual Award• Sub Acute Ward – winner of the 2009 OH&S TeamAwardJANUARY• Heather Sayner, Human Resources Managercommences• Judy Solly, Private Patient Liaison Officer commences• Roscoe Hine, Senior Physiotherapist commences• Dr Vocale & Dr Hazzizi Hassan commence• Integrated Paging System installed• Theatre NUM Michelle Watson commences• Level 2 Maternity services resumes• Slit lamp used to diagnose a range of eye disorders isdonated to Rwanda• Seaview House residents commence swimmingprogram• New door Sensor beams result in fewer falls• Wendy Buckland, Clinical Midwife ConsultantcommencesMARCH• Oracle Financial Information System implemented• Portland District Health signs Memorandum ofUnderstanding with Barwon South West RegionIntegrated Cancer Services• Portland District Health asks Air Ambulance Victoriato review helipad site• Seniors “get active” at SeaView House - arthritisexercise program introduced• $126,000 State Government grant for five electricbeds & 15 syringe infusion pumps• New staff appointed, OT Julia Mason, HealthPromotion Officers, Carol Stewart and Kristy De Roseand Physiotherapist Surbhi Gupta• Midwife staffing levels fully returnedAPRIL• $20K grant from Health Department for improveddisabled access to public toilets in the health servicesbuilding• Portland District Health retains “gold medal status”following VMIA on site risk assessment• Murray to Moyne riders raise $20,000 for PortlandDistrict Health• Harbourside Lodge establishes a raised garden bedto commemorate long term resident Nora Perry• A & E Department mounting case to StateGovernment to be fully fundedFEBRUARY• Susan Zivcec - OH&S Coordinator commences• The Cancer Resource Centre officially opened• Sub Acute Service Review undertaken by AssociateProfessor Peter Hunter• Parliamentary Rural and Regional Committee Inquiryinto the Extent and Nature of Disadvantage andInequity in Rural and Regional Victoria meets atPortland District Health• Helipad grass service proposal considerediewMAY• Celebrated International Volunteers Day,International Nurses Day & Midwives Day• Plaque commentating Mr Das’ service unveiled incommunity ceremony• 2,307 patients admitted in last six months• Blue Ribbon Golf Day raised $4,700JUNE• Baade Harbour Australia appointed as architects forGP Super Clinic• Portland District Health launches a new online systemwhich allows local doctors to connect with specialistsacross Victoria• Chris Jansen, Sonographer, awarded Internationalaccreditation for nuchal translucencies• International Cleaner’s Day celebrated3

Chief Executive’s ReportI AM PLEASED TO PRESENT PORTLAND DISTRICT HEALTH’S 7TH ANNUAL REPORT.INTRODUCTIONAlthough our local health servicedates back to April 1858 when landwas set aside for “an asylum for thebenefit of the afflicted or distressedinhabitants and sojourners,”contemporary health issues havedominated the 2010 year in review.Of particular note were:1. The proposed emergency landinghelipad site2. The new $4.9M GP Super Clinic3. The Level 2 maternity service; and4. The Commonwealth Government’shealth reform packageEMERGENCY HELIPAD LANDING SITEIn April 2009, the State Government announced an upgrade of the Victorianambulance service with the addition of two new medical HEMS4 helicopterswith one helicopter being based at Warrnambool. The cost and constructionof emergency helicopter landing pads were left to local communities onthe understanding that the proposed landing pad met the provisions of theDepartment of Health helipad guidelines.The local branch of the Blue Ribbon Foundation accepted the challenge toraise funds for the construction of the helipad and Portland District Healthundertook to investigate options for a suitable site location.Air Ambulance Victoria (AAV) in partnership with two helicopter pilotsidentified the “Ploughed Field” site location as the preferred site for theproposed emergency helipad landing site following a risk assessmentundertaken by Barry Gale Engineers in consultation with representatives ofthe Victoria Police.In total, 5 sites were considered following consultation with the Glenelg Shire.These sites were:1. Portland District Health car park outside the A&E department2. Foreshore on Nuns’ Beach3. Football oval off Wade Street4. Henty Park; and5. The Ploughed FieldAAV’s strong recommendation to Portland District Health’s Board ofManagement was the “Ploughed Field” site. It was AAV’s considered opinionthat the only site that fully met Health Department helipad guidelines andCivil Aviation Safety requirements was the Ploughed Field site ... the locationof the helipad, relative to the hospital Emergency Department, is a key factorin ensuring the helipad provides safe, efficient and effective transferof patients including easy movement of the patient via trolley and in allweather conditions.6/10

eportPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Portland District Health is working in partnership with theGlenelg Shire and the Department of Sustainability andEnvironment to address a number of issues concerningthe proposed landing site; including erosion and stabilityissues, particularly given the close proximity of theproposed helicopter landing pad to the cliff face.It is important to note that the swift, professionaland safe evacuation of patients requiring life savingemergency services continues as Portland District Healthmakes every endeavour to address the pressing issuesraised by DSE and the Shire Council.Portland District Health’s duty of care, to our patients isforemost as patient presentations to Portland DistrictHealth’s accident and emergency department growsby approximately 12% per annum and patients transfersto Melbourne or other regional hospitals is between20 to 30 transfers per month by either road, fixed wingor helicopter.BLUE RIBBON FOUNDATIONPortland District Health and our community are indebtedto the local branch of the Blue Ribbon Foundation. TheFoundation has made a commitment to raise funds tomeet the construction costs for the proposed helipadsite on the Ploughed Field.A splendid example of Blue Ribbon’s fund raisingendeavours is seen in its annual golf day which continuesto grow in success with the event raising $4,700 for thePortland branch of the Blue Ribbon Foundation.GP SUPER CLINICIn August 2009, the Hon Nicola Roxon MP, Minister ofHealth and Ageing announced a $4.9M grant for theestablishment of a GP Super Clinic in Portland withPortland District Health to lead a consortium to constructa new super clinic in partnership with:• The Deakin University School of Medicine• The Otway Division of General Practitioners; and• The Greater Green Triangle GP Education andTraining AgencyIt is proposed to build the GP Super Clinic over 148 and150 Percy Street Portland. Design work is underway withthe expectation that design concepts will be finalised bySeptember 2010. This will enable Portland District Healthto call for construction tenders by November with theplanned commissioning date of November 2011.It is intended that our GP Super Clinic will bring togethergeneral practitioners, nurses, visiting medical specialists,allied health professionals and other health careproviders to deliver better health care, tailored to theneeds and priorities of the local community. It will bring agreater focus on health promotion and illness preventionand better coordination between privately provided GPservices, community health and other State and TerritoryGovernment funded services.The Deakin Medical School sees the Board’s proposedGP super Clinic as an important teaching site with thecapacity to enhance rural general practice. Preparationsare underway to receive medical students from DeakinUniversity in February 2012.7

MATERNITY SERVICESLast year I reported that maternity services weresuspended temporarily at Portland District Health.This decision, whilst regrettably and reluctantly made,was done so in the best interests of expectant mothersas Portland District Health could not guarantee 24 hour,seven days a week medical cover.Over the past 12 months, the Board and managementhave been deeply concerned that the maternity servicehad become fragmented and was suffering fromprolonged and ongoing staff shortages. These concernswere evidenced by the following table of birthingnumbers over the past seven years:Births2003 2004 2005 2006 2007 2008 2009/04 /05 /06 /07 /08 /09 /10142 133 101 151 116 51 51Consequently, the Board reaffirmed its strongcommitment to a safe and sustainable Level 2, medicalbased maternity service delivered locally.The introduction of a modified nursing case loadcoupled with the arrival of two new midwifes fromMelbourne in January has enabled Portland DistrictHealth to secure the maternity service on a moresustainable footing as a level 2 Service.NATIONAL HEALTH AND HOSPITAL REFORMRecently the Commonwealth Government released itsresponse to the National Health and Hospital ReformCommission’s (NHHRC) final report. This documentA National Health and Hospitals Network for Australia’sFuture: Delivering Better Health and Better Hospitals(the report) provides a summary of the policy directionfor Australia’s health system and provides a responseto the NHHRC’s 123 recommendations. TheCommonwealth Government has indicated steps toimplement 94 of these recommendations.The report provides an overview of how the governance,delivery and funding of Australia’s acute, aged care,preventative, primary healthcare (including primarymental health services) and sub-acute services will bereformed.The potential impact on Portland District Health isunclear until such time as the State Government outlinesits policy response to the National Health and HospitalReform Commission’s recommendations.On a positive note, the ability for small rural agenciesto gain access to Medicare funding is welcomed byPortland District Health and this will help ameliorate anumber of funding issues currently faced in provision ofrural healthcare services.SUB ACUTE WARD AND SERVICE CONFIGURATIONThe sub acute ward was reopened in 2007. Demandfor services has grown swiftly. Over the past 12 months,Portland District Health’s sub acute ward cared for a totalof 404 patients aged from 16 to 98 years providing arange of services including long stay, nursing home typeand rehabilitation services to our inpatients.To enable Portland District Health to meet the growingaged care needs of our community, Associate ProfessorPeter Hunter was engaged to undertake an aged carereview of the sub acute ward. He has provided PortlandDistrict Health with a substantive report which will assistPortland District Health to develop a clear direction forour sub acute ward and service configuration and assistus to determine the appropriate aged care fundingpackages available from both State and CommonwealthGovernments.8

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10REFLECTION ROOMPortland District Health proposes to reintroducepastoral care to our hospital and health service withthe establishment of a permanent home for our formerchapel. Pastoral/Spiritual Care is a general term whichencompasses all ways in which attention is paid to thespiritual nature of the person, particularly in a healthcareenvironment, and to the spiritual issues that arise in thecontext of illness, suffering, life and death.The establishment of a reflection room is seen as animportant first step in this process. Health professionalshave long known that a supportive environment is ofparamount importance for the recovery of good healthand well being. The two are considered interdependentand inseparable to enable holistic care to take placein a “physical, social, spiritual, economic and political”dimension.To achieve better outcomes for our patients we envisagea reflection room that will be person-centred and nondenominationalso that we can offer our patients andtheir families spiritual support that engenders renewedphysical and emotional wellbeing.Portland District Health is working with the HealthcareChaplaincy Council of Victoria around the introductionof pastoral care services. Design work will be completedin the coming weeks and provision will be made for aChaplain’s Office within the Reflection Room.PRIVATE PATIENT INITIATIVEEarly this year Portland District Health appointed aPrivate Patient Liaison Officer. This was the first step inputting a greater emphasis on attracting private patientsto our health service. Along with this appointment, fiveinpatient rooms will be set aside for private patientadmissions making it more attractive for Portland DistrictHealth’s patients to use their private health insurance.Portland District Health is also working towards offeringspecial initiatives for those patients who choose touse their private health insurance. In particular, we areplanning to ensure that future private patients will notincur out of pocket expenses, no additional paperworkand enjoy preferential access to a private room.Patients choosing to use their private health insurancewill greatly assist our health service by providingadditional funding to purchase equipment and or expandexisting services.EMPLOYEE RECOGNITIONPortland District Health acknowledges the efforts ofstaff with an Employee of the Year award. Nominationsare made by staff and judged by senior managementteam acknowledging services above and beyond thecall of duty.Monthly winners for 2009 were:- Kerry Hancock- Dot Kinghorn- Barb James- Ian Douglas- Lyn McNaughton- Cindy Huppatz- Natalie Herbertson- Ivor Graney- Jenny SuttonIn December 2009, Environmental Services Supervisor,Barb James was awarded the title of Employee ofthe Year for 2009, acknowledging her demonstratedcommitment to continuously improving the servicedelivered by her team.9

PORTLAND DISTRICT HEALTH’SFIVE YEAR STRATEGIC PLANBoard and management havecommenced work ona five year strategic plan.The initial stage of our strategicplanning involved BoardMembers, management,Department of Healthrepresentatives and a wide rangeof stakeholders who participatedin a facilitated three hourworkshop to:HUMAN RESOURCESPortland District Health appointed a full time Human Resource Manager andwith that appointment we saw the arrival of Heather Sayner in January 2010.With Heather’s appointment, the Human Resource team focused on tasks ofchange management, policy review, coaching and mentoring of managersand the modernisation of HR functions across Portland District Health.Previously, human resource services were provided by Western District HealthService (WDHS) under a joint service agreement. This arrangement saw JamieLynch as the Human Resource Co-ordinator (WDHS employee) and Eleanorde Beer as the Human Resource Administrator reporting to the HumanResource Manager from WDHS. This arrangement was ceased in August 2009and a restructure of the Human Resource department followed.• Identify aspirations, trends,gaps, issues and actionsoccuring internally andexternally to Portland DistrictHealth; and• Nominate any critical issues/opportunities for PortlandDistrict Health.This workshop has been followedup with a series of meetings andit is anticipated that the Board willcomplete its strategic plan in thesecond half of 2010.Current Month FTE YTD FTENursing 134.95 141.87Administration and Clerical 45.22 41.96Medical Support 27.61 25.75Hotel and Allied Services 50.64 54.14Medical Officers 2.98 4.19Hospital Medical Officers 6.47 4.87Ancillary Staff (Allied Health) 14.26 14.75Other Dental Clinicians/Specialists 0.74 0.77Future work will focus on the development of a Human Resource Plan andthe advancement of key projects such as HR policy review, recruitment strategyand appropriate deployment of human resource services across PortlandDistrict Health. The team will also develop a workforce plan to determinethe operational skills required for the next two years within our organisation.This plan will align with Portland District Health’s Strategic Plan.10

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10VISION, MISSION, VALUES AND PORTLANDDISTRICT HEALTH’S LOGOStaff actively participated in several workshops overmany months to develop a present day vision, missionand values statement that is more aligned with acontemporary health service. This work will form part ofPortland District Health’s strategic plan.Concurrently, Portland District Health considered a newlogo. After considering several possible new logos, staffvoted to retain the existing logo acknowledging that thegannet and circle were fundamental to Portland DistrictHealth’s rich and proud history. While retaining thefundamental design concepts, the logo will need to berefreshed to enable its reproduction across the rapidlychanging world of multi-media and social networking.EMERGENCY MANAGEMENT FIRE ANDEVACUATION TRAINING PRACTICAL EXERCISESPortland District Health has completed emergencymanagement fire and evacuation exercises in all areas.It should be noted that whilst all areas have undergonethe exercise not all staff have attended. Portland DistrictHealth plans to extend its program to enable all staff toattend these exercises. This will form part of next year’sroll out including a desk top exercise along with practicalhands-on fire extinguisher training followed by a mockevacuation exercise.HEALTH, SAFETY AND ENVIRONMENTDuring the year, the Health Safety and EnvironmentCommittee has had a renewed focus with a review of thecommittee’s functions, aims and objects.This has lead to a clearer direction and time for OH&Srepresentatives to focus on identifying and resolvingissues. The introduction of Compliance Audits andfolders has universally been recognised by the Health,Safety and Environment Committee as having a strongpositive effect. The folders provide information on whatis expected of representatives and tools to identifyhazards and non-compliance.WORKCOVERA positive outcome of the renewed focus of the Health,Safety and Environment committee coupled with diligentrehabilitation and claims management is expected torealise a reduction in the 2010/11 WorkCover Premiumfrom 2.68% to 1.70% of payroll. This equates toapproximately $178,000 based on current remunerationfigures. Portland District Health is awaiting finalconfirmation of this amount.This is an outstanding achievement.11

RESOURCESMART HEALTHCARE PROGRAMPortland District Health is participating in the VictorianGovernment’s Resourcesmart Healthcare program aspart of the State Government’s commitment to reducethe environmental impacts and improve the operationalefficiencies of its healthcare agencies.This program follows the Government’s “OurEnvironment Our Future”– Sustainability ActionStatement – a commitment to expand environmentalmanagement systems to statutory agencies, includinghealthcare agencies, by 2010/11.To assist healthcare agencies in meeting theserequirements, the Department of Healh, in partnershipwith the Department of Sustainability and Environmentand Sustainability Victoria have developed theResourcesmart Healthcare program.The program provides assistance to develop effectiveenvironmental management programs, tools andresources, networking and professional capacity buildingservices. The program has provided Portland DistrictHealth with practical support and guidance on thepreparation of an environmental policy, action planand strategy and individual coaching session from anenvironmental consultant.Work has commenced on drafting an environmentalpolicy which will be followed by the development ofan environmental management strategy.MR JESSE DASOn 14 May, a plaque commentating Mr Das’ 26 yearsservice to Portland District Health and the widercommunity was unveiled.Portland District Health’s accident and emergencydepartment waiting room was packed with well over 100people in attendance for a function to say thank you tolong serving surgeon and general practitioner Jesse Das.The event was organised by Bill Sharrock, CarolePietschmann and Brian Taylor to say thank you and toacknowledge Mr Das’ 26 years of tireless service. Boardmember, Mike Noske, paid tribute to the role playedby Mr Das. Linzi Donlan and Bev McIloy, representingPortland District Health staff, were warm in their praiseof Mr Das.From all at Portland District Health, our sincere thankyou Mr Jesse Das.12

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10KEY CAPITALINFRASTRUCTURE IMPROVEMENTS - BUILDING WORKSThe following capital works were completed duringthe year under review:1. Enclosure of the Henry Mailing Wing verandawalkway project2. New hospital wide paging system3. Replacement of the hospital domestic hot watersystem4. Replacement of the main hospital fire indicatorpanel & (EWIS) emergency warning andintercommunication system.DEPARTMENT OF HEALTHOn behalf of the Board and management team,I would like to acknowledge the Department ofHealth for its support with Portland District Health’sendeavours to achieve financial viability and developa safe and sustainable medical workforce. Weespecially acknowledge and thank Chris Faulkner,Regional Manager, Lesley Dow and Anne Fairbairn.SUMMARYOur achievements this year are a credit to the hardwork and commitment of all staff. As chief executiveof Portland District Health I am ably supported by anenthusiastic and committed executive team, seniorstaff group and dedicated clinical and support staffwho work tirelessly to ensure our community enjoys thelevel of health care it deserves. I sincerely thank all stafffor their contribution to our health service.It is also timely to acknowledge the work andcommitment of the Board of Management underthe chairmanship of Andy Govanstone who have sogenerously given of their time to serve on the variouscommittees necessary for the effective functioning ofPortland District Health.John C O’NeillCHIEF EXECUTIVEAlso, the Board and management team wish to thankboth Ministerial delegates, Dr Heather Wellington andMichael Rhook for their specialist advice over the pastthree years.THE YEAR AHEADProgressing aspects of our strategic plan, thecommissioning of the GP super clinic and resolution ofthe emergency helipad landing site remain as prioritiesalong with the ongoing recruitment of medical staff toensure a safe and sustainable health service.In addition, rising wage pressure and inflationarycosts will see continued pressure on Portland DistrictHealth’s financial viability.13

Director of Nursing& Clinical Services ReportnDIRECTOR OF NURSING REPORTI am delighted to say it has been another exciting yearat Portland District Health. We have celebrated somegreat achievements and faced some challenges, andcome out on the other side a strong and qualified team.One of the challenges we faced was to prepare thehospital for ACHS accreditation and I was proud ofthe way the departments and teams worked togetherto make sure we achieved great results. Preparing foraccreditation also provided us with the opportunity toreflect on all of our practices, to ensure they remain ata high standard, so that our patients can receive theexcellence in care and recovery that they all deserve.Another important achievement for 2010 was tore-establish a level 2 maternity service focusing on lowrisk births at Portland District Health. One of the crucialsuccess factors in Portland District Health achieving thismilestone was the appointment of Wendy Bucklandas a midwifery Consultant. Wendy has worked closelywith our midwives, Doctors and SWAMI (South WestMaternity Initiative – led by Dr Chris Beaton) to improvethe sustainability of the service by drawing on educationprograms, local networks and other resources.Our Sleep Studies program, headed up by Dr AndrewBradbeer, is going very well and in January our sleepequipment was updated to a more stable type, allowingfor clearer studies leading to improved data collectionand more precise results. The service has been sosuccessful that in the near future Portland District Healthwill begin to service our region with an ambulatorysleep service. This service will allow certain patienttypes the opportunity to have their studies conductedin their own homes with data recorded on a portableunit that is programmed by the Sub-Acute sleep staff,post study the data will be migrated electronically toHamilton for analysis.Our new staff development unit has introduced an ITbased training platform called SOLLE. This innovativeand dynamic system has allowed our staff to undertakeboth in house and out of house courses that they mightotherwise have to travel away for. Both managers andthe staff themselves can now source accurate and timelyreports on their professional development throughoutthe year.The Preadmission Clinic has now moved to the SpecialistCentre, which allows patients to benefit from a centralisedservice for consultation and preadmission assessment.Office space in the preadmission clinic was rearrangedrecently to accommodate the introduction of the PrivatePatient Liaison Officer who works closely with thepreadmission nurses to improve the admission processfor patients. Another patient-focussed innovation is thefact that the Day Procedure Unit now provides an infusionservice, which is a positive change for patients whorequire infusions on a regular ongoing basis. The DayProcedure Unit was fitted with a large flat screen televisionearly in the year and now has wireless headphones forpatients’ enjoyment.These reviews and outcomes show that the focus ofPortland District Health has been and will remain patientpriority and safety at all times.While we mentally take a breath and review the hard workthat has gone into the last year, we do so knowing that inorder to achieve excellence we have to work harder andsmarter to keep our standards high. I am so proud of theteam that I work with, each one of them have stepped upand proven again that their dedication and commitmentto providing the community with quality care is whatmatters to all of us.Jo LowdayDIRECTOR OF NURSING14

ursingPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10MIDWIFERYPortland District Health returned to Level 2 maternityservice in January 2010, providing birth service to lowrisk women and an elective caesarean service.There remains a gap in 24 hour medical cover and onthese occasions women are transferred to SouthWest Health Care or Western District Health Service.Since returning to provide low risk births for normalpregnancies we have had on average six births permonth with bookings ongoing for the remainder ofthe year.We also provide antenatal and postnatal care forPortland women who give birth at South West HealthCare or Western District Health Service.We actively encourage healthy, well women to bedischarged early, usually two days following a normalbirth, a little longer for caesarean, complicated birthor for some other health problems. Women are caredfor by the midwives at home.Two midwives from larger facilities were recruited onshort term contracts to boost the void in midwivesworking within the Portland Midwifery Group Practice(MGP), injecting extra support, leave relief andenthusiasm into the service. Additionally midwives whohave been working on the ward have been providedopportunities to work in the MGP. In April 2010 ColleenHanmer was successful in her application to work onthe team.We have adequate midwifery staffing to fulfil themidwifery team roster which provides ante natalcare/education, postnatal care, and on-call service24/7 for labour and birth support. This greater levelof continuity of care has been well demonstratedby evidence to result in better outcomes, lessinterventions, better breastfeeding rates and greaterlevels of satisfaction for birth women and midwives.Wendy BucklandCLINICAL MIDWIFE CONSULTANTTracy Plunkett was appointed in October 2009 asMidwifery Team Leader, taking responsibility for dayto day operational and clinical issues of our midwiferyservice. Wendy Buckland was appointed in January2010 as Clinical Midwife Consultant with the briefto evaluate current maternity services and planand implement a midwifery model of care to meetPortland women’s needs. Her role is to also providementorship, leadership and clinical advice to themidwifery service.clinical ices15

STAFF DEVELOPMENT UNITThe Education team has undergone many changesover the past 12 months. The new dynamic teamconsists of a full time Education Manager Usha Naidoo,a part-time student and graduate facilitator and twoclinical support nurses, Gaynor Denboer and LynneMcNaughton. Lynne is also our blood transfusiontrainer for the hospital. Our administrative assistantis Janice Hauser. Noelene Mabbitt is our Basic LifeSupport trainer and coordinator.Over the past year we have replaced compulsoryclassroom based training with an online training systemcalled SOLLE, a flexible system whereby all our trainingneeds are under one umbrella. Mandatory and corelearning can be accessed and monitored in this system.This year we were able to place six graduates atPortland District Health. They were well supportedclinically throughout their year’s placement. We had150 students placed at Portland District Healthin 2009/2010, which included 10 medical studentplacements. Several secondary school children havealso been placed to do work experience with us.Forty-one Preceptors have been trained to superviseand mentor students since October 2008 and wehave received several compliments on the high standardof supervision provided to all students. We have 11Division 2 nurses who have done their medicationendorsement in Portland, 15 new apprentices inEnvironmental Services and Aged Care upskillingtheir knowledge and nine existing ones throughoutthe health service.With all these efforts in place, the new StaffDevelopment Unit is proud to support all employeeswith their education needs.Usha NaidooEDUCATION MANAGEREMERGENCY DEPARTMENTLate in 2009 the Emergency Department was able topurchase a new Versamed iVent ventilator throughfunds raised at the hospital’s annual ball. It is a veryuser friendly machine and has been well accepted byboth nursing and most importantly by our medical/anaesthetic staff.Earlier in 2010, Dr Tim Baker re-instigated the linkswe had with the Royal Eye and Ear Hospital inMelbourne. This computer link up allows the staffat the Eye & Ear Hospital to see the patient and theeye exam exactly as we are looking at it, whilst alsospeaking directly to the doctor. To add to the VirtualEye Exam we are very pleased to have installed in thepast two months the Panorama Monitoring system.Again this allows virtual consultation with Dr Bakerand in the future hopefully with the Major TraumaServices in Melbourne and the Cardiology unit atBarwon Health. Tim was able to secure fundingfor this project through Portland Aluminium and inthe future we hope to gain funding for a flat screenmonitor to be up on the wall for this video link.I am also extremely proud to be able to say that threeED staff have almost completed their studies inEmergency Care with two staff completing theirfinal exams to gain a Post Graduate Diploma inEmergency Care and a further staff member almostcompleting her Rural and Remote Advance PrimaryCare Certificate.We are very proud of all the staff in the EmergencyDepartment, without whose hard work we would notbe the very efficient team that we are.Deb TozerACTING NUM - EMERGENCY DEPARTMENT16009/

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10ACUTE WARDOur patient numbers vary and on an average we have20 patients per day and have treated over 1,875 patientsover the year. The increased numbers of Career MedicalOfficers has resulted in improved medical support tothe ward.We have had much pleasure in acquiring eight newelectronic beds for the Acute Ward, resulting in theremoval of old, manually operated beds. We arecurrently undergoing trials for new IV Infusion Pumpsin conjunction with SWARH Hospitals and expect to beable to place orders for the pumps in the near future atthe completion of the trial. Another initiative has beenthe introduction of a new Observation Chart which hasreplaced several other forms. As a result we have amore streamlined reporting system which assists in themonitoring of our patients.The Acute Ward has enjoyed a year of changes whichis characteristic of the ward environment. There is asense of pride at being able to make a difference to thePortland community and we enthusiastically look forwardto future opportunities as modern health care evolves atPortland District Health.Nola EdmondsNURSE UNIT MANAGER- ACUTE WARDRESIDENTIAL CARE- HARBOURSIDE LODGE AND SEAVIEW HOUSEIt’s hard to believe that another twelve months has beenand gone! We welcome our new friends and families toour extended family at Harbourside and Seaview House.However, it’s a great moment to stop, reflect andremember our fallen friends - sadly, HSL won’t be thesame with the unexpected passing of staff memberDianne Duckmanton.The past twelve months for both SVH and HSL havebeen extremely busy time with the celebration of NoraPerrie’s 100th birthday, Warwick and Mona McEachern’s60th wedding anniversary and other national days ofcelebration including Anzac Day. Without the supportof our dedicated team of volunteers, our residentswouldn’t enjoy other celebrations like birthdays andoutings, special events like the AFL Grand Final and“Skype”, better known as “virtual visiting”, which allowsour residents, families and friends to talk to other familymembers and friends via the internet (whether living athome or living in other facilities and in other places ofthe world).It’s very pleasing to know that throughout the year bothHSL and SVH have maintained a very high level of careto our residents. This has been mirrored by favourablereports given by external bodies and positive feedbackgiven by our resident and families, reassuring all of usthat our residents are being provided with the highestlevel of care.As I look back over my first few months as Aged CareManager, I would like to take this opportunity to thankthe great staff who work hard to create an effective,professional and caring team.Alastair DoullMANAGER AGED CARE SERVICES1017

SUB-ACUTE WARDThe Sub-Acute Ward has had another exceptional year,providing care for (YTD) 514 patients ranging in agesfrom 23 to 101. The ward has continued to embed theDepartment of Health (DoH) Longer Stay Older PersonProject (LSOP), particularly the Assessment, PersonCentred Care and Continence domains ensuring that westrive towards best practice. Portland District Health isin the process of implementing a Cognitive ImpairmentIdentifier (CII) which will alert all staff to which patientsrequire specialised communication strategies to assistwith their everyday needs.Our Sleep service has continued to flourish under thedirection of Hamilton Sleep Physician, Andrew Bradbeer,and year to date we have provided diagnostic studiesto 146 patients and Continuous Positive Airway Pressure(CPAP) studies to a further 69 patients.Our Rehabilitation Service Coordinator, Jenny Suttonhas streamlined the patient journey from acute tocommunity rehab enabling a smooth, hassle freetransition. Our Rehabilitation Clinical Nurse Specialist(CNS), Penny Wallis continues to educate the staff andhas now developed an orientation pack for all newnurses working on the Sub-Acute Ward.The Sub-Acute Ward has also taken over the care ofpatients admitted through Portland District Health’s Drugand Alcohol Service Quamby House. All staff workingon the ward have completed three hours of educationthrough Quamby and four staff are looking at completingCertificate 4 in Drug and Alcohol in the future.I would like to congratulate the Sub-Acute team whowon the Occupational Health and Safety team award.I’m sure we will continue to strive towards a safeenvironment and to continue to minimise risk.DIALYSISThe Dialysis Unit continues to provide a valuable serviceto the Portland community and surrounding district forthe patients with End Stage Renal Disease (ESRD), theirpartners and families. Patient numbers have declined tosix. We have offered places to holiday patients, whichhave been accepted by five people to date.North West Dialysis Service (RMH) (of which ourunit is a satellite), continues to have meetings withrepresentatives from many units in this western region,on a three monthly basis, to discuss issues relevant toregional and rural units. The general consensus is that itprovides networking and support to all and reduces thefeeling of isolation so often experienced in satellite units.All staff attend Dialysis seminars/workshops at leasttwice yearly, complete distance education assignmentsas well as education requirements (SOLLE) at PortlandDistrict Health to maintain and improve knowledge. Allstaff are required to be assessed (written and practical)by the CNC at North West Dialysis Service (NWDS) oncompletion of initial training and bi annually thereafter.Anne Mewha, Lisa Barby and Carol Crowe havewelcomed Ngaire Bennett to the team. Lisa Barby verycapably performed the Acting NUM duties whilst I wason long service leave – thank you!Our dream remains to have a unit which is specific todialysis to provide a safer environment for our staffand patients.The unit is currently situated in the EmergencyDepartment.Anne MewhaNURSE UNIT MANAGER - DIALYSIS UNITThe Sub-Acute staff’s willingness to embrace newconcepts and their relenting desire to reduce functionaldecline is inspirational, as they continue to providethe best possible care to the Portland and DistrictCommunity.Natalie HerbertsonNURSE UNIT MANAGER - SUB-ACUTE WARD18

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10OPERATING SERVICESThe Operating Services Department has maintained theimpetus of the previous year’s activities and staff workedhard to consolidate their specialist skills and knowledgethroughout a very productive year. We welcomed ournew unit manager Michelle Watson as well as Lucy Telfer,Theatre and CSSD Technician, to the Perioperative team.James Xing completed his Post Graduate Diploma inPerioperative Nursing at Deakin University. Erica Clarke iscontinuing her studies as a Perioperative Surgical NurseAssistant. The Operating Services continue to benefitfrom having a well qualified nursing team and continueto offer a diverse range of surgical procedures providedby our local and visiting specialist surgeons providingPortland District Health with complex specialist care.The Day Procedure Unit is now the avenue for all electivesurgical admissions to the hospital which providesa more streamlined admission process for patients.Preadmissions is now located in the Specialist Centre,providing a more streamlined service for patients.The Central Sterilising Department purchased a newincubator for spore testing which conforms to StandardASNZ 4187. Validation for CSSD was successfullyobtained in April 2010. Our CSSD department continuesto provide sterilising services to the Hospital and localmedical and dental surgeries.We look forward to the next 12 months during which wewill build on our team’s strengths while exploring newsurgical opportunities.Michelle WatsonNURSE UNIT MANAGER - OPERATING SUITEPHARMACY DEPARTMENTThe Pharmacy Department is responsible for thesupply and use of medications throughout the hospital.Accuracy and safety are paramount and our enthusiastic,conscientious, knowledgeable team of pharmacistsand pharmacy technicians is dedicated to providingexcellent patient care. We welcomed Peta Dale as ournew Pharmacist and she has already proved a welcomeaddition to the team.In order to achieve this level of accuracy and reduce thepossibility of medication errors, pharmacists are involvedwith patients’ medications from the time of admissionuntil discharge. To ensure safe and quality care, a reviewof patients’ home medications is conducted by thepharmacist upon admission. These are recorded on arecently introduced Medication Reconciliation Form.This list is reconciled with the medication treatmentprescribed during the patient’s hospital stay.During the past few years, the complexity, numbers ofmedications and possible interactions have significantlyincreased, especially for the elderly. Multiple brandsand generic names can also contribute to patientsrequiring more assistance upon discharge with accuratemedication charts to ensure that they fully understandany changes.Peta attended a Society of Hospital Pharmacists(C.S.H.P.) Seminar “Introduction to Clinical PharmacyPractice”. Staff continue to update their skills, PharmacyTechnician, Christine Jeal, having completed CertificateIII Hospital/Health Services Pharmacy Support, is nowundertaking Certificate IV. Elizabeth Farnsworth hascommenced Certificate III Hospital/Health ServicesPharmacy Support.Ann FairmanCHIEF PHARMACIST9/1019

2009/10PORTLAND DISTRICT HEALTH SPECIALIST CENTREOver the past year the Specialist Centre has providedexpanded specialist medical services to the communitywith a high number of patients attending our clinic.We acknowledge the ongoing support andprofessionalism of our dedicated resident SpecialistSurgeon, Mr U.K Naidoo who provides high qualitypatient care.We have on average 30 visiting Specialists Doctorsvisiting and providing services up to 1,000 patients permonth. We have eight Orthopaedic Surgeons fromOrthopaedics SA in Adelaide visiting us on a rotatingroster every second week. They provide a valuable andessential orthopaedic service.MEDICAL IMAGINGPortland District Health Medical Imaging has a strongfocus on professionalism and provision of a quality24/7 service. In March 2010 we further consolidatedthis ethos with the purchase of a second top rangeultrasound machine. Caroline Austin joined our staff as atrainee sonographer and Medical Imaging TechnologistEmma Grant will return from UK mid September 2010to give Portland District Health Medical imaging a fullcomplement of permanent qualified technical staff.In June 2010 Sonographer Chris Jansen gainedhis international accreditation to perform nuchaltranslucencies giving referrers and expectant familiesaccess to a fully comprehensive obstetric ultrasoundservice incorporating 3D/4D imaging of the foetus.Through their ongoing support and commitment ourvisiting Specialist Doctors provide a comprehensiverange of specialist services to our health service. A greatdeal of the Specialists’ time is entailed in travelling longdistances to and from Portland to provide their services,which is greatly appreciated.Robyn McCabePRACTICE MANAGER – PDH SPECIALIST CENTREConsumer confidence in our service is reflected by anupward performance trend across all imaging modalities.The process for conversion to digital mammographyhas commenced and will be followed by conversion todigital Ortho-Pan-Tomography (OPG) thus rendering themedical imaging department fully digital by the end ofthe financial year.Robin ParryCHIEF MEDICAL IMAGING TECHOLOGIST20

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Director of MedicalServices ReportThe last 12 months have been challenging in as far asthe re-organisation of the medical workforce at PortlandDistrict Health is concerned. When I was recruited as atrainee administrator in February of 2008 my main prioritywas to build a sustainable medical workforce at PortlandDistrict Health, among other obviously challengingpriorities that had to be dealt with.Recent years had seen a decline in clinical activities atPortland District Health. Due to community and otherpressures, a review was carried out which recommendedthat Portland District Health recruits its own salariedmedical staff. This process started in late 2007/early2008 with two Career Medical Officers (CMO) and hasculminated in the last 18 months in a total of seven, withone CMO having formal Obstetrics skills. These CMOsprovide a layer of clinical workforce similar to residentsand registrars in the major centres. They currently worka rotating roster that covers ED and the wards and workunder supervision of the Surgeon, Physician, EmergencyPhysicians and the DMS.Senior medical staff at Portland District Health include aSurgeon, a part time Physician, two part time EmergencyPhysicians and an Anaesthetist. We also engage theservices of a GP Anaesthetist/Obstetrician. In addition,visiting surgeons provide Orthopaedic, Urology, GeneralSurgery, Ophthalmology, ENT and Gynaecologyservices. The Physician Group in Warrnambool providean outpatient medical service on a fortnightly basis andthe Respiratory Physician at Hamilton utilises part ofthe sub-acute ward for sleep studies. We are currentlyrecruiting for a full time Physician, another Surgeon anda GP/Anaesthetist/Obstetrician. We also have kept theservices of a local GP in the Emergency Department asrequired for back up in the ED roster.Portland District Health also has funding approval fora GP Super clinic which will be a great addition to ourhealth facilities for the community at Portland andsurrounds. To align with this, we are in the process ofgaining accreditation for GP training under the auspicesof the Royal Australian College of Rural and RemoteMedicine. GP Registrars will have the opportunity ata hospital based training program with some input/rotations to the local clinics. For this to be successful,we need ongoing communication and dialogue withour local GPs. In addition, we are in dialogue with theDean of the Warrnambool Clinical School of the DeakinMedical School regarding rotations for medical studentsat Portland District Health. This is exciting as we willbe directly involved with training of our future medicalworkforce here at Portland District Health.The future looks bright for the medical workforce atPortland. However, there is still a lot of work to be donein engagement of, and dialogue with, the local GPs tomake this work. In addition, having the CMOs as thebasis of medical workforce at Portland District Health isvital and it is my hope that funding for this part of theworkforce will continue well into the future.Dr Qalo SukabulaDIRECTOR OF MEDICAL SERVICESREPORT OF OPERATIONSIn accordance with the Financial Management Act 1994,I am pleased to present the Report of Operations forPortland District Health for the year ending 30 June 2010.Our local GPs all provide a much needed boost tothe senior level of clinical expertise at Portland DistrictHealth, providing clinical supervision for the CMOsas appropriate.Andrew GovanstonePRESIDENT, BOARD OF MANAGEMENTPortlandDate: 30 July, 201021

quQuality & Risk ReportPortland District Health Qualityand Risk program is an ongoingexamination of organisationalactivities, policies, proceduresand performance to identify bestpractices and to target areas inneed of improvement.Portland District Health hasworked extremely hard to embeda quality and risk managementculture throughout theorganisation. It’s not only aboutlistening to patients/clients, staffand the community; but aboutmultidisciplinary team work,staff training and competencies,communication, trust andchanging culture.Portland District Health has faced many challenges throughout the past year,however staff have all worked diligently to ensure the community has accessto safe and high quality care. Portland District Health has strengthened manyquality and risk management systems and introduced many new systems toensure Portland District Health provides safe and high quality care. Internaland external monitoring systems are in place to ensure the quality of care weprovide is continuously monitored and improved. Systems include Clinical andCorporate Governance, a transparent incident reporting system, a no-blameculture for complaints management, adoption of an open explanation policy(which is about effectively communicating with a patient and their family/support person when an incident may have resulted in harm or injury) and alegislative compliance program to ensure compliance to legislation.Key Quality Activity Outcomes for 2009-10 are:• The introduction of a Staff Development Unit and a structured educationprogram. This has established a training platform resulting in increasedcompliance with core and mandatory competencies.The Staff Development Unit has increased student numbers dramaticallyto 150. Students present from all departments including medical, nursingand allied health placements. For example, there are 12 medical studentplacements, six nursing graduates and 24 apprentices.• The launch of SOLLE online education training system – this new onlinetraining system now stores, retrieves and archives all education andattendance data. Education is delivered according to three criteria:1. Mandatory – all staff must undertake2. Core learning – required competencies to work ina specific department; and3. Desirable – staff have the opportunity to studyto achieve additional qualifications. Mostdepartments can boast a compliance of 90%and above for all mandatory criteria.22

ality& riskPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10• Roll out of Advent ManageR – a legislativecompliance program.• Implementation of a high level disinfection unitinto medical imaging for the safe disinfection ofUltrasound probes. This system is safer for staff andpatients alike and meets all Australian Standards.• Implementation of Cognitive Impairment Identifier(CII) which alerts staff to when patients requirespecialised communication strategies to managetheir every day needs.• The successful implementation of HARP has reducedhospital admissions by 33%, reduced ED admissionsby 24% and reduced length of stay by 39%.• Implementation of all 27 Stroke Guidelines as setdown by the Department of Health.• Implementation of an Alerts Policy to ensure that allpatients, clients and residents of Portland DistrictHealth are assessed for special care alerts at theirinitial point of presentation and that these alerts areappropriately documented and communicated.• Two ED staff sat their final exams to gain a PostGraduate Diploma in Emergency Care and one nursehas completed her Rural and Remote AdvancedPrimary Care Certificate.MONITORING PERFORMANCEIn March 2010 an external cleaning audit was conductedand appraised according to the Department of Health’s“Cleaning Standards for Victorian Health Facilities 2009”specifications. Portland District Health achieved 99% forvery high risk areas, 95% high risk areas, 96% moderaterisk areas and 98% low risk areas – giving PortlandDistrict Health an overall score of 97%. This is a fantasticachievement as the acceptable quality level (AQL) foroverall hospital score is 85%.External hand hygiene compliance according to theDepartment of Health VICNISS Hospital AcquiredInfection Surveillance System - Portland District Healthachieved a compliance score of 82%. The nationalaggregate is 55%.In July 2009 an external food safety audit was undertakenby Food Hygiene Australia and results demonstratedPortland District Health food services department werecompliant with all 20 food safety standards.An external review of infection control practicesthroughout Portland District Health was undertakenby Rural Infection Control Practice Group (RICPRACDepartment of Health) – incorporating 10 sections ofreview. The organisation wide compliance achieved ascore of 99.8% and a specific clinical dedicated auditachieved a compliance of 100%. These results wereachieved in both mandatory and best practice sections.Portland District Health achieved 100% compliance toAS/NZ 4187 2003 for Validation of the two sterilisers inCSSD undertaken by Atherton.23

CLINICAL INDICATORSThe Clinical Quality and Risk Management Committeeroutinely reviews and monitors 14 clinical indicators.The clinical indicator program has been developed bythe Australian Council of Health Care Standards to assistin monitoring various events in hospitals across Australiaand New Zealand and examines data across a full rangeof medical disciplines.Clinical indicators provide a powerful tool by which thequality and effectiveness of health care is monitored,assessed and improved. The indicators also provide auseful tool for all stakeholders for both internal qualityimprovement and external accountability.Key indicators listed below comparing clinicalperformance at Portland District Health against thestate average:IndicatorDescriptionInpatients with a dischargediagnosis of stroke with adocumented CT scanPatients who have a totalhip replacement having apost-op infectionThrombolysis initiatedwithin one hour ofpresentation of acutemyocardial infarctionPDH ratefor 2009/10100%0.00%50%Aggregaterate for allhospitals82.5%1.56%75%EXTERNAL ACCREDITATIONAn important milestone for Portland District Health thisyear was an external accreditation audit by the AustralianCouncil on Healthcare Standards. An independent teammade up of three experienced health surveyors visitedPortland District Health in May to review and evaluateour quality improvement programs and organisationalperformance against national accreditation standards.As a health care provider, Portland District Health issubject to independent audit and accreditation by anumber of external agencies. Accreditation is a pivotalstep in assurance to our community that standardsof excellence exist at Portland District Health whileproviding a firm foundation for the delivery of healthservices into the future. Surveyor’s feedback was verypositive and commended several departments for theiroutstanding achievements and the magnitude of workundertaken over the past two years. We look forwardto a positive report from ACHS.A big thank you to all Portland District Health staff whoworked towards a very successful ACHS site visit.Earlier this year, Harbourside Lodge was successfullyreaccredited by the Aged Care Standards Agencyaccording to the following criteria:• Management systems• Staffing and organisational development• Health and personal care• Resident lifestyle• Physical environment and safe systems.Term babies born withan Apgar score of lessthan 7 at five minutespost deliveryPatients having areadmission within 28 daysof discharge followingcataract surgery, due toinfection (related to theoperated eye)0.00%0.00%1.24%0.06%Congratulations to all staff who contributed to thesuccessful reaccreditation of Harbourside Lodge.Seaview House received a further three years’accreditation for Supported Residential Services asgranted by Department of Health in September 2009and we congratulate the staff of Seaview House onthis achievement.24

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Primary & CommunityCare ReportIn 2009, Primary & Community Care were highlycommended in the Victorian Public Healthcare awardsfor the Primary Health Service of the Year. Uponreceiving this award, recognition is given to theachievements of the Primary & Community Careteam over the past 12 months.The appointment of Jenny Trenorden as the ServiceAccess Coordinator, provides one point of entry forreferrals to Allied Health services. This has seen adecrease in the waiting time between a referral beingreceived and an appointment being made for clients.Inappropriate referrals are now being recognised andacted upon in a more timely manner and there hasbeen improved feedback mechanisms to the referrer,in particular GPs.Increased funding for the Hospital Admission RiskProgram (HARP) was received in the 2009/2010 financialyear. The HARP team has assisted in the coordination ofcare for 58 people with chronic illness in the community.The Public Dental service has a part time dentist anddental therapist working over four days a week. Thewaiting time for dental treatment and prosthetic workthrough the service is below the state average.The appointment of Jenny Sutton as Acute andCommunity Rehabilitation Program Coordinator hasenabled these programs to have a coordinated entry anddischarge process. After completing their rehab goals,participants are supported through a transition programinto community exercise programs.The improved partnership between Portland DistrictHealth Drug and Alcohol service and South West HealthCare Psychiatric service team has lead to improvedhealth outcomes for people with a dual diagnosis.A common screening tool is used across both services,with clients working towards shared goals supported byall workers involved in their care.Improved partnership with the Indigenous communityhas seen the development of resources for theSmiles4Miles program, promoting oral health inchildren under five years of age. These resources willbe published by Dental Health Services Victoria toenable Portland District Health to deliver this programin a culturally appropriate way.The Get A Taste of This project has given support toall primary schools in the Glenelg Shire to increasechildren’s participation in physical activity, as well asincrease their awareness of healthy eating throughincreased availability of fresh fruit and vegetables.All prep children across the Shire planted fruit treesin their school and have participated in communityvegetable gardens. This project has been supported byGlenelg Shire Council.Distribution of “The Well” to all primary schools,kindergartens and childcare services in the Glenelg Shirehas continued with support from Portland Aluminium.This newsletter is for primary school children, givingthem information and activities about how to keepthemselves and their environment healthy.There has been ongoing facilitation of group programsto increase the number of people in the communityaccessing services and enable peer support forthose with a chronic illness. These groups have takenplace during the day and after hours, with excellentparticipation rates.The development of the 2009/12 Integrated HealthPromotion Plan reflects the positive partnership betweenPortland District Health and the Southern GrampiansGlenelg Primary Care Partnership and its memberagencies to work towards common health promotionpriority areas across the Glenelg Shire. The threepriorities areas in the plan are Food Security, ActiveCommunities and Oral Health (Education, Disability,Indigenous focus).25

P&CC staff have increasedconsumer participation in ourservices in 2009/2010. This hasled to two major projects thatare ongoing, with increasedbenefit for consumers. Theseprojects are the:• Consumer Journey projectsupported by the SouthernGrampians Glenelg PrimaryCare Partnership. There are10 recommendations fromthe report that are beingworked through. Theimplementation of theserecommendations will improvethe consumer journey throughour health system.• Establishment of the CancerResource centre and theappointment of a cancerlink nurse two days a weekwill support people withcancer and their families ata local level.VOLUNTEERSThe dedicated volunteers of Portland District Health have contributed over1,000 hours of their valuable time per month over the last financial year.Volunteers are an important aspect of the organisation, an enthusiastic groupof people who share their time, skills and life experiences with us and addsupport to clients and staff. By providing the time, enthusiasm and dedication,these volunteers allow our organisation to run programs that add value to ourcommunity and other services.The opening of the Cancer Information Centre saw a new opportunity for bothcurrent and new volunteers to be involved within Portland District Health.All volunteers were invited to celebrate National Volunteer Week andInternational Volunteer Day by attending an end of year celebration BBQ anda Morning Tea and Movie during May. These functions were well attendedand was a wonderful way for us to thank the volunteers for the many hours ofservice they provide to the organisation.Volunteer numbers and hours of service continue to grow.Number of volunteers Total volunteer hours2006/2007 1602007/2008 172 8,9442008/2009 186 10,1532009/2010 240 12,003The Minister of Health Volunteer Awards are held during National VolunteerWeek in May. Our organisation nominated the Harbourside Lodge volunteersfor a team award and Janet Wilson, a Seaview House volunteer, for an individualaward. Portland District Health nominated these volunteers because we believethey deserve the recognition along with all the volunteers of Portland DistrictHealth. Unfortunately they were not successful in obtaining an award this yearbut we were very proud of their efforts.We extend our heartfelt thanks to all our volunteers for their support of PortlandDistrict Health.26

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Service Activity TableACTIVITY/ INDICATOR 2005/06 2006/07 2007/08 2008/09 2009/10Number of inpatients - Hospital 4882 4518 4496 4259 4442Number of inpatients - Nursing Home 83 55 40 41 37Number of inpatient days - Hospital 13015 12730 13898 13288 13478Number of inpatient days - Nursing Home 10429 10795 10953 10923 11092Daily Average (days - Hospital) 35.6 34.8 37.9 36.4 36.9Daily Average (days - Nursing Home) 28.6 29.6 29.8 29.9 30.39Average stay (days - Hospital) 2.7 2.8 3.1 3.1 3.03Average stay (days - Nursing Home) 125.7 196.27 273.82 266.41 299.78Number of beds available - Hospital 67 33 53 53 53Number of beds available - Nursing Home 30 30 30 30 30Accident and Emergency 7236 7188 7455 8374 9291Births 101 151 116 51 51Dental clinic treatments 734 761 1766 4626 3274District Nurse visits 10125 9217 9795 3533 10363Hospital in the Home 58 11 5 7 41Mammography screening 970 825 909 787 979Meals on Wheels delivered 14538 13573 17798 16257 15141Meals served (total) 183172 184457 186051 172031 152462Operations performed 1847 1557 1401 1522 2513Physiotherapy treatments - inpatients 6795 6037 N/A 1687 2049Ultrasound attendances 2881 2431 2484 3697 4519X-ray - Inpatients 1120 1075 1051 829 876X-ray - Outpatients 12547 11835 11922 12069 12425X-ray - Examinations 14293 14186 14339 14766 15459STAFFINGNumber of Staff Employed 350 361 347 348 428Number of Staff Employed (EFT) 249.8 257.69 265.06 267.61 276.07Time Lost through WorkCare Claims (EFT) 4.01 4.3 6.3 4.93 4.14Time Lost through Industrial Disputes (hours) 0.0 0.0 0.0 0 0.0Sick Leave as % of Basic Salaries 4.4% 4.1% 3.6% 5.6% 5.30%PRIMARY CARE STATISTICSCommunity Nursing 6095 6400 5920 3260 3177Counselling / Social Work 2952 2740 2140 1877 3231Dietetics 883 1033 1289 1513 1350Family Planning - Direct Care 15 83 87 67 64Family Planning - Health Promotion 14 46 46 45 0Health Promotion 3550 3621 2718 2554 0IHSHY Youth Worker - Direct Care 945 825 797 590 1163IHSHY Youth Worker - Health Promotion 545 214 285 285 0Occupational Therapy 1312 1508 1746 2101 2238Physiotherapy 849 1000 797 795 1116Speech Pathology 990 804 890 877 991Women’s Health 1334 1571 1262 511 0HACC (Contact Hours)Dietetics 541 541 239 560 342Podiatry 385 385 718 948 605Volunteer Co-ordinator 3936 3936 2820 2041 2089Planned Activity Groups 1724 1724 3000 1693 2159Occupational Therapy 186 58527

Board of ManagementbAndrew Govanstone Jim Harpley Mike Noske William CollettAndrew GovanstonePRESIDENTDip Appl. Sci. and B.A.(Hons)Andrew is serving his first term as a Board memberhaving been appointed as President to the Board inDecember 2010.Andrew is currently employed as a Senior BiodiversityOfficer and Multi-Agency Facilitator for Lake Condahwater restoration project. Andrew has a Diploma ofApplied Science (Horticulture) and an Honours Degreein Australian History. Andrew enjoys success as a limitededition print maker, as well as having recently releaseda modestly successful book with his wife and partner of30 years Tilley.Jim HarpleyBOARD MEMBERB. MetallurgyJim was first elected to the Board in 2003 andis currently the chairman of the Quality and RiskManagement Committee and the Audit and RiskManagement Committee. He is a Senior ProcessEngineer at Portland Aluminium.Mike NoskeBOARD MEMBERB.Eng (Mech) HonoursMike is serving his second term as a Board memberand is the chairman of the Finance Committee. He isa Keppel Prince Project Manager and is the Director/Manager of Emelen Pty. Ltd. (Portland Print Servicesand the Star Cinema).William CollettBOARD MEMBERPHC, MPS, FACPPBill was first appointed to the Board in 2005 and rejoinedthe Board in 2009 after a short absence. He has servedas Treasurer and Vice-President and is currently amember of the Finance Committee. He is a formerMayor of Glenelg Shire, Secretary of the MaritimeHeritage Committee and recently retired as Presidentof United Way.289/10

oardPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10John Osborne Brian Sparrow Alison McLeod Bill Reid Cyril SuggateJohn OsborneBOARD MEMBERJohn is serving his first term as a Board member andis a member of the Finance Committee. John is theOperations Manager of Portland Aluminium, with a keeninterest in organisational development and is currentlycompleting a Masters Degree in Organisation Dynamics.In addition, he is involved in a number of community andindustry initiatives and is Co-Chair of the Lake CondahSustainability Project Leadership Group, and a Boardmember for United Way Glenelg.Brian SparrowRETIRED BOARD MEMBERBrian completed his second term as a Board memberon 30 June 2010 and served as a member of the Qualityand Risk Management Committee. He is a qualified chefwho had previously run his own catering business. Hehad served in the Australian Defence Force for 12 years.Alison McLeodRETIRED BOARD MEMBERB. Business (Property), Grad Dip Ag. EconAlison was elected as President of the Board in 2009and Senior Vice President in 2010, resigning from theBoard in May 2010 due to work commitments. Alisonis a Certified Practicing Valuer and Director of LandlinkProperty Group’s Portland office.Bill ReidRETIRED BOARD MEMBERCertificate Applied ScienceBill became a Board member in July 2008 and waselected as Junior Vice President in December 2009after serving as Treasurer. Bill has worked in a varietyof fields including IT, information management andfinancial management.Bill resigned from the Board in March 2010 and hasrelocated from Portland.Cyril SuggateRETIRED BOARD MEMBERGrad. Dip. Emergency Health (MICA Paramedic);Dip. Ambulance Para. Studies, Dip. Remedial Massage;Dip. Remedial Therapies; B. Sc.Forestry; Dip for (Cres)Cyril served on the Board from July 2009 to February2010, his first term as a Board Member. Cyril has spentmuch time working in rural and remote areas in Australiaand overseas. He currently works in pre-hospitalemergency management as MICA Paramedic & StationOfficer/Team Manager for Ambulance Victoria, Portland.He also runs a successful business, (AberystwythProfessional Services) with his partner Megan Pilkington.29

Executive ManagementJohn C O’NeillCHIEF EXECUTIVEBEc DPA AFCHSE AFAIMFor 18 years John has held significantand pivotal management portfoliosin the delivery of health care servicesin public and private settings in bothNew Zealand and Australia includingat La Trobe Regional Hospital, theVictorian Rehabilitation Centre,General Manager Psychiatric ServicesDepartment of Human Services andRegional Director of Health.Many of these positions haverequired John to take on significantchange management and leadershipresponsibilities and have called onhim to undertake major structuralreorganisation.John holds qualifications ineconomics and public administrationand is an associate fellow of theAustralian College of Health ServiceExecutives and the Australian Instituteof Management.He is married to Maree and is an avidsupporter of the Melbourne FootballClub, keen tennis player and hasowned slow race horses.30Jo LowdayDIRECTOR OF NURSINGBN, Cert in Critical Care,GradCertBusMan, GradDipBusAdmin,MBAJo Lowday has 18 years of diverseexperience in hospital management,most recently as Clinical OperationsManager for St John of God Hospitalin Geelong, before making PortlandDistrict Health her priority. Jo has puther Masters in Business Administrationto good use by overseeing variousspecialities such as ICU, Midwifery,Surgical and Medical wards and shehas been instrumental in developingher unit managers to formulateconstructive and workable businessplans for themselves and theirdepartments.As well as a Masters degree in businessand a Bachelor of Nursing degree, Johas completed the Aged Care QualityAssessors course to supplement heralready comprehensive skills in hospitalcare and administration.Jo’s well developed andcomprehensive clinical skills aresupported by her strong commitmentto the ongoing professionaldevelopment of her team. Herthorough knowledge of the workingunits of any hospital means that shehas a personal interest in getting thebest out of her team for the focussedmanagement of the hospital.Jo lives with her fiancé Mark and someelderly dogs and indulges in ‘me-time’by riding her horse as often as she can.Dr Qalo SukabulaDIRECTOR OF MEDICAL SERVICESMBChB, MHSMBorn and bred in Fiji, Qalocompleted his undergraduatestudies at Otago University, NewZealand. From there he movedacross the Tasman in 2000 andworked as an Emergency MedicineRegistrar at St. Vincent’s HealthMelbourne, Royal Children’sHospital and The Northern Hospital.Qalo then moved to South WestHealthcare (SWHC) Warrnamboolin 2003 as a break from emergencytraining and ended up moving intoMedical Management. Qalo finishedhis Masters in Health ServicesManagement at Monash Universityat the end of 2009, a requirement forFellowship of Royal Medical Collegeof Administrators.Qalo’s work/life balance involvesumpiring netball at State level andat the Hampden Football NetballLeague. After filling in for a friendwho was unable to fulfil her netballumpiring duties in 2006, Qalo hasrapidly developed into one ofsouth-west Victoria’s leading netballumpires and has been honouredwith selection to officiate in nationalcompetitions and regional grandfinals. Qalo currently holds anational officiating scholarship withthe Australian Sports Commission inconjunction with Netball Australia.

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Organisational ChartThe BoardChief Executive OfficerSub RegionalPartnershipsWDHS FinancialServicesFinanceManagerSWARHInformationTechnologyPrimary &Community Care- Chronic &Complex Care- Early Intervention- Health Promotion- District Nursing/Palliative Care- Drug & Alcohol- DentalBuilding &EngineeringCareerMedical OfficersVisitingMedical OfficersDirectorMedical ServicesAccident &EmergencyServicesAcute/MidwiferyQuality CoordinatorDirectorof NursingHuman ResourcesManagerCateringServicesEnvironmentalServicesPharmacyMedicalImagingHealthInformationSub Acute/RehabilitationDialysisSupportedResidentialServicesOperatingServicesOccupationalHealth andSafetyResidentialAged CareEducationServices1031

Our ServicesMEDICAL:Accident and EmergencyAnaestheticsChemotherapyDermatologyDiagnostic Imaging- CT Scanning- Doppler UltrasoundEndocrinologyEndoscopyENT SurgeryGeneral SurgeryGeneral MedicineGeriatric MedicineObstetrics and GynaecologyOphthalmologyOral SurgeryOrthodonticsOrthopaedicsPain ManagementPathology (Contract Service)PhysicianRenal DialysisUrologyMEDICAL ANCILLARY:Aboriginal LiaisonAudiologyDental ClinicDieteticsHealth InformationOccupational TherapyOrthoticsPharmacyPhysiotherapyPodiatrySocial WorkSpeech PathologyNURSING:Antenatal EducationAsthma EducationBreast Care NursingCancer SupportCardiac RehabilitationContinence AdviceDiabetes EducationDischarge PlanningDistrict Nursing ServiceDomiciliary Midwifery CareDrug and Alcohol WithdrawalEducationHospital in the HomeImmunisation ServiceInfection ControlLactation CounsellingLiving with CancerLymphoedema ServiceMaternity Enhancement ServicePalliative CarePharmacy SupportPost Acute CareRehabilitationResidential Aged CareRespite CareSterile SupplyStomal TherapySupported Residential ServicePostgraduate Nurse TrainingOTHER:EngineeringEnvironmental ServicesEquipment Borrowing ServiceFood Services DepartmentGeneral Administration Clerical,Accounting and PayrollSafety and SecuritySupplyPersonal Laundry Service for ResidentsPrescribed Waste RemovalPrimary Care PartnershipsPrimary and Community HealthSERVICES FROM AND WITHOTHER AGENCIES:BreastScreen Victoria- Breast screeningGlenelg Shire Council- Meals on WheelsSouth West Aged Care- Aged Care AssessmentSouth West Alliance of Rural Health- Information TechnologySouth West Health Care- Audiology- Bio Medical EngineeringWestern District Health Service- Linen- FinanceSERVICES TO OTHER AGENCIES:Immunisation ServiceInfection Control AdviceCounselling, Occupational Therapyand Speech Pathology- Kindergartens and schoolsPayroll- Lewis Court HostelSupply- VariousSterile Supply- VariousCounselling- Heywood Rural HealthHealth Information Management- Heywood Rural HealthSTUDENT PLACEMENTS:Work Experience Placements- Secondary School Students(Victorian)Clinical PlacementsNursing, Allied Health, MedicalPersonal Care AttendantsGRADUATE NURSE PROGRAM32

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Our Medical OfficersPORTLAND DISTRICT HEALTHSALARIED MEDICAL OFFICERSEmergency PhysiciansDr T Baker MBBS (Hons) B.Med Sc(Hons) FACEMDr A Lishman MBBS (Hons) B.Med Sc,FACEMSpecialist AnaesthetistsDr A Jolayemi MB ChB Sc (Med) FCA(SA) FMCA (Nig)Specialist PhysiciansDr D Taylor MB ChB FRCP FRACPSpecialist SurgeonDr UK Naidoo MB ChB FCS (SA)Career Medical OfficersDr C Joubert MB ChBDr S Mudzi MBBSDr D Rampal MBBSDr T Balakrishnan MBBSDr H Hassan MBBCh BAODr L Vocale BM BSDr C Saini MBBSVISITING MEDICAL OFFICERSGeneral PractitionersDr W Rieger MB ChBDr J Cantley MBBSDr D Singh MBBS MAFP FRACGPDr W Smolilo MB ChB FRACGPDr J Risk MBBSDr R Stewart LRCP MRCS RACGPDr S Rana MBBSDr P Mazani MBBSDr M Idris MBBSDr F Irshad MBBSDr G Patel MBBSDr C Woolner MBChB, DRCOGDOccMed FRACGPGP/AnaesthetistsDr W Smolilo MB ChB FRACGPDr K Fielke MBBS DADr S Perry BM BSDr J Bye MBBSSpecialist AnaesthetistDr J Muir MB ChB DA FRCADr J de Kiewit MBBSVisiting PhysiciansDr M Page MBBS FRACPDr A Bradbeer MBBS FRACPDr C Charnley MBBS FRACPDr A Bowman MBBS FRACPDe D de Silva MBBS FRACPDr S Nagarajah MBBS FRACPDr C Lewis MBBS FRACPDr N Bayley MBBS FRACPOncologist/HaematologistDr J Hounsell MBBS FRACP FRCPAVisiting Obstetrician & GynaecologistDr C Beaton MB ChB FRANZCOGMRCGP FRCOGDr E Uren MBBS FRANZCOGDr A Woodward MBBSBMedSc,FRANZCOGVisiting ENT SpecialistMr L Ryan FRACS DLOVisiting OphthalmologistDr V Lee FRACO FRACSVisiting Orthopaedic SugeonsProf J Krishnan MBBS FRACS PhDProf S Graves MBBS FRACS DPHILFAOADr J Ward BMBS FRACSDr D Herman MBBS FRACSDr Chi Meng Ling BMBS FRACSDr M Liptak BMBS FRACSDr M Penta MBBS FRACS FAOADr A Sood BMBS FRACSVisiting PaediatricianDr G Pallas BMed FRACP (Paed)Dr N Thies MBBS DCH FRACP (Paed)Visiting RadiologistsDr M Bennett MBBS FRANZCRDr J Eng MBBS FRANZCRDr D Cleeve MBBS FRANZCRDr R Jarvis MBBS FRANZCRDr S Skinner MBBS FRANZCRVisiting PsychologistDr J Clark - PhD, BBSc(Hons)Grad Dip App Ch Psych, Dip Ed,MAPSVisiting SurgeonsMr S Clifforth MBBS FRACSMr P Tung MBBS FRACSVisiting DermatologistDr B Welsh MBBS FACDDr A Howard MBBS FRACP FACDDr M Goh MBBS FACDDr G Rennick MBBS FRACP FACDDental TherapistK Madden DipAppSci (Dent Ther)Visiting Dental OfficersDr K Stock BDScDr M Thow, BDScDr N Hurria BDScDr J Moore BDScVisiting ProsthetistA Bolwell ADV Dip Dent ProsVisiting Paediatric EndocrinologistAssociate Professor F Cameron– Royal Children’s HospitalBMed Sci, DipRACOG, FRACP, MD33

Mandatory ReportingrepOUR LEGISLATIVE COMPLIANCEPortland District Health has a statutory obligation toreport legislative compliance on a range of matters.Attestation on Compliance with Australian/New ZealandRisk Management Standard.I, Andrew Govanstone, Chairman of the Board ofManagement certify that Portland District Health hasrisk management processes in place consistent with theAustralian/New Zealand Risk Management Standardand an internal control system in place that enables theexecutives to understand, manage and satisfactorilymanage/control risk exposures. The Audit and RiskCommittee verifies this assurance and that the risk profileof Portland District Health has been critically reviewedwithin the last 12 months.Andrew GovanstoneCHAIRMANPortland District Health Date: 30 July, 2010ATTESTATION ON DATA ACCURACYI, John C O’Neill, certify that Portland District Health hasput in place appropriate internal controls and processesto ensure that reported data reasonably reflects actualperformance. Portland District Health has criticallyreviewed these controls and processes during the year.John C O’NeillCHIEF EXECUTIVEPortland District Health Date: 30 July, 2010BUILDING ACT 1993The Minister for Finance has issued instructions inaccordance with the Building Act 1993-No.126/1993such that all public entities are required to ensurethat all buildings under their control are safe and fitfor occupation, comply with statutory requirements,buildings are maintained to a standard in which theyremain safe and fit for occupancy and to report annuallyessential safety measures to ensure compliance with theBuilding Act 1993, Building Regulations 2006.BUILDING AND MAINTENANCE COMPLIANCEAll building work must comply with the Building Act1993, Building Regulations 2006 (the Regulations) andthe Building Code of Australia (the BCA) unlessspecifically exempted.The condition of Portland District Health buildingshave been assessed through site inspections andexisting condition reviews undertaken by architects andconsultant engineers and determinations made.All Portland District Health buildings have undergone areview of the Tri Annual Fire Safety Audit & Risk Assessment.A detailed risk assessment was undertaken by NormanDisney & Young – Consultant Engineers in September 2009,with 11 recommendations. Portland District Health hasaddressed each of these recommendations.In response to each audit a fire safety strategy has beendeveloped and documented in a Fire Safety Plan (everybuilding has a specific Fire Safety Plan). Fire safetystrategies are verified by a risk assessment (each riskassessment involves quantitative and qualitative analysisto ensure an acceptable level of fire safety is achieved).The results of each of these risk assessments indicate thatall Portland District Health buildings meet the minimumrequirements as defined in accordance with the Departmentof Health Capital Management Branch Guidelines.34

ortingPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10ESSENTIAL SAFETY MEASURES REPORTEssential safety measures are central to ensuring asafe and healthy built environment in Victoria and theirmaintenance is vital for the life, safety and health ofoccupants over the lifetime of a building.To this end, the Building Regulations 2006 regulateto ensure adequate levels of fire safety and protectionof people in a building or place of public entertainment.It is important that all those with responsibilities inowning, managing and operating buildings large orsmall – are fully aware of, and understand, theirresponsibilities in the ongoing maintenance of theessential safety measures in their buildings.With this in mind Portland District Health buildingsconstructed after July 1994 have been designed toconform to the Building Act 1993 and its Regulations,as well as to meet other statutory regulations that relateto health and safety matters and have been issued withoccupancy permits and/or determinations.Portland District Health buildings constructed prior toJuly 1994 were not subject to the issue of occupancypermits. However, regardless of the age of each building,Portland District Health has had determinations made tomaintain essential safety measures, as far as is practical,in accordance with the Building Act 1993 and BuildingRegulations 2006.Compliance involves ensuring that all essential safetymeasures called up by the regulations are beingmaintained to fulfil their purpose, as well as keepingrecords of maintenance checks, completing an AnnualEssential Safety Measures Report and retaining recordsand reports on the premises for inspection by theMunicipal Building Surveyor or the Chief Fire Officer atany time on request.Essential Safety Measures Reports are prepared annuallyfor all properties under the control of Portland DistrictHealth to confirm that all of the essential safety measuresare operating at the required level of performance.In accordance with the relevant legislative requirements,building condition inspections are undertaken on aregular basis. Recommendations arising from thosereports have been incorporated into the ongoing worksand equipment program and service plan.Portland District Health has the necessary AnnualEssential Safety Measures Reports as is required to beprepared before each anniversary of the date of thatoccupancy permit or determination certification inconnection to the Essential Safety Measures Legislation.During 2010 a detailed insurance risk assessment wasundertaken by Victorian Managed Insurance Authority- Engineering Risk Management and a “GOLD MEDAL”rating award. The report made four recommendationsbeing:• Upgrade of main building sprinkler system• Determine capacity of current combined fire systemwater supply• Installation of automatic kitchen gas shut off system• Installation of isolating valves in water fire ring mains.It is Portland District Health’s practice to obtainBuilding Permits for new projects and Certificates ofOccupancy or Certificates of Final Inspection for allcompleted projects.In order to maintain buildings in a safe and serviceablecondition, routine inspections were undertaken.Where required, Portland District Health proceeded toimplement the highest recommendations arising outof those inspections through planned rectification andmaintenance works.1035

Portland District Health acknowledges and thanks thefollowing staff who have maintained our buildings to thehighest of standards for public hospitals:All Portland District Health staff welcome and appreciatethe many compliments they receive from patients, clientsand their families throughout the year.Ian DouglasIvor GraneyGraham McCabeBruce CaslakeMartin SchmetzerNik KedziaSue Zivcec (OH&S Consultant)Janice Anderson (Admin support)COMMERCIAL APPOINTMENTSExternal Auditors: Coffey Hunt (VAGO agent)Internal Auditors: DeloitteBankers: ANZ BankCOMPLIMENTS AND COMPLAINTSPortland District Health actively seeks feedback frompatients, clients and families through our patient surveysand through the complaint process. Information onthe process is available to all patients and clients in thepatient information handout.Portland District Health uses feedback to indicate howour service is perceived. Complaints are seen as anopportunity to improve and details are communicatedto the relevant service area and discussed at the ClinicalQuality and Safety Committee. Our aim is to resolveissues to the patient/client’s satisfaction whereverpossible. Complaints are managed fairly, acted uponpromptly and treated in confidence.Complaints can be verbal or in writing.A register of compliments is maintained.A more transparent complaints management systemaligned with a robust complaint investigation andresolution process has resulted in a marked reductionof complaints throughout the organisation. Correctivemeasure for issues identified are implemented immediatelywherever practicable to prevent re-occurrence.2007/08 2008/09 2009/10Complaints 44 43 34CONSULTANCIESDuring the year there were 19 consultancies costing intotal $193,105. All these consultancies related to servicedevelopment and organisational change initiatives.There were no consultancies during the year in excessof $100,000.FEES AND CHARGESPortland District Health charges fees in accordancewith the Commonwealth Department of Health andAged Care, the Commonwealth Department of FamilyServices and the Department of Health directives, issuedunder Regulation 8 of the Hospital and Charities (Fees)Regulations 1986 as amended.FINANCIAL MANAGEMENT ACT 1994In accordance with the Direction of the Minister forFinance part 9.1.3 (iv), information requirements havebeen prepared and are available to the relevant Minister,Members of Parliament and the public on request.36

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10FREEDOM OF INFORMATIONA total of 53 requests under the Freedom of InformationAct 1982 were processed during the 2009/2010 yearand all were granted in full. Portland District Health’snominated officers under the Freedom of InformationAct are: Principal Officer John O’Neill Chief Executive,FOI Officer Sue McDonald, Health Information Manager.HEALTH RECORDS ACTThe purpose of this Act is to promote fair andresponsible handling of health information by protectingthe privacy of an individual’s health information. Thisservice observes absolute confidentiality in dealing withpatient information.MERIT AND EQUITYThe Victorian Government’s Merit and Equity principlesare considered in our recruitment, advertising andselection of employees.PROTECTING YOUR PRIVACYPortland District Health complies with the provisions ofthe Health Services Act 1988 (No.49/1988), the HealthRecords Act 2001 (No.2/2001) and the InformationPrivacy Act 2000 (No.98/2000) relating to confidentialityand privacy by ensuring that all employees do notdisclose any information or records concerning PortlandDistrict Health’s patients, clients, staff and customersacquired in the course of their employment, other thanfor any authorised or lawful purpose.TAX DEDUCTIBLE GIFTSPortland District Health is endorsed by the AustralianTaxation Office as a Deductible Gift Recipient. Gifts toPortland District Health, a public health service qualify fora tax deduction under item 1.1.1 of section 3-BA of theIncome Tax Assessment Act 1997.VICTORIAN INDUSTRY PARTICIPATION POLICYDISCLOSUREPortland District Health let no contracts of $3 millionor over in 2009/10 and accordingly no VIPP disclosureis required.WHISTLEBLOWERS PROTECTION ACT 2001Portland District Health has a number of policiesand procedures for employees seeking to raisecomplaints within or about Portland District Health.These are outlined within Portland District Health’sCode of Conduct. There were no reports under theWhistleblowers Protection Act 2001 during the yearunder review.Since the introduction of the Act there has beenno disclosure or notification of disclosures to theOmbudsman or any other external agency.Disclosure will be received by Portland District Health’sdesignated complaints officer or the OmbudsmanVictoria, Level 9, 459 Collins Street (North Tower)Melbourne Victoria 3000.STATEMENT OF COMPETITIVE NEUTRALITYThe Victorian Government’s Competitive Neutralitypolicy commits public health services to apply thispolicy to all dealings. This includes the adoptionof pricing principles to take account of the full costattribution for net competitive advantage conferredby government ownership.The policy gives direction that where Government’sbusiness activities involve it in competition with privatesector business activities, the net advantages that accrueto government business are offset.37

GovernancegovePORTLAND DISTRICT HEALTH IS A PUBLIC HEALTH SERVICE ESTABLISHED UNDERTHE HEALTH SERVICES ACT 1988. THE RESPONSIBLE MINISTER DURING THE REPORTINGPERIOD WAS THE HON. DANIEL ANDREWS, MP.The Board of Management’s primary function is tooversee the governance of Portland District Health andthe Board is committed to ensuring that the servicesprovided by Portland District Health comply with therequirements of the Health Services Act 1988 and theobjectives, vision and mission of the service.The Board consists of up to 12 members appointed bythe Governor-in-Council on the advice of the Ministerfor Health following nominations received by PortlandDistrict Health. Each member is appointed for up to athree-year term and is eligible for re-nomination whenthat term ends.During 2009, the Board was deeply concerned about theongoing viability of our maternity service and whetherit was serving our community adequately. Of specificconcern to the Board was the ongoing and prolongedstaff shortages which in turn led to service fragmentationand community uncertainty. Consequently, the Boardreaffirmed its strong commitment to a safe andsustainable Level 2, medical based maternity servicedelivered locally.With the arrival of the emergency helicopter camethe responsibility for our community to meet the costand construction of an emergency helicopter landingpad. Consequently, Portland District Health undertookto investigate suitable options for a safe landing sitelocation, while the Blue Ribbon Foundation acceptedthe challenge to raise funds for the construction of theemergency helipad.In August 2009, the Hon Nicola Roxon MP, Minister ofHealth and Ageing announced a $4.9M grant for theestablishment of a GP Super Clinic in Portland withPortland District Health to lead a consortium to constructa new super clinic in partnership with:• The Deakin University School of Medicine• The Otway Division of General Practitioners; and• The Greater Green Triangle GP Education andTraining AgencyThe Board and management have commenced workon a five year strategic plan and this work is expectedto be concluded by mid 2010. In addition, staff activelyparticipated in several workshops over many monthsto develop a present day vision, mission and valuesstatement that is more aligned with a contemporaryhealth service. This work will form part of Portland DistrictHealth’s strategic plan.The Board of Management welcomed Cyril Suggateand John Osborne as a new appointments andwelcomed the reappointment of Bill Collett for anotherthree year term. Dr Heather Wellington and MichaelRhook, Ministerial Delegates continued to providespecialist advice to the Board.The Board sincerely thanked and farewelled retiringmember Brian Sparrow and sadly accepted theresignations of Cyril Suggate, Bill Reid and AlisonMcLeod due to work and family commitments.The Board, management and staff joined communityrepresentatives, Bill Sharrock, Carole Pietschmann andBrian Taylor and community members in a ceremony tounveil a plaque in the ED department in recognition ofMr Das’ 26 years of tireless service to Portland DistrictHealth and the wider community.38

nancePORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10GOVERNANCE COMMITTEESTo assist the Board in the discharge of its responsibilities,it has established a number of committees. The Board’sadvisory committees are:Audit and Risk – meets quarterlySection 65S of the Health Services Act 1988 requires theBoard of a public health service to ensure that its auditand accounting systems accurately reflect the financialposition and viability of the health service and thateffective and accountable non clinical risk managementsystems are in place.A major component of the committee’s audit and riskcharter is to ensure a safe environment for patients,clients, staff and visitors and to receive regular reportsfrom the various responsible management staff in regardto various health and safety requirements includingoccupational health and safety.Chair: Mr Jim HarpleyMembers during 2009/10: Bill Reid & Cyril SuggateQuality and Risk Management Committee– meets monthlyThe Clinical Quality and Risk Management Committee’sprimary function is to assist the Board of Managementto ensure a high standard of health care, a continuousimprovement of service delivery and maintain anenvironment that supports clinical excellence acrossPortland District Health.Finance Committee – meets monthlyThe Finance Committee recommends and advises theBoard of Management on financial, investment, buildingand commercial matters. The Committee reserves theright to investigate and conduct its own enquiries,including requiring Portland District Health staff toattend meetings and has the power to seek any financialinformation it sees fit. The scope of operation includesany subsidiary of Portland District Health.Chair: Mike NoskeMembers during 2009/10: Bill Collett, John Osborne,Bill Reid, Andy GovanstoneRemuneration Committee – meets twice yearlyThe Remuneration Committee has been establishedto ensure that the remuneration policies and practicesare consistent with the strategic goals of PortlandDistrict Health and are relevant to the achievement ofthose goals.It reviews on an annual basis the remuneration ofthe Chief Executive, including establishing the overallbenefits and incentives.Chair: Andrew GovanstoneMembers: Jim Harpley & Mike NoskeOther Board Advisory Committees are:Consultative CommitteeProject Control GroupThe committee reviews and makes recommendations tothe Board of Management to:• Mitigate Portland District Health’s clinical risks andensure a Risk Management Plan is in place andreviewed annually;• Matters relating to the effective and efficientmanagement and control at Portland District Healthto ensure safe and appropriate patient care;• Evaluate the processes in place to continuouslyimprove and strive for best practice, particularly inthose areas related to high and significant riskChair: Jim HarpleyMembers during 2009/10: Brian Sparrow, Mike Noske,Alison McLeod09/1039

BOARD OF MANAGEMENT MEETINGATTENDANCE 2009/10Alison McLeod 5 of 7William Collett 7 of 9Andrew Govanstone 9 of 9Jim Harpley 9 of 9Mike Noske 7 of 9John Osborne 5 of 9Bill Reid 6 of 6Brian Sparrow 9 of 9Cyril Suggate 5 of 6ETHICAL STANDARDSThe Board of Management promotes the continuedmaintenance of corporate governance practice andethical conduct by Board members and employees ofPortland District Health. The Board has endorsed acode of conduct which applies to Board members,officers and all employees.PECUNIARY INTERESTMembers of the Board of Management of PortlandDistrict Health are required to notify the President ofthe Board of any pecuniary interests which might giverise to a conflict of interest in accordance with PortlandDistrict Health policy and the Board’s code of conduct.All necessary declarations have been completed.EXECUTIVE ROLEResponsibility for the management and operationof Portland District Health is delegated to theChief Executive who is accountable to the Board ofManagement and who operates within clearly defineddelegation levels. The management is made up of theChief Executive, Director of Nursing, Director of MedicalServices, Director of Human Resources, Manager Primaryand Community Health, Finance Manager and theQuality and Infection Control Manger. The Executivemeets twice monthly and provides regular reports to theBoard of Management.RESPONSIBLE MINISTERThe responsible Minister for Portland District Health isthe Victorian Minister of Health. During 2009/2010 theResponsible Minister was The Hon Daniel Andrews.REPORTING REQUIREMENTS (FRD 22B)In compliance with the requirements of the StandingDirections of the Minister for Finance, details in respectof the items listed below have been retained by PortlandDistrict Health and are available to the relevant Ministers,Members of Parliament and the public on request(subject to the freedom of information requirements,if applicable):(a) A statement of pecuniary interest has beencompleted.(b) Details of shares held by senior officers as nomineeor held beneficially.(c) Details of publications produced by the departmentabout the activities of the entity and where they canbe obtained.(d) Details of changes in prices, fees, charges, rates andlevies charged by the entity.(e) Details of any major external reviews carried out onthe entity.(f) Details of major research and development activitiesundertaken by the entity that are not otherwisecovered either in the Report of Operations or ina document that contains the financial report andReport of Operations.(g) Details of overseas visits undertaken including asummary of the objectives and outcomes of eachvisit.(h) Details of major promotional, public relations andmarketing activities undertaken by the entity todevelop community awareness of the entity and itsservices.(i) Details of assessments and measures undertakento improve the occupational health and safety ofemployees.(j) General statement on industrial relations within theentity and details of time lost through industrialaccidents and disputes, which is not otherwisedetailed in the Report of Operations.(k) A list of major committees sponsored by the entity,the purposes of each committee and the extent towhich the purposes have been achieved.40

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Our Life GovernorsLIFE MEMBERS OF THE FORMER PORTLAND AND DISTRICT COMMUNITYHEALTH CENTRE INC.ASSOCIATION FOR THE BLINDMrs Shirley ElliottPortland Neighbourhood HouseMr Jeff BaulchMr Jack FinckMrs Marilyn BaulchMr Jeff KnuckeyMr David HarrisMr W (Bill) CollettMrs Anne LanyonLIFE GOVERNORS OF THE FORMER PORTLANDAND DISTRICT HOSPITALMrs M E AitkenMr A K OughApex Club of PortlandMrs S PanozzoPercy Baxter (Trust)Mr P PettitMiss E J BrownlawMrs M PlantingaMr B ChipperfieldPortland AluminiumMrs Brenda EdwardsPortland ProfessionalWomen’s Service ClubMrs P ElfordMr S PoonMiss S M FarrandsMrs S I PritchardMrs S FyfeRotary Club of PortlandMrs P Godfrey-SmithMr E A SaundersMrs M L JenningsMrs M M SharrockMrs J KermondHelen SmithMacpherson (Trust)Miss E LightbodyMrs R SmithLions Club of PortlandMiss J StewartMrs B McDivenMr J C WiganMrs W G C MalingMrs P WilmotMrs P MitchellDISTINGUISHED SERVICE AWARDS1994 Mr Jesse DasCONSULTANT SURGEON EMERITUS2008 Mr William C Maling/1041

DonationsdonatioArthur & Norma MahonD & A AlpinBendigo RadiologyCarols By CandlelightClarmer P/LDonna ShepherdDr SukabulaEric & Adela PeuckerJ & J AngelinoJohn BarkeJohn WolfJulie SealeyKaren CorbettK & H PhillipsLauren HockleyLions ClubLions Club PortlandMartin DonlanM & S WieseM.U.A. CrewMichael CroweMikael Lemon in Memory of Nora PerryMr & Mrs PooleMrs Margot BailPortland Ladies Bowling ClubPortland Diabetics Support GroupPortland Slimmers ClubPortland Womens Service ClubPortland Lutheran Ladies GuildPortland AluminiumPortland PodiatryR & F TrewavisR AllwoodRescomRegainRobin ParryRoger DundasRoss MartinUnited WayThank you to the following who havesupported the Cancer ResourceCentre;Glenelg WarehouseIntimate ApparelLions ClubPortland Bay RotaryUnited WayPortland AluminiumPortland Women’s Service ClubO & R MenzelDerril Rd Athletics ClubBridgewater CafeBridgewater Mother’s Day ConcertA & J AngelinoN & J AngelinoPortland District Health would like toacknowledge the wonderful supportof local businesses and individualswho contributed to the 2009Portland District Health Ball. This ballsuccessfully raised $26,000 which wenttowards the purchase of a ventilatorfor the A & E department.A Little DecorumAdmellas OrchardAlex Cancian MenswearAndre WallaceAndy GovanstoneBaclinksBarrelBarrett’s WinesBedazzledBill Storer MotorsBillabongBolwarra EvergreenBoral Resources (Vic Country)CaliClaremont Holiday VillageCricket AustraliaCrown CasinoDaly’s Supa IGA & LiquorDays Electrical ContractingDenis NapthineDiscovery Auto GroupDR & KR HutchinsonE Davis & SonsElijahs SportspowerEssendon Footy ClubEureka SkydeckGame on ChartersGarden Life CentreGazeboGlenelg WarehouseGordon HotelHammonds PaintsHawthorn Footy ClubHollands FramingIntimate ApparelJean JointJoy’s CraftworkLinekar LeatherLocal Potato FarmersLogans CyclesMartin DonlanMcGees LottoMegsMelaleuca MotelMelbourne Footy ClubMelbourne Observation Deck at RialtoMichael LindellMichelle HendersonMighty CheapMilly Molly MooMoynes FashionsMurray to MoynePaulines Absolutely FabulousAccessories420

nsPORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10Service AwardsPeaches Fruit MarketPFDPlanet KaosPortland & District Dance ClubPortland Airconditioning &RefrigerationPortland Aluminium & GlassPortland Chainsaw & Mower CentrePortland DisposalsPortland HoldenPortland Lions ClubPortland ObserverPortland PrintPortland Scout GroupPortland SignworksPortland Special Development SchoolPortland StudiosPortland Surf InPortland ToyworldProfessional Diving ServicesQuiksilverR & M MenzelRACVRetravision - SamsungRipcurlRotary ClubRoxyRoyal Australian Navy BandRoyal HotelSamson FurnitureSandilandsSharp AirlinesSian RuisSilva ScissorsStrang InternationalTaleb MedicalTalk Scrappin’Victoria HouseVillage RoadshowWhalers CottageYalumba WinesSTAFF SERVICE MEDALS10 YearsTania AdamsJanice AndersonJennifer ArnoldLesley EdgeMichael GreenDeanne McHaffieCarolyn MeekinsJodie OuttramTanya SandowMarlene TaitSimone Taylor15 YearsChristine FowlerSusan HolmesGraham McCabeAnne MewhaMichelle PetrieFiona WilliamsJune Tesoriero20 YearsSusan AnsonLinda BowmanCatherine HolienMeagan RogersJulie Sealey25 YearsValerie BakerVicki BarbaryCarolyn BerryLeigh PettingillMichelle PuntonHelen Hill30 YearsJudith FentonMaureen HeenanColleen LeggJennifer Ward35 YearsDot KinghornLiz Smith40 YearsJill LovellVOLUNTEER SERVICE MEDALS5 yearsRhonda BakerMarilyn GarnerMeg HaydenLes RobertsJune RobertsJohn SchwartzLola SchwartzDawn WulffPortland Secondary College10 YearsJanet MeadeGail NepeanJudy Roberts20 YearsMargrett Oatesawards43

442009/10PORTLAND DISTRICT HEALTH ANNUAL REPORT

FINANCIALSTATEMENTSAPPENDIX 3

Bentinck Street, PortlandVictoria, Australia 3305Tel: 03 5521 0333Fax: 03 5521 0358Email: pdh@swarh.vic.gov.auWebsite: www.pdh.net.au2009/10PORTLAND DISTRICT HEALTH ANNUAL REPORT

FINANCIALOVERVIEWAPPENDIX 1

APPENDIX 1Financial PerformanceAS PART OF PORTLAND DISTRICT HEALTH’S ENDEAVORS TO PROVIDE SERVICES IN AFINANCIALLY SUSTAINABLE WAY IT MONITORS PERFORMANCE IN KEY RESULT AREASWHICH INCLUDE:• OPERATING PERFORMANCE;• LIQUIDITY; AND• ASSET MANAGEMENTFINANCIAL OVERVIEWThese financial statements are prepared in accordancewith the Financial Management Act 1994, applicableFinancial Reporting Directions, Australian AccountingStandards and Australian Accounting Interpretations forthe year ended 30 June 2010.Portland District Health incurred an operating deficit of$253,000 and an overall financial deficit of $2.788 Million(including depreciation allowances) for the 2009/10financial year. The hospital infrastructure was maintainedthrough investment of $962,000 in Capital Projects overthe year.The Health Service faces an ongoing challenge tomaintain service delivery in a financially sustainablemanner. The Health Service has continued to workclosely with the Department of Health (DH) to developstrategies to achieve sustainable business performance.The Health Service acknowledges the support of DHduring the year and will continue this collaborationduring 2010/11.OPERATING PERFORMANCEIn reviewing operating performance, capital purposeincome and other specific revenue is excluded.These funds are not available to support operations.Depreciation is also excluded.In the current year the Health Service’s operating resultfrom ongoing services was a deficit of $253,000. This wasachieved partly through support funding of $500,000provided by DH to help meet the costs of employinga medical workforce at Portland District Health. Theresult from continuing operations represents -0.84% ofoperating revenue which is within the Department ofHealth’s Key Performance Indicator of +/- 1%.In the 2009/10 financial year depreciation charges of$3,106,000 were recorded reflecting the cost associatedwith the use of property, plant and equipment indelivering services. In June 2009 a revaluation of landand buildings was completed by the Victorian ValuerGeneral. This revaluation resulted in a $1,475,000increase in depreciation charges compared to 2008/09.This in turn impacted on the Health Service’s balancesheet which saw net assets reduced by $2.8 million forthe year, representing a reduction of 8.4% compared to areduction of $5.6 million (14.4%) in the previous year.1Acute service delivery continued to increase duringthe year with 4376 patients treated, representing anincrease of 2.75% on the 4259 patients treated during2008/09. The extra complexity of patient care providedby the Health Service in 2009/10 is indicated by the2.75% increase in patient numbers creating a significant22.5% increase in WIES or weighted patient numbers.The Health Service expects that trend to continue in2010/11, rebuilding the weighted patient throughput ofthe Service to the DOH budget levels for the first time insix years.

PORTLAND DISTRICT HEALTH ANNUAL REPORT 2009/10LIQUIDITY POSITION2009/10 saw negative cash flowsfrom operations of $1,551,000 and$779,000 from Capital Purchasesof property, plant and equipmentand loan repayments during theyear. The operating cash deficitwas largely due to 2009/10containing an extra pay cyclecompared to normal years.At the end of the year the ratio ofcurrent assets to current liabilities(working capital ratio) was 0.57:1,a reduction from 0.64:1 at thestart of the year. One of thefuture challenges for the serviceis to achieve operating surplusesto improve the ratio to a moreacceptable level.ASSET MANAGEMENT$962,000 was invested in building works and equipment upgrades during theyear. Major items included the $282,000 purchase of land for the GP Super Clinic,building improvements of $195,000, purchase of additional medical equipmentof $300,000, including a new ultrasound, improvements in technology of $59,000and $69,000 for upgrading the vehicle fleet and furniture and fittings.THE FUTUREThe continuing support of the community is critical to ensure Portland DistrictHealth’s financial future, as is the partnership with government in workingtowards a sustainable future. In addition to the continued challenges associatedwith the recruitment of specialist staff and the development of a sustainablemedical workforce, the health service will also face challenges brought aboutby substantial changes in the local economy, increased demand for high qualityservices and the continued implementation of new information systems andtechnology as it strives to deliver services in a financially sustainable manner.2009/10 2008/09 2007/08 2006/07 2005/06$’000 $’000 $’000 $’000 $’000Total Revenue 30,680 29,683 28,171 26,490 24,636Total Expenses (33,468) (29,998) (28,964) (26,999) (26,101)Operating Surplus/(Deficit) (2,788) (315) (793) (509) (1,465)Retained Surplus (9,504) (6,711) (6,980 ) (6,015) (3,781)Total Assets 39,828 41,621 47,375 46,326 31,718Total Liabilities (9,271) (8,276) (8,419) (9,254) (7,639)Net Assets 30,557 33,345 38,956 37,072 24,079Total Equity 30,557 33,345 38,956 37,072 24,0792

FINANCIALSTATEMENTSAPPENDIX 3

Financial StatementsFor the year ended 30 June 2010ACCOUNTABLE OFFICER'S DECLARATION 1AUDITOR GENERAL'S REPORT 2COMPREHENSICE OPERATING STATEMENT 4BALANCE SHEET 5STATEMENT OF CHANGES IN EQUITY 6CASHFLOW STATEMENT 7NOTES TO THE FINANCIAL STATEMENTS 81

Portland District HealthComprehensive Operating StatementFor the Year Ended 30 June 2010Note Total Total2010 2009$'000 $'000Revenue from Operating Activities 2 26,792 25,614Revenue from Non-operating Activities 2 3,254 3,362Employee Benefits 3 (22,424) (20,439)Non Salary Labour Costs 3 (1,305) (1,703)Supplies & Consumables 3 (2,249) (2,017)Other Expenses From Continuing Operations 3 (4,248) (4,133)Share of Net Result of Associates & Joint VenturesAccounted for using the Equity Method 10 (73) 192Net Result Before Capital & Specific Items (253) 876Capital Purpose Income 2 568 515Depreciation and Amortisation 4 (3,106) (1,631)Finance Costs 5 (63) (75)NET RESULT FOR THE YEAR (2,854) (315)Other Comprehensive IncomeNet fair value gains/(losses) on Available for SaleFinancial Investments 5 (7)Adjustments Resulting from Change in Equity InterestIn Joint Ventures 61 -Net fair gain on revaluation of non-financial asstes (5,289)COMPREHENSIVE RESULT FOR THE YEAR (2,788) (5,611)This Statement should be read in conjunction with the accompanying notes.4

Portland District HealthBalance SheetAs at 30 June 2010Note ParentEntityParentEntity2010 2009$'000 $'000Current AssetsCash and Cash Equivalents 6 3,442 3,215Receivables 7 853 719Inventories 8 75 210Other Current Assets 9 47 18Total Current Assets 4,417 4,162Non-Current AssetsReceivables 7 112 -Investments Accounted for using the Equity Method 10 231 243Property, Plant & Equipment 11 35,068 37,216Total Non-Current Assets 35,411 37,459TOTAL ASSETS 39,828 41,621Current LiabilitiesPayables 12 1,574 1,994Interest Bearing Liabilities 13 234 220Employee Benefits and Related On-Costs Provisions 14 3,274 3,959Other Liabilities 15 2,681 324Total Current Liabilities 7,763 6,497Non-Current LiabilitiesInterest Bearing Liabilities 13 742 977Employee Benefits and Related On-Costs Provisions 14 766 802Total Non-Current Liabilities 1,508 1,779TOTAL LIABILITIES 9,271 8,276NET ASSETS 30,557 33,345EQUITYProperty, Plant & Equipment Revaluation Surplus 16a 3,147 3,147Financial Asset Available for Sale Revaluation Surplus 16a (2) (7)Restricted Specific Purpose Reserve 16a 1,221 1,221Contributed Capital 16b 35,695 35,695Accumulated Surpluses/(Deficits) 16c (9,504) (6,711)TOTAL EQUITY 16d 30,557 33,345Commitments for Expenditure 19Contingent Liabilities and Contingent Assets 20This Statement should be read in conjunction with the accompanying notes.5

Portland District HealthStatement of Changes in EquityFor the Year Ended 30 June 20102010Equity at 1July 2009Changes due toComprehensiveResultTransactionswith owner inits capacity asownerEquity at 30June 2010Note $'000 $'000 $'000 $'000Accumulated Surplus/(Deficit) (6,711) (2,854) (9,565)Adjustments Resulting from Change in Equity Interest In Joint Ventures 61 61(6,711) (2,793) - (9,504)Contribution by Owners 16b 35,695 - - 35,695Capital Appropriations - - -35,695 - - 35,695ReservesProperty Plant and Equipment Revaluation Surplus 16a 3,147 - - 3,147Available for Sale Investments Revaluation Surplus 16a (7) 5 - (2)Restricted Specific Purpose Reserve 16a 1,221 - - 1,2214,361 5 - 4,366Total Equity at the end of the financial year 33,345 (2,788) - 30,55720090 Equity at 1July 2008Changes due toComprehensiveResultTransactionswith owner inits capacity asownerEquity at 30June 2009Note $'000 $'000 $'000 $'000Accumulated Surplus/(Deficit) (6,980) (315) - (7,295)Transfer (To)/From Restricted Specific Purpose Reserve 584 - 584(6,980) 269 - (6,711)Contribution by Owners 16b 35,695 - - 35,695Capital Appropriations - - -35,695 - - 35,695ReservesProperty Plant and Equipment Revaluation Surplus 16a 8,436 (5,289) - 3,147Available for Sale Investments Revaluation Surplus 16a - (7) - (7)Restricted Specific Purpose Reserve 16a 1,805 (584) - 1,22110,241 (5,880) - 4,361Total Equity at the end of the financial year 38,956 (5,611) - 33,345This Statement should be read in conjunction with the accompanying notes6

Portland District HealthCash Flow StatementFor the Year Ended 30 June 2010Note Total Total2010 2009$'000 $'000CASH FLOWS FROM OPERATING ACTIVITIESOperating Grants from Government 20,771 20,136Patient and Resident Fees Received 5,826 5,366Other Receipts 2,517 3,340Employee Benefits Paid (21,875) (20,215)Non Salary Labour Costs (1,269) (1,703)Payments for Supplies & Consumables (7,521) (5,895)Cash Generated from Operations (1,551) 1,029Capital Grants from Government 295 178Capital Donations and Bequests Received 96 154Other Capital Receipts 167 156NET CASH INFLOW/(OUTFLOW) FROMOPERATING ACTIVITIES17(993) 1,517CASH FLOWS FROM INVESTING ACTIVITIESPurchase of Investments - -Payments for Non-Financial Assets (959) (1,323)Proceeds from sale of Non-Financial Assets 16 48NET CASH INFLOW/(OUTFLOW) FROMINVESTING ACTIVITIES (943) (1,275)CASH FLOWS FROM FINANCING ACTIVITIESRepayment of Borrowings (221) (209)NET CASH INFLOW/(OUTFLOW) FROMFINANCING ACTIVITIES (221) (209)NET INCREASE/(DECREASE) IN CASH HELD (2,157) 33CASH AND CASH EQUIVALENTS AT BEGINNING OFPERIOD 3,129 3,096CASH AND CASH EQUIVALENTS AT END OFPERIOD 6 972 3,129This Statement should be read in conjunction with the accompanying notes7

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Table of ContentsNotePage1 Statement of Significant Accounting Policies 92 Revenue 222a Analysis of Revenue by Source 232b Patient and Resident Fees 252c Net Gain / (Loss) on Disposal of Non Financial Assets 263 Expenses 273a Analysis of Expenses by Source 283b Analysis of Expenses by Internal and Restricted 30Specific Purpose Funds for Services Supported byHospital and Community Initiatives4 Depreciation and Amortisation 315 Finance Costs 316 Cash and Cash Equivalents 327 Receivables 338 Inventories 349 Other Assets 3410 Investments accounted for Using the Equity Method 3511 Property, Plant and Equipment 3712 Payables 3913 Interest Bearing Liabilities 4014 Employee Benefits and Related On-Costs Provisions 4115 Other Liabilities 4216 Equity 4317 Reconciliation of Net Result for the Year to Net Cash 45Inflow / (Outflow) from Operating Activities18 Financial Instruments 4619 Commitments for Expenditure 5220 Contingent Assets & Contingent Liabilities 5221 Segment Reporting 5322 Responsible Persons and Executive Officer Disclosures 5523 Events Occuring after the Balance Sheet Date 5624 Economic Dependency 568

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Note 1: Statement of Significant Accounting Policies(a) Statement of ComplianceThese financial statements are a general purpose financial report which has been prepared onan accrual basis in accordance with the Financial Management Act 1994, applicable AustralianAccounting Standards (AAS), and Australian Accounting Interpretations and other mandatoryrequirements. AASs include Australian equivalents to International Financial ReportingStandards.The financial statements also comply with relevant Financial Reporting Directions (FRDs)issued by the Department of Treasury and Finance, and relevant Standing Directions (SDs)authorised by the Minister for Finance.Portland District Health is a not-for profit entity and therefore applies the additional Ausparagraphs applicable to “not-for-profit” Health Services under the AAS’s.(b) Basis of accounting preparation and measurementThe accounting policies set out below have been applied in preparing the financial statementsfor the year ended 30 June 2010, and the comparative information presented in these financialstatements for the year ended 30 June 2009.Accounting policies are selected and applied in a manner which ensures that the resultingfinancial information satisfies the concepts of relevance and reliability, thereby ensuring thatthe substance of the underlying transactions or other events is reported.The going concern basis was used to prepare the financial statements.The financial statements, except for cash flow information, have been prepared using theaccrual basis of accounting. Under the accrual basis, items are recognised as assets, liabilities,equity, income or expenses when they satisfy the definitions and recognition criteria for theseitems, that is they are recognised in the reporting period to which they relate, regardless ofwhen cash is received or paid.The Financial Statements are prepared in accordance with the historical cost convention,except for the revaluation of certain non-financial assets and financial instruments, as noted.Particularly, exceptions to the historical cost convention include:● Non-current physical assets, which subsequent to acquisition, are measured at valuation andare re-assessed with sufficient regularity to ensure that the carrying amounts do not materiallydiffer from their fair values;● Available-for-sale investments which are measured at fair value with movements reflected inequity until the asset is derecognised.Historical cost is based on fair values of the consideration given in exchange for assets. Cost isbased on the fair values of the consideration given in exchange for assets.In the application of AAS’s management is required to make judgments, estimates andassumptions about carrying values of assets and liabilities that are not readily apparent fromother sources. The estimates and associated assumptions are based on historical experienceand various other factors that are believed to be reasonable under the circumstance, theresults of which form the basis of making the judgments. Actual results may differ from theseestimates.The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions toaccounting estimates are recognised in the period in which the estimate is revised if the9

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.revision affects only that period or in the period of the revision and future periods if therevision affects both current and future periods.(c) Reporting EntityThe financial statements include all the controlled activities of Portland District Health.Portland District Health principle address is:Bentinck Street,Portland 3305(d) Rounding of AmountsAll amounts shown in the financial statements are expressed to the nearest $1,000.(e) Functional and Presentation CurrencyThe presentation currency of Portland District Health is the Australian dollar, which has alsobeen identified as the functional currency of Portland District Health.(f) Changes in Accounting PoliciesThere has been no change in accounting policy during the financial year.(g) Comparative InformationThere has been no change in comparative information during the financial year.(h) Cash and Cash EquivalentsCash and cash equivalents comprise cash on hand and cash at bank, deposits at call and highlyliquid investments with an original maturity of 3 months or less, which are readily convertibleto known amounts of cash and are subject to insignificant risk of changes in value.For cash flow statement presentation purposes, cash and cash equivalents include bankoverdrafts, which are included as current interest bearing liabilities in the balance sheet.(i) ReceivablesTrade debtors are carried at nominal amounts due and are due for settlement within 30 daysfrom the date of recognition. Collectability of debts is reviewed on an ongoing basis, and debtswhich are known to be uncollectible are written off. A provision for doubtful debts is recognisedwhere there is objective evidence that impairment loss has occurred. Bad debts are written offwhen identified.Receivables are recognised initially at fair value and subsequently measured at amortised cost,using the effective interest rate method, less any accumulated impairment.(j) InventoriesInventories include goods and other property held either for sale or for distribution at no ornominal cost in the ordinary course of business operations. It includes land held for sale andexcludes depreciable assets.Inventories held for distribution are measured at cost, adjusted for any loss of servicepotential. All other inventories, including land held for sale, are measured at the lower of costand net realisable value.10

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.The bases used in assessing loss of service potential for inventories held for distributioninclude current replacement cost and technical or functional obsolescence. Technicalobsolescence occurs when an item still functions for some or all of the tasks it was originallyacquired to do, but no longer matches existing technologies. Functional obsolescence occurswhen an item no longer functions the way it did when it was first acquired.Cost for all other inventory is measured on the basis of weighted average cost.Inventories acquired for no cost or nominal considerations are measured at currentreplacement cost at the date of acquisition.(k) Investments and Other Financial AssetsOther financial assets are recognised and derecognised on trade date where purchase or saleof an investment is under a contract whose terms require delivery of the investment within thetimeframe established by the market concerned, and are initially measured at fair value, net oftransaction costs.Portland District Health classifies its other financial assets between current and non-currentassets based on the purpose for which the assets were acquired. Management determines theclassification of its other financial assets at initial recognition.Portland District Health assesses at each balance sheet date whether a financial asset or groupof financial assets is impaired.All financial assets, except those measured at fair value through profit and loss are subject toannual review for impairment.Loans and receivablesTrade receivables, loans and other receivables are recorded at amortised cost, using theeffective interest method, less impairment. Term deposits with maturity greater than threemonths are also measured at amortised cost, using the effective interest method, lessimpairment.The effective interest method is a method of calculating the amortised cost of a financial assetand of allocating interest income over the relevant period. The effective interest rate is therate that exactly discounts estimated future cash receipts through the expected life of thefinancial asset, or, where appropriate a shorter period.Held to maturity investmentsWhere Portland District Health has the positive intent and ability to hold investments tomaturity, they are measured at amortised cost less impairment losses.Available-for-sale financial assetsOther financial assets held by Portland District Health are classified as being available-for-saleand are stated at fair value. Gains and losses arising from changes in fair value are recogniseddirectly in equity until the investment is disposed of or is determined to be impaired, at whichtime the cumulative gain or loss previously recognised in equity is included in profit or loss forthe period. Fair value is determined in the manner described in Note 18.(l) Property, Plant and EquipmentCrown Land is measured at fair value with regard to the property’s highest and best use afterdue consideration is made for any legal or constructive restrictions imposed on the land, publicannouncements or commitments made in relation to the intended use of the asset. Theoreticalopportunities that may be available in relation to the asset(s) are not taken into account untilit is virtually certain that any restrictions will no longer apply.11

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Land and Buildings are recognised initially at cost and subsequently measured at fair valueless accumulated depreciation and impairment.Plant, Equipment and Vehicles are recognised initially at cost and subsequently measuredat fair value less accumulated depreciation and impairment.(m) Revaluations of Non-current Physical AssetsNon-current physical assets measured at fair value are revalued in accordance with FRD 103DNon-current physical assets. This revaluation process normally occurs at least every fiveyears, based upon the asset’s Government Purpose Classification, but may occur morefrequently if fair value assessments indicate material changes in values. Independent valuersare used to conduct these scheduled revaluations and any interim revaluations are determinedin accordance with the requirements of the FRD’s. Revaluation increments or decrements arisefrom differences between an asset’s carrying value and fair value.Revaluation increments are credited directly to the asset revaluation surplus, except that, tothe extent that an increment reverses a revaluation decrement in respect of that same class ofasset previously recognised at an expense in net result, the increment is recognised asrevenue 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 surplus in respect of thesame class of assets, they are debited directly to the asset revaluation surplus.Revaluation surplus are normally not transferred to accumulated funds on derecognition of therelevant asset.In accordance with FRD 103D, Portland District Health’s non-current physical assets wereassessed to determine whether revaluation of the non-current physical assets was required.(n) DepreciationAssets with a cost in excess of $1,000 (2008-09 and 2009-10) are capitalised and depreciationhas been provided on depreciable assets so as to allocate their cost or valuation over theirestimated useful lives. Depreciation is generally calculated on a straight-line basis, at a ratethat allocates the asset value, less any estimated residual value over its estimated useful life.Estimates of the remaining useful lives and depreciation method for all assets are reviewed atleast annually. This depreciation charge is not funded by the Department of Health.Depreciation is provided on property, plant and equipment, including freehold buildings, butexcluding land and investment properties. Depreciation begins when the asset is available foruse, which is when it is in the location and condition necessary for it to be capable of operatingin a manner intended by management.The following table indicates the expected useful lives of non current assets on which thedepreciation charges are based.2010 2009Buildings 20 to 45 Years 30 to 40 YearsPlant & Equipment 8 to 10 Years 8 to 10 YearsMedical Equipment 7 to 9 Years 7 to 9 YearsAs part of the Building valuation, building values were componentised and each componentassessed for its useful life which is represented above.12

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.(o) Net Gain/ (Loss) on Non-Financial AssetsNet gain/ (loss) on non-financial assets includes realised and unrealised gains and losses fromrevaluations, impairments and disposals of all physical assets and intangible assets.Disposal of Non-Financial AssetsAny gain or loss on the sale of non-financial assets is recognised at the date that control of theasset is passed to the buyer and is determined after deducting from the proceeds the carryingvalue of the asset at the time.Impairment of Non-Financial AssetsApart from intangible assets with indefinite useful lives, all other assets are assessed annuallyfor indications of impairmentIf there is an indication of impairment, the assets concerned are tested as to whether theircarrying value exceeds their recoverable amount. Where an asset’s carrying value exceeds itsrecoverable amount, the difference is written-off as an expense to the extent that the writedowncan be debited to an asset revaluation surplus amount applicable to that same class ofasset.It is deemed that, in the event of the loss of an asset, the future economic benefits arisingfrom the use of the asset will be replaced unless a specific decision to the contrary has beenmade. The recoverable amount for most assets is measured at the higher of depreciatedreplacement cost and fair value less costs to sell. Recoverable amount for assets held primarilyto generate net cash flows is measured at the higher of the present value of the future cashflows expected to be obtained from the asset and fair value less costs to sell.(p) Net Gain/(Loss) on Financial InstrumentsNet gain/loss on financial instruments includes realised and unrealised gains and losses fromrevaluations of financial instruments that are designated at fair value through profit or loss orheld-for-trading, impairment and reversal of impairment for financial instruments at amortisedcost, and disposals of financial assets.Revaluation of Financial Instruments at Fair ValueThe revaluation gain/loss on financial instruments at fair value excludes dividends or interestearned on financial assets.Impairment of Financial AssetsFinancial Assets have been assessed for impairment in accordance with Australian AccountingStandards. Where a financial asset’s fair value at balance date has reduced by 20 per cent ormore than its cost price; or where its fair value has been less than its cost price for a period of12 or more months, the financial instrument is treated as impaired.In order to determine an appropriate fair value as at 30 June 2010 for its portfolio of financialassets, Portland District Health obtained a valuation. This value was compared against thevaluation methodologies provided by the issuer as at 30 June 2010. These methodologies werecritiqued and considered to be consistent with standard market valuation techniques.Prices obtained from both sources were compared and were generally consistent with the fullportfolio. The above valuation process was used to quantify the level of impairment on theportfolio assets as at year end.13

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.(q) PayablesThese amounts consist predominantly of liabilities for goods and services.Payables are initially recognised at fair value, and then subsequently carried at amortised costand represent liabilities for goods and services provided to Portland District Health prior to theend of the financial year that are unpaid, and arise when Portland District Health becomesobliged to make future payments in respect of the purchase of these goods and services.The normal credit terms are usually Nett 30 days.(r) ProvisionsProvisions are recognised when Portland District Health has a present obligation, the futuresacrifice of economic benefits is probable, and the amount of the provision can be measuredreliably.The amount recognised as a provision is the best estimate of the consideration required tosettle the present obligation at reporting date, taking into account the risks and uncertaintiessurrounding the obligation. Where a provision is measured using the cash flows estimated tosettle the present obligation, its carrying amount is the present value of those cash flows.(s) Interest Bearing LiabilitiesInterest Bearing liabilities in the Balance Sheet are recognised at fair value upon initialrecognition. Subsequent to initial recognition, interest bearing liabilities are measured atamortised cost with any difference between the initial recognised amounts and the redemptionvalue being recognised in profit and loss over the period of the interest bearing liability usingthe effective interest method. Fair value is determined in the manners described in Note 18.(t) Goods and Services TaxIncome, expenses and assets are recognised net of the amount of associated GST, unless theGST incurred is not recoverable from the taxation authority. In this case it is recognised aspart of the cost of acquisition of the asset or part of the expense.Receivables and payables are stated inclusive of the amount of GST receivable or payable. Thenet amount of GST recoverable from, or payable to, the taxation authority is included withother receivables or payables in the balance sheet.Cash flows are presented on a gross basis. The GST components of cash flows arising frominvesting or financing activities which are recoverable from, or payable to the taxationauthority, are presented as operating cashflow.Commitments and contingent assets and liabilities are presented on a gross basis.(u) Employee BenefitsWages and Salaries, Annual Leave, Sick Leave and Accrued Days OffLiabilities for wages and salaries, including non-monetary benefits, annual leave accumulatingsick leave and accrued days off expected to be settled within 12 months of the reporting dateare recognised in the provision for employee benefits in respect of employee’s services up tothe reporting date, and are classified as current liabilities and measured at their nominal value.Those liabilities that Portland District Health does not expect to settle within 12 months arerecognised in the provision for employee benefits as current liabilities, measured at presentvalue of the amounts expected to be paid when the liabilities are settled using theremuneration rate expected to apply at the time of settlement.14

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Long Service LeaveThe liability for long service leave (LSL) is recognised in the provision for employee benefits.Current Liability – unconditional LSL (representing 10 or more years of continuous service)is disclosed in the notes to the financial statements as a current liability even where PortlandDistrict Health does not expect to settle the liability within 12 months because it will not havethe unconditional right to defer the settlement of the entitlement should an employee takeleave within 12 months.The components of this current LSL liability are measured at:● present value – component that Portland District Health does not expect to settle within 12months; and● nominal value – component that Portland District Health expects to settle within 12 months.Non Current Liability – conditional LSL (represents less than 10 years of continuousservice) is disclosed as a non-current liability. There is an unconditional right to defer thesettlement of the entitlement until the employee has completed the requisite years of service.Conditional LSL is required to be measured at present value.Consideration is given to expected future wage and salary levels, experience of employeedepartures and periods of service. Expected future payments are discounted using interestrates of Commonwealth Government guaranteed securities in Australia.SuperannuationDefined contribution plansContributions to defined contribution superannuation plans are expenses when incurred.Defined benefit plansThe amount charged to the Comprehensive Operating Statement in respect of defined benefitsuperannuation plans represents the contributions made by Portland District Health to thesuperannuation plans in respect to the current services of current Health Service 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 andPortland District Health contributes to both the defined benefit and defined contribution plans.The defined benefits plan(s) provide benefits based on years of service and final averagesalary.The name and details of the major employee superannuation funds and contributions made byPortland District Health are as follows:Fund Contributions Paid or Payable for the Year2010 2009$’000 $’000Defined Benefit plans:Health Super 1,384 1,288HESTA 228 174Other 33 40Defined Contribution plansHealth Super 84 90TOTAL 1,729 1,59215

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Portland District Health does not recognise any unfunded defined benefit liability in respect ofthe superannuation plans because Portland District Health has no legal or constructiveobligation to pay future benefits relating to its employees; its only obligation is to paysuperannuation contributions as they fall due. The Department of Treasury and Financeadministers and discloses the State’s defined benefit liabilities in its financial statements.Termination BenefitsTermination benefits are payable when employment is terminated before the normalretirement date or when an employee accepts voluntary redundancy in exchange for thesebenefits.Liabilities for termination benefits are recognised when a detailed plan for termination hasbeen developed and a valid expectation has been raised with those employees affected thatthe terminations will be carried out. The liabilities for termination benefits are recognised inother creditors unless the amount or timing of the payments is uncertain, in which case theyare recognised as a provision.On-CostsEmployee benefit on-costs are recognised and included in employee benefit liabilities and costswhen the employee benefits to which they relate are recognised as liabilities.(v) Finance CostsFinance costs are recognised as expenses in the period in which they are incurred.Finance costs include:- interest on bank overdrafts and short and long-term borrowings;- amortisation of discounts or premiums relating to borrowings;- amortisation of ancillary costs incurred in connection with the arrangement ofborrowings; and- finance charges in respect of finance leases recognised in accordance with AASB 117Leases.(w) Residential Aged Care ServiceThe following Residential Aged Care Services operations are an integral part of Portland DistrictHealth and share its resources.– Harbour Side LodgeThis Residential Aged Care Services are substantially funded by Commonwealth bed daysubsidies. Where services are co-located with other health service operations anapportionment of land and buildings has been made based on floor space. The results of alloperations have been segregated based on actual revenue earned and expenditure incurred byeach operation.(x) Joint VenturesInterests in jointly controlled operations and jointly controlled assets are accounted for byrecognising in Portland District Health’s financial statements, its share of assets, liabilities andany revenue and expenses of such joint ventures. Details of the joint venture are set out inNote 10.(y) Intersegment TransactionsTransactions between segments within Portland District Health have been eliminated to reflectthe extent of Portland District Health's operations as a group.16

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.(z) LeasesLeases are classified at their inception as either operating or finance leases based on theeconomic substance of the agreement so as to reflect the risks and rewards incidental toownership.Leases of property, plant and equipment are classified as finance leases whenever the terms ofthe lease transfer substantially all the risks and rewards of ownership to the lessee. All otherleases are classified as operating leases.Finance LeasesEntity as lesseeFinance leases are recognised as assets and liabilities at amounts equal to the fair value of thelease property or, if lower, the present value of the minimum lease payment, each determinedat the inception of the lease. The lease asset is depreciated over the shorter of the estimatedlife of the useful life of the asset or the term of the lease. Minimum lease payments areapportioned between reduction of the outstanding lease liability, and the periodic financeexpense which is calculated using the interest rate implicit in the lease, and charged directly tothe Comprehensive Operating Statement.Operating LeasesRental income from operating lease is recognised on a straight-line basis over the term of therelevant lease.Operating lease payments, including any contingent rentals, are recognised as an expense inthe operating statement on a straight line basis over the lease term, except where anothersystematic basis is more representative of the time pattern of the benefits derived from theuse of the leased assets.(aa) Income RecognitionIncome is recognised in accordance with AASB 118 Revenue and is recognised as to the extentit 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 andtaxes.Government Grants and other transfers of income (other than contributions byowners)Grants are recognised as income when Portland District Health gains control of the underlyingassets in accordance with AASB 1004 Contributions. For reciprocal grants Portland DistrictHealth is deemed to have assumed control when the performance has occurred under thegrant. For non-reciprocal grants Portland District Health is deemed to have assumed controlwhen the grant is received or receivable. Conditional grants may be reciprocal or nonreciprocaldepending on the terms of the grant.Indirect Contributions from the Department of Health– Insurance is recognised as revenue following advice from the Department of Health.– Long Service Leave (LSL) – Revenue is recognised upon finalisation of movements inLSL liability in line with the arrangements set out in the Metropolitan Health and AgedCare Services Division Hospital Circular 14/2009.Patient and Resident FeesPatient fees are recognised as revenue at the time the invoices are raised.Private Practice FeesPrivate Practice fees are recognised as revenue at the time the invoices are raised.17

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Donations and Other BequestsDonations and bequests are recognised as revenue when received. If donations are for aspecial purpose, they may be appropriated to a reserve, such as specific restricted purposereserve.Dividend RevenueDividend revenue is recognised on a receivable basisInterest RevenueInterest revenue is recognised on a time proportionate basis that takes into account theeffective yield of the financial asset.Sale of InvestmentsThe profit/loss on the sale of investments is recognised when the investment is realised(ab) Fund AccountingPortland District Health operates on a fund accounting basis and maintains three funds:Operating, Specific Purpose and Capital Funds. Portland District Health's Capital and SpecificPurpose Funds include unspent capital donations and receipts from fund-raising activitiesconducted solely in respect of these funds.(ac) Services Supported By Health Services Agreement and ServicesSupported By Hospital and Community InitiativesActivities classified as Services Supported by Health Services Agreement (HSA) aresubstantially funded by the Department of Health and includes Residential Aged Care Services(RACS) and are also funded from other sources such as the Commonwealth, patients andresidents; while Services Supported by Hospital and Community Initiatives (Non HSA) arefunded by Portland District Health's own activities or local initiatives and/or theCommonwealth.(ad) Resources Provided and Received Free of Charge or for NominalConsiderationResources provided or received free of charge or for nominal consideration are recognised attheir fair value when the transferee obtains control over them, irrespective of whetherrestrictions or conditions are imposed over the use of the contributions, unless received fromanother entity or agency as a consequence of a restructuring of administrative arrangements.In the latter case, such transfer will be recognised at carrying value. Contributions in the formof services are only recognised when a fair value can be reliably determined and the serviceswould have been purchased if not donated.Financial M(ae) Property, Plant & Equipment Revaluation SurplusThe asset revaluation surplus is used to record increments and decrements on the revaluationof non-current assets.(af) Financial Assets Available–for–Sale Revaluation SurplusThe available-for-sale revaluation reserve arises on the revaluation of available-for-salefinancial assets. Where a revalued financial asset is sold, that portion of the reserve whichrelates to that financial asset is effectively realised, and is recognised in the ComprehensiveOperating Statement. Where a revalued financial asset is impaired that portion of the reservewhich relates to that financial asset is recognised in the Comprehensive Operating Statement.18

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.(ag) Specific Restricted Purpose ReserveA specific restricted purpose reserve is established where Portland District Health haspossession or title to the funds but has no discretion to amend or vary the restriction and/orcondition underlying the funds received.(ah) Contributed CapitalConsistent with Australian Accounting Interpretation 1038 Contributions by Owners Made toWholly-Owned Public Sector Entities and FRD 119 Contributions by Owners, appropriations foradditions to the net asset base have been designated as contributed capital. Other transfersthat are in the nature of contributions or distributions have also been designated ascontributed capital and are also treated as contributed capital.(ai) CommitmentsCommitments are not recognised on the Balance Sheet. Commitments are disclosed at theirnominal value and are inclusive of the GST payable.(aj) Contingent assets and contingent liabilitiesContingent assets and contingent liabilities are not recognised in the Balance Sheet, but aredisclosed by way of note and, if quantifiable, are measured at nominal value. Contingentassets and contingent liabilities are presented inclusive of GST receivable or payablerespectively.(ak) Net Result before Capital & Specific ItemsThe subtotal entitled “Net Result before Capital & Specific Items” is included in theComprehensive Operating Statement to enhance the understanding of the financialperformance of Portland District Health. This subtotal reports the result excluding items suchas capital grants, assets received or provided free of charge, depreciation, and items ofunusual nature and amount such as specific revenues and expenses. The exclusion of theseitems is made to enhance matching of income and expenses so as to facilitate thecomparability and consistency of results between years and Victorian Public Health Services.The “Net Result before Capital & Specific Items” is used by the management of PortlandDistrict Health, the Department of Health and the Victorian Government to measure theongoing 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 forthe purpose of acquiring non-current assets, such as capital works, plant and equipment orintangible assets. It also includes donations of plant and equipment (if received). Consequentlythe recognition of revenue as capital purpose income is based on the intention of the providerof the revenue at the time the revenue is provided.• Specific income/expense comprises the following items, where material:– Non-current asset revaluation increments/decrements– Diminution in investments• Impairment of financial and non-financial assets, includes all impairment losses (and reversalof previous impairment losses), related to non current assets,• Depreciation and amortisation, as described in Note 1 (n),• Assets provided free of charge,19

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.• Expenditure using capital purpose income, which comprises expenditure which either fallsbelow the asset capitalization threshold (Note 1 (n)) or does not meet asset recognition criteriaand therefore does not result in the recognition of an asset in the balance sheet, wherefunding for that expenditure is from capital purpose income.(al)Category GroupsPortland District Health has used the following category groups for reporting purposes for thecurrent and previous financial years.Acute Health (Admitted Patients) comprises all recurrent health revenue/expenditure onadmitted patient services, where services are delivered in public hospitals, or free standing dayhospital facilities, or palliative care facilities, or rehabilitation facilities, or alcohol and drugtreatment units or hospitals specialising in dental services, hearing and ophthalmic aids.Primary Health comprises revenue/expenditure for Community Health Services includinghealth promotion and counselling, physiotherapy, speech therapy, podiatry and occupationaltherapy.Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to inthe past as psycho geriatric residential services, comprises those Commonwealth-licensedresidential aged care services in receipt of supplementary funding from DH under the mentalhealth program. It excludes all other residential services funded under the mental healthprogram, such as mental health-funded community care units (CCUs) and secure extendedcare units (SECs).Other Services excluded from Australian Health Care Agreement (AHCA) (Other)comprises revenue/expenditure for services not separately classified above, including: Publichealth services including Laboratory testing, Blood Borne Viruses / Sexually TransmittedInfections clinical services, Kooris liaison officers, immunisation and screening services, Drugsservices including drug withdrawal, counselling and the needle and syringe program, DentalHealth services including general and specialist dental care, school dental services and clinicaleducation, Disability services including aids and equipment and flexible support packages topeople with a disability, Community Care programs including sexual assault support, earlyparenting services, parenting assessment and skills development, and various supportservices. Health and Community Initiatives also falls in this category group.(am) New Accounting Standards and InterpretationsCertain new accounting standards and interpretations have been published that are notmandatory for 30 June 2010 reporting period. As at 30 June 2010, the following standardsand interpretations had been issued but were not mandatory for financial years ending 30 June2010.Portland District Health has not and does not intend to adopt these standards early.Standard /InterpretationAASB 2009-5 Furtheramendments to AustralianAccounting Standardsarising from the annualimprovements project[AASB 5, 8, 101, 107, 117,118, 136 and 139]AASB 2009-9 Amendmentsto Australian AccountingSummarySome amendments will resultin accounting changes forpresentation, recognition ormeasurement purposes, whileother amendments will relateto terminology and editorialchanges.Applies to Health Servicesadopting AustralianApplicable forreportingperiodsbeginning onor ending onBeginning 1 January2010Beginning 1 January2010Impact onHealth Service’sAnnualStatementsTerminology and editorialchanges. Impact minor.No impact.Relates only to first time20

Notes To and Forming Part of the Financial Statements for the Year Ended 30 June 2010.Standards – additionalexemptions for first-timeadopters [AASB 1]Accounting Standards for thefirst time, to ensure HealthServices will not face unduecost of effort in the transitionprocess in particularsituations.adopters of AustralianAccounting Standards.AASB 124 Related PartyDisclosures (Dec 2009)Government related HealthServices have been grantedpartial exemption with certaindisclosure requirements.Beginning 1 January2011Preliminary assessmentsuggests that impact isinsignificant. However,the Health Service is stillassessing the detailedimpact and whether toadopt early.AASB 2009-12 Amendmentsto Australian AccountingStandards [AASB 5, 8, 108,110, 112, 119, 133, 137,139, 1023 and 1031 andInterpretations 2, 4, 16,1039 and 1052]This standard amends AASB 8to require an entity toexercise judgement inassessing whether agovernment and HealthServices known to be underthe control of thatgovernment are considered asingle customer for purposesof certain operating segmentdisclosures.This standard also makesnumerous editorialamendments to other AAS’s.Beginning 1 January2011AASB 8 does not apply toHealth Services thereforeno impact expected.Otherwise, only editorialchanges arising fromamendments to otherstandards, no majorimpact.Impacts of editorialamendments are notexpected to beinsignificant.AASB 200-14 Amendmentsto Australian Interpretation–Prepayments of aminimum fundingrequirement.[AASB Interpretation 14]Amendment to Interpretation14 arising from the issuanceof Prepayments of a minimumfunding requirement.Beginning 1 January2011Expected to have nosignificant impact.AASB 9 Financialinstruments.This standard simplifiesrequirements for theclassification andmeasurement of financialassets resulting from Phase 1of the IASB’s project toreplace IAS 39 FinancialInstruments: recognition andmeasurement (AASB 139financial Instruments:recognition andmeasurement)Beginning 1 January2013Detail of impact still beingassessed.AASB 2009-11 Amendmentsto Australian AccountingStandards arising fromAASB 9 [AASB 1, 3, 4, 5, 7,101, 102, 108, 112, 118,121, 127, 128, 131, 132,136, 139, 1023 and 1038and Interpretations 10 and12]This gives effect toconsequential changes arisingfrom the issuance of AASB 9.Beginning 1 January2013Detail of impact still beingassessed.21

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 2: RevenueHSA HSA Non HSA Non HSA Total TotalRevenue from Operating Activities2010 2009 2010 2009 2010 2009$'000 $'000 $'000 $'000 $'000 $'000Government Grants- Department of Health 21,569 20,357 - - 21,569 20,357- Dental Health Services Victoria 597 797 - - 597 797- Other - 274 - - - 274Total Government Grants 22,166 21,428 - - 22,166 21,428Indirect Contributions by Department of Health- Insurance 538 486 - - 538 486- Long Service Leave - 130 - - - 130Total Indirect Contributions by Department of Health 538 616 - - 538 616Patient and Resident Fees- Patient and Resident Fees (refer note 2b) 3,159 2,527 - - 3,159 2,527Total Patient & Resident Fees 3,159 2,527 - - 3,159 2,527Other Revenue from Operating Activities 929 1,043 - - 929 1,043Sub-Total Revenue from Operating Activities 26,792 25,614 - - 26,792 25,614HSA HSA Non HSA Non HSA Total Total2010 2009 2010 2009 2010 2009$'000 $'000 $'000 $'000 $'000 $'000Revenue from Non-Operating ActivitiesInterest & Dividends - - 110 230 110 230Other Revenue from Non-Operating Activities - - 3,144 3,132 3,144 3,132Sub-Total Revenue from Non-Operating Activities - - 3,254 3,362 3,254 3,362Revenue from Capital Purpose IncomeState Government Capital Grants- Targeted Capital Works and Equipment 196 178 - - 196 178Commonwealth Government Capital Grants - - 98 - 98 -Residential Accommodation Payments (refer note 2b) 166 156 - - 166 156Net Gain/(Loss) on Disposal of Non-Financial Assets (refer note 2c) - - 11 32 11 32Donations & Bequests - - 97 149 97 149Sub-Total Revenue from Capital Purpose Income 362 334 206 181 568 515Share of Net Result of Associates & Joint Ventures Accounted for using theEquity Model (refer note 10) (73) 192 - - (73) 192Total Revenue (refer to note 2a) 27,081 26,140 3,460 3,543 30,541 29,683Indirect contributions by Department of Health:Department of Health makes certain payments on behalf of the Health Service. These amounts have been brought to account in determining the operating result for the year by recording them asrevenue and expenses.This note relates to revenues above the net result line only, and does not reconcile to comprehensive income22

Note 2a: Analysis of Revenue by SourceNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Revenue from Services Supported by Health Services AgreementOtherTotal2010 2010 2010 2010 2010$'000 $'000 $'000 $'000 $'000Government Grants 17,901 863 3,402 22,166Indirect contributions by Department of Health 430 54 40 14 538Patient & Resident Fees (refer note 2b) 1,126 1,858 175 - 3,159Residential Accommodation Payments - 166 - - 166Other Revenue from Operating Activities - - - 929 929Capital Purpose Income (refer note 2) 176 - 20 - 196Share of Net Result of Associates & Joint Ventures Accounted for using theEquity Model (refer note 10)(78) - 5 - (73)Sub-Total Revenue from Services Supported by Health ServicesAgreement 19,555 2,941 3,642 943 27,081Revenue from Services Supported by Hospital and CommunityInitiatives*Acute HealthPrimaryHealthBusiness Units & Specific Purpose Funds - - - 3,144 3,144Other - - - 110 110Capital Purpose Income (refer note 2) 18 - - 188 206Sub-Total Revenue from Services Supported by Hospital andCommunity Initiatives 18 - - 3,442 3,460Total Revenue 19,573 2,941 3,642 4,385 30,541RACIndirect contributions by Department of Health:Department of Health makes certain payments on behalf of the Health Service. These amounts have been brought to account in determining the operating resultfor the year by recording them as revenue and expenses.23

Note 2a: Analysis of Revenue by Source (continued)Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Revenue from Services Supported by Health ServicesAgreementOtherTotal2009 2009 2009 2009 2009$'000 $'000 $'000 $'000 $'000Government Grants 16,736 815 3,877 - 21,428Indirect contributions by Department of Health 519 55 25 17 616Patient & Resident Fees (refer note 2b) 509 1,790 228 - 2,527Residential Accommodation Payments - 156 - - 156Other Revenue from Operating Activities - 1,043 1,043Capital Purpose Income (refer note 2) 178 - - - 178Share of Net Result of Associates & Joint Ventures Accounted for usingthe Equity Model (refer note 10)134 - 58 - 192Sub-Total Revenue from Services Supported by Health ServicesAgreement 18,076 2,816 4,188 1,060 26,140Revenue from Services Supported by Hospital and CommunityInitiatives*Acute HealthBusiness Units & Specific Purpose Funds - - - 3,132 3,132Other - - - 230 230Capital Purpose Income (refer note 2) - - - 181 181Sub-Total Revenue from Services Supported by Hospital andCommunity Initiatives - - - 3,543 3,543Total Revenue 18,076 2,816 4,188 4,603 29,683RACPrimaryHealthIndirect contributions by Department of Health:Department of Health makes certain payments on behalf of the Health Service. These amounts have been brought to account in determining theoperating result for the year by recording them as revenue and expenses.24

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 2b: Patient and Resident FeesTotal Total2010 2009$'000 $'000Patient and Resident Fees RaisedRecurrent:Acute– Inpatients 604 406– Outpatients 697 331Residential Aged Care– Residential Accommodation Payments(*) 1,858 1,790Total Recurrent 3,159 2,527Capital Purpose:Residential Accommodation Payments(*) 166 156Total Capital 166 156(*) This includes accommodation charges, interest earned on accommodationbonds and retention amount.25

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 2c: Net Gain/(Loss) on Disposal of Non-Financial AssetsTotal Total2010 2009$'000 $'000Proceeds from Disposals of Non-Current AssetsMotor Vehicles 16 48Total Proceeds from Disposal of Non-CurrentAssets 16 48Less: Written Down Value of Non-Current AssetsSoldMotor Vehicles 5 16Total Written Down Value of Non-Current AssetsSold 5 16Net gains/(losses) on Disposal of Non-CurrentAssets 11 3226

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 3: ExpensesHSA HSA Non HSA Non HSA Total Total2010 2009 2010 2009 2010 2009$'000 $'000 $'000 $'000 $'000 $'000Employee BenefitsSalaries & Wages 18,527 16,465 1,381 1,525 19,908 17,990WorkCover Premium 399 443 37 47 436 490Long Service Leave 310 343 41 24 351 367Superannuation 1,609 1,479 120 113 1,729 1,592Total Employee Benefits 20,845 18,730 1,579 1,709 22,424 20,439Non Salary Labour CostsFees for Visiting Medical Officers* 761 1,090 544 613 1,305 1,703Total Non Salary Labour Costs 761 1,090 544 613 1,305 1,703Supplies & ConsumablesDrug Supplies 417 424 - - 417 424Medical, Surgical Supplies and Prosthesis 1,179 916 61 59 1,240 975Food Supplies 400 410 192 208 592 618Total Supplies & Consumables 1,996 1,750 253 267 2,249 2,017Other Expenses from Continuing OperationsDomestic Services & Supplies 271 282 16 45 287 327Fuel, Light, Power and Water 302 270 79 79 381 349Insurance costs funded by DH 538 486 - - 538 486Motor Vehicle Expenses 93 112 - 1 93 113Repairs & Maintenance 297 264 32 26 329 290Maintenance Contracts 104 256 144 46 248 302Patient Transport 178 154 - - 178 154Bad & Doubtful Debts 38 83 - - 38 83Lease Expenses 50 33 73 78 123 111Other Administrative Expenses 1,933 1,808 85 96 2,018 1,904Audit Fees - VAGO - Audit of Financial Statements 15 14 - - 15 14Total Other Expenses from Continuing Operations 3,819 3,762 429 371 4,248 4,133Depreciation & Amortisation 2,626 1,501 480 130 3,106 1,631Finance Costs - - 63 75 63 75Total 2,626 1,501 543 205 3,169 1,706Total Expenses 30,047 26,833 3,348 3,165 33,395 29,99827

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 3a: Analysis of Expenses by SourceServices Supported by Health Services AgreementAcute HealthRACPrimaryHealth Other Total2010 2010 2010 2010 2010$'000 $'000 $'000 $'000 $'000Employee Benefits 12,388 2,689 3,843 1,840 20,760Non Salary Labour Costs 654 - 108 - 762Supplies & Consumables 1,594 275 126 - 1,995Other Expenses from Continuing Operations 2,962 138 315 402 3,817Sub-Total Expenses from Services Supported by Health ServicesAgreement 17,598 3,102 4,392 2,242 27,334Services Supported by Hospital and Community InitiativesEmployee Benefits - - - 1,663 1,663Non Salary Labour Costs - - - 543 543Supplies & Consumables - - - 254 254Other Expenses from Continuing Operations - - - 495 495Sub-Total Expense from Services Supported by Hospital and CommunityInitiatives - - - 2,955 2,955Depreciation & Amortisation (refer note 4) 2,201 352 74 479 3,106Sub-total Expenditure from Services supported by Health ServicesAgreement and by Hospital and Community Initiatives 2,201 352 74 479 3,106Total Expenses 19,799 3,454 4,466 5,676 33,39528

Note 3a: Analysis of Expenses by Source (continued)Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Acute HealthRACPrimaryHealth Other Total2009 2009 2009 2009 2009$'000 $'000 $'000 $'000 $'000Services Supported by Health Services AgreementEmployee Benefits 10,957 2,557 3,718 1,498 18,730Non Salary Labour Costs 1,090 - 1,090Supplies & Consumables 1,370 265 115 - 1,750Other Expenses from Continuing Operations 2,920 252 254 336 3,762Sub-Total Expenses from Services Supported by HealthServices Agreement 16,337 3,074 4,087 1,834 25,332Services Supported by Hospital and Community InitiativesEmployee Benefits - - - 1,709 1,709Non Salary Labour Costs - - - 613 613Supplies & Consumables - - - 267 267Other Expenses from Continuing Operations - - - 446 446Sub-Total Expense from Services Supported by Hospital andCommunity Initiatives - - - 3,035 3,035Depreciation & Amortisation (refer note 4) 1,159 235 107 130 1,631Sub-total Expenditure from Services supported by HealthServices Agreement and by Hospital and Community Initiatives 1,159 235 107 130 1,631Total Expenses 17,496 3,309 4,194 4,999 29,99829

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 3b: Analysis of Expenses by Internal andRestricted Specific Purpose Funds for ServicesSupported by Hospital and Community InitiativesTotal Total2010 2009$'000 $'000Private Practice and Other Patient Activities - -Laboratory Medicine - -Diagnostic Imaging 1,669 1,668Sea View House 1,111 1,199Meals on Wheels 126 135Specialist Clinic 158 124Medical Centre - 39TOTAL 3,064 3,16530

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 4: Depreciation and AmortisationTotal Total2010 2009$'000 $'000DepreciationBuildings 2,371 882Plant & Equipment 283 307Medical Equipment 285 277Computer Technology 34 21Motor Vehicles 85 62Other Equipment 48 82Total Depreciation 3,106 1,631Note 5: Finance CostsTotal Total2010 2009$'000 $'000Interest on Short Term Borrowings - 75TOTAL - 7531

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 6: Cash and Cash EquivalentsFor the purposes of the Cash Flow Statement, cash assets includes cash on handand in banks, and short-term deposits which are readily convertible to cash onhand, and are subject to an insignificant risk of change in value, net ofoutstanding bank overdrafts.Total Total2010 2009$'000 $'000Cash at Bank 2,171 1,958Short-term deposits 1,271 1,257TOTAL 3,442 3,215Represented by:Cash for Health Service Operations (as per Cash FlowStatement) 972 3,129Cash for Monies Held in Trust- Cash at Bank 2,470 86TOTAL 3,442 3,21532

Note 7: ReceivablesNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000CURRENTContractualTrade Debtors 175 302Patient Fees 337 339Accrued Investment Income 8 2Accrued Grant Revenue 44 57Accrued Revenue Other - 15Less Allowance for Doubtful DebtsPatient Fees (89) (86)475 629StatutoryGST Receivable 81 90Accrued Revenue - DH 297 -378 719TOTAL CURRENT RECEIVABLES 853 719NON CURRENTContractualInter Hospital Debtors 112 -TOTAL NON-CURRENT RECEIVABLES 112 -TOTAL RECEIVABLES 965 719(a) Movement in the Allowance for doubtful debtsTotal Total2010 2009$'000 $'000Balance at beginning of year 86 20Amounts written off during the year (35) (17)Increase/(decrease) in allowance recognised in profitor loss 38 83Balance at end of year 89 86(b) Ageing analysis of receivablesPlease refer to note 18(b) for the ageing analysis of receivables(c) Nature and extent of risk arising from receivablesPlease refer to note 18(b) for the nature and extent of credit risk arising fromreceivables33

Note 8: InventoriesNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000Pharmaceuticals at cost 75 75Catering supplies at cost - 8Housekeeping supplies at cost - 14Medical and surgical lines at cost - 81Administration stores at cost - 32TOTAL INVENTORIES 75 210Note 9: Other AssetsTotal Total2010 2009$'000 $'000Prepayments 47 18CURRENT 47 18TOTAL 47 1834

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 10: Investments Accounted for Using the Equity MethodTotal Total2010 2009$'000 $'000Investment in Associates 231 243TOTAL 231 243Ownership Interest Published Fair ValuePrincipal Country of 2010 2009 2010 2009Name of Entity Activity Incorporation % % $'000 $'000South West Alliance of RuralHealthInformationTechnology Australia 8.89 8.28 121 185Southern Grampians/Glenelg ShirePCPPrimaryHealthAustralia 31.00 17.06 110 5835

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 10: Investments Accounted for Using the EquityMethod (Continued)2010 2009$'000 $'000Summarised Financial Information of Associates:Current Assets 1,271 504Non-Current Assets 18 21Share of Total Assets 1,289 525Current Liabilities 1,047 281Non-Current Liabilities 11 1Share of Total Liabilities 1,058 282Net Assets 231 243Share of Associates Net AssetsTotal Income - -Net Result 231 243Share of Associates’ Result After Income Tax (73) 192Dividends received from AssociatesDuring the 2010 financial year, the Portland District Health received dividends of $0(2008/2009: $0) from its associates.Contingent Liabilities and Capital CommitmentsOperating Contract Commitments 708Operating Lease Commitments 795Capital Commitments - 4236

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 11: Property, Plant & EquipmentTotal Total2010 2009$'000 $'000LandLand at Fair Value 6,084 5,802Total Land 6,084 5,802BuildingsBuildings Under Construction at cost 162 12Buildings at Fair Value 28,127 28,127Less Acc'd Depreciation 2,370 -Buildings at Cost 46 -Less Acc'd Depreciation 2 -Total Buildings 25,963 28,139Plant and EquipmentPlant and Equipment at Fair Value 4,694 4,637Less Acc'd Depreciation 3,691 3,408Total Plant and Equipment 1,003 1,229Medical EquipmentMedical Equipment at Fair Value 2,797 2,498Less Acc'd Depreciation 1,321 1,037Total Medical Equipment 1,476 1,461Computers and CommunicationComputers and Communications 190 131Less Acc'd Depreciation 98 64Total Computers and Communication 92 67Furniture and FittingsFurniture and Fittings 389 384Less Acc'd Depreciation 210 161Total Furniture and Fittings 179 223Motor VehiclesMoror Vehicles 575 546Less Acc'd Depreciation 304 251Total Motor Vehicles 271 295TOTAL 35,068 37,21637

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 11: Property, Plant & Equipment (Continued)Reconciliations of the carrying amounts of each class of asset for the consolidated emtity at the beginning and end of the previous and current financial year is set out below.LandBuildingsPlant &EquipmentMedicalEquipmentComputer &CommunicationFurniture &FittingsMotorVehicles$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Balance at 1 July 2008 5,099 34,869 1,409 950 85 263 166 42,841Additions - 144 127 788 3 22 227 1,311Disposals - - - - - - (16) (16)Revaluation Increments/(Decrements) 703 (5,992) - - - - - (5,289)Depreciation and Amortisation (note 4) - (882) (307) (277) (21) (62) (82) (1,631)Balance at 1 July 2009 5,802 28,139 1,229 1,461 67 223 295 37,216Additions 282 195 57 300 59 4 65 962Disposals - - - - - - (4) (4)Depreciation and Amortisation (note 4) - (2,371) (283) (285) (34) (48) (85) (3,106)Balance at 30 June 2010 6,084 25,963 1,003 1,476 92 179 271 35,068TotalLand and buildings carried at valuationAn independent valuation of the Health Service's property, plant and equipment was performed by the Valuer-General Victoria to determine the fair value of the land and buildings. The valuation, whichconforms to Australian Valuation Standards, was determined by reference to the amounts for which assets could be exchanged between knowledgeable willing parties in an arm's length transaction. Thevaluation was based on independent assessments.The effective date of the valuation is 30 June 200938

Note 12: PayablesNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000CURRENTContractualTrade Creditors 1,055 893Accrued Expenses 382 3091,437 1,202StatutoryGST Payable - 22DH 137 770137 792TOTAL CURRENT 1,574 1,994TOTAL 1,574 1,994(a) Maturity analysis of payablesPlease refer to Note 18c for the ageing analysis of payables(b) Nature and extent of risk arising from payablesPlease refer to note 18c for the nature and extent of risks arising from payables39

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 13: Interest Bearing LiabilitiesTotal Total2010 2009$'000 $'000CURRENTAustralian Dollar Borrowings– Loan Treasury Corporation Victoria 234 220Total Australian Dollars Borrowings 234 220Total Current 234 220NON CURRENTAustralian Dollar Borrowings– Loan Treasury Corporation Victoria 742 977Total Australian Dollars Borrowings 742 977Total Non-Current 742 977Total Interest Bearing liabilities 976 1,197Current-Secured Long Term Fixed Interest Loan with Treasury 234 209Corporation Victoria.Non Current-Secured Long Term Fixed Interest Loan with TreasuryCorporation Victoria. 742 1,197The approved Bank Overdraft limit is $800,000.Finance Costs incurred by the Health Service during theyear are accounted as follows;Amount of finance costs recognised as expense. 63 75(a) Maturity analysis of interest bearing liabilitiesPlease refer to note 18(c) for the ageing analysis of interest bearing liabilities.(b) Nature and extent of risk arising from interest bearing liabilitiesPlease refer to note 18(c) for the nature and extent of risks arising from interest bearingliabilities.(c) Defaults and breachesDuring the current and prior year, there were no defaults and breaches of any of the loans.40

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 14: Employee Benefits and Related On-CostsProvisionsTotal Total2010 2009$'000 $'000Current ProvisionsEmployee Benefits- Unconditional and expected to be settled within 12months 1,816 1,906- Unconditional and expected to be settled after 12months 1,458 2,053Total Current Provisions 3,274 3,959Non-Current ProvisionsEmployee Benefits 766 802Total Non-Current Provisions 766 802Current Employee BenefitsUnconditional LSL Entitlement 1,471 1,406Annual Leave Entitlements 1,616 1,639Accrued Wages and Salaries 187 882Accrued Days Off - 32Non-Current Employee BenefitsConditional Long Service Leave Entitlements (presentvalue) 766 802Total Employee Benefits and Related On-Costs 4,040 4,761Movement in Long Service Leave:Balance at start of year 2,208 2,135Provision made during the year- Revaluations (22) (7)- Expense recognising Employee Service 373 383Settlement made during the year (322) (303)Balance at end of year 2,237 2,20841

Note 15: Other LiabilitiesNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000CURRENTMonies Held in Trust*- Patient Monies Held in Trust* 58 75- Accommodation Bonds (Refundable EntranceFees)* 42 33- Other Monies Held in Trust* 2,370 -Provision for Fee Sharing 138 216Income Received in Advance 73Total Current 2,681 324Total Other Liabilities 2,681 324* Total Monies Held in TrustRepresented by the following assets:Cash Assets (refer to Note 6) 2,470 86Receivables (refer to Note 7) - 22TOTAL 2,470 10842

Note 16: Equity(a) ReservesProperty, Plant & Equipment Revaluation Surplus 1Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000Balance at the beginning of the reporting period 3,147 8,436Revaluation Increment/(Decrements)- Land - 703- Buildings - (5,992)Balance at the end of the reporting period* 3,147 3,147* Represented by:- Land 2,902 2,902- Buildings 245 245- Plant and Equipment - -3,147 3,147Financial Assets Available-for-Sale Revaluation Surplus 2Balance at the beginning of the reporting period (7) -Valuation gain/(loss) recognised 5 (7)Balance at end of the reporting period (2) (7)(1)The property, plant & equipment asset revaluation surplus arises on the revaluation of property,plant & equipment.(2)The financial assets available-for-sale revaluation surplus arises on the revaluation of available-forsalefinancial assets. Where a revalued financial asset is sold, that portion of the reserve whichrelates to the financial asset, and is effectively realised, is recognised in the profit and loss. Where arevalued financial asset is impaired that portion of the reserve which relates to that financial asset isrecognised in profit and loss.43

Note 16: Equity (Continued)Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000Restricted Specific Purpose ReserveBalance at the beginning of the reporting period 1,221 1,805Transfer to and from Restricted Specific Purpose Reserve (Listtransfer by nature) - (584)Balance at the end of the reporting period 1,221 1,221Total Reserves 4,366 4,361(b) Contributed CapitalBalance at the beginning of the reporting period 35,695 35,695Balance at the end of the reporting period 35,695 35,695(c) Accumulated Surpluses/(Deficits)Balance at the beginning of the reporting period (6,711) (6,980)Net Result for the Year (2,854) (315)Transfers to and from Reserve (Identify the transfers from each ofthe above reserves) - 584Adjustments Resulting from Change in Equity Interest In JointVentures 61 -Balance at the end of the reporting period (9,504) (6,711)(d) Total Equity at end of financial year 30,557 33,34544

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 17: Reconciliation of Net Result for the Year toNet Cash Inflow/(Outflow) from OperatingTotal Total2010 2009$'000 $'000Net Result for the Year (2,854) (315)Depreciation & Amortisation 3,106 1,631Change in Inventories 135 -Net (Gain)/Loss from Sale of Plant and Equipment (11) (32)Change in Equity Interest In Joint Ventures 61 (6)Change in Operating Assets & Liabilities(Increase)/Decrease in Receivables (247) 356(Increase)/Decrease in Other Assets (195)(Increase)/Decrease in Prepayments (29) -Increase/(Decrease) in Payables (420) (285)Increase/(Decrease) in Employee Benefits (722) 227Increase/(Decrease) in Other Liabilities - 136Increase/(Decrease) in Investments (12) -NET CASH INFLOW/(OUTFLOW) FROMOPERATING ACTIVITIES (993) 1,51745

Note 18: Financial Instruments(a) Financial Risk Management Objectives and PoliciesThe Health Service's principal financial instruments comprise of:- Cash Assets- Term Deposits- Receivables (excluding statutory receivables)- Investment in Equities and Managed Investment Schemes- Payables (excluding statutory payables)- Accommodation BondsNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Details of the significant accounting policies and methods adopted, including thecriteria for recognition, the basis of measurement and the basis on which incomeand expenses are recognised, with respect to each class of financial asset,financial liability and equity instrument are disclosed in note 1 to the financialstatements.The main purpose in holding financial instruments is to prudentially manage theHealth Service financial risks within the government policy parameters.Categorisation of financial instrumentsDetails of each categories in accordance with AASB 139, shall be disclosed eitheron the face of the balance sheet or in the notes.CarryingAmountCarryingAmount2010 2009$'000 $'000Financial AssetsCash and cash equivalents 3,442 3,215Loans and receivables 973 629Total Financial Assets (i) 4,415 3,844Financial LiabilitiesAt Amortised Cost 5,094 2,723Total Financial Liabilities (ii) 5,094 2,723(i) The total amount of financial assets disclosed here excludes GST receivable (i.e. GSTinput tax credit recoverable)(ii) The total amount of financial liabilities disclosed here excludes GST payable (i.e. Taxespayables)Net holding gain/(loss) on financial instruments by categoryFinancial AssetsCarryingAmountCarryingAmount2010 2009$'000 $'000Loans and Receivables (i) 110 230Total Financial Assets 110 230Financial LiabilitiesAt Amortised Cost (ii) 63 75Total Financial Liabilities 63 75(i) For cash and cash equivalents, loans or receivables and available-for-sale financialassets, the net gain or loss is calculated by taking the interest revenue, plus or minusforeign exchange gains or losses arising from revaluation of the financial assets, and minusany impairment recognised in the net result;(ii) For financial liabilities measure at amortised cost, the net gain or loss is calculated bytaking the interest expense, plus or minus foreign exchange gains or losses arising from therevaluation of financial liabilities measured at amortised cost.46

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 18: Financial Instruments (continued)(b) Credit RiskThe Health Service exposure to credit risk and effective weighted average interest rate by ageing periods is set out in the following table. Forinterest rates applicable to each class of asset refer to individual notes to the financial statements.Ageing analysis of Financial Asset as at 30 JuneConsol'dCarryingAmountNot Past Dueand NotImpairedLess than 1MonthPast Due But Not Impaired1-3 Months 3 months - 1Year1-5 YearsImpairedFinancialAssets2010 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial AssetsCash and Cash Equivalents 3,442 3,442 - - - - -Receivables- Trade Debtors 175 159 15 1 - - -- Other Receivables 798 754 39 5 - - -Total Financial Assets 4,415 4,355 54 6 - - -2009Financial AssetsCash and Cash Equivalents 3,215 3,215 - - - - -Receivables- Trade Debtors 302 202 28 72 - - -- Other Receivables 413 276 38 99 - - -Total Financial Assets 3,930 3,693 66 171 - - -47

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 18: Financial Instruments (continued)(c) Liquidity RiskThe following table discloses the contractual maturity analysis for Portland District Health' s financial liabilities. For interestrates applicable to each class of liability refer to individual notes to the financial statements.Maturity analysis of Financial Liabilities as at 30 JuneMaturity DatesCarrying Contractual Less than 1 1-3 Months 3 months - 1 1-5 YearsAmount Cash Flows MonthYear2010 $'000 $'000 $'000 $'000 $'000 $'000Financial LiabilitiesPayables 1,437 1,437 1,297 140 - -Interest Bearing Liabilities 976 976 - - 234 742Other Financial Liabilities- Accommodation Bonds 42 42 - - 42 -- Other 2,639 2,639 73 196 2,370 -Total Financial Liabilities 5,094 5,094 1,370 336 2,646 7422009Financial LiabilitiesPayables 1,202 1,202 1,081 121 - -Interest Bearing Liabilities 1,197 1,197 - - 220 977Other Financial Liabilities- Accommodation Bonds 33 33 - - 33 -- Other 291 291 - 291 - -Total Financial Liabilities 2,723 2,723 1,081 412 253 97748

Note 18: Financial Instruments (continued)(d) Market RiskCurrency RiskNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010The Health Service's exposures to market risk are primarily through interest rate risk with only insignificantexposure to foreign currency and other price risks. Objectives, policies and processes used to manage each ofthese risks are disclosed in the paragraph below.The Health Service is exposed to insignificant foreign currency risk through its payables relating to purchases ofsupplies and consumables from overseas. This is because of a limited amount of purchases denominated inforeign currencies and a short timeframe between commitment and settlement.Interest Rate RiskExposure to interest rate risk might arise primarily through the Health Service's interest bearing liabilities.Minimisation of risk is achieved by mainly undertaking fixed rate or non-interest bearing financial instruments.For financial liabilities, the health service mainly undertake financial liabilities with relatively even maturityprofiles.Interest Rate Exposure of Financial Assets and Liabilities as at 30 JuneWeightedCarryingAverage Amount Fixed Variable Non-Effective Interest Interest InterestInterest Rate Rate Bearing2010 Rate (%) $'000 $'000 $'000Financial AssetsCash and Cash Equivalents 3.27 3,442 1,238 2,171 33Receivables- Trade Debtors 0.00 175 - - 175- Other Receivables 0 798 - - 7984,415 1,238 2,171 1,006Financial LiabilitiesPayables (i) 0.00 1,437 - - 1,437Interest Bearing Liabilities 5.75 976 976 - -Other Financial Liabilities- Accommodation Bonds 0 42 - 42 -- Other 0 2,639 - 269 2,3702009Financial Assets5,094 976 311 3,807Cash and Cash Equivalents 4.00 3,215 - 3,213 2Receivables - - - -- Trade Debtors 0.00 302 - - 302- Other Receivables - 413 - - 4133,930 - 3,213 717Financial LiabilitiesPayables (i) 0.00 1,202 1,081 121 -Interest Bearing Liabilities 5.75 1,197 - 220 977Other Financial LiabilitiesInterest Rate Exposure- Accommodation Bonds - 33 - 33 -- Other - 291 - 291 -2,723 1,081 665 97749

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 18: Financial Instruments (continued)(d) Market Risk (cont)Sensitivity Disclosure AnalysisTaking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Portland DistrictHealth believes the following movements are 'reasonably possible' over the next 12 months (Base rates are sourced from the Reserve Bank of Australia)- A shift of +1% and -1% in market interest rates (AUD) from year-end rates of 6%;- A parallel shift of +1% and -1% in inflation rate from year-end rates of 2%The following table discloses the impact on net operating result and equity for each category of financial instrument held by Portland District Health at year end aspresented to key management personnel, if changes in the relevant risk occur.CarryingInterest Rate RiskOther Price RiskAmount-1% +1% -1% +1%Profit Equity Profit Equity Profit Equity Profit Equity2010 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000Financial AssetsCash and Cash Equivalents 3,442 (34) (34) 34 34 - - - -Receivables- Trade Debtors 175 - - - - - - - -- Other Receivables 798 - - - - - - - -Financial LiabilitiesPayables 1,437 - - - - - - - -Interest Bearing Liabilities 976 10 10 (10) (10) - - - -Other Financial Liabilities - - - - - - - -- Accommodation Bonds 42 - - - - - - - -- Other 2,639 - - - - - - - -(24) (24) 24 24 - - - -2009Financial AssetsCash and Cash Equivalents 3,215 (32) (32) 32 32 - - - -Receivables- Trade Debtors 302 - - - - - - - -- Other Receivables 413 - - - - - - - -Financial LiabilitiesPayables 1,202 - - - - - - - -Interest Bearing Liabilities 1,197 12 12 (12) (12) - - - -Other Financial Liabilities- Accommodation Bonds 33 - - - - - - - -- Other 291 - - - - - - - -(20) (20) 20 20 - - - -50

Note 18: Financial Instruments (continued)Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010(e) Fair ValueThe fair values and net fair values of financial instrument assets and liabilities are determined as follows:• the fair value of financial instrument assets and liabilities with standard terms and conditions and traded inactive liquid markets are determined with reference to quoted market prices; and• the fair value of other financial instrument assets and liabilities are determined in accordance withgenerally accepted pricing models based on discounted cash flow analysis.The financial assets include holdings in unlisted shares. Fair value of these is determined by projecting futurecash inflows from expected future dividends and subsequent disposal of the securities. These cash flows arethen discounted back to their present value using a discount rate.The Health Services considers that the carrying amount of financial instrument assets and liabilities recordedin the financial statements to be a fair approximation of their fair values, because of the short-term nature ofthe financial instruments and the expectation that they will be paid in full.The following table shows that the fair values of most of the contractual financialassets and liabilities are the same as the carrying amounts.Comparison between carrying amount and fair valueCarryingAmountFair valueCarryingAmountFair valueFinancial Assets2010 2010 2009 2009$'000 $'000 $'000 $'000Cash and Cash Equivalents 3,442 3,442 3,215 3,215Receivables - -- Trade Debtors 175 175 302 302- Other Receivables 798 798 413 413Other Financial Assets- Term Deposit - - - -- Shares in Other Entities - - - -Total Financial Assets 4,415 4,415 3,930 3,930Financial LiabilitiesPayables 1,437 1,437 1,202 1,202Interest Bearing Liabilities 976 976 1,197 1,197Other Financial Liabilities- Accommodation Bonds 42 42 33 33- Other 2,639 2,639 291 291Total Financial Liabilities 5,094 5,094 2,723 2,72351

Note 19: Commitments for ExpenditureNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Total Total2010 2009$'000 $'000Capital Expenditure CommitmentsPayable:Land and Buildings 4,917 -Plant and Equipment 385 -Total Capital Commitments 5,302 -Land and BuildingsNot later than one year 3,688 -Later than 1 year and not later than 5 years 1,229 -Plant & EquipmentNot later than one year 289Later than 1 year and not later than 5 years 96 -Total 5,302 -Other Expenditure CommitmentsPayable:Computer Equipment 843 552Total Other Commitments 843 552Not later than one year 843 2Later than 1 year and not later than 5 years - 550TOTAL 843 552Total Commitments for Expenditure (inclusive of GST) 6,145 552less GST recoverable from the Australian Tax Office (559) -Total Commitments for Expenditure (exclusive of GST) 5,586 552Note 20: Contingent Assets and Contingent LiabilitiesAs at balance date, the Board of Directors is unaware of the existence of any financial obligationthat may have a material effect on the balance sheet as a result of any future event which may ormay not happen. (2009 nil.)52

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 21: Segment Reporting2010 2009 2010 2009 2010 2009 2010 2009 2010 2009$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000REVENUEExternal Segment Revenue 19,536 17,712 2,941 2,816 3,642 4,188 4,385 4,603 30,504 29,319Intersegment Revenue - - - - - - - - - -Unallocated Revenues - - - - - - - - - -Total Revenue 19,536 17,712 2,941 2,816 3,642 4,188 4,385 4,603 30,504 29,319EXPENSESExternal Segment Expenses (19,799) (17,496) (3,454) (3,309) (4,466) (4,194) (5,613) (4,924) (33,332) (29,923)Intersegment Expenses - -Unallocated Expense - - - - - - - - - -Total Expenses (19,799) (17,496) (3,454) (3,309) (4,466) (4,194) (5,613) (4,924) (33,332) (29,923)Net Result from ordinary activitiesHospital RACS Primary Care(263) 216 (513) (493) (824) (6) (1,228) (321) (2,828) (604)Interest Expense - - - - - - (63) (75) (63) (75)Interest Income 110 230 - - - - - - 110 230Share of Net Result of Associates & JointVentures using Equity Method (73) 134 - - - - - - (73) 134Net Result for Year (226) 580 (513) (493) (824) (6) (1,291) (396) (2,854) (315)OTHER INFORMATIONSegment Assets 31,956 34,306 1,160 1,020 486 160 6,226 6,135 39,828 41,621Unallocated Assets - - - - - - - - - -Total Assets 31,956 34,306 1,160 1,020 486 160 6,226 6,135 39,828 41,621Segment Liabilities 7,089 6,035 784 664 285 57 1,113 1,520 9,271 8,276Unallocated Liabilities - - - - - - - -Total Liabilities 7,089 6,035 784 664 285 57 1,113 1,520 9,271 8,276Investments in Associates and JointVenture Partnership 231 243 - - - - - - 231 243Acquisition of Property, Plant andEquipment and Intangible Assets 357 1,001 33 130 29 180 543 - 962 1,311Depreciation & Amortisation Expense2,201 1,159 352 235 74 107 479 130 3,106 1,631Non Cash Expenses other thanDepreciation 457 409 48 43 22 20 16 14 543 486Impairment of Inventories - - - - - - - - - -OtherTotal53

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 21: Segment Reporting (continued)The major products/services from which the above segments derive revenue are:Business SegmentsHospitalNursing HomePrimary HealthOtherServicesAcute bed based services,accident andemergency, diagnostic, outpatientservices.Aged Residential Care Services.Primary Care and Community basedservices.Supported Residential Accommodation.Medical ClinicPortland District Health Medical Centre.Geographical SegmentPortland District Health operates predominantly in the South West of Victoria. Allrevenue, net surplus from ordinary activities and segment assets relate to operationsin Portland, Victoria.54

Note 22a: Responsible Persons DisclosuresResponsible Ministers:The Honourable Daniel Andrews, MLA, Minister for HealthNotes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994 , the followingdisclosures are made regarding responsible persons for the reporting period.Period1/07/2009 - 30/06/2010Governing BoardsMr W CollettMr A GovanstoneMr J HarpleyMs A McLeodMr M NoskeMr J OsborneMr W ReidMr B SparrowMr C Suggate1/07/2009 - 30/06/20101/07/2009 - 30/06/20101/07/2009 - 30/06/20101/07/2009 - 28/04/20101/07/2009 - 30/06/20101/07/2009 - 30/06/20101/07/2009 - 25/03/20101/07/2009 - 30/06/20101/07/2009 - 01/02/2010Accountable OfficersMr J O'Neill1/7/2009 - 30/06/2010Remuneration of Responsible PersonsThe number of Responsible Persons are shown in their relevant income bands;2010 2009Income Band No. No.$0 - $9,999 9 8$210,000 - $219,999 - 1$230,000 - $239,999 1 -Total Numbers 10 9Total remuneration received or due and receivable by Responsible Persons from thereporting entity amounted to:$230,752 $274,805Note 22b: Executive Officer DisclosuresExecutive Officers' RemunerationThe numbers of executive officers, other than Ministers and Accountable Officers, and their total remunerationTotal Remuneration Base Remuneration2010 2009 2010 2009No. No. No. No.$60,000 - $69,999 - - - 1$120,000 - $129,999 - - 1 -$130,000 - $139,999 1 - - -$140,000 – $149,999 1 - 1 -$220,000 – $229,999 - 1 - -Total 2 1 2 1Total Remuneration $ 279,681 $ 225,564 $ 267,681 $ 60,54455

Notes To and Forming Part of the Financial StatementsPortland District Health Annual Report 2009/2010Note 23: Events Occurring after the Balance Sheet DateThere were no events occuring after reporting date, which require additional information to bedisclosed.Note 24: Economic DependencyThe Health Service receives a significant portion of its operating revenue from the Department ofHealth. In a letter dated 3rd August 2010 the Department undertook to provide the HealthService with adequate cash flow support to enable it to meet its current and future obligations asand when they fall due for a period up to September 2011 should such support be required.This support is conditional upon the Health Service's Board committing to achieving the agreedbudget targets, and all requirements of the Health Service Agreement in 2010-2011.56