Annual Report 2017-18 | Monash Health

Annual
Report
2017-18

Our vision
& values
Vision
Exceptional care, outstanding outcomes.
Purpose
To deliver quality, patient-centred healthcare and services
that meet the needs of our diverse community
Our Values
(iCARE)
• Integrity
• Compassion
• Accountability
• Respect
• Excellence
2 Monash Health Annual Report 2017-18

Contents
Our care at a glance 4
Report of the Chair of the Board
and Chief Executive 6
The Year in review 9
Innovation12
Capital works 16
Our people 22
Our community 27
The Monash Health Foundation 28
A journey starts with one small step 31
Our sites, services and staff 32
Operational structure 34
Jessie McPherson Private Hospital 36
Clinical governance report 39
Environmental sustainability report 40
Our Board of Directors 42
Members of the Board of Directors 45
Statutory compliance 48
Disclosure index 50
Attestations 52
Statement of Priorities - Part A 53
Statement of Priorities - Part B 56
Statement of Priorities - Part C 60
Financial summary 62
Financial statements and explanatory notes 66
3

Our care
at a glance
In 2017-18
3,915,202 40,987
Total Episodes of care*
Paediatric Admissions
(3.6m in 2016-17) (40,293 in 2016-17)
1,043,936
Pathology Tests
(1m in 2016-17)
259,958
Total Hospital Admissions
(260,786 in 2016-17)
1,453,333
Outpatient Services
(1.2m in 2016-17)
226,315
Emergency presentations
(220,913 in 2016-17)
10,027
Births
(10,162 in 2016-17)
287,624
Mental health
(224,460 in 2016-17)
58,858
Ambulance Arrivals
(54,495 in 2016-17)
*Excludes: Surgical Operations,
Total Hospital Admissions,
Babies, Ambulance arrivals,
and Paediatric Admissions.
4 Monash Health Annual Report 2017-18

Monash Health is
proud to provide
healthcare to
one quarter of
Melbourne’s
population, across
the entire life-span
from newborn and
children, to adults,
the elderly, their
families and carers.
We improve the health of
our community through:
• Prevention and early intervention
• Community-based treatment and rehabilitation
• Highly specialised surgical and medical diagnosis,
treatment and monitoring services
• Hospital and community-based mental health services
• Sub-acute, aged care and palliative care programs
• Research, education and teaching the next generation
of healthcare professionals
• Regional and state-wide specialist services.
5

Report of the
Chair of the
Board and Chief
Executive
Welcome to the Monash Health 2017-18 Annual Report
Providing exceptional care
Monash Health provides care to a
quarter of all Victorians at every stage
of their life. With the health and wellbeing
of so many people in our hands,
we strive to provide excellence in
patient care. Our Transforming Care
Program has this exact goal in mind,
and we made significant progress this
year. We are working to ensure our
systems and our people align at
every stage.
Monash Health successfully achieved
accreditation in 2017, against the
National Safety and Quality Health
Service Standards. Surveyors
acknowledged our achievements and
continued growth.
We celebrated the one year anniversary
of the opening of the Monash
Children’s Hospital school reflecting
our commitment to patient care
beyond the healthcare environment,
and recognising the essential role that
education plays in our young peoples’
lives. We are immensely proud that this
initiative will help to keep our young
consumers connected to learning
opportunities and the social aspects
of attending school.
Translating research into
better patient outcomes
Monash has achieved significant
progress in research during FY 17-18,
with widespread recognition of our
people and our achievements. The
work of our researchers and clinicians
in pursuit of improved patient
outcomes, is possible through the
many partnerships we have in place.
The Monash Health Translational
Precinct (MHTP), an alliance between
Monash Health, Monash University and
Hudson Institute of Medical Research,
had 1135 active research projects in FY
2017-18, with $15.3 million new funds
from the National Health and Medical
Research Council to ensure lifechanging
medical research is brought
to the bedside. Innovative projects,
such as home-based cancer treatments
and use of virtual reality to alleviate
anxiety in our youngest consumers are
just two examples of the new thinking
fuelling our work.
Growing to meet Victoria’s
healthcare needs
In FY 2017-18, Monash Health achieved
many Australian and Victorian firsts,
providing the latest equipment,
procedures and services to consumers.
We are now one of only two 24-hour
endovascular clot retrieval services in
Victoria; providing stroke victims with
a better chance of survival. The use of
3D modelling and a new generation
scanner to assess musculoskeletal
disease are just some of the amazing
innovations we made available to
consumers this year. The treatment of
breast cancer through intraoperative
radiotherapy has significantly improved
our patients’ experience.
We are well underway with the
implementation of an Electronic
Medical Record, which is Monash
Health’s biggest technology-based
transformation and due to “go live”
early 2019. It will provide clinicians
with access to timely information about
the people they are caring for, and
assist them in making decisions with
better evidence. For consumers, this
means safer, higher quality care.
We also progressed our capital works
projects substantially, as we continue
to plan for Victoria’s changing and
expanding healthcare needs. Design
consultants began work on our
Victorian Heart Hospital - Victoria’s
first standalone heart hospital that will
bring together clinical practice and
research and innovation.
We continue to deliver our Casey
Hospital expansion project to
schedule, with the main inpatient
tower construction works progressing
well; new theatres and Central Sterile
Services Department on track for
completion by the end of September
2019 and the site’s new front entrance
building will open in late 2018. A
key focus of 2018-19 will be detailed
operational and budget planning.
Likewise, service and capital planning
for the expansion of Pakenham Health
Centre commenced in 2017-18 and will
continue in 2018-19, to ensure it is well
placed to meet growing demand for
community-based services in the south
eastern growth corridor of Melbourne.
Planning for the expansion of
Monash Medical Centre’s emergency
department commenced in 2017-18.
This will enable the establishment of
dedicated children’s emergency and
mental health areas and improve traffic
flows at the main entrance, thereby
improving access to the hospital.
Construction will commence in 2018-19.
6 Monash Health Annual Report 2017-18

Barbara Yeoh AM
Chair of the Board of Directors
(to 30 June 2018)
Andrew Stripp
Chief Executive
Dipak Sanghvi
Chair of the Board of Directors
A fond farewell for our
Chair of the Board
This year marked the final chapter of a
longstanding relationship with Monash
Health for our Board Chair, Ms Barbara
Yeoh AM.
Barbara has been an outstanding
leader at Monash Health since 2009,
guiding the organisation with calm
determination through significant
periods of change and growth.
Barbara’s leadership has inspired our
Board and Executive to commit to
patient-focussed care and an ethos of
continuous improvement. Barbara has
remained dedicated to providing strong
governance, with a focus on quality
and safety. She is a leader who inspires
by example and who is generous with
her personal and professional support.
Monash Health wishes her all the very
best for the future.
Mr Dipak Sanghvi has taken up the
role of Chair of the Board as of 1 July,
having served on the Board for three
years already.
Engaging with
our community
This year, our Community Advisory
Committee members co-designed
an improvement project to enhance
emergency department patient
experience. Other initiatives, such
as the introduction of our integrated
model for responding to elder abuse,
reflect our belief in extending care
beyond hospital walls and working
together with consumers and their
families to achieve the best
possible outcomes.
Our Primary Care and Population
Health Advisory Committee is likewise
progressing Monash Health’s Chronic
Disease Strategy Implementation
Plan. Once complete, this strategy
will support community health and
community healthcare providers to
deliver diabetes, oral health, and
management of advanced chronic
non-malignant disease and palliative
care in our community.
The development of an Equity and
Inclusion strategy was completed in
2017-18 and sets out the principles
and a program to promote and ensure
respect for all individuals irrespective
of their personal beliefs, identity and
choice of expression. The supporting
action plan will be implemented in
2018-19.
Defining our strategic
direction
In 2017, we began the process of
developing Monash Health’s 2023
strategic plan. This is a critical time for
the organisation, as we define and focus
our efforts over the next five years.
Throughout the past 12 months,
we listened to our community, our
employees and our partners to
understand what matters most to them,
and what they believe we should aspire
to achieve.
Our 2023 strategic plan, describes our
commitment to the relentless pursuit
of excellence in our care, teaching and
research, as well as the core principles
and priorities to achieve our shared
vision for the future. The plan will be
published in FY 2018-19.
Acknowledgements
Monash Health works with many
organisations and individuals to provide
excellence in care. We acknowledge
and thank the Victorian Government,
Department of Health and Human
Services and Federal Government for
supporting us to serve our diverse
and growing community.
We extend grateful thanks to our
Board Members and Executive
for their leadership. To all Monash
Health employees and volunteers,
thank you for your work and the
wonderful contribution you make
every day to the health and well-being
of consumers. And to our community,
we thank you for your feedback
which provides us with rich insights
into how we can improve.
Andrew Stripp
Chief Executive
Dipak Sanghvi
Chair of the Board of Directors
7

Journeys of Inspiration
and Hope book and
exhibition launch
The stories and experiences of people affected by an acquired
brain injury were shared at the launch of a new book and art
exhibition Journeys of Inspiration and Hope in October.
The book is a collation of stories from clients of the Monash
Health Acquired Brain Injury: Slow to Recover (ABI: STR)
program, which has been providing care to clients for 21 years.
ABI: STR Program client Scott
Harris and his mother Marissa
The event was held in the Art Space at Monash Medical Centre,
with around 70 consumers and families in attendance. The event
was opened by Chief Executive Andrew Stripp, who reported that
the program was launched in 1996 to provide for the very specific
needs of those with severe to profound head injuries.
Over that time, the program has helped more than 400 people
to meet their rehabilitation goals.
8 Monash Health Annual Report 2017-18

The year
in review
Delivering exceptional patient care
Monash Health shines
in National Standards
accreditation
Monash Health successfully achieved
accreditation in October, against the
National Safety and Quality Health
Service Standards.
Twenty-two Australian Council on
Healthcare Standards surveyors
travelled across our health service
speaking with staff, consumers and
families. Many areas of Monash
Health performed strongly and
received particular commendation
from surveyors. Monash Health is now
accredited to October 2020.
Ruth welcomes a baby girl
Ruth Staniscia gave birth to a healthy
baby girl at Monash Health in
December, after being told her
heart condition could make
pregnancy very risky.
Ruth learned in late 2016 she had a
congenital heart defect, bicuspid valve
disease. Her heart has two leaflets on
her aortic valve, instead of three like
most people. This valve controls the
one-way flow of oxygen-rich blood
from the heart back into the body. Her
condition means her heart was working
overtime and some blood was flowing
the wrong way.
Becoming pregnant could have
resulted in an enlarged artery in her
heart rupturing, threatening her life
and her baby’s.
“In Ruth’s case the valve was also leaky
and of most concern was that her aorta
— the main pipe that attaches that
valve to the body — was a lot bigger
than it should be.” said Monash Heart
cardiologist Dr Siobhan Lockwood.
At thirty eight weeks pregnant her
obstetrician Dr Annie Kroushev, from
Jessie McPherson Private Hospital
induced her and in September Ruth
finally gave birth to healthy baby Aeva.
“Seeing this gorgeous healthy looking
girl was just amazing,” Mrs Staniscia
said. “Even though it was a difficult
pregnancy we felt so well looked after.”
From patient to work
experience
In 2017, Ashlene had surgery at Monash
Health to fix a valve in her heart, after it
was discovered she was suffering from a
congenital heart condition where blood
was leaking and going the wrong way.
She celebrated her 14th birthday in
hospital and was so impressed with
the care she received that she has now
changed her career aspirations and
wants to be a paediatric nurse.
“The experience was lovely, even
though I was stuck at the hospital. Now
I’m really enjoying seeing the other side
of hospital life,” she said.
In 2018 Ashlene spent a week of work
experience with the Monash Heart
team, chatting to consumers, seeing
what happens in a catheter lab, and
helping out nurses on ward tours.
Delirium and dementia
initiative launched
After months of careful planning, the
Monash Health Delirium and Dementia
Initiative was launched in the general
medicine wards at Monash Medical
Centre in July.
The initiative is being introduced
across Monash Health to provide
high-quality care for consumers with
cognitive impairment, and improve
staff experience in supporting
these consumers. The approach
uses a tailored framework, focusing
on a number of principles of care
throughout the patient journey.
A key resource for the initiative is
Monash Health’s new Cognition
Clinical Lead, Bri Walpole. Bri will be
based on the wards, helping staff to
implement the principles of care and
problem-solving with the team to
provide safe and high quality care for
consumers with cognitive impairment.
Staff are being asked to be alert to
the risk of delirium and the risk factors
that can precipitate or predispose it;
be aware that consumers with
cognitive impairment are at increased
risk of harm (e.g. falls, pressure injuries)
in hospital; partner with consumers,
families and carers to provide
person-centred care and attend
education sessions.
9

Monash Health safely
welcomes quadruplets
In January Monash Health safely
delivered a set of quadruplets,
following a 30-week and one day
gestation period.
Mariam Hussaini and her husband
Mohammed had always dreamed
of having a family, after moving to
Australia from Afghanistan in 2012.
Mariam has been under the care of our
Women’s & Newborn program since
she was three months pregnant, with
the wellbeing of Mariam and babies
carefully monitored by a team of staff.
“Each of the four babies had their own
team, and everyone knew which team
they belonged to,” said Monash Health
Director of Neonatology Dr Charles
Barfield.
All four boys were delivered safely by
caesarean section.
Named Elyas and Almaas (identical
twins) and Rayan and Shayan (fraternal
twins), all four were born healthy and
progressed so well that they were able
to go home in early April.
Kidsafe Victoria opens
Community Centre at
Monash Children’s Hospital
The Victorian Minister for Families
and Children, the Hon Jenny Mikakos
MP opened Kidsafe Victoria’s new
Community Centre at Monash
Children’s Hospital in August.
Monash Health Chief Operating
Officer, Martin Keogh said Monash
Children’s Hospital is proud to work
alongside Kidsafe Victoria to support
them in education and advocacy that
prevents injuries to children.
“We treat over 30,000 children every
year at this hospital, and many of them
are here because of unintentional
injuries and accidents,” he said.
“The Kidsafe Children’s Injury
Prevention Hub will be an asset for
Monash Children’s Hospital, for our
staff, parents, consumers and visitors.”
Erica Edmands, President of Kidsafe
Victoria said the opening of the new
Child Injury Prevention Centre was
made possible by many sponsors and is
a major milestone for Kidsafe Victoria.
“The location at the Monash Children’s
Hospital will provide parents, carers,
hospital staff and early childhood
services with central access to
lifesaving information,” she said.
“The new Centre will increase
opportunities to expand Kidsafe
Victoria’s interaction with the
community, as well as facilitate injury
prevention initiatives in partnership
with Monash Children’s Hospital.”
Cassy and Hayley celebrate
a very special school formal
For many teenagers, the school
Formal is the biggest event of the
social calendar.
School friends, Cassy and Hayley were
both devastated that they couldn’t
attend their formal last week.
Monash Children’s Hospital
Occupational Therapist, Larissa said
she didn’t want the girls to miss out on
the important occasion.
“When the girls told me they were
missing out on their Formal I thought
– why can’t we bring the Formal to
them?” she said.
Larissa and her team worked to pull
together a celebration the girls would
never forget. Cassy and Hayley had
grins from ear to ear and enjoyed party
food, beautiful outfits, dancing, great
music, and most importantly, lots
of friends.
In the lead up to the event, Hayley had
been in bed for almost a week after
undergoing surgery and that day was
her first out of bed.
Hayley’s mum Sharlene said she was
absolutely blown away by the effort
everyone had gone to for the girls.
“It’s so wonderful to see all of their
school friends here, the staff made
cakes and the Starlight Captains
painted their nails,” she said,
“thank you.”
Starlight Express Room
opens at Monash Children’s
Hospital
In October, Monash Health officially
opened the Starlight Express Room at
Monash Children’s Hospital.
The Starlight Express Room and
Starlight Captains play a vital role in
bringing fun, happiness and laughter to
consumers and their families every day.
Monash Health Chief Executive
Andrew Stripp said Monash Children’s
Hospital has been a proud partner
with Starlight for many years. “This
is a space for children to forget that
they’re in hospital; to be children, not
consumers,” he said.
“The Starlight Captains help to
support children when they are
in hospital, providing a range
of activities and distractions to
improve their experience.”
We are incredibly grateful to the
Starlight Captains, staff, volunteers,
supporters and ambassadors to have
this amazing space in our hospital.”
10 Monash Health Annual Report 2017-18

Baby Harry
goes home
after 176 days
For first time parents Belinda and Ivan Campbell,
it was concerning when their baby needed to
come into the world extremely early on 28 March
2017 at just 27 weeks, weighing just 730 grams.
As a nurse, Belinda knew it was essential to have
her baby delivered in a hospital with a Neonatal
Intensive Care Unit (NICU) after she was
diagnosed with preeclampsia.
Baby Harry has gone through a lot to survive his
first six months of life.
With severe lung complications, he had to spend
many weeks on a ventilator on life support and
later underwent surgery.
But he proved to be a fighter.
At the time Monash Health’s neonatologist,
Dr Atul Malhotra said, “as one of the first,
sickest and most delicate consumers to be
moved into the new Monash Newborn service
on 19 April, it took ten specially trained staff to
move him across.”
“Harry has done great in the last few months,
he is a little trooper.”
Belinda and Ivan have a unique perspective
of NICU life, having spent time in the old unit
before being part of the move.
“The new NICU is light, spacious and so
comfortable. We are so grateful to the wonderful
care we have received at Monash Children’s
Hospital,” said Belinda.
We can report little Harry was able to leave
hospital and go home in September.
Monash Medical Centre
celebrates 30 years
Current and past staff came together
to celebrate the 30th anniversary of
Monash Medical Centre in September.
Memories and stories of the hospital’s
past were shared between the 200
guests during the celebratory event
with an historical exhibition on display.
Among many great memories, the
event reunited Jessica Bailey and her
parents Susan and Michael with the
doctor who delivered the first baby -
Jessica - at Monash Medical Centre,
Dr Paul Shekleton. Professor Richard
Harper, interim Director MonashHeart
and Emeritus Professor of Cardiology
took the audience through the journey
of creating a cardiology service for
the south east, which has resulted
in MonashHeart being the largest
cardiovascular service provider in
Victoria. Jennine Harbrow, Acting
Operations Director Monash Health
Community, shared her experience as a
senior nurse over this period.
Since its inception Monash Medical
Centre has cared for more than two
million people, helped to deliver close
to 120,000 babies and supported
hundreds of thousands of Victorian
families through difficult times.
11

Innovation
Symptom and urgent
review clinic
A symptom and urgent review clinic
for oncology patients began at
Dandenong Hospital.
Funded with a Department of Health
and Human Services competitive grant,
the clinic runs four days a week and
consists of advanced practice nurse
in oncology, Gurpreet Grewal, and
experienced oncology pharmacist,
Chihao La, with oncologists support.
Supportive care clinics are a pillar
of modern oncology services. The
objective of the clinic is to provide
practical support to consumers
receiving cancer treatment so that
toxicities can be identified early and
effectively managed.
It is expected that pre-emptive
management will reduce emergency
department and hospital presentations
and allow consumers to maintain
their independence and quality of life.
Appropriate consumers are identified
by clinicians including doctors, nurses,
and allied health staff.
3D printing an education
tool for surgical trainees
and medical students
In May, a team at Monash Health and
Monash University created the first
3D printed model of a three-year-old
patient’s abnormal biliary tree and
choledochal cyst, to improve the
planning and outcome of her corrective
surgery. The technology has also
enhanced the educational experience
for medical staff and students.
The novel project, led by Monash
Health Consultant Paediatric and
Neonatal Surgeon, Mr Ram Nataraja,
who is also Director of Surgical
Simulation and a Senior Lecturer
at Monash University, was also
published in the Journal of
Paediatrics and Child Health.
Mr Nataraja’s team constructed a
3D model of the patient’s cyst, a rare
congenital enlargement of the bile
ducts. Mr Nataraja said the child had
a straight forward uncomplicated
post-operative recovery with no
operative complications and has
remained well since her surgery.
Transforming care across
Monash Health
Monash Health is undergoing a whole
of hospital transformation, to provide
the best possible care and experience
for consumers.
In the 2017/18 financial year the
Transforming Care program has:
• Encouraged and supported all
employees to speak up regarding any
safety concerns.
• Allocated $18.1m towards
replacement of medical equipment.
• Continued to embed clinicians
as managers and leaders in the
health service.
• Invested $2.6m in nursing leadership,
to ensure nurse managers were able
to allocate their time in accordance
with clinical and management
priorities, rather than working within
nurse ratios.
• Commenced the organisation-wide
multi-day bed reconfiguration; to
assist patient flow, and reduce the
moving of people once admitted to
an inpatient ward.
• Improved the ability of clinical teams
to communicate patient-related task
requests and evenly distribute
workload over night by implementing
the electronic Smartpage system.
• Attracted $172,379 in competitive
funding for the 2017 Victorian
Telehealth Specialist Clinic Funding
Project, to improve access to adult
specialist clinics for regional and
rural consumers in collaboration with
Gippsland Health Services.
• This enabled, for example, the
first adult telehealth conference
between Casey Haematology Clinic,
a Gippsland patient and a local GP
clinic; saving the patient a 14+ hour
round trip. See story below.
• Commenced roll out of an electronic
referral triage system to replace paper
processes and eliminate the risk of
lost referrals in specialist clinics.
• Commenced relocation of paediatric
and high safety risk adult clinics to
fit-for-purpose specialist consulting
clinic space.
• Implemented a specialist consulting
data dashboard, to enable
transparency and allow staff
to make data-driven decisions.
• Introduced multidisciplinary inpatient
ward based leadership teams, to
support local areas to support ward
performance and deliver patient
centred care at the local level.
• Implemented prioritised patient
care pathways and investigations
framework, to enable safe and
direct patient admissions from
our emergency departments to
inpatient wards.
• Improved ambulance offload
processes in our emergency
departments. This saved over 250
hours in ‘Ambulance Victoria in
corridors time’ from November to
December 2017, which significantly
decreased the time ambulances
were off the road.
12 Monash Health Annual Report 2017-18

Telehealth pilot program
saves John 14 hour commute
Gippsland-based John Bailey was
delighted with Monash Health’s pilot
adult telehealth service, after he was
invited to participate in the program
in June.
John’s specialist appointments
previously required a time commitment
of more than 14 hours, including travel
to Casey Hospital and back from
Bruthen, a small town 20 minutes’
drive east of Bairnsdale.
In the past, appointments have meant
a 4:30am wakeup and the hassle of car,
train, and bus travel.
“People don’t really understand the
stress and anxiety that causes, because
you don’t know the bus lines, or the
train might be delayed or you end up
on the wrong line. And there’s only so
many magazines you can read!”
Often, John would end up getting back
home to Bruthen after 10pm at night.
During the consultation, John spoke
to his specialist via a phone and web
connection at his local medical clinic,
and was able to be home again in just
90 minutes.
“It was fantastic,” John said. “It felt
like I was sitting in the room, sitting
across the table with the doctor.
You could see his face and speak to
him as if he was there. It was all very
personable and easy.”
John was able to travel to his local
clinic in Bairnsdale, the Macleod
Street Medical Centre.
Practise Manager at the centre, Mr
Wayne Howlett, liaised with Monash
Health to ensure a private consultation
room and the technology required.
“Wayne had everything ready to go,
and the Macleod Street Medical Centre
were really helpful,” John said.
John was ‘virtually’ checked in as a
Monash Health patient at the Casey
Specialist Consulting Clinic. After
a private consultation, including
immediate pathology requests and
blood samples taken locally, John
was able to make the short drive
home again.
“For people in the region, this will save
us hours and hours of travel just to see
a specialist that we otherwise may not
have access to,” John said.
“It was really excellent; a 20 minute
drive that I’m used to, and I even had
time to get my shopping done!”
John’s GP also received a detailed
letter after the appointment for any
follow-up.
Geriatric oncology clinic
now open
Monash Health Department of
Oncology, in collaboration with
Southern Metropolitan Integrated
Cancer Service, announced the opening
of our first Geriatric Oncology Clinic at
Dandenong Hospital in February.
The clinic places the focus on the whole
patient, and includes collaborative
patient management by a geriatrician,
an oncologist, and allied health
professionals.
Every patient undergoes a
comprehensive geriatric assessment,
which identifies otherwise hidden
problems including malnutrition,
cognitive impairment, frailty, and
social vulnerability. The information
allows clinicians, consumers and
families to tailor cancer treatment in a
way that allows elderly consumers to
benefit from modern therapies, while
protecting them from risks.
Establishing key community links to
support function is a vital aspect of
this clinic. The clinic is staffed by Dr
Ranjana Srivastava, an oncologist who
trained at the University of Chicago’s
award-winning geriatric oncology clinic
and Dr Irene Wagner, a geriatrician
with extensive experience in managing
dementia, behavioural issues, and
the broader community needs of the
elderly. They are supported by a range
of hospital-based and community allied
health services.
Monash Children’s Hospital
School officially opened
The Victorian Premier, the Hon Daniel
Andrews MP and Minister for Education
the Hon James Merlino MP officially
opened the Monash Children’s Hospital
School in October.
Welcomed to Monash Children’s
Hospital by school Principal, Colin
Dobson, the Premier and Minister visited
young people as they worked alongside
teaching staff.
The school is run by the Department
of Education, with teachers delivering
classes throughout the hospital,
including at students’ bedsides,
in small activity rooms, and in central
ward areas. There will soon also be four
purpose-designed classrooms and a
specialist art room.
Classrooms feature hot desk areas and
are equipped with cameras and the
latest technology to enable students
to virtually connect with teachers and
classmates at their regular school, and
with their families at home.
13

24/7 Endovascular Clot
Retrieval service saving
stroke patients
Victorian stroke victims now have a
better chance of survival, with a new
clot retrieval service improving stroke
survival rates.
Monash Medical Centre joined The
Royal Melbourne Hospital as the
state’s only 24/7 Endovascular Clot
Retrieval hospitals. The service enables
consumers to be transported for rapid
treatment no matter where the patient
is located.
In 2017/2018, 112 patients received
endovascular clot retrieval compare
to 70 patients in 2016/2017. In 2017 we
performed 91 retrievals. In the first
seven months of 2018 we had already
performed 83 cases and we estimate
about 130-150 cases will be performed
in 2018.
First published by Nine News,
17 September 2017.
A 30-minute heart disease
test is being trialled by
MonashHeart doctors
A 30-minute test for coronary
artery disease aims to cut the
number of invasive investigations
consumers have to undergo to get
their diagnosis confirmed.
The single test, which uses a patient’s
CT scan to make a 3D model of the
heart arteries and simulate blood
flow, is designed to be faster with
less potential side effects than
current techniques.
MonashHeart Interventional Cardiology
Fellow, Dr Abdul Rahman Ihdayhid
said when a patient was suspected of
having clogged arteries, they usually
had a CT scan. While it could highlight
narrowing in these small tubes, he said
that without further invasive tests, the
cardiac CT could not say how blood
flow to the heart was affected.
Not all clogged arteries require a stent
or bypass surgery and in some cases
medication is sufficient.
“The current gold standard for
measuring blood flow is an angiogram,”
Dr Ihdayhid said.
“It’s done in the catheter lab where
we put a specialised pressure wire
down someone’s coronary artery
and measure the blood flow. It’s an
invasive procedure associated with
potential side effects, discomfort to
the patient, and considerable cost
to the health system.”
New generation bone
scanner first in Australia
A new generation scanner to assess
musculoskeletal disease was made
available to Monash Health consumers
in March.
The XtremeCT-II measures bone
density and quantifies the threedimensional
microarchitecture
of bones (including 3D bone
microstructure, tendons, cartilage,
joints, muscle, fat and vascular
calcification) at the highest resolution
and precision currently available.
“The XtremeCT-II is the only one of its
kind in Australia and will allow cutting
edge musculoskeletal research both
domestically and internationally,”
Research Fellow, Dr Ayse Zengin said.
There are only two of these scanners
in the world—the other is in China.
The XtremeCT-II will be available as
a research platform for researchers,
clinicians and surgeons, ensuring
collaboration between health
care professionals.
Head, Department of Medicine, School
of Clinical Sciences at Monash Health,
Professor Peter Ebeling, AO, heads up
the Bone and Muscle Research Group
at Monash University. Prof Ebeling
anticipates using a low-radiation
method for high-resolution imaging of
bone, muscle and joints will enhance
understanding of musculoskeletal
conditions, enabling effective
preventative and treatment strategies.
Virtual reality to distract
children during medical
procedures
Clinicians at Monash Children’s Hospital
and Monash University are conducting
a research study using virtual reality
— an interactive computer system that
can be ‘seen’ when wearing a headset
and smartphone — to help distract
consumers from procedures in our
pathology and emergency departments.
Current pain management techniques,
such as local anaesthetic cream or
distraction is inadequate for some
children and may result in the need for
restraints and/or sedation.
Young consumers can now explore a
virtual ocean and interact with friendly
sea life, all while a doctor is performing
medical procedures, including
venepuncture or the inserting an
intravenous cannula. These procedures
can often be upsetting for children and
family members.
14 Monash Health Annual Report 2017-18

Trial provides
treatment at home
for cancer patients
The Hospital in the Home program was involved in a trial of a new way
of treating cancer patients deemed at low risk of febrile neutropenia, a
complication of chemotherapy usually treated with antibiotics.
Until recently, consumers were treated as inpatients with IV antibiotics.
Consumers now have the option of being safely treated in their own
environment; shown to have great benefits for consumers and carers,
and efficiencies for healthcare providers.
The project was first trialled at the Peter MacCallum Cancer Centre,
where it found inpatient length of stay was reduced from four days to
less than one day.
The program brings together several departments at Monash Health
and collaboration and education among staff and departments is
expected to provide great benefits to consumers.
L-R: Andre Levak, Low Risk Febrile
Neutropenia Coordinator, Rhonda and
Vicki McLeod, Oncology Nurse Practitioner.
15

Pet therapy puppy Abby visits a young
patient at Monash Children’s Hospital.
Capital works
Moorabbin Hospital –
refurbished imaging and
outpatient areas
We were delighted to welcome The
Hon Jill Hennessy MP, Victorian
Minister for Health and Ambulance
Services, and Mr Nick Staikos MP,
Member for Bentleigh, to Moorabbin
Hospital in November, to visit newlyrefurbished
diagnostic imaging and
outpatient areas.
The $16.2 million capital project has
already made a significant difference
to the way Moorabbin Hospital cares
for consumers.
A new MRI machine and PET CT
scanning technology have begun
to operate at the site, with enhanced
facilities for the imaging team.
The outpatients’ area has also been
improved, with additional consultation
suites and a naturally-lit, more
open environment.
Casey Hospital expansion
progresses on schedule
Casey Hospital is poised to deliver
even more services to one of the
fastest growing areas in Melbourne’s
south-east. Funded by the Victorian
Government, construction began
in 2017, in conjunction with the
Department of Health and Human
Services and Plenary Group, and
the project has reached a number of
milestones in FY 2017-18.
The main inpatient tower construction
works are progressing well and will
be handed over in stages. The new
theatres and Central Sterilising
Supply Department is a major project
milestone and is on track for completion
by the end of September 2019.
A number of internal refurbishment
works will commence over coming
months to create a new pharmacy
and expand pathology services. The
site’s new front entrance building is
due to open in September 2018. The
front entrance building will provide
new retail areas for the site and also
accommodate Monash University.
Expansion is needed to ensure that
Casey Hospital has the capacity
and services needed to provide the
residents of Casey and Cardinia with
quality care at their local facility, given
the unprecedented growth in this area
and the need for increased specialised
services. Construction is expected to
be completed in 2019.
16 Monash Health Annual Report 2017-18

Happy 1st birthday Monash
Children’s Hospital!
On 19 April Monash Health celebrated the first birthday of Monash Children’s Hospital
(MCH). Staff and consumers came together to join in activities and entertainment,
including an animal farm, face painting and a teddy bear hospital.
Channel 9 was there to capture all the fun, as Monash celebrated its first year of
operations. The MCH is only the second dedicated paediatric tertiary hospital in
Victoria, and focusses on providing state-of-the-art facilities and care in a childfriendly
environment.
Victorian Heart Hospital
development $320m funding
boost
The Victorian Government announced
in December it will invest an additional
$320 million to build the Victorian
Heart Hospital, Victoria’s first
standalone heart hospital that will bring
together clinical practice and research.
In FY 2017-18 design consultants were
appointed and design has commenced,
with construction scheduled to
commence later in 2018.
The newest hospital for Monash Health
is due for completion in 2022. Project
partners Monash University will have
embedded researchers within the
facility, allowing cutting-edge research
to directly benefit consumers.
The total project is projected to cost
$543 million, and the new hospital will
have 195 beds, with the capacity to
provide 2000 cardiac surgeries each
year, 13,500 cardiac catheterisation
laboratory procedures and 108,000
consultations and outpatient
appointments.
Monash Medical Centre
opens new state-of-the-art
angiography facility
Monash Medical Centre now offers
more consumer emergency treatment,
after opening our new innovative,
state-of-the-art treatment facility
in June.
Professor Timothy Buckenham,
Interventional Radiologist said that
in 2017, Monash Health treated 2400
consumers with a comprehensive
range of procedures to diagnose or
treat consumers with cerebrovascular
disease, kidney disease, sepsis,
bleeding, aneurysms, and cancer.
The new Biplane Angiography Suite
is equipped with a new-generation
image-guided therapy platform,
capable of performing a wide range
of routine and minimally-invasive
catheter-based procedures in the
interventional lab.
Neuro-Interventional Radiologist and
Head of Endovascular Clot Retrieval,
Professor Ronil Chandra said the new
facility is a major improvement for
patient care at Monash Health and will
increase capacity to provide lifesaving
treatment to consumers across the
south east of Victoria.
The new Azurion Biplane
Angiography imaging platform is
one of the first of its kind installed
in Australia, featuring substantial
hardware and software upgrades.
17

Research and
partnerships
Our research vision
To be a health service that integrates excellence in clinical
services, education and research. Monash Health provides
a supportive and dynamic environment for health care
professionals to conduct world-class clinical and translational
research that drives improved clinical practice.
Monash Health
Translation Precinct
The Monash Health Translation
Precinct (MHTP) partnership aims to be
a world leader in translational research,
generating innovative scientific
discoveries and revolutionising clinical
care in a dynamic and collaborative
environment.
The MHTP is a partnership between
Monash Health, Hudson Research
Institute and Monash University. MHTP
is also a critical component of Monash
Partners Academic Health Science
Centre. Through these partnerships,
leading researchers have direct access
to clinicians and consumers, enabling
scientific breakthroughs to reach
the bedside more effectively than
ever before.
Areas of focus within the MHTP
include:
• Cancer
• Neurosciences
• Endocrinology
• Inflammation
• Women’s, Children’s, and
Reproductive Health.
Breast cancer: Single
dose of radiation replaces
daily treatment
A single nine-minute dose of radiation
therapy delivered during breast cancer
surgery has replaced three to five
weeks of daily treatment at Monash
Health. Intra-operative radiotherapy
was trialled in 2017-18 at Moorabbin
Hospital, together with Peter
MacCallum Cancer Centre. The trial
found if radiation was delivered at
the time of surgery to remove the
tumour, it was as effective as standard
external radiation.
The trial and introduction of the therapy
into standard care practices, means
Victorian women with early, low-risk
breast cancer are among the first in
the world to have access to intraoperative
radiation therapy, which
could revolutionise cancer treatment by
allowing it to be completed in one day.
Consumers previously required
up to 25 hospital visits to complete
their treatment.
Intra-operative radiotherapy offers
women with early stage breast cancers
another therapeutic option, a better
patient experience and a more rapid
return to normal activity. The technique
delivers radiation to a more targeted
area through a balloon in the resection
cavity, which spares organs and tissue
from radiation.
Aspirin and the mysteries of
preeclampsia
A Monash Health researcher involved
in world-first research is spreading
the word about a simple solution to a
potentially-deadly condition.
Dr Daniel Rolnik was part of a team of
researchers whose ground-breaking
research was published in June’s edition
of the prestigious New England Journal
of Medicine. The large study screened
almost 27,000 women in six countries,
revealing aspirin is an effective
treatment for preventing preeclampsia.
Preeclampsia is a major cause of
maternal and infant death around the
world. It is often unclear what causes
preeclampsia, with treatment options
often limited once the condition
has developed.
Dr Rolnik found improved screening
and a simple daily dose of inexpensive
aspirin could dramatically reduce the
incidence and mortality numbers.
He observed a 60 per cent reduction
in the development of preterm
preeclampsia in women taking a low
dose of aspirin during pregnancy,
compared to the placebo group, and
more than 80 per cent reduction in
preeclampsia requiring delivery before
34 weeks.
Monash Health doctors
invent bidirectional cannula
to save limbs and lives
Monash Health clinicians led a
collaboration of Australian organisations
to solve a global medical problem that
will save lives around the world.
A ‘bidirectional cannula’ device was
developed by three Monash Health and
Monash University clinicians. It is likely
to significantly reduce complication
rates around the world during certain
types of heart surgery procedures.
18 Monash Health Annual Report 2017-18

In FY 2017-18:
470
New research projects
approved by Monash
Health Human Research
Ethics Committee
1,135
Active research
projects.
In 2017/18:
$15.3+
million
In National Health
and Medical Research
Council (NHMRC)
funding awarded
to Monash Health
and Monash Health
Translation Precinct
partners.
374
Clinical drug
or device trials
implemented
229
Quality improvement
and service activities
registered
In 2017:
$20+
million
In funding for
commercially sponsored
clinical trials by
leading pharmaceutical
and biotechnology
companies for national
and international
clinical research.
19

The device has been designed,
engineered, and tested in Australia.
The clinical trials of the device was
made possible by a generous grant
from the Victorian Government.
The device is used to connect
consumers to a heart-lung machine
through a large artery at the top of
the leg. Clinical trials of the device at
the Alfred Hospital, led by Associate
Professor Silvana Marasco, have
yielded very favourable results.
The new device has shown tremendous
promise in reducing the risk of leg
ischaemia (lack of oxygen supply), a
potentially serious complication that
can occur during heart surgery and in
consumers requiring artificial cardiac
support in intensive care units.
A world-first treatment for
pelvic organ prolapse
Monash Health has collaborated with
Hudson Institute of Medical Research
on a world-first approach to treating
pelvic organ prolapse.
With lab research underway, clinical
trials are expected to begin in the next
three to five years.
A new bio-construct created by
combining stem cells from the lining
of a woman’s own uterus will be used
to restore quality of life to women with
pelvic organ prolapse, and to prevent
the condition from occurring
in younger women.
Pelvic organ prolapse is a lifelong,
potentially debilitating condition,
predominantly caused by the impact of
childbirth. It affects an estimated one
in four women, and around one in two
women aged over 50.
Associate Professor Anna Rosamilia,
head of the Pelvic Floor Unit at
Monash Health says “It’s exciting to
be part of a research team looking
at new treatment options for pelvic
organ prolapse which use degradable
scaffolds and the woman’s own
mesenchymal endometrial stem cells.
Theoretically this should translate into
better healing than currently available
options but the technology needs
further vigorous testing to establish
its place.”
World’s largest clinical
trial in follicular lymphoma
providing hope
An international collaborative study,
including researchers at Monash
Health and Monash University, has
shown that follicular lymphoma
patients treated with a therapy known
as obinutuzumab, in combination with
chemotherapy, leads to significant
improvements in how the disease
is controlled.
Published in the prestigious New
England Journal of Medicine in
October, the results from the largest
ever follicular lymphoma clinical trial
revealed that consumers treated with
a combination of chemotherapy and
obinutuzumab had their disease under
control for one and a half times longer
than the standard treatment with
chemotherapy and rituximab.
The Gallium study was the largest
clinical trial ever conducted in
follicular lymphoma, comparing
the safety and effectiveness of two
different anti-lymphoma antibodies
(rituximab and obinutuzumab), in
combination with chemotherapy for
consumers with previously untreated
follicular lymphoma.
1202 consumers — including 30 at
Monash Health, the largest recruitment
site in Australia—were randomly
selected to receive chemotherapy with
rituximab or chemotherapy
with obinutuzumab.
It’s hoped this new technique will
trick the body or modify its immune
response to promote healing rather
than scarring, which will help to repair
the damage.
20 Monash Health Annual Report 2017-18

MonashHeart and Monash University
research wins trifecta of prizes
MonashHeart interventional cardiology fellow and Monash University PhD candidate Dr Abdul Ihdayhid
was recognised for his ground-breaking research into coronary artery disease, receiving two highly
prestigious awards in Perth in August. The two awards follow on from Dr Ihdayhid’s Young Investigator
Award in July, at the Society of Cardiovascular Computed Tomography in Washington D.C.
Dr Ihdayhid was awarded the highly regarded Ralph Reader Prize at the annual scientific
meeting of the Cardiac Society of Australia & New Zealand as well as the prestigious
Geoff Mews Memorial Fellows’ Prize at the Australia & New Zealand Endovascular Therapies
Meeting for his research into assessing the functional significance of coronary artery disease.
21

Our people
Monash Health farewells
Board Chair Barbara Yeoh AM
On 27 June, more than one hundred
people from Monash Health
community came together to farewell
our Board Chair, Barbara Yeoh AM.
Monash Health Chief Executive
Andrew Stripp said how extremely
fortunate Monash Health has been to
have Barbara guiding the organisation
through so many changes over the
past nine years.
The event included a video, with
special words from Chief Executive
Andrew Stripp, Board Member Charles
Gillies, Wurundjeri Elder Margaret
Gardiner, Professor Euan Wallace AM,
Moorabbin Hospital Ladies Auxiliary
President Pat Huggins OAM, Director
of Nursing Hospital in the Community,
Monash Health Community and
Allied Health Jennine Harbrow, and
the Minister for Health the Hon. Jill
Hennessy MP.
Ms Hennessy said, “Barbara has done
extraordinary things for Monash Health
and for the entire community. She’s a
champion for patients, she’s a champion
for diversity, and she’s a champion for
the workforce. We have been so lucky
to have had her service.”
Andrew Stripp said, “Barbara has
made an extraordinary commitment to
health care, but I think one of her other
achievements is her humanity and
commitment to patient care
and experience.”
Concluding the event, Barbara took the
time to say thank you and farewell. She
shared a quote from Winnie the Pooh,
“How lucky am I to have something that
makes saying goodbye so hard.”
Staff recognised at Monash
Health awards
The Monash Health Awards is a
chance to celebrate, recognise, and
congratulate staff for outstanding
work. Each year, nominations are
received from across the organisation,
in 12 award categories. Submissions
exemplify excellence, innovation,
quality, safety, and leadership.
In FY 2017-18, Monash Health hosted
two separate award ceremonies; in
August 2017 and June 2018.
Aboriginal Graduate and
Cadetship Program wins
national awards
Aboriginal Graduate and Cadetship
Program Coordinator, Judy Clayton,
and Aboriginal Health Midwife and
Aboriginal Graduate and Cadet
Congratulations to the winners
of the 2017 and the 2018 Monash
Health Awards:
In 2017: Associate Professor Peter Poon,
Jeff Chen, Janelle Finn, Dr Ramini Shankumar,
Michelle Ravesi, Jacquie McBride, Alyce Cuman,
Katrina Clarke, Annette Bezzant, Associate
Professor Ronil Chandra, Dr Hashrul Rashid,
General Medicine Unit, Accountable Care team,
Dandenong Hospital, Fiona McAlinden, and
Helen Stubbs.
In 2018: Jeff Chen, Dr Michael Gordon and
the Early in Life Mental Health Service, Dr Atul
Malhotra and The Stem Cell BPD Team, Associate
Professor Peter Poon and The Supportive Chronic
Conditions Care Team, Jacquie McBride, Kate
Plowright, Dr Ramini Shankumar and The Dental
Health Services team, Dr Christina Johnson and
The Monash Doctors Education team, Dr Jacquie
Taylor and The Monash Newborn Team, Anne
Marie Hadley and the Patient eXperience Team,
and Associate Professor Michelle Giles.
22 Monash Health Annual Report 2017-18

Support Officer, Tracey Stephens,
recently attended the Congress of
Aboriginal and Torres Strait Islander
Nurses and Midwives (CATSINaM)
conference on the Gold Coast to
receive a partnership award and Sally
Goold Award for individual excellence
in nursing.
The CATSINaM Partnership Award
is presented to organisations
that actively establish culturally
respectful, committed, and successful
partnerships between their members
and other organisations. This was
awarded to the Monash Health
Aboriginal Graduate and Cadetship
program for its organisation-wide
commitment to increasing the number
of Aboriginal nurses and midwives
employed within our service and for
ensuring Aboriginal staff have access
to a range of career development and
employment opportunities.
Tracey Stephens was also presented
with the Sally Goold Award for
individual nursing and/or midwifery
excellence that recognises her
achievements as an Aboriginal
midwife who has made substantial
contributions to the nursing and
midwifery profession, and the health
of Aboriginal and Torres Strait Islander
Australians.
Length of Service awards
celebrate our staff and
volunteers
In November, Monash thanked our
many staff and volunteers at the annual
Length of Service Awards. Over 540
certificates were presented throughout
the day, a testament to our dedicated
and passionate people.
Staff completing 10, 15, 20, 25, 30,
35, and 40 years of service were
acknowledged, together with
volunteers completing five years or
more of service. One volunteer, Carlene
Powell, was honoured for achieving
an amazing 50 years of service with
Monash Health.
People Matter Survey results
In 2017, almost 3400 staff, or 31 per
cent of our total employees, took the
time to share their views as part of
the People Matter Survey. In 2018, the
response rate more than doubled to
4 per cent.
Release of the full 2018 results is
pending, however the 2017 results
presented excellent feedback,
including: most staff believe the
work they do is important, more staff
observed managers driving a safetycentred
culture, where patient care
errors are handled appropriately, and
more people report that they work in
a fair and inclusive workplace.
Full results for 2017 were rolled
out during the year at our People
Matter Forums.
Using creative strategies to
enhance patient wellbeing
As part of the Monash Health Delirium
and Dementia Initiative, a dedicated
group of medical, allied health and
nursing staff found creative ways to
support patient care in the acute general
medical units at Monash Medical Centre.
From left, Board member and in-coming
Board Chair, Dipak Sanghvi, Board
Member, Dandenong and District
Aborigines Co-operative Ltd., Margaret
Gardiner and Chief Executive Officer,
Dandenong and District Aborigines
Co-operative Ltd., Andrew Gardiner.
23

People with dementia and delirium are
more vulnerable to falls and pressure
injuries. Hospitals are unfamiliar
environments, which often disrupt usual
routines and can be disorientating.
To meet the challenge of providing
meaningful activities and engagement
for people with a cognitive impairment
in hospital, the general medical teams
developed a dementia and delirium
resource library.
A bake sale raised approximately
$1300 to support patient wellbeing
and engagement and helped to fund
‘dementia-safe’ sensory and tactile
resources such as gel mats, a ‘plumber’s
mate’ and magnetic building blocks.
Other resources include reminiscence
cards and a toss-and-talk ball activity
to build on person-centred care, which
can foster social and physical skills and
collaboration between consumers, their
family and the multidisciplinary team.
A range of ‘fidget blankets’ has also
been created; used to provide sensory
and tactile stimulation. People with
dementia and other forms of cognitive
impairment often find comfort in having
something to keep their hands busy,
especially those staying in an unfamiliar
environment like a hospital. Fidget
blankets can help people feel calm
while keeping them occupied.
Monash Health hosted first
Schwartz Round (19 Oct)
Monash Health hosted its first Schwartz
Round in November. The Schwartz
Rounds are a multidisciplinary forum,
where clinical and non-clinical staff can
discuss social and emotional issues that
arise in caring for consumers.
The program comes from The
Schwartz Center for Compassionate
Healthcare, an independent, nonprofit
organisation with more than
425 healthcare members in the US,
Canada, Australia and New Zealand.
The Centre was founded by Ken
Schwartz, days before his death from
cancer in 1995. His experience as a
patient drove him to establish the
organisation with the mission to promote
compassionate care so that consumers
and their caregivers relate to one
another in a way that provides hope to
the patient, support to caregivers and
sustenance to the healing process.
In 2017, Monash Health became a
member of the Schwartz Centre. A
Schwartz Rounds Planning Committee,
chaired by Associate Professor Andrew
Block was then created to oversee all
future rounds.
Dr Anjali Dhulia, Director Medical
Services, said the program provided an
important opportunity for staff to reflect
on their experiences as caregivers.
“The Schwartz Rounds bring doctors,
nurses and allied health caregivers as
well as non-clinical staff together to
discuss the human side of healthcare,” Dr
Dhulia said.
“The purpose of Rounds is to understand
the challenges and rewards that are
central to providing care, not to solve
problems or to focus on the clinical
aspects of patient care.”
Monash Health recognised
in the 2017 Victorian Public
Healthcare Awards
The Victorian Public Healthcare Awards
recognise and celebrate excellence,
dedication and innovation in public
health, health services and service
initiatives that deliver informed and
effective health care. Areas that received
acknowledgement included:
Category: Excellence in CALD health
The GP Engagement Initiative: Building
capacity in primary healthcare to
respond to refugee health needs –
Highly Commended
Category: Excellence in public sector
aged care
Residential in Reach: Thinking outside
the box - Highly Commended
Category: Secretary’s Award for
improving integration of care for
consumers with chronic and complex
conditions
Oncopain Clinic: Provision of
multidisciplinary rapid access
cancer pain assessment and
management - Finalist .
A new world for nursing
recruitment at Monash Health
Monash Health began a six-month trial of
a Centralised Recruitment Model (CRM)
for all nursing and midwifery roles. With
well over 7000 nursing and midwifery
staff working at Monash Health, the
CRM represents a collaborative new
way of managing the recruitment of
permanent and fixed-term nursing and
midwifery roles. Clinical hiring managers
have partnered with a dedicated
recruitment specialist to support them in
the end-to-end recruitment process.
The CRM partnership has helped to
ensure only the best talent is recruited;
more quickly and at a lower cost. The
model also gives back valuable time
to our clinical nursing hiring managers
to provide exceptional care and an
enhanced patient experience
Professors David Kissane, AC
and Barbara Workman, AC
recognised in Australia
Day honours
Professor David Kissane, Head of
Department of Psychiatry, School of
Clinical Sciences at Monash Health and
Professor Barbara Workman Service
Director for Rehabilitation and Aged
Care at Monash Health were made
Companions of the Order of Australia in
the 2018 Australia Day Awards.
24 Monash Health Annual Report 2017-18

Professor Barbara Workman received
this award for her significant service
to geriatric and rehabilitation medicine,
as a clinician, academic and educator,
and as a leader in the provision of aged
care services.
Professor Kissane received his honour
in recognition for his contribution to
psycho-oncology and palliative medicine,
as an educator, researcher, author and
clinician, and through executive roles
with a range of national and international
professional medical bodies.
Diana Egerton-Warbuton
inducted into Victorian
Honour Roll of Women
Associate Professor Diana Egerton-
Warburton was inducted into the
Victorian Honour Roll of Women in 2018.
Currently the Director of Emergency
Research and Innovation at Monash
Health, Diana has worked for almost
three decades in Victorian emergency
departments. She has trained and
mentored a new generation of
emergency medicine specialists and is
passionate about developing women
in leadership roles. She is Associate
Professor with the School of Clinical
Sciences at Monash University and
the National Drug Research Institute
at Curtin University. She has also
advised Victorian and Commonwealth
governments on alcohol and drug policy.
Diana’s research has always focussed on
patient needs, with a particular interest
in reducing alcohol harm. Diana served
as President of the Australasian Society
for Emergency Medicine from 1997 to
2000, where she was an advocate for the
non-specialist workforce and recognised
for her teaching, training, research, and
public health achievements.
25

26 Monash Health Annual Report 2017-18

Our community
Refugee Week 2018
In June we celebrated Refugee Week,
which raises awareness about issues
affecting refugees and recognises the
valuable contribution refugees make to
Australian society.
The theme of this year’s Refugee Week
is #WithRefugees.
Monash Health has a long-standing
commitment to improving the health
of asylum seekers and refugees across
Melbourne’s south-east. This is most
strongly reflected in Monash Health’s
multidisciplinary refugee service,
Refugee Health and Wellbeing, located
in Dandenong.
After years of working closely with
local refugee communities, Refugee
Health and Wellbeing has become
familiar with stories of the tragic
circumstances that bring asylum
seekers and refugees to Australia.
However, we have also experienced the
many ways that refugee communities
embrace new opportunities with
strength, resilience, and determination
through countless stories of success.
Refugee Week was a way for the
organisation to reflect on the diverse
journeys of others, consider our
personal roles in creating a fair, just,
and inclusive society, and celebrate the
diversity that makes Australia a vibrant
and culturally-rich nation.
Monash Health Annual
General Meeting
More than 100 people attended the
2017 Annual Meeting in November.
Monash Health Board Chair Barbara
Yeoh delivered the opening address,
followed by a detailed account of
the achievements and successes of
the organisation presented by Chief
Executive Andrew Stripp.
Mr Stripp reported on the
organisation’s clinical, operational,
safety, capital and financial results,
including Monash Health meeting all
of its service delivery targets within its
2016-17 operating budget of $1.7 billion.
Mr Stripp also shared patient
stories and our progress on
organisational-wide priorities, such
as patient experience, response to
family violence, aboriginal health,
sustainability initiatives, research
and innovation. He also spoke about
opportunities and guiding principles
as Monash Health develops its new
strategic plan.
Keynote speaker was Dr Beth Wilson
AM. A lawyer by training, Dr Wilson
is an expert in mental health and a
passionate consumer rights advocate.
Dr Wilson spoke about Monash
Health’s duties to its consumers,
including the recently produced
‘Statutory duty of candour’, which
recommends legislation which would
ensure consumers and their families
are told when and why things go wrong
with their care.
Committed volunteer goes
above and beyond
Dayawati Lal has been volunteering
at Dandenong Hospital since 2013.
Originally from Fiji, it is part of
Dayawati’s culture and Hindu beliefs
to give back to the community in
which she lives.
Dayawati is one of the first friendly
faces you see when entering
Dandenong Hospital, she provides
important directions and guidance to
consumers and their visitors. She also
spreads hope and happiness with the
delivery of flowers to the wards on
Tuesday mornings.
But Dayawati wanted to do even more
for Monash Health consumers. She
came to her shift one afternoon with
the funds to purchase a wheelchair.
“I wanted to give something useful
to the people who need help moving
around the hospital,” she said.
We thank Dayawati and all of our
committed volunteers who generously
give their time to help consumers and
their families.
Integrated Model for
Responding to Elder Abuse
at Monash Health
In December, Monash Health launched
a project to deliver an Integrated
Model for Responding to Elder Abuse.
The new model focusses on identifying
and responding as part of a whole of
health approach to elder abuse using
a family centred approach, which
engages both the person being abused
and the person responsible.
This new initiative is a 12-month project
funded by the Department of Health
and Human Services through the Elder
Abuse Prevention and Response Unit.
The department has funded five trial
sites throughout Victoria.
The integrated model of care includes
four key components: workforce
training, an Elder Abuse Prevention
Response liaison officer, counselling
and mediation (including financial
counselling), and an elder abuse
prevention network. Monash Health
has partnered with like-minded
organisations to help us achieve this,
including St Vincent’s Hospital, the
Bouverie Centre and FMC Mediation,
and Counselling Victoria.
27

The Monash
Health Foundation
The Monash Health Foundation partners with the
community through philanthropy to support the
incredible work of Monash Health.
Generous giving from individuals,
organisations, and passionate fundraisers
has enabled the purchase of state-of-theart
equipment, investment in research
and provided additional comfort and
wellbeing programs for consumers and
their families.
Thank you to every person, family and
organisation that has helped make a
difference to our consumers through
generous donations.
2018 has been a great year as we
have built on the successful events
of the past, forged new partnerships
and strengthened our community of
philanthropy. Through the launch of the
Imagination Appeal we have reached new
donors and inspired many to continue
their support.
We are particularly grateful to the people,
groups and organisations who have
supported Monash Health through direct
gifts or by dedicating their time and
energy to organising extraordinary events
that have lasting impact:
• The inaugural Premier’s Golf Day
was held in support of the Monash
Children’s Hospital NICU. Over
$400,000 was raised to purchase
new equipment including a state-ofthe-art
transportation cot. The event
was supported by Victoria’s property
development community and was
attended by the Honourable Daniel
Andrews MP, Premier of Victoria along
with cricket legends Ian Botham and
Dean Jones.
• Bailey’s Golf Day has raised over $3
million to fund paediatric oncology
fellows at the Monash Children’s
Hospital Cancer Centre.
• The 2nd annual My Room Footy
Show Telethon was held in August.
Funds raised by My Room have
been committed to support a
Clinical Research Training program,
Dietetics, Physiotherapy, a 3D
pain distraction system, and
patient families undergoing long
term treatment.
• Lincoln and Veronique Wulff and the
Dandelion Wishes Gala Committee
for their ongoing dedication and
commitment to paediatric health,
now in its third year, the annual gala
has raised over $1.2 million for the
Monash Children’s Hospital. Funds
from this year’s event purchasing an
echocardiograph for the Paediatric
Intensive Care Unit.
• The Friends of the Children Foundation
who continue to support the Monash
Children’s Hospital through their
fundraising and involvement in The
Walk for Monash Children’s Hospital
which raised nearly $200,000 this year.
• Richard Lim and the Cambodian
community came together to celebrate
the inaugural Lim’s Pharmacy Charity
Dinner Dance raising over $100,000
for Monash Health and Monash
Children’s Hospital.
• The annual Monash CF Foundation
Charity Golf held at Cheltenham
Golf Club, led by Felicity Stretch and
her dedicated volunteers raised over
$12,600. The funds support the Cystic
Fibrosis service at Monash Children’s
Hospital and Monash Health which
treats over 230 kids & adults with
Cystic Fibrosis.
• Jennifer Herbert who is currently
undergoing treatment for cancer,
wanted consumers in the public health
system to have the same options for
treatment as those in private hospitals.
Jennifer has inspired generosity
from others and raised an amazing
$81,000 to purchase two scalp cooling
machines that preserve a patient’s hair
during chemotherapy.
28 Monash Health Annual Report 2017-18

29

Acknowledgment
65km for Cystic Fibrosis Committee
ALH Group Pty Ltd
Amgen Australia Pty Ltd
Anna Marsenovic
Anna Wang
Anthony Bellgrove
Anthony Caligiuri Director –
Mt Atkinson Holdings
ANZAPP Vic
ASL Real Estate
Bailey’s Day
BankVic
Beletti Restaurant Cafe Bar
Berwick Opportunity Shop
Blueways Group
BMF Construction
Boston Scientific
Brent and Jessica Cameron on behalf
of Brooke Cameron
Cambodian Community MCH
Fundraising Event
Camp Quality
Cancer Council Victoria
CEPIA – Cardiac Electrophysiology
Institute of Australasia
Chain Reaction
Channel 9
Children’s Cancer Foundation
Chobani
City of Casey
Collier Charitable Fund
Cystic Fibrosis Community Care
Dandelion Wishes Gala Committee
Effie Atkins’ Dr Hope
Estate of Doris and Rupert Joseph
Estate of EC Blackwood
Estate of Ernest Finlay Burns
Estate of John Frederick Wright
Estate of John Lambrick
Estate of Lindsay James Baldy
Estate of Martin and Isobel McLoughlin
Estate of Maxwell John Bradford
Estate of Muriel Bradley
Estate of Eva Tidswell
Estate of William and Mary Levers &
Sons Maintenance Fund
Estate of William Macrow
Exclusive Networks
First State Super
Freemasons Foundation Victoria
Friends of the Children Foundation
Giac Hoang Pagoda
HESTA Superfund
Indimax Productions
INKA Surgical Instruments
Jennifer Herbert
John Kilpatrick
John Plumridge – MAW Civil Pty Ltd
Julie Biggar
K Henzen
KARL STORZ Endoscopy Australia
Kaspersky Lab
Kids with Cancer Foundation
Australia
Lady Marigold Southey AC
Lim’s Parmacy
Lincoln & Veronique Wulff
Lions Club of Clarinda
Lions Club of Dandenong Supper –
District 201V5
Lions Club of Waverley
Lotus Oaks Development
Louis and Lesley Nelken Trust Fund
Mary MacKillop Foundation
Maxxia
Mazda Foundation
McGrath Foundation
Medical Indemnity Protection
Society (MIPS)
Medtronic Australasia Pty Ltd
Melbourne Racing Club Foundation
Mercedes-Benz Berwick
Miei Fiori
Moller Family Foundation
Monash Cystic Fibrosis Foundation
Monash Plastic &
Reconstructive Surgery
Monash University
Moorabbin Hospital Ladies Auxiliary
Moose Toys
Mr Rolf Burggraaff
My Room
Paragon Financial Group
Patterson Cheney
Pellicano Property & Constructions
Premier’s Golf Day
Redkite
Rombotis Event Trust
Rotary Club of Endeavour Hills
Rubbermaid (Newell Brands)
Sam Polimeni
Scleroderma Victoria Inc.
Scottish Pacific
Sparkling Car Wash
Spicer Thoroughbreds
Stihl Shop Ferntree Gully
Stockwood Building Group
Thai Hoa Long
The Appu Family
The Flinders Group (Tass & Tina Arhon
and Steve Panopoulos)
The Foundation for Aids Research (amfAR)
The Garry White Foundation
The Honda Foundation
The Miranda Foundation
The Monash Kids Support Group
The Ricky Taylor Foundation Inc.
The Teo Chew Chinese Assoc. of Vic.
The Walt Disney Company
The Wood Family
Thi Ly
Tom and Margo Hartley
Unicharm Australasia
Watsons
Yan Wo Tong Chinese Medicine Centre
Zagame Automotive Group.
Thank you
The Monash Health Foundation
acknowledges the generosity of all
the people who have supported the
work of Monash Health throughout
the year.
In particular, we extend our gratitude
to those who have raised funds in
celebration of a special occasion
or have given a gift in memory of
a loved one.
Our auxiliary members have, as
always, worked tirelessly to raise
funds for Monash Health. The
extraordinary commitment from this
wonderful group of people to support
our Monash Health consumers
continues to inspire generosity from
our community.
30 Monash Health Annual Report 2017-18

A journey starts
with one small step
Seven years ago, three mums decided to make a difference and
raise funds to support vital research into cystic fibrosis (CF).
After significant planning and
organisation, Susan Biggar, Julie
Noorman and Kathy Ryan, (all CF
Mums) launched ‘65km for Cystic
Fibrosis’ (www.65kmforcf.com.au),
a 65km endurance walk to raise funds
for research. The event exceeded their
own expectations both in terms of
participation and fundraising.
As parents of children living with CF,
these extraordinary mums know the
value of research to improve the quality
It is truly
inspirational
to witness and
support such
dedicated
fundraisers.
Matthew Hannan,
Monash Health Foundation
of life for their children. This was the
driving factor and the motivation
to work tirelessly to raise money to
support research into CF.
Cystic fibrosis is a complicated disease,
it primarily effects the lungs and
digestive system and there is currently
no cure.
Monash Health provides lifetime care
for over 200 adults and children with
cystic fibrosis. Every year, an average
of eight newly diagnosed babies are
referred to Monash Health’s Cystic
Fibrosis clinic.
Funds raised from the 2017 event have
funded three research projects we
hope will have a lasting impact on the
lives of these consumers.
• Studying the impact of DNase
with early stage lung disease
to decrease inflammation and
infection. This project has the
potential to improve the long-term
outcome in children with CF
• Investigating the effect of an
innovative treatment to improve
sinus symptoms, quality of life,
and the amount of infections
for people living with CF and
sinus disease
• Develop the optimal, patient-centred
model of care for people with cystic
fibrosis Related Diabetes.
The small but amazing team continue
their unwavering commitment to the
cause, raising over $600k since 2013
and funding more than 10 research
projects.
The team has now been joined by Sue
Emery and Phil Ryan which has seen
the event grow in its participation rates
and success, remarkably raising over
$147,000 in 2018. The Committee will
work with health care professionals,
researchers, and the CF community
to determine priority projects for
consideration with funding from this
year’s event.
In 2016, the team was awarded the
Premier’s Volunteer of the Year, Dame
Elisabeth Murdoch Award for Teamwork,
for their inspiring contribution.
‘65km for Cystic Fibrosis’ Committee
members, from left, Julie Noorman,
Susan Biggar, Kathy Ryan and Sue Emery.
31

Our sites, services
and staff
Our sites
Monash Health provides services to almost a quarter of metropolitan
Melbourne’s population. We also play a significant role in providing
regional and state-wide specialist services in Victoria.
Casey Hospital
Casey Hospital is a 273-bed hospital
serving one of the fastest growing
areas in Melbourne’s south-east.
Services include an emergency
department, general medical, mental
health, rehabilitation, surgical and
ambulatory care services, maternity,
and a special care nursery. The hospital
is a provider of paediatric services for
Monash Children’s Hospital and gives
access to the leading cardiac services
of MonashHeart.
Cranbourne Centre
Cranbourne Centre provides a range
of same-day acute and subacute
services including surgery, renal
dialysis, specialist consulting services,
regional ophthalmology services and
mental health services. It also provides
the local community with access to
community health services and a
community rehabilitation centre.
Dandenong Hospital
Dandenong Hospital is a 573-bed
acute hospital providing a wide range
of health services to the people
living and working in Dandenong and
its surrounding areas. The hospital
provides a number of general and
specialist services. These services
include general medical and surgical,
an intensive care unit, MonashHeart
cardiac care centre, rehabilitation
and aged care services, pathology,
radiology, maternity unit, special
care nursery, children’s services,
outpatients, day chemotherapy,
home haemodialysis, mental health
services, and allied health services.
Dandenong Hospital also provides
specialist services including
orthopaedic, plastics, vascular,
facio-maxillary, gynaecology,
respiratory, and infectious diseases.
Kingston Centre
Kingston Centre is a 213-bed
subacute facility specialising in
high-quality rehabilitation, functional
restoration, transitional care and aged
mental health. The highly regarded
rehabilitation program focuses on
restoring function after illness or injury
with the full range of allied health
services provided to adults of all ages.
The centre provides specialist services
for older people including aged care
assessment, cognitive dementia and
memory services. It also offers a Falls
and Balance Clinic, Pain Clinic, clinical
gait analysis, and continence service.
It is at the forefront of research into
movement and gait disorders, aged
mental health and geriatric medicine.
Monash Medical Centre
Clayton
Monash Medical Centre Clayton is
a 640-bed teaching and research
hospital, providing a comprehensive
range of specialist surgical, medical,
allied health and mental health services
to the community.
Specialist units include coronary
care, intensive care and neonatal
intensive care.
The hospital is designated a national
provider of renal and pancreatic
transplants, and statewide provider
of Thalassemia and children’s
cancer services.
It is the base for MonashHEART,
a centre of excellence in cardiac
assessment, treatment and research;
and Monash Children’s, Hospital.
Uniquely offering maternity and
newborn services integrated on the one
site, Monash Medical Centre provides
one of Victoria’s largest women’s health
services. It is also renowned for men’s
health services.
Moorabbin Hospital
Moorabbin Hospital is a 147-bed
hospital incorporating Monash Cancer
Centre, one of Victoria’s leading cancer
treatment centres, and operating in
partnership with Peter MacCallum
Cancer Centre. The hospital also offers
elective surgery, short-stay care and
dialysis. Home to Victoria’s first Patient
Simulation Centre, the hospital plays a
major role in the education and training
of undergraduate and postgraduate
medical students, nurses, and allied
health professionals. The hospital hosts
the Southern Melbourne Integrated
Cancer Services and is a centre for
research, and in particular, a major
contributor to cancer-related research.
Monash Children’s Hospital
Monash Children’s Hospital (MCH)
is a network of paediatric healthcare
services across three sites – the main
Clayton campus (co-located with
Monash Medical Centre), together
with satellite sites at Dandenong
and Casey Hospitals.
MCH has Victoria’s largest Neonatal
Intensive Care Unit and provides
leading paediatric services in
rehabilitation, oncology, paediatric
intensive care unit, and palliative care.
32 Monash Health Annual Report 2017-18

Our services
Monash Health provides more than 250 uniquely integrated
community and hospital-based services focusing on improving
the health of our community through:
• Prevention
• Early intervention
• Community-based treatment and
rehabilitation
• Highly specialised surgical and
medical diagnosis, treatment and
monitoring services
• Hospital and community based
mental health services
• Comprehensive aged care programs
• Aged residential services
• Palliative care.
Aged residential care and
targetted programs
Aged residential care is provided
at: Allambee Nursing Home; AG
Eastwood Hostel; the Kingston Centre
(Cheltenham); Chestnut Gardens Aged
Care (Doveton); Yarraman Nursing
Home (Noble Park); and Mooraleigh
Hostel (East Bentleigh), collectively
providing 249 aged and aged mental
health residential beds. Comprehensive
aged care programs are provided
across our acute and community based
services, including aged mental health,
and our aged and community care
program (Dandenong).
Community-based
rehabilitation services
Community rehabilitation services
are provided from centres at Kingston,
Clayton, Doveton, Springvale,
Dandenong, Cranbourne and
Pakenham and in clients’ homes
through the Rehabilitation in the
Home services.
Community services
Community services are provided
across the catchment. Our staff
are located across 11 major sites
(Cranbourne Centre and Mundaring
Drive, Cockatoo, Doveton, Kingston,
Berwick, Clayton, Pakenham, Parkdale,
Springvale, and Thomas Street,
Dandenong). A range of services
are provided at each site by multidisciplinary
teams of allied health
workers including physiotherapists,
podiatrists, occupational therapists,
dieticians, our services counsellors,
speech pathologists, nurses, health
promotion practitioners, and exercise
physiologists. Co-located services
include dialysis, dental, pregnancy
care clinics, and adult mental health.
We also facilitate group programs to
support respite, social inclusion, and
improved health. Some of our services
are targeted at specific populations
in our community and are led by
experienced staff in these fields. This
includes aged care, Aboriginal health,
refugee health, youth and other
vulnerable groups. Self-management
is central to our care - we aim to
empower and prepare clients to
manage their health and healthcare
across all levels of the care continuum.
Community Support Options provide
personalised services to assist people
who are aged or have a disability
to remain in their own homes.
Respite services are also provided
to support carers.
Hospital and
community-based
mental health services
Mental health services are provided
through hospital and community-based
facilities. Our services for children,
youth and adults experiencing mental
health issues include: the Monash
Health Drug and Alcohol Service; a
telephone psychiatric triage service;
community and inpatient perinatal,
child and youth services; crisis
assessment and treatment teams
and enhanced crisis assessment and
treatment teams; consultation liaison
psychiatry; psychological medicine;
mental health Hospital in the Home,
community care teams; mobile
support and treatment services; acute
inpatient care; secure extended care
services; perinatal infant service
including an inpatient unit; eating
disorders services; gender dysphoria
services, prevention and recovery care
services; and community residential
and rehabilitation services.
Hospital in the Home
Hospital in the Home operates a
‘140-bed’ virtual acute ward from
consumers’ homes or residential care
facilities. In-home care is provided
by medical and nurse practitioners
to people who require acute care,
but can safely receive it in their
home environment.
33

Operational
structure
Chief Executive
Andrew Stripp
Chief
Operating
Officer
Martin Keogh
Clinical Programs
• Acute Medicine,
Subacute &
Community
• Children’s
• Mental Health
• Specialty
Medicine, Cancer
& Intensive Care
• Surgery &
Interventional
Services
• Women’s &
Newborn
Campuses
• Casey Hospital
• Community Sites
• Cranbourne
Centre
• Dandenong
Hospital
• Kingston Centre
• Monash Medical
Centre & Monash
Children’s
Hospital
• Moorabbin
Hospital
Other
• Emergency
Management
& Business
Continuity
• Health
Information
Services
• Patient Flow Unit
Executive
Director
Innovation,
Patient Safety
& Experience /
Chief Medical
Officer
Erwin Loh
Clinical Programs
• Pathology
• Pharmacy
• Radiology
Other
• Medical
Workforce
• Appointment
• Credentialing
• Medical
Education
• Library
• Simulation
Centre
• Patient
Experience Office
• Patient Safety,
Innovation &
Strategy
• Business
Intelligence
• Centre for
Clinical
Effectiveness
• Clinical
Analytics
• Clinical
Governance
• Innovation &
Redesign
• Strategy &
Planning
Executive
Director
Residential
Care &
Support
Services/
Chief Nursing
& Midwifery
Officer
Cheyne Chalmers
Clinical Programs
• Residential Care
• Campuses
• Hostels & Nursing
Homes
Other
• Monash Bureau
• Nursing &
Midwifery
• Education &
Workforce
• Security
• Support Services
Executive
Director
Research
Strategy
Erwin Loh
(interim)
Clinical Trials
• Monash Health
• Translation
Precinct (MHTP)
• Research
Governance
• Research
Strategy
Executive
Director
Financial
Services /
Chief Financial
Officer
Stuart Donaldson
• Budget
• Clinical Costing
• Finance
• Payroll
• Revenue
34 Monash Health Annual Report 2017-18

Office of the Chief Executive
Stuart Cavill (Acting) – Chief Allied Health Officer
Amanda Nolan – Executive Advisor Business
Sara Golubenko – to June 2018 – Reform: Executive Advisor Chief Executive
Executive
Director
Information
Development
Emilio Pozo
• Information
Technology
Services
• Electronic
Medical Record
Executive
Director
People &
Culture
Karen Lowe
• Diversity &
Inclusion
• Employee
Development
• Employee Health
& Wellbeing
• Employee
Relations
• People & Culture
• Recruitment &
Retention
• Occupational
Health & Safety
Executive
Director
Capital &
Infrastructure
Geoff McDonald
• Biomedical
Engineering
• Capital
• Engineering
• Infrastructure
• Property
Executive
Director
Communications
& Engagement
Louise Kanis
• Public Relations
• Communications
• Government
& community
relations
• Media relations
• Internal and
corporate
communications
• Brand & marketing
• Web and digital
communication
• Project
communication
Executive
Director
Corporate
Services &
Governance
/ Chief Legal
Officer
Katherine Lorenz
• Audit
• Compliance
• Corporate
Governance
• Fraud Control
• Freedom of
Information
• Insurance
• Legal Services
• Medicolegal
• Commercial
• Employment
• Procurement
• Retail
• Risk
• Monash Health
Foundation
35

Jessie McPherson
Private Hospital
Jessie McPherson Private Hospital is a 103-bed
tertiary level private hospital and a subsidiary
of Monash Health. The hospital is proud to have
a team of highly skilled and dedicated staff
and is equipped with some of the best medical
facilities in Victoria.
Jessie McPherson Private Hospital
offers specialist services including
cardiology, cardiothoracic surgery,
neurosurgery, vascular, gastro-sciences,
general medicine and respiratory, high
acuity maternity and neonatal services.
The co-location of the hospital
with Monash Medical Centre provides
consumers with access to a wide
range of additional services and
facilities such as pharmacy, pathology
and diagnostic imaging.
This affiliation also provides Jessie
McPherson Private Hospital consumers
access to world-renowned research
and teaching facilities.
Jessie McPherson Private Hospital
provides quality healthcare for people
in Melbourne, regional Victoria,
interstate, and overseas. As one of
only a few private hospitals to provide
tertiary level services in Victoria,
Jessie McPherson Private Hospital has
preferred provider agreement status
with all major health funds.
Safe patient care is the number one
priority at Jessie McPherson Private
Hospital and processes are in place
to provide the best patient outcomes.
The hospital’s ‘Point of Care Goals’
were developed following input from
Jessie McPherson Private Hospital staff
and consumers about what constitutes
safe and quality care. These goals
reflect what consumers’ value about
healthcare access and delivery, and
how this translates into exceptional
care, for every patient, every time.
Jessie McPherson
Private Hospital is
one of a select few
private hospitals
accredited as a TAVI
Hospital, this means
that we are able to offer
an alternative to open
heart surgery for aortic
stenosis patients.
36 Monash Health Annual Report 2017-18

After developing symptoms, Brendan’s
doctor picked up on a problem
with his heart and he was referred
to MonashHeart Interventional
Cardiologist, Dr Ben Dundon.
A rapid recovery for Brendan
Dr Dundon’s assessment confirmed
Brendan required coronary angioplasty,
and he then had a stent inserted at the
MonashHeart Cath Lab followed by
a stay on the Cardiac Ward at Jessie
McPherson Private.
Whilst the stent improved his
symptoms, Dr Dundon informed
Brendan his aortic valve was not
functioning as it should and may
require treatment in the near future.
Over the course of 2017, Brendan
noticed his condition worsening, he
was struggling to remain active,
finding himself out of breath doing
everyday tasks like walking up a hill.
It became increasingly worse.
Brendan was then considered for
a TAVI procedure and admitted to
Jessie McPherson Private Hospital in
November 2017. The procedure was
carried out the following day in the
MonashHeart Cath Lab and Brendan
was home by Friday and back at work
the following week.
Brendan has since returned to all the
activities he enjoys.
37

Our staff
Our staff continue to provide quality health care to our community.
As an equal opportunity employer, Monash Health is
committed to a fair and non-discriminatory workplace
that maximises the talent, potential and contribution of all
employees. We act with fairness, dignity and empathy for
each other and for consumers.
We value honesty, openness and taking responsibility for our
performance. We aim for and recognise innovation, quality
and professionalism. All our staff remain firmly committed
to our iCare values: integrity, compassion, accountability,
respect, and excellence.
We are continuing our commitment to conducting safety
inspections with participation from Health and Safety
Representatives and management. We are working to ensure
ongoing consultation and engagement at all levels of Monash
Health to continuously improve our occupational health and
safety performance.
Staff numbers
Labour category
June
YTD**
FTE*
June
Current month
FTE*
2017 2018 2017 2018
Nursing Services 4,799 4,968 4,970 5,111
Admin. & Clerical 1,624 1,698 1,681 1,771
Medical Support Services 1,102 1,179 1,145 1,233
Hotel & Allied Services 958 1,029 990 1,050
Medical Officers 186 188 191 192
Hospital Medical Officer 978 1,054 1,015 1,079
Sessional Med. Officers 324 348 330 373
Ancilliary Support Serv. 948 1,016 987 1,042
Grand Total 10,919 11,480 11,309 11,852
*Full-time equivalent (FTE) staff at Monash Health and Jessie
McPherson Private Hospital as at 30 June 2018.
**Average monthly FTE for financial year.
Occupational health and safety statement
Monash Health is committed to providing a safe and healthy
working environment for our employees, contractors,
volunteers and the public and we take all reasonable steps
to control hazards and minimise risk of injury.
This year we have focused on the strategic approach of
managing health and safety in the workplace with the
development of our OHS Strategy 2018 – 2023 and the
Action Plan for 2018/2019. For the first time lead and lag
OHS targets have been established for Monash Health and
will be reported monthly to all levels of the organisation.
Monash Health has continued with a proactive and
supportive approach to occupational health and safety with
a focus on support in the workplace. A series of eLearning
modules have been developed for all staff and managers
to increase awareness and provide guidance in completing
tasks safely.
We are continuing our commitment to conducting safety
inspections with participation from HSRs and management
to ensure consultation and engagement at all levels of
Monash Health. All new initiatives seek to ensure Monash
Health continuously improves occupational health and
safety performance.
Occupational violence statistics
WorkCover accepted claims with an
occupational violence cause per 100
FTE
Number of accepted WorkCover
claims with lost time injury with an
occupational violence cause per
1,000,000 hours worked
Number of occupational violence
incidents reported
Number of occupational violence
incidents reported per 100 FTE
Percentage of occupational violence
incidents resulting in a staff injury,
illness or condition
2016-17 2017-18
0.37 0.35
2.17 1.71
850 1327
7.83 11.47
4.71 38.43*
*In previous years the percentage of occupational violence
lost time injuries (LTIs) resulting in a staff injury, illness or
condition were reported. This year the value includes all
incidents not just LTIs.
WorkCover claims
Number of standard claims by year
17
-18
16
-17
15
-16
14
-15
13
-14
12
-13
11
-12
10
-11
09
-10
08
-09
07
-08
171 177 148 176 130 166 166 151 152 165 174
Definitions
For the purposes of the statistics the following
definitions apply:
Occupational violence – any incident where an employee is
abused, threatened or assaulted in circumstances arising out
of, or in the course of their employment;
Incident – an event or circumstance that could have resulted
in, or did result in, harm to staff;
Accepted WorkCover claims – accepted WorkCover claims
that were lodged in 2017-18;
Lost time – at least one shift lost due to a work related injury
or illness;
Injury, illness or condition – this includes all reported
harm as a result of an incident, regardless of whether the
employee required time off work or submitted a claim.
38 Monash Health Annual Report 2017-18

Clinical
governance
report
Monash Health is a public health service; a body corporate
established under Section 65P of the Health Services Act 1988,
as amended in 2005 and listed in Schedule 5 of that Act.
Excellence is our standard
Our Clinical Governance Framework
outlines the structure and processes,
leadership, and culture that are in
place and the outcomes monitored to
ensure we provide accountable, safe,
effective, efficient patient-centred care
underpinned by continuous improvement.
It is based on the Victorian Clinical
Governance Framework (June 2017)
and the Australian Safety and
Quality Framework for Healthcare
(December 2010).
Key quality indicators are available
on dashboards customised for
each ward, unit and program and
prominently displayed on quality
boards in all wards.
The health service performance
against pre-determined quality
indicators are tracked and reported
monthly to Clinical Council, Monash
Health Executive, and the Monash
Health Board.
39

Environmental
sustainability report
Monash Health is committed to reducing our ecological
footprint. Sustainability is one of the priorities of our
2018-23 Strategic Plan.
We recognise the compelling link
between greenhouse gas emissions,
climate change, and the resultant
impact on our environment.
Monash Health has committed
to actively contribute to the
implementation of the Victorian
Government’s policy to be net zero
carbon emissions by 2050 and improve
environmental sustainability.
Eco Champions Committee
The Monash Health Eco Champions
Committee has represented Monash
Health at the Victorian Green
Health Round Table and Australian
Nursing and Midwifery Federation
Sustainability Conference.
The Committee meets bimonthly
with a comprehensive and growing
representation inclusive of clinical and
non-clinical staff.
Their outcomes this year include:
• Highlighting sustainability
initiatives to encourage staff
participation as well as to support
sustainability messaging
• Regular contributions to the
internal staff newsletter, keeping
communications contemporary
and relevant
• Development of training materials
and displays to support staff
education and promotion of
environmental sustainability
• Running Keep a Cup drives to
further encourage staff to reduce the
amount of disposable cups used in
our facilities
• Our retail providers continue to offer
a discount to those staff who bring
their own mug
• Engineering continues to roll out our
LED lighting program
• Implementation of a building
analytics program for Monash
Children’s Hospital to ensure early
detection of any Heating, Ventilation
and Air Conditioning faults
• Employment of an energy
performance management consultant
to conduct a level 2 energy audit
for Monash Medical Centre and
Dandenong Hospital. This audit
will identify any opportunities to
improve our energy consumption
for these facilities.
The Minister
for Health and
Ambulance
Services,
The Hon Jill
Hennessy
MP, is the
responsible
Minister.
40 Monash Health Annual Report 2017-18

Bicycle Facilities
Monash Health has invested to
encourage our staff to ride to work by
installing /maintaining a number of bike
parking facilities and changing facilities.
These include but are not limited to:
• Undercover and secure bike
parking for 78 bikes at Monash
Medical Centre
• Curved hoops at Casey Hospital near
the Emergency Department. These
are also available for the public
• Bike racks at Moorabbin and
Dandenong Hospitals.
Cleaning without chemicals
Our Infection Control and Support
Services team presented our ‘cleaning
without chemicals’ approach to the New
South Wales branch of the Australian
Nursing and Midwifery Federation. The
session provided nurses and midwifes
with information on the program, how
to make the change, and the benefits to
using this system. The session received
great feedback.
Recycling initiatives
Monash Health continues to explore
opportunities to increase our recycling
rate. Despite changes to the recycling
waste industry Monash Health still
managed to recycle 1,104 tonnes of
waste. This is equates to around
25% of all waste generated across
Monash Health.
In addition Monash Health utilizes
reusable sharps containers which saves
between 10-15 tonnes of plastic going
into landfill per year.
Our Dandenong and Clayton sites
diverted 1.4 tonnes of single use
instruments from our clinical waste
stream. These are removed free of
charge by a local metal recycler.
Grass roots initiatives
Passionate staff drive local sustainability
efforts in their areas or sites to raise
awareness and contribute to the
reduction of our environmental impact.
Some of the staff-led activities this
year included:
• Staff continuing to self-nominate to
become sustainability champions in
their own areas
• Our theatres continue to review the
content of their prepacked theatre
packs to eliminate any unnecessary
items and reduce waste. They have
been successful in reducing the
number of hand towels in each pack
that were otherwise thrown out
• Our Central Production Kitchen
which produces over 7,500 meals per
day, five days per week continued to
work with their suppliers to reduce
the amount of packaging coming into
the facility switching from recyclable
cardboard boxes to reusable plastic
food crates for meat deliveries
• Dandenong Theatre is now recycling
their PVC – oxygen masks and
plastic tubing
• Paper reduction is supported by an
ever expanding electronic access
system to information/forms
and learning materials. We have
continued to roll QR readers for
attendance records for training
and meetings
• The Asset Sales Program is now in its
5th year. The program has recycled
thousands of items, including
kitchen, cleaning, workshop, audio
visual, IT, medical and laboratory
equipment that would otherwise have
been waste disposed of in landfill.
Installation of hand dryers
An initiative to install hand dryers into
high use public and staff toilets has
commenced. These hand dryers are
very energy efficient and result in a
number of benefits including reducing
the amount of paper hand towels
used. This initiative also improves the
presentation of our bathrooms with no
hand towels being left on the floors,
reducing slip hazards.
Garden Maintenance
The gardens at Monash Health are
maintained by our engineering
department to ensure consumers,
visitors and staff are able to enjoy the
beautiful and relaxing garden spaces.
This year our engineering department
has engaged an arborist to ensure our
trees are well maintained.
41

Our Board
of Directors
The Board of Directors of Monash Health is appointed by the Governor-
In-Council on the recommendation of the Minister for Health and
Ambulance Services in accordance with the Health Services Act 1988.
Functions of the Board
of Directors
The functions of the Board are:
• To monitor the performance of
Monash Health
• To recommend the appointment
of and determine the employment
terms (including remuneration)
of a Chief Executive
• To oversee the management of
Monash Health and monitor the
performance of the Chief Executive
• To develop statements of priorities
and strategic plans for the operation
of Monash Health and monitor
their compliance
• To develop financial and business
plans, strategies and budgets to
ensure accountable and efficient
provision of health services by
Monash Health and its long-term
financial viability, as well as to
ensure they are adhered to
• To establish and maintain effective
systems to ensure that health
services meet the needs of the
community served by Monash
Health and that the views of
users and providers of health
services are taken into account
• To ensure that Monash Health
operates within its budget and that
its systems accurately reflect its
financial position and viability
• To ensure effective and accountable
systems are in place to monitor
and improve the quality and
effectiveness of health services
provided by Monash Health
• To ensure any problems identified
with the quality or effectiveness
of the health services provided are
addressed in a timely manner and
that Monash Health continuously
strives to improve the quality of the
health services it provides and to
foster innovation
• To develop arrangements with
other agencies and health service
providers to enable effective and
efficient service delivery and
continuity of care
• To establish the organisational
structure, including the management
structure, of Monash Health
• To establish and ensure the
effectiveness of a Finance
Committee, an Audit Committee,
a Quality Committee, and other
committees considered appropriate
• To facilitate health research and
education and any other functions
conferred on the Board by or
under the Act.
Board committees
The following committees support
the functions of the Board of
Directors:
Quality Committee
The purpose of the Quality Committee
is to support the Board’s function
of providing strategic leadership in
relation to the clinical governance of
quality and safety at Monash Health.
It serves to ensure, on behalf of
the Board, that the following broad
objectives are fulfilled:
• Effective and accountable systems
are in place to monitor and improve
the quality and effectiveness
of health services provided by
Monash Health
• Any problems identified with the
quality or effectiveness of the health
services provided are addressed in
a timely manner
• Ensure Monash Health continuously
strives to improve the quality of the
health services it provides and to
foster innovation.
Audit Committee
The role of the Audit Committee is to
advise the Board of Directors on audit
matters and matters relating to the
financial, accounting and legislative
compliance, and the operational
effectiveness and efficiency of
Monash Health.
The committee also advises the
Board on the level of business risk or
exposure to which Monash Health
might be subject and oversight of
internal and external audit activities.
Membership of the committee
includes:
• John Thomson Member 1 July 2016
to 30 June 2018
• Charles Gillies Member 1 July 2016
to 30 June 2018
• Sarah Ralph Member 2 March 2016
to 30 June 2018
• Jorden Lam Member 2 March 2016
to 30 June 2018.
Remuneration Committee
The principal role of the Remuneration
Committee is to advise the Board
of Directors on matters relating to
the organisation’s remuneration
policies and practices. In addition,
the Remuneration Committee provides
oversight with respect to succession
planning for the Chief Executive and
senior executive positions.
42 Monash Health Annual Report 2017-18

43

Aboriginal Health Strategic
Partnership Committee
The Aboriginal Health Strategic
Partnership Committee operates
under the authority of the Monash
Health Board of Directors and the
Dandenong and District Aborigines
Co-operative Limited Board of
Directors. The Aboriginal Health
Strategic Partnership Committee
commenced in 2012 and was followed
by a signing of the Statement of Intent
and a Memorandum of Understanding
between the two organisations.
The purpose of the Aboriginal Health
Strategic Partnership Committee is
to ensure a collaborative partnership
between the Dandenong and District
Aborigines Co-operative Limited and
Monash Health.
The intent is to ensure that by working
closely together we are able to better
meet the health and wellbeing needs
of our local Aboriginal and Torres Strait
Islander communities.
The Aboriginal Health Strategic
Partnership Committee shall:
• Ensure accountability and leadership
in relation to all Aboriginal and
Torres Strait Islander health matters
• Ensure a respectful and collaborative
relationship between Monash Health
and the Aboriginal and Torres Strait
Islander community
• Oversee the implementation of
the Monash Health Reconciliation
Action Plan and Employment Plan
• Identify shared strategic opportunities
and projects
• Monitor the Monash Health Aboriginal
Health Data Report and relevant data
from the Dandenong and District
Aborigines Co-operative Limited
• Support the Aboriginal Health
Working Group to achieve their goals.
During FY 2017-18, the committee
has focussed on a few key priorities:
Improving maternity and emergency
care for Aboriginal and Torres Strait
Islander people. Increasing Aboriginal
employment at Monash Health has also
been another key priority as we have a
2 per cent Aboriginal and Torres Strait
Islander employment target.
Finance Committee
The role of the Finance Committee
is to advise the Board of Directors on
financial matters and to assist in the
oversight of financial performance.
The Finance Committee reviews and
makes recommendations to the Board
regarding financial strategy, financial
policies, annual operating and capital
budgets, cash flow and business plans
to ensure alignment with key strategic
priorities and performance objectives.
Community Advisory Committee
The role of the Community Advisory
Committee (CAC) is to provide
direction and leadership to integrate
consumer, carer, and community views
into health services operations and
strategic policy development; and
to identify and advise the Board of
Directors on priority areas and issues
requiring a consumer, carer and/or
community perspective.
The last 12 months have been a period
of change for the committee saying
goodbye to a number of committee
members including Peter McDonald,
Halina Gwizdzil, Catherine Rampant,
Reg Shelly, Judy Little, Peter Vant Hooft
and Debbie Williams (Board member).
We also welcomed a new chair
Lynda Condon and new committee
members Zuben Rustomjee, Julie
Noorman, Shabnam Safa, and Emma
Burt. Continuing on the committee
are Sharon Harris, Pauline Hopkins and
Betty Wilderman (Vice Chair). The
CAC has appreciated the enormous
support from the Board Chair Barbara
Yeoh and her commitment to consumer
engagement at Monash Health.
Key Achievements
• Successfully supported Monash
Health through the National
Standards Accreditation process.
Members were integral in National
Standards planning, preparation
and survey meeting with auditors
to discuss the role and extent
of consumer engagement and
contributions to the many
committees and working parties
across the organisation
• Engaged in the development of
equity and inclusion definition for
Monash Health
• Commenced work around the
review of the consumer participation
framework following engagement
from Safer Care Victoria who
is developing a new state-wide
framework
• Contributed to the strategic plan
consultation process giving valuable
feedback during key milestone
points that have been incorporated
into the plan
• Providing feedback into the
proposed Monash Health Volunteer
Ward Ambassador program
• Realignment of consumer
representation on all of the
organisations Clinical Governance
Committees following the
introduction of a new
program structure.
• Currently co designing an
improvement project to enhance
the experience of consumers in the
Emergency Department
• Completed CAC governance training
• Drove the development of a new
Consumer Advisor Orientation /
On boarding program.
Primary Care and Population
Health Advisory Committee
The Primary Care and Population
Health Advisory Committee provides
strategic advice to the Board of
Directors on matters specific to the
primary care and population health
of our local community. Membership
comprises primary care and academic
partners in our region and members
of the Monash Health Board and
management.
The committee has a particular focus
on improving the health status of
our community across focus areas
such as the hospital primary care
interface, models of care for high
risk community members, health
promotion, and, primary care research
and education. In addition, there is a
focus on the health and wellbeing of
vulnerable groups such as refugees,
Aboriginal and Torres Strait Islanders
and culturally and linguistically diverse
communities.
The Primary Care and Population
Health Advisory Committee
has continued to provide strong
leadership to the development
and implementation of Monash
Health’s Chronic Disease Strategy
Implementation Plan. This work builds
on a foundation set in initial action
areas of diabetes; chronic respiratory
disease; management of advanced
stage chronic disease; and oral health.
Implementation of the strategy involves
small collaborative cross-sector pilots
in each area, bringing back key themes
and learnings to inform initiatives to
scale, and ultimately our healthcare
system as a whole.
44 Monash Health Annual Report 2017-18

Members of the
Board of Directors
Ms Barbara Yeoh AM
BSc (Hons), FAICD
• Chair, Monash Health Board
• Chair, Remuneration Committee
• Member, Finance Committee
• Chair, Board Quality Committee,
June 2017
• Member, Aboriginal Health Strategic
Partnership Committee
Term of appointment:
July 2009 - 30 June 2018.
Ms Barbara Yeoh has more than 30
years experience as a director in both
the public and private sectors across
a broad range of industries. She is
currently a Member of the AHPRA
Agency Management Committee,
Deputy Chair of the Victoria State
Emergency Service and Deputy Chair of
the Civil Aviation Safety Authority Audit
Committee. Ms Yeoh is also a Principal
Associate of Phillips KPA, specialist
advisers to the education sector.
In 2015, Ms Yeoh was inducted into
the Victorian Honour Roll of Women
and received the CEO Magazine
Chairperson of the year award which
encompasses the public, private and
not for profit sectors.
Mr Charles Gillies
BSc/BA, MBA, SF Fin, GAICD
• Chair, Finance Committee
• Chair, Audit Committee
• Member, Kitaya Holdings Board
Pty Ltd*
Term of appointment:
July 2011 - current.
Mr Charles Gillies is co-founder of
Jolimont Global Mining Systems which
specialises in investing in mining
technology companies.
These companies compete in fastmoving,
highly competitive global
technology markets. As an active
investor himself his approach has been
to work closely with management to
develop a plan to create economic
value. He has been Director and
Chairman of a number of technology
and investment companies and
has worked closely with CEOs and
management teams, developing
strategies and setting objectives and
performance targets.
*Kitaya Holdings Pty Ltd operates Jessie
McPherson Private Hospital.
Ms Debbie Williams
FAICD, MBA, ME, BCom, GradDip
in Health Services Management
• Chair, Primary Care and Population
Health Advisory Committee
• Member, Community Advisory
Committee
Term of appointment:
July 2009 - June 2018.
Ms Debbie Williams is a strategy
consultant who brings extensive
experience in healthcare management,
corporate governance, business
strategy development, mental
health management and financial
management. Ms Williams is President
of Toy Libraries Australia.
45

Mr Dipak Sanghvi
• Member, Primary Care and
Population Health Advisory
Committee
• Member, Finance Committee
• Member, Kitaya Holdings Board Pty
Ltd, March 2018 to June 2018
Term of appointment:
June 2016 - current.
Mr Dipak Sanghvi is a pharmacist
who owns five pharmacies in Victoria.
He is currently Chair of Member
Benefits Australia Pty Ltd. Previous
positions held include: President of
the Pharmacy Guild Victoria Branch
during 2006-2011, Chair of Gold Cross
Products and Services Pty Ltd, Chair of
Return of Unwanted Medicines, being
a Board member of Guild Insurance
and Superannuation, and Meridian
Lawyers; as well as several other board
positions in the community
and pharmaceutical industry.
Ms Heather Cleland
MBBS, FRACS (Plas)
• Member, Quality Committee
Term of appointment:
July 2016 - current.
Ms Heather Cleland is a Plastic
Surgeon who is currently head of
the state-wide Victorian Adult Burns
Service at the Alfred Hospital. In
addition to clinical practice and service
development, she is actively involved
in clinical education, training, and
research. She has been instrumental in
establishing the clinical quality Burns
Registry of Australia and New Zealand,
and chairs its steering committee. She
is a Board member of the Australian
and New Zealand Burns Association
and Past President. She has served on
various departmental and professional
committees, and is a member of the
Donor Tissue Bank Committee of
the Victorian Institute of Forensic
Medicine, member of the Court of
Examiners of the Royal Australasian
College of Surgeons and an Adjunct
Senior Lecturer at Monash University.
Ms Jorden Lam
LLM, LLB, BCom, GradDipLP,
GAICD, SA Fin.
• Member, Audit Committee
• Member, Community Advisory
Committee
Term of appointment:
October 2016 - current.
Ms Jorden Lam is the Company
Secretary & General Counsel at HESTA
Super Fund, and also serves on the
Board of BreastScreen Victoria and
the Policy Committee of Women
in Super. She has also previously
served on the Community Advisory
Committee for Ambulance Victoria.
She is experienced in the development
and implementation of corporate
governance frameworks, regularly
advises on director and trustee duties
and is passionate about achieving high
standards of governance practice in
organisations. Ms Lam has previously
practiced as a commercial lawyer
with several leading firms, advising
corporations across a range of complex
matters. In 2015 she was a recipient
of the Australian Financial Review’s
“Young Executive of the Year Award”.
46 Monash Health Annual Report 2017-18

Dr Misty Jenkins
BSc (Hons), PhD, MAICD
• Member, Quality Committee
• Member, Aboriginal Health Strategic
Partnership Committee
Term of appointment:
November 2016 - current.
Dr Misty Jenkins is a NHMRC fellow,
biomedical scientist and laboratory
head at Walter and Eliza Hall Institute
for Medical Research, where she
researches cellular immunology
and new immunotherapies for
cancer. Dr Jenkins has previously
held postdoctoral positions at The
Universities of Cambridge and Oxford,
and The Peter MacCallum Cancer
Centre in Melbourne. Dr Jenkins was
awarded the L’Oreal for Women in
Science Fellowship (2013), was Tall
Poppy of the year (2015) and won the
Westpac/Australian Financial Review
Top100 Women of Influence award
(2016). In addition to her research
career, Dr Jenkins brings experience in
governance as a Director and Deputy
Chair of The National Centre for
Indigenous Genomics at ANU, previous
Director of the Aurora Education
Foundation, Ambassador for the
Poche Centre for Indigenous Health
and Chair of NHMRC Project Grant
Review Panels.
Ms Sarah Ralph
BA, LLB, LLM
• Member, Audit Committee
• Member, Primary Care and
Population Health Advisory
Committee
Term of appointment:
November 2016 - current.
Ms Sarah Ralph is a partner of global
law firm, Norton Rose Fulbright. Ms
Ralph has practiced in employment
and labour law for over 20 years and
leads the firm’s national government
practice. Ms Ralph regularly acts for
public and private sector employers
in complex employment matters
including in the health sector. Ms
Ralph’s experience includes working
in government and the private sector
in strategic and legal roles. Ms Ralph
is a volunteer member of the Youth
Support and Advocacy Service (YSAS)
Risk and Audit Committee. Ms Ralph
brings her experience in people
management, corporate governance,
and risk management to the Board.
Emeritus Professor Hatem
Salem AM
MB, ChB (Mosul, Iraq), FRACP,
FRCPA, MRCP (UK) MD (Monash),
LRCP, MRCS.
• Chair, Quality Committee
Term of appointment:
1 August 2017 - current.
Hatem Salem is an Emeritus Professor
at Monash University. Prior to this,
Professor Salem was the Head of the
Academic Department of Clinical
Haematology at Monash University
and the Head of Clinical Haematology
at the Alfred Hospital. He served as
President of Asia Pacific Society of
Thrombosis and Haemostasis and past
president and Executive Director of the
Australasian Society of Thrombosis
and Hemostasis. He is a senior
Counsellor of the International Society
of Thrombosis and Haemostasis.
In 2005, his vision and ability to
develop leading clinical and research
programs was recognised by the
Victorian Government’s Public
Healthcare Award, where he
was the recipient of the Health
Minister’s Award for Outstanding
Individual Achievement.
In 2010, Professor Hatem Salem was
awarded the Member of the Order of
Australia (AM) for service to medicine
in the field of haematology as a
clinician, educator and researcher and
also through the establishment of the
Australian Centre for Blood Diseases.
47

Statutory
compliance
Carers Recognition Act 2012
Monash Health is committed to
partnering with and empowering
our consumers.
We understand that our consumers,
their families and carers need to play
an active role in their own healthcare
and in helping us improve the quality
and safety of our services.
We take all practicable measures to
ensure our employees and agents
reflect the care relationship principles
in developing, providing or evaluating
support and assistance for persons in
care relationships.
The Monash Health Consumer and
Community Participation Policy
provides an organisation-wide
framework describing our approach
to embedding relationship centred
care and partnerships in our culture,
recognising that everyone in the
organisation has an impact on patient,
family, carer and consumer experience.
Partnering with Consumers for an
Exceptional Patient Experience
education is mandatory for all new
Monash Health staff both clinical and
non-clinical. Our learning tools draw
particular attention to the needs of
carers and families.
Monash Health reports on how we
engage with our consumers, their
families and carers in the annual
Quality of Care Report. That report is
available on our website: http://www.
monashhealth.org/page/monash_
health_quality_account
There are no disclosures required to
be made under the Carers Recognition
Act 2012.
Compliance with the
Building Act 1993
Monash Health facilities are managed
through site inspections, risk
assessments and audits. Contracts are
in place to maintain Essential Safety
Measures and annual compliance
audited by independent Registered
Building Surveyors.
Building standards and
condition assessments
The condition of our buildings is
assessed through site inspections
and condition audits by architects
and consultant engineers on an ‘as
needed’ basis. Fire audits and risk
assessments are undertaken by
consultant fire engineers to comply
with the Department of Health and
Human Services Fire Risk Management
Guidelines Series 7.
Recommendations from fire audits are
actioned through a series of projects
developed in conjunction with the
Department of Health and Human
Services to maintain a high degree of
fire safety. All bed-based facilities are
audited on a five-yearly cycle.
Fire safety audits
The five-yearly fire safety audit of
Monash Health’s 12 bed based facilities
was completed in June 2018.
Essential safety measures
maintenance
Contracts are in place to maintain all
Essential Safety Measures elements at
sites owned by Monash Health. Audits
were performed at these sites by
registered Building Surveyors to ensure
compliance with Essential Safety
Measures Maintenance regulations.
Action plans to rectify defects
identified during the audits
are currently in place. In accordance
with regulatory requirements, service
and maintenance records are kept
to enable completion of an annual
Essential Safety Measures Report for
all properties owned by Monash
Health. This provides confirmation
that all Essential Safety Measures
are operational at the required
level of performance for the safety
of these facilities.
Risk assessment
Victorian Managed Insurance Authority
(VMIA) conducts site risk assessments
(SRS) at Monash Medical Centre,
Moorabbin Hospital, Kingston Centre,
and Dandenong Hospital.
Risk treatment options generated from
the SRS are monitored through action
plans until they are completed.
Freedom of Information
Act 1982
Summary of requests received under
the Act from 1 July 2017 to 30 June
2018.
Other (no documents found) 15
Other (not proceeded with) 25
Application fee not paid 0
Not yet finalised 90
Exemptions cited – total 230
Clause:
25 1
25A(5) 3
30(1) 18
32(1) 6
33(1) 119
33(2)(A) 3
33(4) 1
33(4)(a) 0
35(1)(a) 0
35(1)(b) 56
38 24
48 Monash Health Annual Report 2017-18

Fees and charges
Application fees collected
Application fees waived
Copy charges collected
$40,271.20
$12,439.20
$66,987.00
Copy charges waived $7,640.30
Initial decision makers
Rachael Gillies, Release of Information
Manager; Maija Dimits, Health
Information Manager; Elaine Elliott,
Health Information Manager; Monika
Bosnich, Health Information Manager;
Tammy O’Connor, Senior Corporate
Counsel; and Elle Bethune, Corporate
Counsel.
National Competition Policy
Monash Health continued to comply
with the Victorian Government’s
Competitive Neutrality Policy. In
addition, the Victorian Government’s
Neutrality Pricing Principles for all
relevant business activities have
been applied by Monash Health
since 1 July 1988.
Protected Disclosures
Act 2012
Monash Health has a procedure for
protected disclosures and matters
of this nature are referred to the
Independent Broad-based Anti-
Corruption Commission. Information
is included in the ‘Patients & Visitors/
Concerns and compliments’ section
of the Monash Health Internet site
for external parties and internally our
staff policies and procedures provide
direction for staff.
Safe Patient Care Act 2015
Monash Health has no matters to
report in relation to its obligations
under section 40 of the Safe Patient
Care Act 2015.
Victorian Industry
Participation Policy Act 2003
The following information for contracts
commenced and/or completed in the
financial year must be disclosed under
the Victorian Industry Participation
Policy (VIPP) Act 2003 (Refer to FRD
25C Local Jobs First-Victorian Industry
Participation Policy Disclosures in the
Report of Operations):
• Two contracts valued at $22M were
commenced but not completed in
the financial year for which a VIPP
Plan was required;
• Six contracts valued at $22.1M were
commenced but not completed
where a VIPP Plan was not required
(due to nil to limited contestability)
1. Four are local by nature; and
2. Two are international by nature;
• Eight conversations were held with
the Industry Capability Network that
correspond with the registration and
issue of an Interaction Reference
Number.
Additional information
available on request
In accordance with FRD 22H, Monash
Health confirms the items listed below
have been retained by Monash 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. Declarations of pecuniary interests
have been duly completed by all
relevant officers;
b. Details of shares held by senior
officers as nominee or held
beneficially;
c. Details of publications produced by
the entity about itself, and how these
can be obtained;
d. Details of changes in prices, fees,
charges, rates and levies charged by
the Health Service;
e. Details of any major external reviews
carried out on the Health Service;
f. Details of major research and
development activities undertaken
by the Health Service that are
not otherwise covered either in
the report of operations or in a
document that contains the financial
statements and report of operations;
g. Details of overseas visits undertaken
including a summary of the
objectives and outcomes of each
visit;
h. Details of major promotional, public
relations and marketing activities
undertaken by the Health Service to
develop community awareness of
the Health Service and its services;
i. Details of assessments and
measures undertaken to improve the
occupational health and safety of
employees;
j. A general statement on industrial
relations within the Health Service
and details of time lost through
industrial accidents and disputes,
which is not otherwise detailed in
the report of operations;
k. A list of major committees
sponsored by the Health Service, the
purposes of each committee and the
extent to which those purposes have
been achieved;
l. Details of all consultancies and
contractors including consultants/
contractors engaged, services
provided, and expenditure
committed for each engagement.
49

Disclosure index
The Annual Report of Monash Health is prepared in accordance
with all relevant Victorian legislation. This index has been prepared
to facilitate identification of the Department’s compliance with
statutory disclosure requirements.
Legislation Requirement Page reference
Charter and purpose
FRD 22H Manner of establishment & relevant Ministers 39, 40
FRD 22H Purpose, functions, powers and duties 2 & 5
FRD 22H Initiatives and key achievements 6 & 7
FRD 22H Nature and range of services provided 28
Management and structure
FRD 22H Organisational structure 34 & 35
Financials and other information
FRD 10A Disclosure index 50 & 51
FRD 11A Disclosure of ex-gratia expenses 131
FRD 21C Responsible person and executive officer disclosures 52
FRD 22H Application and operation of Protected Disclosure 2012 49
FRD 22H Application and operation of Carers Recognition Act 2012 48
FRD 22H Application and operation of Freedom of Information Act 1982 48, 49
FRD 22H
Compliance with building and maintenance provisions of
Building Act 1993
48
FRD 22H Details of consultancies over $10,000 63
FRD 22H Details of consultancies under $10,000 63
FRD 22H Employment and conduct principles 38
FRD 22H Information and Communications Technology Expenditure 63
FRD 22H Major changes or factors affecting performance 67
FRD 22H Occupational violence 38
FRD 22H
Operational and budgetary objectives and performance
against objectives
56-57
FRD 22H Summary of the entity’s environmental performance 40, 41
FRD 22H Significant changes in financial position during the year 62
50 Monash Health Annual Report 2017-18

Legislation Requirement Page reference
FRD 22H Statement on National Competition Policy 49
FRD 22H Subsequent events 130
FRD 22H Summary of the financial results for the year 62
FRD 22H Additional information available on request 49
FRD 22H
Workforce Data Disclosures including a statement on the
application of employment and conduct principles
38
FRD 25C Victorian Industry Participation Policy disclosures 49
FRD 103F Non-Financial Physical Assets 94
FRD 110A Cash flow statements 74
FRD 112D Defined Benefit Superannuation Obligations 91
SD 5.2.3 Declaration in report of operations 52
SD 5.1.4 Financial Management Compliance Attestation 52
Other requirements under Standing Directions 5.2
SD 5.2.2 Declaration in financial statements 68
SD 5.2.1(a)
Compliance with Australian accounting standards and other
authoritative pronouncements
69-70
SD 5.2.1(a) Compliance with Ministerial Directions 68
Legislation
Freedom of Information Act 1982 48 & 49
Protected Disclosure Act 2012 49
Carers Recognition Act 2012 48
Victorian Industry Participation Policy Act 2003 49
Building Act 1993 48
Financial Management Act 1994 52
Safe Patient Care Act 2015 49
51

Attestations
Data Integrity
I, Andrew Stripp certify that Monash
Health has put in place appropriate
internal controls and processes to
ensure that reported data accurately
reflects actual performance. Monash
Health has critically reviewed these
controls and processes during the year.
Andrew Stripp
Chief Executive
Monash Health
17 August 2018
Conflict of Interest
I, Andrew Stripp, certify that Monash
Health has put in place appropriate
internal controls and processes to
ensure that it has complied with the
requirements of hospital circular
07/2017 Compliance reporting in health
portfolio entities (Revised) and has
implemented a ‘Conflict of Interest’
policy consistent with the minimum
accountabilities required by the VPSC.
Declaration of private interest forms
have been completed by all executive
staff within Monash Health and
members of the board, and all declared
conflicts have been addressed and are
being managed. Conflict of interest is
a standard agenda item for declaration
and documenting at each executive
board meeting.
Compliance with Health
Purchasing Victoria (HPV)
Health Purchasing Policies
I, Andrew Stripp certify that Monash
Health has put in place appropriate
internal controls and processes to
ensure that it has complied with
all requirements set out in the HPV
Health Purchasing Policies including
mandatory HPV collective agreements
as required by the Health Services Act
1988 (Vic) and has critically reviewed
these controls and processes during
the year.
Andrew Stripp
Chief Executive
Monash Health
17 August 2018
Financial Management
Compliance attestation
I, Mr Dipak Sanghvi, on behalf of the
Board certify that Monash Health has
complied with the applicable Standing
Directions of the Minister of Finance
under the Financial Management Act
1994 and Instructions.
Mr Dipak Sanghvi
Chair, Board of Directors
Melbourne
17 August 2018
Responsible bodies
declarations
In accordance with the Financial
Management Act 1994, I am pleased
to present the report of operations for
Monash Health for the year ending 30
June 2018.
Mr Dipak Sanghvi
Chair, Board of Directors
Melbourne
17 August 2018
Andrew Stripp
Chief Executive
Monash Health
17 August 2018
52 Monash Health Annual Report 2017-18

Statement of
Priorities - Part A
Health Service Deliverables
Help people stay healthy by completing the
Monash Health Integrated Health Promotion
Plan to improve alignment of health promotion
activities, including our refugee health services
and therefore health outcomes for disadvantaged
population groups through improved collaboration
of organisations across Monash Health’s
catchment area.
Build healthy neighbourhoods by establishing
a regional Chronic Disease coalition with
community partners including Primary Health
Networks, general practice, community health
and consumers in line with the Monash Health
Chronic Disease Strategy.
Target health gaps by continuing the
implementation of Health Links – Chronic Care
(Monash Watch) and evaluate to inform the future
platform of service delivery.
Reduce state-wide risks by implementing a Family
Violence Education Plan in Monash Health’s
emergency departments to improve support for
victims of family violence; initially measured by
the number of staff trained to respond.
Ensure fair access by establishing a contemporary
elective surgery model of care including
implementing pre-procedural care that is
standardised and transparent in delivery, reducing
the number of consumers whom are: on the
elective surgery waitlist; and, on the elective
surgery waitlist longer than their clinically
recommended time.
Improve timely access to care by implementing a
standardised model of care across Monash Health
emergency departments, focusing on upfront
senior decision making and timely progression
of care to improve the number of emergency
consumers whom are: transferred from ambulance
to emergency department within clinically
recommended time; and, seen within the clinically
recommended time.
Status
indicator
Achieved
Achieved
Achieved
Achieved
In progress
In progress
Comment
The Integrated Health Promotion Plan is
complete and was submitted to the Department
of Health and Human Services.
In partnership with representatives of South
Eastern Melbourne Primary Care Partnership and
Southern Health Connect progress is underway
against work plan milestones.
The Health Links – Chronic Care (Monash Watch)
evaluation report is complete.
Development of a Victorian Integrated Care
Model will be undertaken in consideration of the
Health Care Home Trial in south east Melbourne,
in partnership with the South Eastern Melbourne
Primary Health Network.
Family Violence Education Plan is implemented in
Monash Health’s emergency departments.
234 Emergency Department staff have received
family violence education comprising 42
registrars and 192 nurses. A comprehensive
training program continues.
The new peri-operative co-ordinator model
practices consistently across all specialties
and the Treatment in Turn and Prioritisation of
Review work is complete. The time taken to treat
consumers continues to decrease.
The redesign program of work will continue in
2018-19.
The Prioritising Patient Care Pathway has
been implemented and the Upfront Senior
Decision Making model is in the process of
implementation across all three emergency
departments.
Ambulance Victoria offload performance has
progressively improved since the beginning of
the year, as has the number of presentations seen
within clinically recommended triage times.
The redesign program of work will continue in
2018-19.
53

Health Service Deliverables
Ensure fair access by developing and commencing
implementation of a specialist consulting
clinics redesign plan to ensure that clinics run
efficiently and effectively, increasing the number
of consumers who attend their first appointment
within the recommended time.
Improve access by enhancing partnerships with
residential care facilities to provide optimal in
home care with a view to provide better care and
prevent unnecessary emergency department
admissions.
Plan and invest in the redesign of the Monash
Medical Centre emergency department to provide
appropriate segregation for adult, paediatric and
mental health patients.
Plan and invest in commencing construction of
the Casey Hospital expansion, in line with the
construction program.
Unlock innovation by implementing an emergency
department interactive dashboard to increase
visibility of patient flow across Monash Health.
Unlock innovation by further developing the
Mental Health Hospital In the Home service
provided through Casey Hospital.
Improve the traffic flows at Clayton through a
redesign in collaboration with Vic Roads and local
council.
Unlock innovation by increasing access to care,
teaching and research through the Monash
Children’s Telesurgery Service to regional
operating theatres and emergency departments
at Latrobe Regional Hospital, Central Gippsland
Health Service and Bairnsdale Regional Health
Service.
Strengthen the workforce by establishing
interdisciplinary ward leadership teams to
enhance local quality and safety improvement
initiatives and the oversight of routine clinical
practice.
Status
indicator
In progress
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Comment
Specialist Consulting redesign work is well
underway, including: minimising risks associated
with delays to care through redesigning e-referral
management; clinic demand and capacity
planning; improved data management and
reporting; and, significant expansion of the
telehealth specialist consulting program.
The redesign program of work will continue in
2018-19.
In partnership with South Eastern Melbourne
Primary Health Network a new model was
implemented to coordinate aged care services
between hospital and aged care facilities.
Monash Health has increased its outreach
services to residential aged care in alignment
with Department of Health and Human Services
mandatory reporting and HIP guidelines.
The design is progressing on schedule for the
construction work to be tendered in early 2019.
Construction work is on track for the project
to be completed in late 2019.
The emergency department Power Business
Intelligence interactive dashboard is operational
across the three Monash Health emergency
departments.
Hospital in the Home activity for the Casey
sector of Monash Health increased by greater
than 25% in 2017-18.
The traffic redesign has been approved by
VicRoads and the City of Monash. Design
documentation is on schedule for tender in
early 2019.
The Monash Children’s telehealth service has
increased access to care, teaching and research
by increasing the number of telesurgery
specialities, the number of consults, the number
of calls to people’s homes, and the support
provided in the Gippsland region by general
practitioners, paediatricians, and allied health
practitioners.
The new ward governance model has
commenced across Monash Health sites, with
leadership teams formed, and program and ward
quality and safety dashboards, available on both
the quality boards in place in all wards and on
the electronic quality and safety dashboards
accessible via the intranet.
54 Monash Health Annual Report 2017-18

Health Service Deliverables
Strengthen the role and leadership of nurse
managers through allocation of additional
management time and education and training.
Strengthen the workforce by developing a fivetier
education strategy to address occupational
violence and aggression incidents (and
implement): online training for managers to
address bullying and inappropriate behaviour;
and, online training for all employees which
includes processes for reporting patient and
employee safety concerns and escalation.
Prevent avoidable harm by developing and
implementing a formal online training package to
educate staff members that have patient contact
on their obligations to report patient safety
concerns, as measured by the number of staff
trained and an increase in the number of reported
incidents.
Partner with consumers to put quality first by
addressing priorities arising from the outcomes
of the Victorian Healthcare Experience Survey:
• Discharge planning:
Transition hospital to home: Implement “My
Passport” and Teach Back training across adult
inpatient wards and paediatrics.
• Environment: Implement redesigned ward
upgrade and cleaning programs for adult
inpatient wards at Monash Medical Centre.
• Food services: Develop and implement a plan
to address key drivers of the patient food
experience, to commence implementation at
Monash Medical Centre.
Status
indicator
Achieved
Achieved
In progress
In progress
Achieved
In progress
Comment
Nurse managers of 24 hour 7 day services have
transitioned to full-time management positions.
A new governance structure for all nurse
managers is established and ongoing education
and support is in place.
The occupational violence and aggression
strategy, work plan and training are developed
and accessible to all employees.
Implementation of the Department of Health and
Human Services training is in progress, and will
continue into 2018-19.
The rollout of “My Passport” and Teach Back
training was completed for 24 wards across
Monash Health, and will continue into 2018-19.
Redesigned ward upgrades and cleaning
programs for adult inpatient wards at Monash
Medical Centre were completed.
The plan is developed and implementation has
commenced in accordance with the work plan.
55

Statement of
Priorities B
High Quality and Safety indicator
Target
2017-2018
Result
Accreditation
Compliance with NSQHS Standard accreditation Full Compliance Achieved
Infection prevention and control
Compliance with Hand Hygiene Australia program >=80% 81%
% of Health care worker immunised for influenza >=75% 78.0%
Patient experience
Victorian Healthcare Experience Survey - Percentage of positive patient
experience reponses Quarter1
Victorian Healthcare Experience Survey - Percentage of positive patient
experience reponses Quarter2
Victorian Healthcare Experience Survey - Percentage of positive patient
experience reponses Quarter3
Victorian Healthcare Experience Survey - Percentage of positive responses to
questions on discharge care Quarter1
Victorian Healthcare Experience Survey - Percentage of positive responses to
questions on discharge care Quarter2
Victorian Healthcare Experience Survey - Percentage of positive responses to
questions on discharge care Quarter3
Victorian Healthcare Experience Survey - Patients perception of cleanliness
Quarter1
Victorian Healthcare Experience Survey - Patients perception of cleanliness
Quarter2
Victorian Healthcare Experience Survey - Patients perception of cleanliness
Quarter3
>=95% 88.4%
>=95% 89.6%
>=95% 85.6%
>= 75% 70.4%
>= 75% 72.3%
>= 75% 68.5%
>= 70% 59.2%
>= 70% 59.8%
>= 70% 58.0%
Healthcare associated infections
Number of patients with surgical site infection No outliers Not Achieved
ICU CLABSI (central line-associated blood stream infection) per 1000 line days -
Clayton
ICU CLABSI (central line-associated blood stream infection) per 1000 line days -
Dandenong
Nil 0.70
Nil 0.00
SAB rate (Occupied Bed days)

Target
2017-2018
Result
Adverse events
Number of sentinel events Nil 10
Mortality – number of deaths in low mortality DRGs2 Nil 0.02%
Mental Health
Percentage of adult inpatients who are readmitted within 28 days of discharge =.65(Rehab) 0.79
Governance, leadership and culture - % of Staff with positive response to questions
Staff with an overall positive response to safety culture question >=80% 90%
I am encouraged by my colleagues to report any patient safety concerns I may have >=80% 95%
Patient care errors are handled appropriately in my work area >=80% 94%
My suggestions about patient safety would be acted upon if I expressed them
to my manager
>=80% 91%
The culture in my work area makes it easy to learn from the errors of others >=80% 87%
Management is driving us to be a safety-centred organisation >=80% 93%
This health service does a good job of training new and existing staff >=80% 82%
Trainees in my discipline are adequately supervised >=80% 83%
I would recommend a friend or relative to be treated as a patient here >=80% 91%
57

Access and timelines
Target
2017-2018
Result
Emergency Care
Emergency - Casey Hospital
Percentage of ambulance patients transferred within 40 minutes >=90% 76.0%
Percentage of Triage Category 1 emergency patients seen immediately 100% 100.0%
Percentage of Triage Categories 1-5 emergency patients seen within clinical
recommended times
>=80% 64.2%
Percentage of emergency patients with length of stay less than 4 hours >=81% 70.8%
Number of patients with a length of stay in the emergency department greater
than 24 hours
0 2
Emergency - Monash Medical Centre
Percentage of ambulance patients transferred within 40 minutes >=90% 72.0%
Percentage of Triage Category 1 emergency patients seen immediately 100% 100.0%
Percentage of Triage Categories 1-5 emergency patients seen within clinical
recommended times
>=80% 60.0%
Percentage of emergency patients with length of stay less than 4 hours >=81% 58.1%
Number of patients with a length of stay in the emergency department greater
than 24 hours
0 5
Emergency - Dandenong Hospital
Percentage of ambulance patients transferred within 40 minutes >=90% 72.5%
Percentage of Triage Category 1 emergency patients seen immediately 100% 100.0%
Percentage of Triage Categories 1-5 emergency patients seen within clinical
recommended times
>=80% 67.6%
Percentage of emergency patients with length of stay less than 4 hours >=81% 64.2%
Number of patients with a length of stay in the emergency department greater
than 24 hours
0 7
Elective Surgery
Percentage of Urgency Category 1 elective patients removed within 30 days 100% 100%
Percentage of urgency category 1, 2 and 3 elective patients admitted within
clinically recommended timeframes
% patients on the waiting list who have waited longer than clinically
recommended time for their respective triage category
>=94% 86.4%

Target
2017-2018
Result
Specialist Clinics
Percentage of urgent patients referred by a GP or external specialist
who attended a first appointment within 30 days
Percentage of non-urgent patients referred by a GP or external specialist
who attended a first appointment within 365 days
100% 50.3%
>=90% 96.5%
Financial sustainability
Target
2017-2018
Result
Finance
YTD Operating Result ($m) $0.00 $0.04
Trade creditors =14 days 11 days
* GEM is Geriatric Evaluation and Management
59

Statement of
Priorities C
Activity and Funding
2017-18 Activity
Achievement
Acute Admitted
WIES Public 156,400
WIES Private 15,975
WIES (Public & Private) 172,375
WIES DVA 579
WIES TAC 740
WIES TOTAL 173,694
Acute Non-Admitted
Home Enternal Nutrition 4,245
Home Renal Dialysis - Home ABF 167
Radiotherapy Non Admitted Shared Care 138
Specialist Clinics - Public 223,703
Home Perinatal Nutrition 157
Subacute and Non-Acute Admitted
Subacute WIES - Rehabilitation Public 2,678
Subacute WIES - Rehabilitation Private/TAC/Workcover 442
Subacute WIES - GEM Public 1,809
Subacute WIES - GEM Private/TAC/Workcover 316
Subacute WIES - Palliative Care Public 408
Subacute WIES - Palliative Care Private 51
Subacute WIES - DVA 60
Transition Care - Occupied Bed days 17,331
Transition Care - Home day 10,176
60 Monash Health Annual Report 2017-18

2017-18 Activity
Achievement
Subacute Non-Admited
Health Independent Program - Public 194,152
Aged Care
Residential Aged Care 33,524
HACC - Service Time Hours 51,594
Mental Health ( Occupied Beddays) and Drug Services
Mental Health Ambulatory 158,019
Mental Health Inpatient - Available bed days 58,725
Mental Health Inpatient - Secure Unit 16,384
Mental Health Residential 44,984
MH - Subacute 14,929
Drug services 1,771
Primary Health
Community Health/Primary Care Program -Service Time Hours 95,009
Other
NFC- Pancreas Transplants 14
Health Workforce 562
61

Summary of financial results
2018
$’000
2017
$’000
2016
$’000
2015
$’000
2014
$’000
Total Revenue 1,882,391 1,850,870 1,751,695 1,512,402 1,450,332
Total Expenses 1,877,401 1,754,104 1,647,800 1,528,277 1,428,992
Net Result for the Year (inc. Capital
and Specific Items)
15 107,457 103,895 -15,875 21,340
Retained Surplus/(Accumulate Deficit) 127,978 133,689 32,982 -67,073 -50,995
Total Assets 1,813,045 1,715,387 1,591,476 1,420,199 1,405,432
Total Liabilities 583,887 522,107 505,698 463,422 433,922
Net Assets 1,229,158 1,193,280 1,085,778 956,777 971,510
Total Equity 1,229,158 1,193,280 1,085,778 956,777 971,510
Average collection days
2018 2017 2016 2015 2014
Private 40 46 48 50 43
Transport Accident Commission - - - - -
Victorian WorkCover Authority (VWA) 67 98 96 127 117
Nursing Home 41 38 37 28 26
Inpatient debtors ageing
90
days
2017-
18
2016-
17
2015-
16
2014-
15
2013-
14
Private 1,839 675 67 238 2,818 4,401 4,029 3,652 3,652
Transport Accident
Commission
Victorian WorkCover
Authority (VWA)
- - - - - - - - -
211 46 60 134 452 352 530 160 160
Nursing Home 346 63 33 121 563 642 801 650 538
Total 2,574 1,544 440 835 3,833 5,394 5,361 4,930 4,350
62 Monash Health Annual Report 2017-18

Disclosure
Details of Information and Communication Technology (ICT) expenditure
The total ICT expenditure incurred during 2017-18 is $54.6 million (excluding GST) with the details shown below:
BAU ICT
Expenditure
Total (excluding
GST)
($’000)
Non-BAU ICT
Expenditure
Total = A+B
(Excluding GST)
($’000)
Operational
Expenditure
A (Excluding GST)
($’000)
Capital Expenditure
B (Excluding GST)
($’000)
$30,135 $24,479 $241 $24,238
2017-18 Disclosure of Consultancy Expenditure
Details of consultancies (under $10,000)
In 2017-18, there were 28 consultancies where the total fees payable to the consultants were less than $10,000.
The total expenditure incurred during 2017-18 in relation to these consultancies is $117,288 (excluding GST).
Details of consultancies (valued at $10,000 or greater)
In 2017-18, there were 23 consultancies where the total fees payable to the consultants were $10,000 or greater.
The total expenditure incurred during 2017-18 in relation to these consultancies is $1,587,973 (excluding GST).
Details of these consultancies are listed below.
Consultants 2018 2017 2016 2015 2014
Consultants’ cost ($) 1,587,973 1,228,225 996,437 1,265,500 2,051,811
Total number of consultants 51 107 140 80 115
63

Consultant
Purpose of
Consultancy
Start
date
End
date
Total
approved
project fee
($’000)
Expenditure
2017-2018
($’000)
Ernst & Young
Internal Audit and FBT
Services
1/07/17 30/06/18 669 669
Press Ganey Associates
Pty Ltd
Inpatient Surveying Consulting 1/07/17 30/06/18 187 187
Senateshj
Information technology
consulting
1/07/17 30/06/18 88 88
Pharmconsult Pty Ltd Consulting on Pharmacy 1/07/17 30/06/18 68 68
Madison Cross Australia
Pty Ltd
Health Connexion
Innovative Thinking It Unit
Trust
Consulting for Organisational
Growth and Development
Consulting for Transition
Support Unit
Information technology
consulting
1/07/17 30/06/18 58 58
1/07/17 30/06/18 54 54
1/07/17 30/06/18 52 52
The Ideal Consultancy
Pty Ltd
Marketing Consulting 1/07/17 30/06/18 47 47
Mkm Health Pty Limited
Information technology
consulting
1/07/17 30/06/18 45 45
Cetec Pty Ltd Workplace safety review 1/07/17 30/06/18 45 45
Francis Group Consultants
Aust Pty Ltd
Project consulting 1/07/17 30/06/18 44 44
Carney Associates Strategic Planning consulting 1/07/17 30/06/18 36 36
Opturion Pty Ltd
Pitcher Partners
Information technology
consulting
Information technology
consulting
1/07/17 30/06/18 34 34
1/07/17 30/06/18 30 30
Aquaklar Analytical
Supplies
Workplace safety review 1/07/17 30/06/18 23 23
Alison Evans Consulting Strategic Planning consulting 1/07/17 30/06/18 18 18
Simpply
Information technology
consulting
1/07/17 30/06/18 16 16
64 Monash Health Annual Report 2017-18

Consultant
Purpose of
Consultancy
Start
date
End
date
Total
approved
project fee
($’000)
Expenditure
2017-2018
($’000)
Hardes And Associates
Consulting for Organisational
Growth and Development
1/07/17 30/06/18 15 15
Novoture Pty Ltd Workplace Culture Review 1/07/17 30/06/18 14 14
Margaret Charlton
Consulting for Organisational
Growth and Development
1/07/17 30/06/18 13 13
Disability Services
Consulting
Cwh Mediation
& Workplace
Insurance Scheme Review 1/07/17 30/06/18 13 13
Workplace Review 1/07/17 30/06/18 10 10
Hambleton Family Trust Workplace Review 1/07/17 30/06/18 10 10
Advertising
Monash Health made no expenditure in Government advertising.
Car parking
Monash Health complies with the Department of Health and Human Services hospital circular on car parking fees and details
of car parking fees and concession benefits can be viewed at: https://www2.health.vic.gov.au/about/news-and-events/
hospitalcirculars/circ0515
Monash Health’s car parking fees and concession benefits can be found at: www.monashhealth.org
65

Financial
statements
and explanatory
notes
66 Monash Health Annual Report 2017-18

67

68 Monash Health Annual Report 2017-18

Independent Auditor’s Report
To the Board of Monash Health
Opinion
I have audited the consolidated financial report of Monash Health (the health service) and its
controlled entities (together the consolidated entity), which comprises the:
• consolidated entity and health service balance sheet as at 30 June 2018
• consolidated entity and health service comprehensive operating statement for the year then
ended
• consolidated entity and health service statement of changes in equity for the year then ended
• consolidated entity and health service cash flow statement for the year then ended
• notes to the financial statements, including significant accounting policies
• board member's, chief executive's and chief financial officer's declaration.
In my opinion, the financial report presents fairly, in all material respects, the financial position of
the consolidated entity and the health service as at 30 June 2018 and their financial performance
and cash flows for the year then ended in accordance with the financial reporting requirements of
Part 7 of the Financial Management Act 1994 and applicable Australian Accounting Standards.
Basis for
Opinion
I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian
Auditing Standards. I further describe my responsibilities under that Act and those standards in the
Auditor’s Responsibilities for the Audit of the Financial Report section of my report.
My independence is established by the Constitution Act 1975. My staff and I are independent of the
health service and the consolidated entity in accordance with the ethical requirements of the
Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional
Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My staff and
I have also fulfilled our other ethical responsibilities in accordance with the Code.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for
my opinion.
Board’s
responsibilities
for the
financial
report
The Board of the health service is responsible for the preparation and fair presentation of the
financial report in accordance with Australian Accounting Standards and the Financial Management
Act 1994, and for such internal control as the Board determines is necessary to enable the
preparation and fair presentation of a financial report that is free from material misstatement,
whether due to fraud or error.
In preparing the financial report, the Board is responsible for assessing the health service and the
consolidated entity’s ability to continue as a going concern, disclosing, as applicable, matters related
to going concern and using the going concern basis of accounting unless it is inappropriate to do so.
69

Auditor’s
responsibilities
for the audit
of the financial
report
As required by the Audit Act 1994, my responsibility is to express an opinion on the financial report
based on the audit. My objectives for the audit are to obtain reasonable assurance about whether
the financial report as a whole is free from material misstatement, whether due to fraud or error,
and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of
assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing
Standards will always detect a material misstatement when it exists. Misstatements can arise from
fraud or error and are considered material if, individually or in the aggregate, they could reasonably
be expected to influence the economic decisions of users taken on the basis of this financial report.
As part of an audit in accordance with the Australian Auditing Standards, I exercise professional
judgement and maintain professional scepticism throughout the audit. I also:
• identify and assess the risks of material misstatement of the financial report, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain
audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of
not detecting a material misstatement resulting from fraud is higher than for one resulting
from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,
or the override of internal control.
• obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the health service and the consolidated entity’s internal
control
• evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by the Board
• conclude on the appropriateness of the Board's use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to
events or conditions that may cast significant doubt on the health service and the
consolidated entity’s ability to continue as a going concern. If I conclude that a material
uncertainty exists, I am required to draw attention in my auditor’s report to the related
disclosures in the financial report or, if such disclosures are inadequate, to modify my
opinion. My conclusions are based on the audit evidence obtained up to the date of my
auditor’s report. However, future events or conditions may cause the health service and the
consolidated entity to cease to continue as a going concern.
• evaluate the overall presentation, structure and content of the financial report, including the
disclosures, and whether the financial report represents the underlying transactions and
events in a manner that achieves fair presentation
• obtain sufficient appropriate audit evidence regarding the financial information of the entities
or business activities within the health service and consolidated entity to express an opinion
on the financial report. I remain responsible for the direction, supervision and performance of
the audit of the health service and the consolidated entity. I remain solely responsible for my
audit opinion.
I communicate with the Board regarding, among other matters, the planned scope and timing of the
audit and significant audit findings, including any significant deficiencies in internal control that I
identify during my audit.
MELBOURNE
20 August 2018
Ron Mak
as delegate for the Auditor-General of Victoria
70 Monash Health Annual Report 2017-18
2

Monash Health Annual Report 2017/2018
Monash Health
Comprehensive Operating Statement
For the Financial Year Ended 30 June 2018
Note Consolidated Consolidated
2018 2017
$'000
$'000
Revenue from operating activities 2.1 1,776,667 1,667,804
Revenue from non-operating activities 2.1 3,709 2,759
Employee expenses 3.1 (1,299,663) (1,210,884)
Non salary labour costs 3.1 (19,151) (16,447)
Supplies and consumables 3.1 (262,011) (268,549)
Commercial activities 3.1 (62,215) (54,898)
Other expenses 3.1 (137,384) (119,897)
Share of net result of associates and joint ventures accounted for
using the equity method 87 147
Net result before capital and specific items 39 35
Capital purpose income 2.1 101,928 180,160
Depreciation and amortisation 4.3 (77,310) (67,063)
Specific expenses 3.3 (372) (667)
Finance costs 3.4 (3,547) (3,739)
Finance costs - self funded activity 3.4 (1,670) (1,734)
Bad and doubtful debts expense 3.1 (2,762) -
Expenditure using capital purpose income 3.1 (11,316) (10,226)
4,951 96,731
Net result after capital and specific items 4,990 96,766
Other economic flows included in net result
Revaluation of long service leave (4,975) 10,691
Total other economic flows included in net result (4,975) 10,691
Net result for the year 15 107,457
Other comprehensive income
Items that will not be reclassified to net result
Changes in property, plant and equipment revaluation surplus 8.1a 35,000 -
Total other comprehensive income 35,000 -
Comprehensive result 35,015 107,457
This Statement should be read in conjunction with the accompanying notes.
71

Monash Health
Balance Sheet
For the Financial Year Ended 30 June 2018
Monash Health Annual Report 2017/2018
Note Consolidated Consolidated
2018 2017
$'000
$'000
Current assets
Cash and cash equivalents 6.2 160,932 116,009
Receivables 5.1 42,771 47,582
Inventories 5.2 17,320 15,742
Prepayments 2,087 2,893
Total current assets 223,110 182,226
Non-current assets
Receivables 5.1 90,917 81,717
Investments accounted for using the equity method 4.1 4,099 4,012
Property, plant and equipment 4.2 1,490,954 1,443,956
Intangible assets 4.4 3,965 3,476
Total non-current assets 1,589,935 1,533,161
TOTAL ASSETS 1,813,045 1,715,387
Current liabilities
Payables 5.4 90,222 81,217
Borrowings 6.1 7,781 6,161
Provisions 3.5 320,839 279,912
Other current liabilities 5.3 15,044 12,619
Total current liabilities 433,887 379,909
Non-current liabilities
Borrowings 6.1 85,797 83,418
Provisions 3.5 64,204 58,780
Total non-current liabilities 150,001 142,198
TOTAL LIABILITIES 583,887 522,107
NET ASSETS 1,229,158 1,193,280
EQUITY
Property, plant and equipment revaluation surplus 8.1a 676,545 641,545
Restricted specific purpose surplus 8.1a 20,715 14,953
Contributed capital 8.1b 403,920 403,093
Accumulated surpluses 8.1c 127,978 133,689
TOTAL EQUITY 1,229,158 1,193,280
This Statement should be read in conjunction with the accompanying notes.
72 Monash Health Annual Report 2017-18

Monash Health
Statement of Changes in Equity
For the Financial Year Ended 30 June 2018
Monash Health Annual Report 2017/2018
Consolidated Property, Plant
& Equipment
Revaluation
Surplus
Restricted
Specific
Purpose
Surplus
Contributed
Capital
Accumulated
Surpluses
Total
Note $'000 $'000 $'000 $'000 $'000
Balance at 1 July 2016 641,545 8,203 403,048 32,982 1,085,778
Net result for the year 8.1c - - - 107,457 107,457
Transfer (from)/to accumulated surpluses 8.1a,c - 6,750 - (6,750) -
Contributed capital from the Victorian Government 8.1b - - 45 - 45
Balance at 30 June 2017 641,545 14,953 403,093 133,689 1,193,280
Net result for the year 8.1c - - - 15 15
Other comprehensive income for the year 8.1a 35,000 - - - 35,000
Transfer (from)/to accumulated surpluses 8.1a,c - 5,762 - (5,762) -
Prior year reclassification from subsidiary - - - 36 36
Contributed capital from the Victorian Government - - 827 - 827
Balance at 30 June 2018 676,545 20,715 403,920 127,978 1,229,158
This Statement should be read in conjunction with the accompanying notes.
73

Monash Health Annual Report 2017/2018
Monash Health
Cash Flow Statement
For the Financial Year Ended 30 June 2018
Note Consolidated Consolidated
2018 2017
$'000
$'000
CASH FLOWS FROM OPERATING ACTIVITIES
Operating grants from Government 1,528,862 1,441,631
Capital grants from Government 52,966 118,650
Patient fees received 139,195 115,194
Private hospital fees received 47,517 47,929
Donations and bequests received 7,407 1,791
GST received from ATO 35,101 38,016
Recoupment from private practice for use of hospital facilities 12,987 11,696
Interest and Investment income received 3,710 2,759
Other receipts 36,178 53,102
Total receipts 1,863,923 1,830,768
Employee expenses paid (1,268,805) (1,213,970)
Payments for supplies and consumables (282,833) (292,088)
Finance costs (1,670) (1,734)
Other payments (231,562) (211,354)
Total payments (1,784,870) (1,719,146)
NET CASH FLOW FROM OPERATING ACTIVITIES 8.2 79,053 111,622
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of intangibles, property, plant and equipment (44,908) (72,109)
NET CASH FLOW USED IN INVESTING ACTIVITIES (44,908) (72,109)
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of car park loan (1,647) (1,048)
Loan from government 10,000 -
NET CASH FLOW USED IN FINANCING ACTIVITIES 8,353 (1,048)
NET INCREASE IN CASH AND CASH EQUIVALENTS HELD 42,498 38,466
Cash and cash equivalents at beginning of year 103,390 64,925
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR
6.2 145,888 103,390
This Statement should be read in conjunction with the accompanying notes.
74 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 1: Summary of Significant Accounting Policies
These annual financial statements represent the audited general purpose financial statements
for Monash Health and its controlled entities for the year ended 30 June 2018. The report
provides users with information about Monash Health’s stewardship of resources entrusted to it.
(a) Statement of Compliance
These financial statements are general purpose financial statements which have been prepared
in accordance with the Financial Management Act 1994 and applicable AAS, which include
interpretations issued by the Australian Accounting Standards Board (AASB). They are
presented in a manner consistent with the requirements of AASB 101 Presentation of Financial
Statements .
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.
Monash Health is a not-for-profit entity and therefore applies the additional paragraphs
applicable to "not-for-profit" Health Services under the AASBs.
The annual financial statements were authorised for issue by the Board of Monash Health on 17
August 2018.
(b) Reporting Entity
The financial statements include all the controlled activities of Monash Health.
Its principal address is:
246 Clayton Road
Clayton, Victoria 3168
A description of the nature of Monash Health’s operations and its principal activities is included
in the report of operations, which does not form part of these financial statements.
Objectives and Funding
Monash Health’s overall objective is to provide quality, patient-centred health care that meets
the needs of the community through a vision of exceptional care, outstanding outcomes, key
strategic goals of putting patients first, driving innovation, partnering strategically, leading in
sustainable healthcare as well as to improve the quality of life for Victorians.
Monash Health is predominantly funded by accrual based grant funding for the provision of
services.
(c) Basis of Accounting Preparation and Measurement
These financial statements are presented in Australian dollars and the historical cost
convention is used unless a different measurement basis is specifically disclosed in the note
associated with the item measured on a different basis.
The accounting policies have been applied in preparing the financial statements for the year
ended 30 June 2018, and the comparative information presented in these financial statements
for the year ended 30 June 2017.
Accounting policies are selected and applied in a manner which ensures that the resulting
financial information satisfies the concepts of relevance and reliability, thereby ensuring that
the substance of the underlying transactions or other events is reported.
The financial statements are prepared on a going concern basis (refer to Note 8.11 Economic
Dependency).
All amounts shown in the financial statements have been rounded to the nearest thousand
dollars, unless otherwise stated. Minor discrepancies in tables between totals and sum of
components are due to rounding.
75

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 1: Summary of Significant Accounting Policies (continued)
(c) Basis of Accounting Preparation and Measurement (continued)
Consistent with the requirements of AASB 1004 Contributions contributed capital and its
repayment are treated as equity transactions and, therefore, do not form part of the income and
expenses of Monash Health.
Additions to net assets which have been designated as contributions by owners are recognised as
contributed capital. Other transfers that are in the nature of contributions to or distributions by
owners have also been designated as contributions by owners.
Monash Health operates on a fund accounting basis and maintains three funds: Operating, Specific
Purpose and Capital Funds. Monash Health's Capital and Specific Purpose Funds include unspent
donations and receipts from fund-raising activities conducted solely in respect of these funds.
The financial statements, except for the cash flow statement, have been prepared using the accrual
basis of accounting. Under the accrual basis, items are recognised as assets, liabilities, equity,
income or expenses when they satisfy the definitions and recognition criteria for those items, that
is, they are recognised in the reporting period to which they relate, regardless of when cash is
received or paid.
The financial statements are prepared in accordance with the historical cost convention, except for:
● Non-current physical assets which, subsequent to acquisition, are measured at a revalued
amount being their fair value at the date of the revaluation less any subsequent accumulated
depreciation and subsequent impairment losses. Revaluations are made and are reassessed when
the indices are published by the Valuer-General Victoria to ensure that the carrying amounts do not
materially differ from their fair values;
● The fair value of assets other than land is generally based on their depreciated replacement
value.
Judgements, estimates and assumptions are required to be made about the carrying values of
assets and liabilities that are not readily apparent from other sources. The estimates and
underlying assumptions are reviewed on an ongoing basis. The estimates and associated
assumptions are based on professional judgements derived from historical experience and various
other factors that are believed to be reasonable under the circumstances. Actual results may differ
from these estimates.
Revisions to accounting estimates are recognised in the period in which the estimate is revised and
also in future periods that are affected by the revision. Judgements and assumptions made by
management in the application of AAS that have significant effects on the financial statements and
estimates relate to:
● The fair value of land, buildings and plant and equipment (refer to Note 4.2 Property, Plant and
Equipment);
● Superannuation expense (refer to Note 3.6 Superannuation);
● Employee benefit provisions are based on likely tenure of existing staff, patterns of leave claims,
future salary movements and future discount rates (refer to Note 3.5 Employee Benefits in the
Balance Sheet).
Goods and Services Tax (GST)
Income, expenses and assets are recognised net of the amount of associated GST, unless the GST
incurred is not recoverable from the Australian Taxation Office (ATO). In this case the GST payable
is recognised as part of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net
amount of GST recoverable from, or payable to, the ATO is included with other receivables or
payables in the Balance Sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising from
investing or financing activities which are recoverable from, or payable to the ATO, are presented
as operating cash flow.
Commitments and contingent assets and liabilities are presented on a gross basis.
76 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 1: Summary of Significant Accounting Policies (continued)
(d) Principles of Consolidation
These statements are presented on a consolidated basis in accordance with AASB 10 Consolidated
Financial Statements :
• The consolidated financial statements of Monash Health includes all reporting entities controlled
by Monash Health as at 30 June 2018.
• Control exists when Monash Health has the power to govern the financial and operating policies of
an organisation so as to obtain benefits from its activities. In assessing control, potential voting
rights that presently are exercisable are taken into account. The consolidated financial statements
include the audited financial statements of the controlled entities listed in Note 8.10 Controlled
Entities.
• The parent entity is not shown separately in the notes.
Where control of an entity is obtained during the financial period, its results are included in the
Comprehensive Operating Statement from the date on which control commenced. Where control
ceases during a financial period, the entity’s results are included for that part of the period in which
control existed. Where entities adopt dissimilar accounting policies and their effect is considered
material, adjustments are made to ensure consistent policies are adopted in these financial
statements.
Entities consolidated into Monash Health reporting entity by virtue of the existence of congruent
objectives, exposure to variable returns and significant management control include:
● Kitaya Holdings Pty Ltd.
Intersegment Transactions
Transactions between segments within Monash Health have been eliminated to reflect the extent of
Monash Health's operations as a group.
77

Note 2: Funding delivery of our services
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Monash Health's overall objective is to deliver programs and services that support and enhance
the wellbeing of all Victorians.
To enable Monash Health to fulfil its objective it receives income based on parliamentary
appropriations. Monash Health also receives income from the supply of services.
Structure
2.1 Analysis of revenue by source
2.2 Assets received free of charge or for nominal consideration
78 Monash Health Annual Report 2017-18

Note 2.1: Analysis of revenue by source
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Admitted
Patients
Non-
Admitted EDs
Aged Care Other i Total
2018 2018 2018 2018 2018 2018 2018 2018 2018
Consolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Mental
Health
RAC (incl
Mental
Health)
Primary
Health
Government Grants 890,223 205,401 102,617 136,609 134,122 29,665 29,497 - 1,528,134
Indirect Contributions by the Department of Health and
Human Services 5,723 1,189 803 906 414 179 180 - 9,394
Patient Fees 25,276 9,781 116 2,440 4,798 196 53 - 42,662
Commercial Activities and Special Purpose Funds - - - - - - - 126,849 126,849
Other Revenue from Operating Activities 69,628 69,628
Total Revenue from Operating Activities 921,222 216,371 103,536 139,955 139,334 30,040 29,730 196,477 1,776,667
Interest 3,709 3,709
Total Revenue from Non-Operating Activities - - - - - - - 3,709 3,709
Government Grants - - - - - - - 81,886 81,886
Capital Purpose Income (excluding Interest) - - - - - - - 20,042 20,042
Total Capital Purpose Income - - - - - - - 101,928 101,928
Share of Net Result in Associates Accounted for using the
Equity Method - - - - - - - 87 87
Total Revenue 921,222 216,371 103,536 139,955 139,334 30,040 29,730 302,201 1,882,391
Admitted
Patients
Non-
Admitted EDs
Aged Care Other i Total
2017 2017 2017 2017 2017 2017 2017 2017 2017
Consolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Mental
Health
RAC (incl
Mental
Health)
Primary
Health
Government Grants 879,938 200,794 101,079 104,070 99,847 21,957 22,466 - 1,430,150
Indirect Contributions by the Department of Health and
Human Services 6,996 1,453 981 1,108 506 218 220 11,482
Patient Fees 14,277 10,903 3,012 5,363 259 33 33,847
Commercial Activities and Special Purpose Funds - - - - - - 125,342 125,342
Other Revenue from Operating Activities 66,984 66,984
Total Revenue from Operating Activities 901,211 213,149 102,060 108,190 105,716 22,434 22,719 192,326 1,667,804
Interest - - - - - - - 2,759 2,759
Total Revenue from Non-Operating Activities - - - - - - - 2,759 2,759
Government Grants - - - - - - - 145,471 145,471
Capital Purpose Income (excluding Interest) i - - - - - - - 34,689 34,689
Total Capital Purpose Income - - - - - - - 180,160 180,160
Share of Net Result in Associates Accounted for using the
Equity Method - - - - - - - 147 147
Total Revenue 901,211 213,149 102,060 108,190 105,716 22,434 22,719 375,392 1,850,870
i Other Programs include Commercial Activities, Special Purpose Funds and Capital.
Revenue has been classified across programs as defined in the Agency Information Management System (AIMS) guidelines. For clinical support, infrastructure and corporate and diagnostic laboratory
and medical services, Full Time Equivalent (FTE) has been used to allocate revenue across the programs.
The Department of Health and Human Services makes certain payments on behalf of Monash Health. These amounts have been brought to account in determining the operating result for the year by
recording them as revenue and expenses.
79

Note 2.1: Analysis of revenue by source (continued)
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Revenue recognition
Income is recognised in accordance with AASB 118 Revenue and is recognised as to the extent that it is probable
that the economic benefits will flow to Monash Health and the income can be reliably measured at fair value.
Unearned income at reporting date is reported as income received in advance. Amounts disclosed as revenue are
where applicable, net of returns, allowances and duties and taxes.
Government Grants and other transfers of income (other than contributions by owners)
In accordance with AASB 1004 Contributions , government grants and other transfers of income (other than
contributions by owners) are recognised as income when Monash Health gains control of the underlying assets
irrespective of whether conditions are imposed on Monash Health’s use of the contributions. Contributions are
deferred as income in advance when Monash Health has a present obligation to repay them and the present
obligation can be reliably measured.
Indirect contributions from the Department of Health and Human Services
• Insurance is recognised as revenue following advice from the Department of Health and Human Services.
• Long Service Leave (LSL) – Revenue is recognised upon finalisation of movements in LSL liability in line with
the arrangements set out in the Department of Health and Human Services Hospital Circular 04/2017.
Patient fees
Patient fees are recognised as revenue on an accrual basis.
Private practice fees
Private practice fees are recognised as revenue at the time invoices are raised.
Revenue from commercial activities
Revenue from commercial activities such as car park and property rental income are recognised on an accrual
basis and commercial laboratory medicine is recognised at the time invoices are raised.
Donations and other bequests
Donations and bequests are recognised as revenue when received. If donations are for a special purpose, they
may be appropriated to a surplus, such as the specific restricted purpose surplus.
Dividend revenue
Dividend revenue is recognised when the right to receive payment is established. Dividends represents the
income arising from Monash Health's and its controlled entities' investments in financial assets.
Interest revenue
Interest revenue is recognised on a time proportionate basis that takes in account the effective yield of the
financial asset, which allocates interest over the relevant period.
Other income
Other income includes recoveries for salaries and wages, non-property rental and external services provided.
80 Monash Health Annual Report 2017-18

Note 2.1: Analysis of revenue by source (continued)
Category Groups
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Monash Health has used the following category groups for reporting purposes for the current and previous
financial years.
Admitted Patient Services (Admitted Patients) comprises all acute and subacute admitted patient services,
where services are delivered in public hospitals.
Mental Health Services (Mental Health) comprises all specialised mental health services providing a range of
inpatient, community based, residential, rehabilitation and ambulatory services which treat and support people
with a mental illness and their families and carers. These services aim to identify mental illness early and seek to
reduce its impact through providing timely acute care services and appropriate longer-term accommodation and
support for those living with a mental illness.
Non Admitted Services comprises acute and subacute non admitted services, where services are delivered in
public hospital clinics and provide models of integrated community care, which significantly reduces the demand
for hospital beds and supports the transition from hospital to home in a safe and timely manner.
Emergency Department Services (EDs) comprises all emergency department services.
Aged Care comprises a range of in home, specialist geriatric, residential care and community based programs
and support services, such as Home and Community Care (HACC) that are targeted to older people, people with
a disability, and their carers.
Primary and Community Health comprises a range of home based, community based, primary health and
dental services including health promotion and counselling, physiotherapy, speech therapy, podiatry and
occupational therapy services.
Residential Aged Care including Mental Health (RAC incl. Mental Health) referred to in the past as
psychogeriatric residential services, comprises those Commonwealth-licensed residential aged care services in
receipt of supplementary funding from the department under the mental health program. It excludes all other
residential services funded under the mental health program, such as mental health funded community care units
and secure extended care units.
Other Services excluded from National Health Care Agreement (NHCA) (Other) comprises services not
separately classified above, including: public health services such as laboratory testing, blood borne viruses /
sexually transmitted infections clinical services, Kooris liaison officers, immunisation and screening services,
drugs services including drug withdrawal, counselling and the needle and syringe program, disability services
including aids and equipment and flexible support packages to people with a disability, community care programs
including sexual assault support, early parenting services, parenting assessment and skills development, and
various support services. Health and community initiatives also fall in this category group.
81

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 2.2: Assets received free of charge or for nominal
consideration
During the reporting period, the fair value of assets
received free of charge, was as follows:
Consolidated Consolidated
2018 2017
$'000 $'000
Medical Equipment 136 713
TOTAL 136 713
Medical Equipment was gifted from various donors.
The revenues and assets recognised as a result of such transactions shall be measured at the
fair value of resources received.
Fair value of assets and services received free of charge or for nominal consideration
Resources received free of charge or for nominal consideration are recognised at their fair
value when the transferee obtains control over them, irrespective of whether restrictions or
conditions are imposed over the use of the contributions, unless received from another Health
Service or agency as a consequence of a restructuring of administrative arrangements. In the
latter case, such transfer will be recognised at carrying amount. Contributions in the form of
services are only recognised when a fair value can be reliably determined and the services
would have been purchased if not received as a donation.
82 Monash Health Annual Report 2017-18

Note 3: The cost of delivering our services
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
This section provides an account of the expenses incurred by the hospital in delivering services and
outputs. In Note 2, the funds that enable the provision of services were disclosed and in this note the
cost associated with provision of services are recorded.
Structure
3.1 Analysis of expenses by source
3.2 Analysis of expense and revenue by internally managed and restricted specific purpose funds
3.3 Specific expenses
3.4 Finance costs
3.5 Employee benefits in the balance sheet
3.6 Superannuation
83

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 3.1: Analysis of Expenses by Source
Admitted
Patients
Non-
Admitted EDs
RAC (incl
Mental Health Mental
Health) Aged Care
Primary
Health Other i Total
2018 2018 2018 2018 2018 2018 2018 2018 2018
Consolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Employee Expenses 783,491 159,495 119,889 144,431 43,107 22,035 27,215 - 1,299,663
Other Operating Expenses
Non Salary Labour Costs 10,091 2,372 2,619 3,201 768 53 47 - 19,151
Supplies and Consumables 168,699 34,334 18,728 22,510 7,943 6,490 3,307 - 262,011
Medical Indemnity Insurance 15,833 3,287 2,220 2,507 1,145 494 497 - 25,983
Fuel, Light, Power and Water 9,837 1,986 1,330 1,694 1,010 473 449 - 16,779
Repairs and Maintenance 12,382 2,057 1,301 1,820 1,110 462 321 - 19,453
Other Expenses 3,668 7,582 3,938 4,797 (129) 1,893 259 115,376 137,384
Total Expenditure from Operating Activities 1,004,001 211,113 150,025 180,960 54,954 31,900 32,095 115,376 1,780,424
Finance Costs (refer Note 3.4) - - - - - - - 3,547 3,547
Finance Costs - Self Funded Activity (refer Note 3.4) - - - - - - - 1,670 1,670
Other Non-Operating Expenses
Specific Expenses (refer Note 3.3) - - - - - - - 372 372
Bad and Doubtful Debts Expense - - - - - - - 2,762 2,762
Expenditure for Capital Purposes - - - - - - 11,316 11,316
Depreciation (refer Note 4.3) 47,104 9,781 6,608 7,460 3,407 1,470 1,481 - 77,310
Total Other Expenses 47,104 9,781 6,608 7,460 3,407 1,470 1,481 19,667 96,977
Total Expenses 1,051,105 220,894 156,633 188,420 58,361 33,370 33,576 135,043 1,877,401
Admitted
Patients
Non-
Admitted EDs
RAC (incl
Mental Health Mental
Health) Aged Care
Primary
Health Other i Total
2017 2017 2017 2017 2017 2017 2017 2017 2017
Consolidated $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Employee Expenses 727,953 151,473 108,477 136,312 41,141 19,823 25,705 - 1,210,884
Other Operating Expenses
Non Salary Labour Costs 8,964 2,680 1,887 2,095 558 135 128 - 16,447
Supplies and Consumables 174,780 34,211 18,766 22,919 8,184 6,211 3,478 - 268,549
Medical Indemnity Insurance 25,322 105 70 79 36 16 16 - 25,644
Fuel, Light, Power and Water 6,089 1,230 821 1,092 640 277 284 - 10,433
Repairs and Maintenance 11,949 1,965 1,189 2,055 905 438 320 - 18,821
Other Expenses 1,871 7,037 3,024 4,673 61 2,969 160 100,102 119,897
Total Expenditure from Operating Activities 956,928 198,701 134,234 169,225 51,525 29,869 30,091 100,102 1,670,675
Finance Costs (refer Note 3.4) - - - - - - - 3,739 3,739
Finance Costs - Self Funded Activity (refer Note 3.4) - - - - - - - 1,734 1,734
Other Non-Operating Expenses
Specific Expenses (refer Note 3.3) - - - - - - - 667 667
Expenditure for Capital Purposes - - - - - - - 10,226 10,226
Depreciation (refer Note 4.3) 40,861 8,485 5,732 6,471 2,955 1,275 1,285 - 67,063
Total Other Expenses 40,861 8,485 5,732 6,471 2,955 1,275 1,285 16,365 83,429
Total Expenses 997,789 207,186 139,966 175,696 54,480 31,144 31,376 116,467 1,754,104
Other Programs include Commercial Activities, Special Purpose Funds and Capital.
Expenditure has been classified across programs as defined in the Agency Information Management System (AIMS) guidelines. For clinical support, infrastructure and corporate and diagnostic
laboratory and medical services, FTE has been used to allocate expenditure across the programs.
i
84 Monash Health Annual Report 2017-18

Note 3.1: Analysis of expenses by source
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Expenses are recognised as they are incurred and reported in the financial year to which they
relate.
Employee expenses
Employee expenses include:
• Wages and salaries;
• Fringe benefits tax;
• Leave entitlements;
• Termination payments;
• Workcover premiums; and
• Superannuation expenses.
Grants and other transfers
These include transactions such as grants, subsidies and personal benefit payments made in cash
to individuals.
Other operating expenses
Other operating expenses generally represent the day-to-day running costs incurred in normal
operations and include:
a) Supplies and consumables
Supplies and services costs are recognised as an expense in the reporting period in which they are
incurred. The carrying amounts of any inventories held for distribution are expensed when
distributed.
b) Fair value of assets, services and resources provided free of charge or for nominal
consideration
Contributions of resources provided free of charge or for nominal consideration are recognised at
their fair value when the transferee obtains control over them.
c) Borrowing costs of qualifying assets
In accordance with the paragraphs of AASB 123 Borrowing Costs applicable to not-for-profit public
sector entities, Monash Health continues to recognise borrowing costs immediately as an expense,
to the extent that they are directly attributable to the acquisition, construction or production of a
qualifying asset.
Net gain/(loss) on non-financial assets
Net gain/(loss) on non-financial assets and liabilities includes realised and unrealised gains and
losses as follows:
a) revaluation gains/(losses) of non-financial physical assets. (Refer to Note 4.2 Property,
plant and equipment; and
b) net gain/(loss) on disposal of non-financial assets.
Any gain or loss on the disposal of non-financial assets is recognised in the period of disposal.
85

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 3.1: Analysis of expenses by source (continued)
Net gain/(loss) on financial instruments
Net gain/(loss) on financial instruments includes:
a) realised and unrealised gains and losses from revaluations of financial instruments at fair value;
b) disposals of financial assets and derecognition of financial liabilities.
Amortisation of non-produced intangible assets
Intangible non-produced assets with finite lives are amortised as an ‘other economic flow’ on a
systematic basis over the asset’s useful life. Amortisation begins when the asset is available for
use that is when it is in the location and condition necessary for it to be capable of operating in the
manner intended by management.
Other gains/(losses) from other economic flows
Other gains/(losses) include:
a) the revaluation of the present value of the long service leave liability due to changes in the
bond rate movements, inflation rate movements and the impact of changes in probability factors;
and
b) transfer of amounts from the reserves to accumulated surplus or net result due to disposal or
derecognition or reclassification.
De-recognition of financial liabilities
A financial liability is derecognised when the obligation under the liability is discharged, cancelled
or expires.
86 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 3.2: Analysis of expense and revenue by internally managed and
restricted specific purpose funds
Expense
Revenue
Consolidated Consolidated Consolidated Consolidated
2018 2017 2018 2017
$'000 $'000 $'000 $'000
Commercial Activities
Private Practice and Other Patient Activities 19,954 20,324 23,522 23,349
Laboratory Medicine 2,289 2,195 2,289 2,300
Diagnostic Imaging 12,149 12,159 12,227 12,163
Property - - 119 116
Other:
-Bequests and Donations 1,478 1,014 2,530 1,789
-Breastscreen service 4,466 4,184 4,169 4,234
-Cardiology 8,359 8,043 9,987 10,144
-Special Purpose Funds 8,980 8,744 13,444 12,239
Other Activities
Fundraising and Community Support 217 768 107 470
Research and Scholarship 8,425 5,766 8,720 7,452
Other 3,344 1,701 3,248 3,145
TOTAL 69,661 64,898 80,362 77,401
87

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 3.3: Specific expenses
Consolidated Consolidated
2018 2017
$'000
$'000
Specific Expenses
Voluntary Departure Packages 372 667
Total Specific Expenses 372 667
Note 3.4: Finance costs
Consolidated Consolidated
2018 2017
$'000
$'000
Finance Costs - Self Funded Activity 1,670 1,734
Finance Charges - Finance Leases i 3,547 3,739
Total Finance Costs 5,217 5,473
i Construction and fit out of Casey Hospital was funded as a Public Private Partnership under a Project
Agreement between the State of Victoria and Progress Health Pty Ltd. This amount represents the
interest payments made during the financial year.
Finance costs include:
• interest on bank overdrafts and short-term and long-term borrowings (interest expense is
recognised in the period in which it is incurred);
• amortisation of discounts or premiums relating to borrowings;
• amortisation of ancillary costs incurred in connection with the arrangement of borrowings; and
• finance charges in respect of finance leases recognised in accordance with AASB 117 Leases .
88 Monash Health Annual Report 2017-18

Note 3.5: Employee benefits in the balance sheet
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Consolidated Consolidated
2018 2017
$'000 $'000
Current Provisions
Employee Benefits i
Accrued Days Off
- unconditional and expected to be settled wholly within 12 months ii 4,326 3,895
Annual Leave
- unconditional and expected to be settled wholly within 12 months ii 77,929 69,393
- unconditional and expected to be settled wholly after 12 months iii 13,154 11,527
Long Service Leave
- unconditional and expected to be settled wholly within 12 months ii 19,886 18,413
- unconditional and expected to be settled wholly after 12 months iii 136,833 122,527
Accrued wages and salaries 41,664 30,041
293,792 255,796
Provisions related to Employee Benefit On-Costs
Unconditional and expected to be settled within 12 months ii 10,733 10,890
Unconditional and expected to be settled after 12 months iii 16,314 13,226
27,047 24,116
Total Current Provisions 320,839 279,912
Non-Current Provisions
Employee benefits i 57,912 53,053
Provisions related to employee benefit on-costs 6,292 5,727
Total Non-Current Provisions 64,204 58,780
Total Provisions 385,043 338,692
(a) Employee Benefits and Related On-Costs
Current Employee Benefits and related on-costs
Unconditional long service leave entitlements 173,747 156,155
Annual leave entitlements 101,102 89,821
Accrued wages and salaries 41,664 30,041
Accrued days off 4,326 3,895
Non-Current Employee Benefits and related on-costs
Conditional long service leave entitlements iii 64,204 58,780
Total Employee Benefits and Related On-Costs 385,043 338,692
Notes:
i Employee benefits consist of amounts for accrued days off, annual leave and long service leave accrued by employees, not including oncosts.
ii The amounts disclosed are nominal amounts.
iii The amounts disclosed are discounted to present values.
89

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 3.5: Employee benefits in the balance sheet (continued)
Consolidated Consolidated
2018 2017
Movements in provisions $'000 $'000
Movement in Long Service Leave:
Balance at start of year 214,935 206,012
Provision made during the year
- Expense recognising employee service 41,379 25,204
Settlement made during the year (18,363) (16,281)
Balance at end of year 237,951 214,935
Employee Benefit Recognition
Provision is made for benefits accruing to employees in respect of wages and salaries, annual leave and long
service leave for services rendered to the reporting date as expense during the period of the services are
delivered.
Provisions
Provisions are recognised when Monash Health has a present obligation, the future sacrifice of economic
benefits is probable, and the amount of the provision can be measured reliably.
The amount recognised as a liability is the best estimate of the consideration required to settle the present
obligation at reporting date, taking into account the risks and uncertainties surrounding the obligation.
Salaries and Wages, Annual Leave and Accrued Days Off
Liabilities for salaries and wages, annual leave and accrued days off are all recognised in the provision for
employee benefits as ‘current liabilities’, because Monash Health does not have an unconditional right to defer
settlements of these liabilities.
Long Service Leave
The liability for LSL is recognised in the provision for employee benefits.
Unconditional LSL is disclosed in the notes to the financial statements as a current liability, even where the
Monash Health Service does not expect to settle the liability within 12 months because it will not have the
unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months.
An unconditional right arises after a qualifying period.
The components of this current LSL liability are measured at:
Undiscounted value – if the health service expects to wholly settle within 12 months; and
Present value – where the health service does not expect to settle a component of this current liability
within 12 months.
Conditional LSL is disclosed as a non-current liability. Any gain or loss following revaluation of the present
value of non-current LSL liability is recognised as a transaction, except to the extent that a gain or loss arises
due to changes in estimations e.g. bond rate movements, inflation rate movements and changes in probability
factors which are then recognised as other economic flows.
Termination Benefits
Termination benefits are payable when employment is terminated before the normal retirement date or when
an employee decides to accept an offer of benefits in exchange for the termination of employment.
On-Costs Related to Employee Expense
Provision for on-costs, such as workers compensation and superannuation are recognised together with
provisions for employee benefits.
90 Monash Health Annual Report 2017-18

Note 3.6: Superannuation
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Paid Contribution for the
Year
Contribution Outstanding
at Year End
Consolidated Consolidated Consolidated Consolidated
2018 2017 2018 2017
$'000 $'000 $'000 $'000
Defined benefit plans:
State Superannuation Fund 550 539 39 60
First State 3,417 3,290 237 365
Unisuper 369 298 29 24
Defined contribution plans:
First State 54,447 46,453 4,266 5,246
Hesta 48,348 36,963 3,763 4,734
VicSuper and Other 2,087 1,606 335 198
Total 109,218 89,149 8,669 10,627
Employees of Monash Health are entitled to receive superannuation benefits and Monash Health
contributes to both defined benefit and defined contribution plans. The defined benefit plans provides
benefits based on years of service and final average salary.
Defined contribution superannuation plans
In relation to defined contribution (i.e. accumulation) superannuation plans, the associated expense is
simply the employer contributions that are paid or payable in respect of employees who are members of
these plans during the reporting period. Contributions to defined contribution superannuation plans are
expensed when incurred.
Defined benefit superannuation plans
The amount charged to the Comprehensive Operating Statement in respect of defined benefit
superannuation plans represents the contributions made by Monash Health to the superannuation plans
in respect of the services of current Monash Health staff during the reporting period. Superannuation
contributions are made to the plans based on the relevant rules of each plan, and are based upon
actuarial advice.
Monash Health Services does not recognise any unfunded defined benefit liability in respect of the plans
because the hospital has no legal or constructive obligation to pay future benefits relating to its
employees; its only obligation is to pay superannuation contributions as they fall due. The Department of
Treasury and Finance discloses the State's defined benefits liabilities in its disclosure for administered
items.
Superannuation contributions paid or payable for the reporting period are included as part of employee
benefits in the Comprehensive Operating Statement of Monash Health.
The name, details and amounts expensed in relation to the major employee superannuation funds and
contributions made by Monash Health are disclosed above.
91

Note 4: Key Assets to support service delivery
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
The hospital controls infrastructure and other investments that are utilised in fulfilling its
objectives and conducting its activities. They represent the key resources that have been
entrusted to the hospital to be utilised for delivery of those outputs.
Structure
4.1 Investments accounted for using the equity method
4.2 Property, plant and equipment
4.3 Depreciation and amortisation
4.4 Intangible assets
92 Monash Health Annual Report 2017-18

Note 4.1: Investments accounted for using the equity method
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Ownership Interest Published Fair Value
Principal Country of 2018 2017 2018 2017
Name of Entity Activity Incorporation % % $'000 $'000
Associates
Monash Health Research Precinct Pty Ltd
Property
Investment Australia 20.33 20.33 4,099 4,012
(a) As at 30 June 2018, the fair value of Monash Health's interest in Monash Health Research Precinct Pty Ltd was based on its
share of the company's net assets which is a level 3 input in terms of AASB 13 Fair Value Measurement.
(b) The financial year end date of Monash Health Research Precinct Pty Ltd is 31 December. This was the reporting date established
when that company was incorporated. For the purpose of applying the equity method of accounting, the financial statements of
Monash Health Research Precinct Pty Ltd have been used, and appropriate adjustments have been made for the effects of
significant transactions between that date and 30 June 2018.
93

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2: Property, plant and equipment
(a) Gross carrying amount and accumulated depreciation
Consolidated
Consolidated
2018 2017
$'000
$'000
Land
- Land at Fair Value 222,022 187,022
Total Land 222,022 187,022
Buildings
- Buildings at Fair Value 676,088 676,088
Less Accumulated Depreciation (120,453) (94,463)
555,635 581,625
- Buildings at Cost 461,591 429,989
Less Accumulated Depreciation (49,291) (30,350)
412,300 399,639
Total Buildings 967,935 981,264
Plant and Equipment
- Plant and Equipment at Fair Value 57,559 43,092
Less Accumulated Depreciation (23,814) (18,440)
Total Plant and Equipment 33,745 24,652
Medical Equipment
- Medical Equipment at Fair Value 160,752 146,511
Less Accumulated Depreciation (94,766) (82,683)
Total Medical Equipment 65,987 63,828
Computers and Communication Equipment
- Computers and Communication Equipment at Fair Value 20,089 16,746
Less Accumulated Depreciation (16,681) (13,685)
Total Computers and Communication Equipment 3,408 3,061
Furniture and Fittings
- Furniture and Fittings at Fair Value 11,766 3,619
Less Accumulated Depreciation (2,750) (1,402)
Total Furniture and Fittings 9,016 2,217
Motor Vehicles
- Motor Vehicles at Fair Value 2,219 2,366
Less Accumulated Depreciation (2,213) (2,353)
Total Motor Vehicles 6 13
Cultural Assets
- Cultural Assets at Fair Value 2,792 2,792
Total Cultural Assets 2,792 2,792
94 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
(a) Gross carrying amount and accumulated depreciation (continued)
Consolidated
Consolidated
2018 2017
$'000
$'000
Assets Under Construction
Assets Under Construction at Cost 55,820 60,379
Software Under Construction at Cost 31,217 12,364
Total Assets Under Construction 87,037 72,743
Leased Assets Contracted under PPP Agreement
- Leased Buildings at Fair Value 154,011 154,011
Less Accumulated Depreciation (58,632) (52,136)
95,379 101,875
- Leasehold Improvements at Cost 1,448 1,448
Less Accumulated Depreciation (547) (511)
901 937
- Leased Motor Vehicles 6,583 5,799
Less Accumulated Depreciation (3,858) (2,248)
2,725 3,551
- Plant and Equipment at Fair Value 164 164
Less Accumulated Depreciation (164) (164)
- -
- Medical Equipment at Fair Value 6,495 6,555
Less Accumulated Depreciation (6,495) (6,555)
- -
- Computers and Communication Equipment at Fair Value 305 305
Less Accumulated Depreciation (305) (305)
- -
- Furniture and Fittings at Fair Value 12 12
Less Accumulated Depreciation (12) (12)
- -
Total Leased Assets 99,005 106,363
TOTAL PROPERTY, PLANT AND EQUIPMENT 1,490,954 1,443,956
(i) Casey Hospital commenced operation during the year of 30 June 2005. Construction and fit out of Casey Hospital was
funded as a Public Private Partnership under a Project Agreement between the State of Victoria and Progress Health Pty Ltd.
Monash Health is responsible for operating Casey Hospital and has recognised the leased asset and associated interest
bearing liabilities (Note 6.1). The State of Victoria is obligated to fund quarterly service payments due to the Project
Agreement for the life of that agreement, a period of up to 25 years.
95

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2: (b) Reconciliations of the carrying amounts of each class of asset
Land Buildings Plant & Medical Computers and Furniture Motor Cultural Assets Under Leased Total
Equipment Equipment Communication and Vehicles Assets Construction Assets
Fittings
$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Balance at 1 July 2016 187,022 797,490 18,121 47,458 2,408 2,004 21 2,793 206,272 112,207 1,375,797
Additions - 1,200 9,227 27,644 1,884 514 - - 91,128 2,035 133,632
Disposals - - (77) (609) - (16) - (1) - (38) (741)
Net Transfers between Classes - 222,467 948 654 588 - - - (224,657) - -
Depreciation (Note 4.3) - (39,893) (3,567) (11,319) (1,819) (285) (8) - - (7,841) (64,732)
Balance at 1 July 2017 187,022 981,264 24,652 63,828 3,061 2,217 13 2,792 72,743 106,363 1,443,956
Additions - 212 2,602 14,814 1,067 278 - - 66,335 817 86,126
Disposals - (189) (11) (16) - - - - - (14) (229)
Revaluation Increments 35,000 - - - - - - - - - 35,000
Net Transfers between Classes - 29,720 11,962 192 2,296 7,872 - - (52,042) - 0
Depreciation (Note 4.3) - (43,072) (5,460) (12,831) (3,017) (1,351) (7) - - (8,161) (73,899)
Balance at 30 June 2018 222,022 967,935 33,745 65,987 3,408 9,017 6 2,792 87,037 99,005 1,490,954
Land and buildings carried at valuation
The Valuer-General Victoria undertook to re-value all of Monash Health's owned and leased land and buildings to determine their fair value. The valuation, which conforms 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. The valuation was based on
independent assessments. The effective date of the valuation is 30 June 2014.
In compliance with FRD 103F, in the year ended 30 June 2018, Monash Health's management conducted an annual assessment of the fair value of land and buildings and leased buildings. To facilitate
this, management obtained from the Department of Treasury and Finance the Valuer General Victoria indices for the financial year ended 30 June 2018.
The fair value of the land had been adjusted by a managerial revaluation in 2016. The indexed value was then compared to individual assets written down book value as at 30 June 2018 to determine
the change in their fair values. The latest indices required a further managerial revaluation in 2018. The Department of Health and Human Services approved a managerial revaluation of the land asset
class of $35m ($0 in 2017).
There was no material financial impact on change in fair value of buildings and leased buildings.
96 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2: (c) Fair value measurement hierarchy for assets
Carrying Fair value measurement at end
amount as of reporting period using:
at 30 June
Balance at 30 June 2018 2018 Level 1 (i) Level 2 (i) Level 3 (i)
Land at fair value
- Non-Specialised Land 47,085 47,085
- Specialised Land 174,937 174,937
Total Land at Fair Value 222,022 47,085 174,937
Buildings at fair value
- Specialised Buildings 555,635 - 555,635
Total Buildings at Fair Value 555,635 - 555,635
Plant and Equipment at Fair Value 33,745 - 33,745
Medical Equipment at Fair Value 65,987 - 65,987
Computers and Communication Equipment at
Fair Value 3,408 - 3,408
Furniture and Fittings at Fair Value 9,016 - 9,016
Cultural Assets at Fair Value 2,792 2,792 -
Motor Vehicles at Fair Value 6 - 6
Total Property, Plant and Equipment 892,611 - 49,877 842,734
Fair value measurement at end
Carrying of reporting period using:
amount as
at 30 June
Balance at 30 June 2017 2017 Level 1 (i) Level 2 (i) Level 3 (i)
Land at fair value
- Non-Specialised Land 39,514 39,514 -
- Specialised Land 147,508 147,508
Total Land at Fair Value 187,022 39,514 147,508
Buildings at fair value
- Specialised Buildings 581,625 - 581,625
Total Building at Fair Value 581,625 - 581,625
Plant and Equipment at Fair Value 24,652 - 24,652
Medical Equipment at Fair Value 63,828 - 63,828
Computers and Communication Equipment at
Fair Value 3,061 - 3,061
Furniture and Fittings at Fair Value 2,217 - 2,217
Cultural Assets at Fair Value 2,792 2,792
Motor Vehicles at Fair Value 13 13
Total Property, Plant and Equipment 865,211 - 42,306 822,905
Note
i Classified in accordance with the fair value hierarchy
97

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2: (d) Reconciliation of level 3 Fair Value
Plant and
equipment
Medical
equipment
Computers
and
Communic
ations
Furniture &
Fittings
Motor
Vehicles
Land Buildings
$'000 $'000 $'000 $'000 $'000 $'000 $'000
Consolidated
Balance at 1 July 2017 147,509 581,625 24,652 63,828 3,061 2,217 13
Additions/(Disposals) - - 14,553 14,990 3,363 8,150 -
Gains/(Losses) recognised in net result
- Depreciation and amortisation - (25,990) (5,460) (12,831) (3,017) (1,351) (7)
Items recognised in other comprehensive income
- Revaluation 27,428 - - - - - -
Balance at 30 June 2018 174,937 555,635 33,745 65,987 3,408 9,016 6
98 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2: (d) Reconciliation of level 3 Fair Value (continued)
Plant and
equipment
Medical
equipment
Computers
and
Communica
tions
Furniture &
Fittings
Motor
Vehicles
Land Buildings
$'000 $'000 $'000 $'000 $'000 $'000 $'000
Consolidated
Balance at 1 July 2016 147,509 609,271 18,142 47,458 2,408 2,004 21
Additions - - 10,098 27,689 2,472 498 -
Gains/(Losses) recognised in Net Result
- Depreciation and Amortisation - (27,646) (3,575) (11,319) (1,819) (285) (8)
Balance at 30 June 2017 147,509 581,625 24,665 63,828 3,061 2,217 13
99

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2 (e): Fair value determination
Asset class
Types of assets
In areas where there is an active
market:
Expected fair
value level
Likely valuation
approach
Non-specialised Land
- Vacant Land
Level 2 Market approach n.a.
- Land not subject to restrictions as to
use or sale
Specialised Land
Land subject to restriction as to use
Level 3
Specialised buildings (a)
Vehicles
Plant and equipment (a)
Specialised buildings with limited
alternative uses and/or substantial
customisation
Active resale market available Level 2 Market approach n.a.
No active resale market available Level 3
Specialised items with limited
alternative uses and/or substantial
customisation
Level 3
Level 3
Specialised items with limited
Medical equipment (a) alternative uses and/or substantial Level 3
customisation
Computers and
Communication Equipment Any type Level 3
(a)
Furniture and Fittings Any type Level 3
Market approach
Depreciated
replacement cost
approach
Depreciated
replacement cost
approach
Depreciated
replacement cost
approach
Depreciated
replacement cost
approach
Depreciated
replacement cost
approach
Depreciated
replacement cost
approach
Significant inputs (Level 3
only) (c)
Community Service
Obligations Adjustments
- Cost per square metre
- Useful life
- Cost per square metre
- Useful life
- Cost per square metre
- Useful life
- Cost per unit
- Useful life
- Cost per square metre
- Useful life
- Cost per unit
- Useful life
(a) Newly built/acquired assets could be categorised as Level 2 assets as depreciation would not be a significant unobservable input (based on the 10 per cent
materiality threshold).
(b) AASB 13 Fair Value Measurement provides an exemption for not for profit public sector entities from disclosing the sensitivity analysis relating to ‘unrealised
gains/(losses) on non-financial assets’ if the assets are held primarily for their current service potential rather than to generate net cash inflows.
There were no changes in valuation techniques throughout the period to 30 June 2018.
Initial Recognition
Items of property, plant and equipment are measured initially at cost and subsequently revalued at fair value less accumulated depreciation and
impairment loss. Where an asset is acquired for no or nominal cost, the cost is its fair value at the date of acquisition. Assets transferred as part of
a merger are transferred at their carrying amounts.
The cost of a leasehold improvement is capitalised as an asset and depreciated over the shorter of the remaining term of the lease or the estimated
useful life of the improvements.
Theoretical opportunities that may be available in relation to assets are not taken into account until it is virtually certain that any restrictions will no
longer apply. Therefore, unless otherwise disclosed, the current use of these non-financial physical assets will be their highest and best uses.
Land and buildings are recognised initially at cost and subsequently measured at fair value less accumulated depreciation and accumulated
impairment loss.
Subsequent Measurement
Consistent with AASB 13 Fair Value Measurement , Monash Health determines the policies and procedures for recurring property, plant and
equipment fair value measurements, in accordance with the requirements of AASB 13 and the relevant FRDs.
All property, plant and equipment for which fair value is measured or disclosed in the financial statements are categorised within the fair value
hierarchy.
For the purpose of fair value disclosures, Monash Health has determined classes of assets on the basis of the nature, characteristics and risks of the
asset and the level of the fair value hierarchy as explained above.
In addition, Monash Health determines whether transfers have occurred between levels in the hierarchy by reassessing categorisation (based on the
lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.
For the purpose of fair value disclosures, Monash Health has determined classes of assets and liabilities on the basis of the nature, characteristics
and risks of the asset or liability and the level of the fair value hierarchy as explained above.
The Valuer-General Victoria (VGV) is Monash Health’s independent valuation agency.
The estimates and underlying assumptions are reviewed on an ongoing basis.
100 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2 (e): Fair value determination (continued)
Fair value measurement
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market
participants at the measurement date.
Consideration of highest and best use (HBU) for non‐financial physical assets
Judgements about highest and best use must take into account the characteristics of the assets concerned, including restrictions on the
use and disposal of assets arising from the asset’s physical nature and any applicable legislative/contractual arrangements.
In accordance with paragraph AASB 13.29, Monash Health assumes the current use of a non-financial physical asset is its HBU unless
market or other factors suggest that a different use by market participants would maximise the value of the asset.
Therefore, an assessment of the HBU will be required when the indicators are triggered within a reporting period which suggest the
market participants would have perceived an alternative use of an asset that can generate maximum value. Once identified, Monash
Health engages with VGV or other independent valuers for formal HBU assessment.
These indicators, as a minimum, include:
External factors:
• Changed acts, regulations, local law or such instrument which affects or may affect the use or development of the asset;
• Changes in planning scheme, including zones, reservations, overlays that would affect or remove the restrictions imposed on the asset’s
use from its past use;
• Evidence that suggests the current use of an asset is no longer core to requirements to deliver Monash Health’s service obligation; and
• Evidence that suggests that the asset might be sold or demolished at reaching the late stage of an asset’s life cycle.
Valuation hierarchy
Monash Health uses valuation techniques that are appropriate for the circumstances and where there is sufficient data available to
measure fair value, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value
hierarchy.
Identifying unobservable inputs (level 3) fair value measurements
Level 3 fair value inputs are unobservable valuation inputs for an asset or liability. These inputs require significant judgement and
assumptions in deriving fair value for both financial and non-financial assets.
Unobservable inputs are used to measure fair value to the extent that relevant observable inputs are not available, thereby allowing for
situations in which there is little, if any, market activity for the asset or liability at the measurement date. However, the fair value
measurement objective remains the same, i.e., an exit price at the measurement date from the perspective of a market participant that
holds the asset or owes the liability. Therefore, unobservable inputs shall reflect the assumptions that market participants would use
when pricing the asset or liability, including assumptions about risk.
Assumptions about risk include the inherent risk in a particular valuation technique used to measure fair value (such as a pricing risk
model) and the risk inherent in the inputs to the valuation technique. A measurement that does not include an adjustment for risk
would not represent a fair value measurement if market participants would include one when pricing the asset or liability i.e., it might
be necessary to include a risk adjustment when there is significant measurement uncertainty. For example, when there has been a
significant decrease in the volume or level of activity when compared with normal market activity for the asset or liability or similar
assets or liabilities, and Monash Health has determined that the transaction price or quoted price does not represent fair value.
Monash Health develops unobservable inputs using the best information available in the circumstances which includes its own data. In
developing unobservable inputs, Monash Health begins with its own data and makes adjustments to this data if reasonably available
information indicates that other market participants would use different data or data unique to Monash Health exists that is not available
to other market participants.
Non‐Specialised Land, Non‐Specialised Buildings and Cultural Assets
Non-specialised land, non-specialised buildings and cultural assets are valued using the market approach. Under this valuation method,
the assets are compared to recent comparable sales or sales of comparable assets which are considered to have nominal or no added
improvement value.
For non-specialised land and non-specialised buildings, an independent valuation was performed by the Valuer-General Victoria to
determine the fair value using the market approach. Valuation of the assets was determined by analysing comparable sales and allowing
for share, size, topography, location and other relevant factors specific to the asset being valued. An appropriate rate per square metre
has been applied to the subject asset. The effective date of the valuation is 30 June 2014.
101

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.2 (e): Fair value determination (continued)
Specialised Land and Specialised Buildings
Specialised land includes Crown Land which is measured at fair value with regard to the property’s highest and best use
after due consideration is made for any legal or physical restrictions imposed on the asset, public announcements or
commitments made in relation to the intended use of the asset. Theoretical opportunities that may be available in relation
to the assets are not taken into account until it is virtually certain that any restrictions will no longer apply. Therefore,
unless otherwise disclosed, the current use of these non-financial physical assets will be their highest and best use.
The market approach is used for specialised land and specialised buildings although it is adjusted for the community
service obligation (CSO) to reflect the specialised nature of the assets being valued. Specialised assets contain significant,
unobservable adjustments; therefore these assets are classified as Level 3 under the market based direct comparison
approach.
The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the
extent that is also equally applicable to market participants. This approach is in light of the highest and best use
consideration required for fair value measurement, and takes into account the use of the asset that is physically possible,
legally permissible and financially feasible. As adjustments of CSO are considered as significant unobservable inputs,
specialised land would be classified as Level 3 assets.
For Monash Health, the depreciated replacement cost method is used for the majority of specialised buildings, adjusting for
the associated depreciation. As depreciation adjustments are considered as significant and unobservable inputs in nature,
specialised buildings are classified as Level 3 for fair value measurements.
An independent valuation of Monash Health ’s specialised land and specialised buildings was performed by the Valuer-
General Victoria. The valuation was performed using the market approach adjusted for CSO. The effective date of the
valuation is 30 June 2014.
In June 2018 a managerial valuation was carried out in accordance with FRD 103F to revalue the land to its fair value.
Plant and Equipment
Plant and equipment (including medical equipment, computers and communication equipment and furniture and fittings are
held at carrying amount (depreciated cost). When plant and equipment is specialised in use, such that it is rarely sold other
than as part of a going concern, the depreciated replacement cost is used to estimate the fair value. Unless there is market
evidence that current replacement costs are significantly different from the original acquisition cost, it is considered
unlikely that depreciated replacement cost will be materially different from the existing carrying amount.
There were no changes in valuation techniques throughout the period to 30 June 2018.
For all assets measured at fair value, the current use is considered the highest and best use.
Revaluations of Non‐Current Physical Assets
Non-current physical assets are measured at fair value and are revalued in accordance with FRD 103F Non-Current
Physical Assets . This revaluation process normally occurs every five years, based upon the asset's Government
Purpose Classification, but may occur more frequently if fair value assessments indicate material changes in
values. Independent valuers are used to conduct these scheduled revaluations and any interim revaluations are
determined in accordance with the requirements of the FRDs. Revaluation increments or decrements arise from
differences between an asset’s carrying value and fair value.
Revaluation increments are recognised in ‘Other Comprehensive Income’ and are credited directly to the asset revaluation
surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that same class of
asset previously recognised as an expense in net result, the increment is recognised as income in the net result.
Revaluation decrements are recognised in ‘Other Comprehensive Income’ to the extent that a credit balance exists in the
asset revaluation surplus in respect of the same class of property, plant and equipment.
Revaluation increases and revaluation decreases relating to individual assets within an asset class are offset against one
another within that class but are not offset in respect of assets in different classes.
Revaluation surplus is not transferred to accumulated funds on de-recognition of the relevant asset, except where an asset
is transferred via contributed capital.
In accordance with FRD 103F, Monash Health's non-current physical assets were assessed to determine whether
revaluation of the non-current physical assets was required.
102 Monash Health Annual Report 2017-18

Note 4.3: Depreciation and amortisation
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Consolidated Consolidated
2018 2017
$'000 $'000
Depreciation
Buildings 43,072 39,893
Plant & Equipment 5,460 3,567
Medical Equipment 12,831 11,319
Computers and Communication Equipment 3,017 1,819
Furniture and Fittings 1,351 285
Motor Vehicles 7 8
Leased Assets i 8,161 7,841
Total Depreciation 73,899 64,732
Amortisation
Intangible Assets 3,411 2,331
Total Amortisation 3,411 2,331
Total Depreciation and Amortisation 77,310 67,063
(i) Of the balance disclosed under 'Depreciation Leased Assets', $6.5m ($6.5m 2017) relates to leased buildings
contracted under a PPP arrangement.
All buildings, plant and equipment and intangible produced assets that have finite useful lives are
depreciated. Depreciation begins when the asset is available for use, which is when it is in the location
and condition necessary for it to be capable of operating in a manner intended by management.
Depreciation is generally calculated on a straight line basis, at a rate that allocates the asset value, less
any estimated residual value over its estimated useful life. Estimates of the remaining useful lives and
depreciation method for all assets are reviewed at least annually, and adjustments made where
appropriate. This depreciation charge is not funded by the Department of Health and Human Services.
Assets with a cost in excess of $1,000 are capitalised and depreciation has been provided on
depreciable assets so as to allocate their cost or valuation over their estimated useful lives.
Intangible produced assets with finite lives are depreciated as an expense on a systematic basis over
the asset’s useful life.
The following table indicates the expected useful lives of non-current assets on which the depreciation
charges are based.
2018 2017
Buildings
– Structure Shell Building Fabric 45 to 70 45 to 70 years
– Site Engineering Services and Central Plant 22 to 30 22 to 30 years
– Fit Out 22 to 30 22 to 30 years
– Trunk Reticulated Building Systems 22 to 30 22 to 30 years
Plant & Equipment 3 to 10 years 3 to 10 years
Medical Equipment 3 to 10 years 3 to 10 years
Computers and Communication 3 years 3 years
Furniture and Fitting Up to 10 Up to 10 years
Motor Vehicles 4 years 4 years
Leased Buildings 45 Years 45 Years
Intangible Assets 5 years 5 years
As part of the building valuation, building values were separated into components and each component
assessed for its useful life which is represented above.
103

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 4.4: Intangible assets
Consolidated Consolidated
2018 2017
$'000
$'000
Intangible Produced Assets - Software 34,088 30,188
Less Accumulated Amortisation (30,123) (26,712)
Total Intangible Assets 3,965 3,476
Reconciliation of the carrying amounts of intangible assets at the beginning and end of the previous
and current financial year:
Consolidated
$'000
Balance at 1 July 2016 4,912
Additions 895
Amortisation (refer Note 4.3) (2,331)
Balance at 1 July 2017 3,476
Additions 3,900
Amortisation (refer Note 4.3) (3,411)
Balance at 30 June 2018 3,965
Intangible assets represent identifiable non-monetary assets without physical substance such as
computer software.
Intangible assets are initially recognised at cost. Subsequently, intangible assets with finite useful
lives are carried at cost less accumulated amortisation and accumulated impairment losses. Costs
incurred subsequent to initial acquisition are capitalised when it is expected that additional future
economic benefits will flow to Monash Health.
Expenditure on research activities is recognised as an expense in the period in which it is incurred.
104 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 5: Other assets and liabilities
This section sets out those assets and liabilities that arose from the Monash Health's operations.
Structure
5.1 Receivables
5.2 Inventories
5.3 Other liabilities
5.4 Payables
105

Note 5.1: Receivables
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Consolidated Consolidated
2018 2017
$'000 $'000
CURRENT
Contractual
Inter Hospital Debtors 1,799 1,698
Trade Debtors 5,708 5,807
Patient Fees 18,914 22,259
Accrued Revenue - Other 16,789 10,597
Amounts Receivable from Governments and Agencies i - 6,394
Less Allowance for Doubtful Debts
Trade Debtors (218) (308)
Patient Fees (3,071) (2,448)
39,921 43,999
Statutory
GST Receivable 2,850 3,583
2,850 3,583
TOTAL CURRENT RECEIVABLES 42,771 47,582
NON CURRENT
Statutory
Long Service Leave - Department of Health and Human
Services 90,917 81,717
TOTAL NON-CURRENT RECEIVABLES 90,917 81,717
TOTAL RECEIVABLES 133,688 129,299
i Terms and conditions of amounts receivable from the Department of Health and Human Services vary according to the
particular agreement with the Department.
(a) Movement in the Allowance for doubtful debts
Consolidated Consolidated
2018 2017
$'000 $'000
Balance at beginning of year 2,756 2,550
Increase in allowance recognised in net result 533 206
Balance at end of year 3,289 2,756
(b) Nature and extent of risk arising from receivables
Refer to Note 7.1(a) for the nature and extent of credit risk arising from contractual receivables.
106 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 5.1: Receivables (continued)
Receivables consist of:
• Contractual receivables, which includes mainly debtors in relation to goods and services, loans to
third parties, accrued investment income, and finance lease receivables; and
• Statutory receivables, which includes predominantly amounts owing from the Victorian
Government and Goods and Services Tax (GST) input tax credits recoverable.
Receivables that are contractual are classified as financial instruments and categorised as loans and
receivables. Statutory receivables are recognised and measured similarly to contractual receivables
(except for impairment), but are not classified as financial instruments because they do not arise
from a contract.
Receivables are recognised initially at fair value and subsequently measured at amortised cost less
any accumulated impairment. Trade debtors are carried at nominal amounts due and are due for
settlement within 30 days from the date of recognition.
In assessing impairment of statutory (non-contractual) financial assets, which are not financial
instruments, professional judgement is applied in assessing materiality using estimates, averages
and other computational methods in accordance with AASB 136 Impairment of Assets .
Trade debtors are carried at nominal amounts due and are due for settlement within 30 days from
the date of recognition. Collectability of debts is reviewed on an ongoing basis, and debts which are
known to be uncollectible are written off. A provision for doubtful debts is recognised when there is
objective evidence that the debts may not be collected and bad debts are written off when
identified.
107

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 5.2: Inventories
At Cost:
Consolidated Consolidated
2018 2017
$'000
$'000
Pharmaceuticals 7,961 6,160
Medical and Surgical Consumables 7,336 7,939
General Stores 559 525
Pathology 1,464 1,118
TOTAL INVENTORIES 17,320 15,742
Inventories include goods and other property held either for sale, consumption or for
distribution at no or nominal cost in the ordinary course of business operations. It includes
land held for sale and excludes depreciable assets.
Inventories held for distribution are measured at weighted average cost, adjusted for any
loss of service potential. All other inventories are measured at the lower of cost and net
realisable value.
Inventories acquired at no cost or for nominal consideration are measured at current
replacement cost at the date of acquisition.
The bases used in assessing loss of service potential for inventories held for distribution
include current replacement cost and technical or functional obsolescence.
Cost is assigned to high value, low volume inventory items on a specific identification of cost
basis.
108 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 5.3: Other liabilities
Consolidated Consolidated
2018 2017
$'000
$'000
CURRENT
Monies Held in Trust
- Patient Monies Held in Trust 219 211
- Accommodation Bonds (Refundable Entrance Fees) 14,825 12,408
Total Other Liabilities 15,044 12,619
Represented by the following assets:
Cash Assets 15,044 12,619
TOTAL 15,044 12,619
109

Note 5.4: Payables
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Consolidated Consolidated
2018 2017
$'000 $'000
CURRENT
Contractual
Trade Creditors 30,323 29,604
Accrued Expenses 31,562 24,311
Amounts payable to doctors 544 544
Superannuation Accrual 8,669 10,566
Prepaid revenue - Department of Health and Human
Services 5,608 -
Other 13,516 16,192
TOTAL PAYABLES 90,222 81,217
Payables consist of:
• Contractual payables which consist predominantly of accounts payable representing
liabilities for goods and services provided to Monash Health prior to the end of the financial
year that are unpaid, and arise when Monash Health becomes obliged to make future
payments in respect of the purchase of those goods and services. The normal credit terms
for accounts payable are usually nett 30 - 35 days.
Contractual payables are classified as financial instruments and are initially recognised at
fair value, and then subsequently carried at amortised cost. Statutory payables are
recognised and measured similarly to contractual payables, but are not classified as
financial instruments and not included in the category of financial liabilities at amortised
cost, because they do not arise from a contract.
110 Monash Health Annual Report 2017-18

Note 5.4 (a): Payables and borrowings maturity analysis
The following table discloses the contractual maturity analysis for Monash Health's financial liabilities.
Maturity analysis of Financial Liabilities as at 30 June
Carrying
Amount
Nominal
Amount
Less than 1
Month
1-3 Months 3 months -
1 Year
1 - 5 Years Over 5
Years
2018 $'000 $'000 $'000 $'000 $'000 $'000 $'000
Financial Liabilities
Maturity Dates
At amortised cost
Payables 90,222 90,222 45,822 44,400
Borrowings 93,578 93,578 1,648 858 8,544 36,499 46,030
Other Financial Liabilities i
- Accommodation Bonds 14,825 14,825 - 667 14,159 - -
- Other 219 219 219 - - - -
Total Financial Liabilities 198,844 198,844 47,689 45,925 22,703 36,499 46,030
2017
Financial Liabilities
At amortised cost
Payables 81,217 81,217 56,757 24,460 - - -
Borrowings 89,579 89,579 - 2,438 7,236 35,524 44,381
Other Financial Liabilities i
- Accommodation Bonds 12,408 12,408 - 1,625 10,783 - -
- Other 211 211 211 - - - -
Total Financial Liabilities 183,415 183,415 56,968 28,523 18,019 35,524 44,381
Ageing analysis of financial liabilities excludes the types of statutory financial liabilities (i.e. GST payable)
i
111

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 6: How we finance our operations
This section provides information on the sources of finance utilised by Monash Health during its
operations, along with interest expenses (the cost of borrowings) and other information related to
financing activities of Monash Health.
This section includes disclosures of balances that are financial instruments (such as borrowings and
cash balances). Note: 7.1 provides additional, specific financial instrument disclosures.
Structure
6.1 Borrowings
6.2 Cash and cash equivalents
6.3 Commitments for expenditure
112 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 6.1: Borrowings
Consolidated Consolidated
2018 2017
$'000
$'000
CURRENT
Australian Dollar Borrowings
– Finance Lease Liability i 5,600 5,048
– TCV Loan ii 1,181 1,113
– Advances from Government iii 1,000 -
Total Australian Dollars Borrowings 7,781 6,161
Total Current 7,781 6,161
NON CURRENT
Australian Dollar Borrowings
– Finance Lease Liability i 51,945 56,229
– TCV Loan ii 26,008 27,189
– Advances from Government iii 7,844 -
Total Australian Dollars Borrowings 85,797 83,418
Total Non-Current 85,797 83,418
Total Borrowings 93,578 89,579
i During the year ended 30 June 2005, Casey Hospital commenced operation. Construction and fit out of Casey Hospital was
funded as Public Private Partnership under a Project Agreement between the State of Victoria and Progress Health Pty Ltd.
Monash Health is responsible for operating Casey Hospital and has recognised the leased asset (Note 4.2) and associated
interest bearing liabilities. The State of Victoria is obligated to fund quarterly service payments due under the Project
Agreement for the life of that agreement, a period of up to 25 years.
ii During the year ended 30 June 2010, Monash Health entered into a loan agreement with the Treasury Corporation of
Victoria to fund $19.6m improvements required to the car park at the Clayton site. The loan is repayable over 22 years with
repayments being made quarterly.
During the year ended 30 June 2014, Monash Health made a further drawdown under the existing loan arrangement with the
Treasury Corporation of Victoria to fund $13.5m improvements required to the car park at the Clayton site. The loan is
repayable over 20 years with repayments being made quarterly.
iii During the year ended 30 June 2018, the Department of Health and Human Services granted an interest free loan of $10m
to Monash Health. The loan is repayable over 10 years with repayments being made annually.
(a) Maturity analysis of borrowings
Please refer to Note 5.4 for the ageing analysis of borrowings.
(b) Defaults and breaches
During the current and prior year, there were no defaults and breaches of any of the borrowings.
113

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 6.1 Borrowings (continued)
(c) Finance lease liabilities
Minimum future lease
payments (i)
Present value of
minimum future lease
payments
2018 2017 2018 2017
Finance leases $'000 $'000 $'000 $'000
Casey Hospital Public Private Partnership Lease
Repayments in relation to finance leases are payable as follows:
Not later than one year 6,592 6,592 3,399 3,199
Later than one year but not later than 5 years 26,370 26,370 15,871 14,933
Later than 5 years 41,752 48,345 34,553 38,891
Other finance lease liabilities payable i
Not later than one year 2,276 1,969 2,201 1,849
Later than one year but not later than 5 years 1,555 2,475 1,521 2,405
Minimum lease payments ii 78,546 85,751 57,545 61,277
Less future finance charges (21,001) (24,474) - -
TOTAL 57,545 61,277 57,545 61,277
Included in the financial statements as:
Current borrowings lease liabilities 5,600 5,048
Non-current borrowing lease liabilities 51,945 56,229
57,545 61,277
The weighted average interest rate implicit in the finance lease is 6.07% (2017: 6.07%).
i Other finance lease liabilities include obligations that are recognised on the Balance Sheet.
ii Minimum future lease payments include the aggregate of all base payments and any guaranteed residual.
A lease is a right to use an asset for an agreed period of time in exchange for payment. Leases are classified at their
inception as either operating or finance leases based on the economic substance of the agreement so as to reflect the risks
and rewards incidental to ownership.
Leases of property, plant and equipment are classified as finance leases whenever the terms of the lease transfer
substantially all the risks and rewards of ownership to the lessee. All other leases are classified as operating leases, in the
manner described in Note 6.3 Commitments for expenditure.
Finance Leases
Entity as lessor
Monash Health does not hold any finance lease arrangements with other parties.
Entity as lessee
Finance leases are recognised as assets and liabilities at amounts equal to the fair value of the lease property or, if lower, the
present value of the minimum lease payment, each determined at the inception of the lease. The lease assets under the PPP
arrangement are accounted for as a non-financial physical asset and is depreciated over the term of the lease. Minimum
lease payments are apportioned between reduction of the outstanding lease liability, and the periodic finance expense which
is calculated using the interest rate implicit in the lease, and charged directly to the Comprehensive Operating Statement.
Contingent rentals associated with finance leases are recognised as an expense in the period in which they are incurred.
Leasehold Improvement
The cost of leasehold improvements are capitalised as an asset and depreciated over the remaining term of the lease or the
estimated useful life of the improvements, whichever is the shorter.
Borrowings
All borrowings are initially recognised at fair value of the consideration received, less directly attributable transaction costs.
Subsequent to initial recognition, borrowings are measured at amortised cost with any difference between the initial
recognised amount and the redemption value being recognised in the net result over the period of the borrowing using the
effective interest method. Fair value is determined in the manner described in Note 7.1.
114 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 6.2: Cash and Cash Equivalents
Consolidated Consolidated
2018 2017
$'000
$'000
Cash on Hand 74 74
Cash at Bank i 160,858 115,935
Total Cash and Cash Equivalents 160,932 116,009
Represented by:
Cash as per Cash Flow Statement 145,888 103,390
Cash for Monies Held in Trust (refer to Note 5.3)
- Cash at Bank 15,044 12,619
Total Cash and Cash Equivalents 160,932 116,009
i
$7.6m (2017: $7.9m) relates to funding from the Commonwealth Department of Health and Human Services for the Monash
Health Translation Precinct.
Cash and cash equivalents recognised on the Balance Sheet comprise cash on hand and in banks,
deposits at call and highly liquid investments (with an original maturity date of three months or less),
which are held for the purpose of meeting short term cash commitments rather than for investment
purposes, which are readily convertible to known amounts of cash and are subject to insignificant risk
of changes in value.
For cash flow statement presentation purposes, cash and cash equivalents include any bank overdrafts,
which are included as liabilities on the Balance Sheet.
115

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 6.3: Commitments for expenditure
a) Commitments other than public private partnerships
Consolidated Consolidated
2018 2017
$'000
$'000
Capital Expenditure Commitments
Payable:
Plant and equipment 29,987 37,728
Total Capital Expenditure Commitments 29,987 37,728
Operating Commitments
Payable:
Contracted services 100,074 108,854
Total Operating Commitments 100,074 108,854
Lease Commitments
Commitments in relation to leases contracted for at the
reporting date - cancellable 33,814 36,180
Total Lease Commitments 33,814 36,180
Total Commitments other than Public Private
Partnerships 163,875 182,762
All amounts shown in the commitments note are nominal amounts inclusive of GST.
Commitments for future expenditure include operating and capital commitments arising from contracts. These
commitments are disclosed by way of a note at their nominal value and are inclusive of the GST payable. In
addition, where it is considered appropriate and provides additional relevant information to users, the net
present values of significant individual projects are stated. These future expenditures cease to be disclosed as
commitments once the related liabilities are recognised on the balance sheet.
Service concession arrangements
Monash Health sometimes enters into certain arrangement with private sector participants to design and
construct or upgrade assets used to provide public services. These arrangements are typically complex and
usually include the provision of operational and maintenance services for a specified period of time. These
arrangements are often referred to as either public private partnerships or service concession arrangements
(SCAs). The State of Victoria is obliged to fund Quarterly Service Payments due under the Project Agreement
for the life of that Agreement, a period of up to 25 years. Monash Health expects that it will continue to
operate and control Casey Hospital at the expiry of the lease. The building has been componentised into 4
major asset classes, of which their estimated useful lives are between 22 to 70 years.
These SCAs usually take one of two main forms. In the more common form, Monash Health pays the operator
over the period of the arrangement, subject to specified performance criteria being met. At the date of
commitment to the principal provisions of the arrangement, these estimated periodic payments are allocated
between a component related to the design and construction or upgrading of the asset and components
related to the ongoing operation and maintenance of the asset. The former component is accounted for as a
lease payment in accordance with the lease policy (See Note 6.1). The remaining components are accounted
for as commitments for operating costs which are expensed in the comprehensive operating statement as
they are incurred.
116 Monash Health Annual Report 2017-18

Note 6.3: Commitments for expenditure (continued)
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Consolidated Consolidated
2018 2017
(b) Public Private Partnerships i, ii $'000 $'000
Commissioned Public Private Partnerships - Casey
Hospital
Nominal Value Nominal Value iii
PPP operations and maintenance commitment
Not later than one year 11,211 6,244
Later than 1 year and not later than 5 years 21,597 27,734
Later than 5 years 60,147 65,221
Total PPP operations and maintenance commitment 92,954 99,199
Capital commitments iv
Not later than one year 9,187 8,973
Later than 1 year and not later than 5 years 39,101 38,147
Later than 5 years 70,391 80,531
Total capital commitments 118,678 127,652
TOTAL COMMITMENTS FOR PUBLIC PRIVATE PARTNERSHIPS 211,633 226,850
Amounts shown are exempt from GST.
i
The present values of the minimum lease payments for commissioned Public Private Partnerships (PPP) are recognised on the Balance Sheet
and are not disclosed as commitments.
ii
The year on year reduction in the nominal amounts of the other commitments reflects the payments made.
iii
The prior year amounts have been updated to reflect the Department of Treasury and Finance commitments and are now comparable to the
current year disclosure.
iv The capital commitments include both interest and principle repayments based on the Treasury Corporation of Victoria PPP model as
provided by DHHS. The finance lease liability disclosed in Note 6.1 presents the principle component of the capital commitment, as minimum
future lease payments.
(c) Commitments payable
Consolidated Consolidated
2018 2017
$'000
$'000
Capital Expenditure Commitments
Less than 1 year 23,570 23,175
Longer than 1 year but not longer than 5 years 6,417 14,552
Total Capital Expenditure Commitments 29,987 37,728
Operating Commitments
Less than 1 year 35,701 30,213
Longer than 1 year but not longer than 5 years 64,370 61,766
5 years or more 3 16,875
Total Operating Commitments 100,074 108,854
Lease Commitments
Less than 1 year 7,588 7,612
Longer than 1 year but not longer than 5 years 15,512 15,252
5 years or more 10,714 13,316
Total Lease Commitments 33,814 36,180
Public Private Partnership Commitments (commissioned) i
Less than 1 year 20,398 15,218
Longer than 1 year but not longer than 5 years 60,698 65,881
5 years or more 130,537 145,751
Total Public Private Partnership Commitments 211,633 226,850
Total Commitments 375,508 409,612
Less GST recoverable from Australian Tax Office (17,132) (15,562)
Total Commitments 358,376 394,050
117

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 7: Risks, contingencies and valuation uncertainties
Monash Health is exposed to risk from its activities and outside factors. In addition, it is often
necessary to make judgements and estimates associated with recognition and measurement of items in
the financial statements. This section sets out financial instrument specific information, (including
exposures to financial risks) as well as those items that are contingent in nature or require a higher
level of judgement to be applied, which for Monash Health is related mainly to fair value determination.
Structure
7.1 Financial instruments
7.2 Contingent assets and contingent liabilities
118 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 7.1: Financial instruments
Financial instruments arise out of contractual agreements that give rise to a financial asset of one
entity and a financial liability or equity instrument of another entity. Due to the nature of Monash
Health's activities, certain financial assets and financial liabilities arise under statute rather than a
contract. Such financial assets and financial liabilities do not meet the definition of financial
instruments in AASB 132 Financial Instruments: Presentation .
(a) Financial instruments: categorisation
Contractual
Financial
Assets -
Receivables
Contractual
Financial
Liabilities at
Amortised
Cost
Total
Consolidated
2018 $'000 $'000 $'000
Contractual Financial Assets
Cash and cash equivalents 160,932 - 160,932
Receivables
- Trade debtors 5,490 - 5,490
- Other receivables 34,431 - 34,431
Total Financial Assets i 200,853 - 200,853
Financial Liabilities
Payables - 90,222 90,222
Borrowings - 93,578 93,578
Other financial liabilities
- Accommodation bonds - 14,825 14,825
- Other - 219 219
Total Financial Liabilities i - 198,844 198,844
Contractual
Financial
Assets -
Receivables
Contractual
Financial
Liabilities at
Amortised
Cost
Total
Consolidated
2017 $'000 $'000 $'000
Contractual Financial Assets
Cash and cash equivalents 116,009 - 116,009
Receivables
- Trade debtors 5,499 - 5,499
- Other receivables 38,500 - 38,500
Total Financial Assets i 160,008 - 160,008
Financial Liabilities
Payables - 81,217 81,217
Borrowings - 89,579 89,579
Other financial liabilities
- Accommodation bonds - 12,408 12,408
- Other - 211 211
Total Financial Liabilities i - 183,415 183,415
i The carrying amount excludes statutory receivables (i.e. GST receivable and DHHS receivable) and
statutory payables (i.e. Revenue in Advance and DHHS payable).
119

Note 7.1: Financial instruments (continued)
(b) Net holding gain/(loss) on financial instruments by category
Notes To the Financial Statements
Monash Health Annual Report 2017/2018
Net Holding
Gain/(Loss) Total
Consolidated
2018 $'000 $'000
Financial Assets
Cash and Cash Equivalents i 2,807 2,807
Investment - Term Deposit 524 524
Financial Assets - Receivables i (2,713) (2,713)
Total Financial Assets 618 618
Financial Liabilities
Financial Liabilities at Amortised Cost ii (54) (54)
Total Financial Liabilities (54) (54)
2017
Financial Assets
Cash and Cash Equivalents i 1,867 1,867
Investment - Term Deposit 1,038 1,038
Receivables i (2,189) (2,189)
Total Financial Assets 716 716
Financial Liabilities
Financial Liabilities at Amortised Cost ii (378) (378)
Total Financial Liabilities (378) (378)
i For cash and cash equivalents and receivables, the net gain or loss is calculated by taking the movement
in the fair value of the asset, the interest revenue, plus or minus foreign exchange gains or losses arising
from revaluation of the financial assets, and minus any impairment recognised in the net result.
ii For financial liabilities measured at amortised cost, the net gain or loss is calculated by taking the
interest expense measured at amortised cost.
Categories of financial instruments
Receivables and cash are financial instrument assets with fixed and determinable payments that are not
quoted on an active market. These assets are initially recognised at fair value plus any directly attributable
transaction costs. Subsequent to initial measurement, receivables are measured at amortised cost using the
accrual method (and for assets, less any impairment). Monash Health recognises the following assets in this
category:
· cash and deposits
· receivables (excluding statutory receivables); and
· term deposits
Financial liabilities at amortised cost are initially recognised on the date they are originated. They are
initially measured at fair value plus any directly attributable transaction costs. Subsequent to initial
recognition, these financial instruments are measured at amortised cost with any difference between the
initial recognised amount and the redemption value being recognised in profit and loss over the period of the
interest bearing liability, using the accrual method. Monash Health recognises the following liabilities in this
category:
· payables (excluding statutory payables); and
· borrowings (including finance lease liabilities).
Offsetting financial instruments: Financial instrument assets and liabilities are offset and the net amount
presented in the consolidated balance sheet when, and only when, Monash Health has a legal right to offset
the amounts and intends either to settle on a net basis or to realise the asset and settle the liability
simultaneously.
120 Monash Health Annual Report 2017-18

Note 7.1: Financial instruments (continued)
(b) Net holding gain/(loss) on financial instruments by category
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Some master netting arrangements do not result in an offset of balance sheet assets and
liabilities. Where Monash Health does not have a legally enforceable right to offset recognised
amounts, because the right to offset is enforceable only on the occurrence of future events
such as default, insolvency or bankruptcy, they are reported on a gross basis.
Derecognition of financial assets: A financial asset (or, where applicable, a part of a
financial asset or part of a group of similar financial assets) is derecognised when:
· the rights to receive cash flows from the asset have expired; or
· Monash Health retains the right to receive cash flows from the asset, but has assumed an
obligation to pay them in full without material delay to a third party under a ‘pass through’
arrangement; or
· Monash Health has transferred its rights to receive cash flows from the asset and either:
· has transferred substantially all the risks and rewards of the asset; or
· has neither transferred nor retained substantially all the risks and rewards of the asset,
but has transferred control of the asset.
Where Monash Health has neither transferred nor retained substantially all the risks and
rewards or transferred control, the asset is recognised to the extent of Monash Health’s
continuing involvement in the asset.
Impairment of financial assets: At the end of each reporting period, Monash Health
assesses whether there is objective evidence that a financial asset or group of financial assets
is impaired. All financial instrument assets, except those measured at fair value through profit
or loss, are subject to annual review for impairment.
The allowance is the difference between the financial asset’s carrying amount and the present
value of estimated future cash flows, discounted at the effective interest rate. In assessing
impairment of statutory (non-contractual) financial assets, which are not financial
instruments, professional judgement is applied in assessing materiality using estimates,
averages and other computational methods in accordance with AASB 136 Impairment of
Assets .
Reclassification of financial instruments: Subsequent to initial recognition and under rare
circumstances, non-derivative financial instruments assets that have not been designated at
fair value through profit or loss upon recognition, may be reclassified out of the fair value
through profit or loss category, if they are no longer held for the purpose of selling or
repurchasing in the near term.
Derecognition of financial liabilities: A financial liability is derecognised when the
obligation under the liability is discharged, cancelled or expires.
When an existing financial liability is replaced by another from the same lender on
substantially different terms, or the terms of an existing liability are substantially modified,
such an exchange or modification is treated as a derecognition of the original liability and the
recognition of a new liability. The difference in the respective carrying amounts is recognised
as an ‘other economic flow’ in the Comprehensive Operating Statement.
121

Notes To and Forming Part of the Financial Statements
Monas Health Annual Report 2017/18
Note 7.2: Contingent assets and contingent liabilities
At 30 June 2018, there were no contingent assets (2017: $0)
Consolidated Consolidated
2018 2017
$'000
$'000
Contingent Liabilities
Quantifiable
Backdated EBA Awards - 2,900
Total Quantifiable Contingent Liabilities - 2,900
All amounts shown in the contingents note are nominal amounts inclusive of GST.
Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed
by way of note and, if quantifiable, are measured at nominal value. Contingent assets and contingent
liabilities are presented inclusive of GST receivable or payable respectively.
122 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8: Other disclosures
This section includes additional material disclosures required by accounting standards or otherwise, for
the understanding of this annual report.
Structure
8.1 Equity
8.2 Reconciliation of net result for the year to net cash flow from operating activities
8.3 Responsible persons disclosures
8.4 Remuneration of executives
8.5 Related parties
8.6 Remuneration of auditors
8.7 Ex-gratia payments
8.8 AASBs issued that are not yet effective
8.9 Events occurring after the balance sheet date
8.10 Controlled entities
8.11 Economic dependency
123

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.1: Equity
(a) Surpluses
Property, Plant and Equipment Revaluation Surplus
Consolidated Consolidated
2018 2017
$'000
$'000
Balance at the beginning of the reporting period 641,545 641,545
Revaluation increment
- Land 35,000 -
Balance at the end of the reporting period* 676,545 641,545
* Represented by:
- Land 158,864 123,864
- Buildings 516,917 516,917
- Cultural assets 447 447
- Motor vehicles 317 317
676,545 641,545
Restricted Specific Purpose Surplus
Balance at the beginning of the reporting period 14,953 8,203
Transfer from accumulated surplus 5,762 6,750
Balance at the end of the reporting period 20,715 14,953
Total Surpluses 697,260 656,498
(b) Contributed Capital
Balance at the beginning of the reporting period 403,093 403,048
Capital contribution received from Victorian Government 827 45
Balance at the end of the reporting period 403,920 403,093
(c) Accumulated Surpluses
Balance at the beginning of the reporting period 133,689 32,982
Net result for the year 15 107,457
Transfers to restricted specific purpose surplus (5,762) (6,750)
Prior year adjustment 36 -
Balance at the end of the reporting period 127,978 133,689
Total equity at end of year 1,229,158 1,193,280
Contributed Capital
Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made to
Wholly-Owned Public Sector Entities and FRD 119A Contributions by Owners , appropriations
for additions to the net asset base have been designated as contributed capital. Other
transfers that are in the nature of contributions to or distributions by owners that have been
designated as contributed capital are also treated as contributed capital.
Transfers of net assets arising from administrative restructurings are treated as contributions
by owners. Transfers of net liabilities arising from administrative restructures are to go
through the Comprehensive Operating Statement.
Property, Plant and Equipment Revaluation Surplus
The asset revaluation surplus is used to record increments and decrements on the revaluation
of non-current physical assets.
Specific Restricted Purpose Surplus
A specific restricted purpose surplus is established where Monash Health has possession or
title to the funds but has no discretion to amend or vary the restriction and/or condition
underlying the funds received.
124 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.2: Reconciliation of net result for the year to net cash
Flow from operating activities
Consolidated Consolidated
2018 2017
$'000 $'000
Net result for the period 15 107,457
Non-cash movements:
Depreciation and amortisation 77,310 67,063
Provision for doubtful debts 533 206
Adjustment Prior year capital contribution 11 -
Share of net results in associates (87) (147)
Net movement in finance lease i (3,198) (2,172)
Government non cash funding for hospital expansion (44,380) (61,905)
Adjustment of non current portion of loan to present value (1,155) -
Movements included in investing and financing activities
Net gain from disposal of non-financial physical assets 342 271
Movements in assets and liabilities:
Change in operating assets and liabilities
(Increase)/Decrease in Receivables 54 (6,963)
(Increase)/Decrease in Prepayments 806 422
Increase/(Decrease) in Payables 9,005 (14,158)
Increase/(Decrease) in Provisions 41,375 24,165
(Increase)/Decrease in Inventories (1,578) (2,617)
NET CASH INFLOW FROM OPERATING ACTIVITIES 79,053 111,622
i Funded by and payments made by the Department of Health and Human Services to Monash
Health.
125

Note 8.3: Responsible persons disclosures
Responsible Ministers:
The Honourable Jill Hennessy, Minister for Health, Minister for Ambulance Services
The Honourable Martin Foley, Minister for Housing, Disability and Ageing, Minister
for Mental Health
Governing Boards
Ms Barbara Yeoh (term expired 30 June 2018)
Ms Debbie Williams (term expired 30 June 2018)
Mr Charles Gillies
Ms Heather Cleland
Mr Dipak Sanghvi
Ms Jorden Lam
Dr Misty Jenkins
Ms Sarah Ralph
Prof. Hatem Salem
Accountable Officers
Mr Andrew Stripp
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial
Management Act 1994 , the following disclosures are made regarding responsible persons for the reporting
period.
Period
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
1/07/2017 - 30/6/2018
Remuneration of Responsible Persons
The number of Responsible Persons are shown in their relevant income bands.
Parent
2018 2017
Income Band No. No.
$0 - $19,999 - 3
$20,000 - $29,999 - 2
$30,000 - $39,999 8 5
$70,000 - $79,999 1
1
$420,000 - $429,999 - 1
$460,000 - $469,999 1 -
Total numbers of Responsible Persons 10 12
Total remuneration received or due and receivable by Responsible
Persons from the reporting entity amounted to:
$854,638 $770,504
Amounts relating to the Governing Board Members and Accountable Officer are disclosed in the Monash
Health's controlled entities financial Statement. Amounts relating to responsible Ministers are reported within
the Department of Parliamentary Services' Financial Report as disclosed in Note 8.5 Related Parties.
126 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.4: Remuneration of executives
Executive Officers' Remuneration
The number of executive officers, other than Ministers and Accountable Officers, and their total
remuneration during the reporting period are shown in the table below. Total annualised employee
equivalent provides a measure of full time equivalent executive officers over the reporting period.
Remuneration comprises employee benefits in all forms of consideration paid, payable or provided in
exchange for services rendered, and is disclosed in the following categories:
Short-term Employee Benefits
Salary and wages, annual leave or sick leave that are usually paid or payable on a regular basis, as well as
non-monetary benefits such as allowances and free or subsidised goods or services.
Post-employment Benefits
Pensions and other retirement benefits paid or payable on a discrete basis when employment has ceased.
Other Long-term Benefits
Long service leave, other long-service benefit or deferred compensation.
Remuneration of executive officers
Parent
Total Remuneration
2018 2017
$ '000 $ '000
Short-term benefits 2,351 2,173
Post-employment benefits 213 202
Other Long-term benefits 74 45
Total remuneration 2,638 2,420
Total number of executives 9 12
Total annualised employee equivalent i 9 8
Remuneration of Kitaya Holding Pty Ltd's executive officers is disclosed in the company's financial
statements.
(i) Annualised employee equivalent is based on working 38 ordinary hours per week over the reporting period.
127

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.5: Related parties
Monash Health is a wholly owned and controlled entity of the State of Victoria. Related parties of the
hospital include:
• All key management personnel (KMPs) and their close family members;
• Cabinet ministers (where applicable) and their close family members; and
• Controlled entities
• All hospitals and public sector entities that are controlled and consolidated into the whole of state
consolidated financial statements.
KMPs are those people with the authority and responsibility for planning, directing and controlling the
activities of Monash Health and its controlled entities, directly or indirectly.
The Board of Directors and the Chief Executive of Monash Health and it's controlled entities are
deemed to be KMPs.
Key Management Personnel
Monash Health
Ms Barbara Yeoh (term expired 30 June 2018)
Ms Debbie Williams (term expired 30 June 2018)
Mr Charles Gillies
Ms Heather Cleland
Mr Dipak Sanghvi
Ms Jorden Lam
Dr Misty Jenkins
Ms Sarah Ralph
Prof. Hatem Salem
Mr Andrew Stripp
Position Title
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Board Member
Chief Executive
Kitaya Holding Pty Ltd's KMPs are disclosed in the company's financial statements
Significant transactions with government-related entities
Monash Health received funding from the Department of Health and Human Services of $1,451
million (2017: $1,384 million).
The Department of Health and Human Services granted an interest free loan of $10m to Monash
Health during the year ended 30 June 2018. The loan is repayable over 10 years with repayments
Monash Health has two loan agreements with Treasury Corporation of Victoria for $19.6m and
$13.3m with amounts borrowed repayable over 22 and 20 years respectively. At 30 June 2018, the
total amount due to the Treasury Corporatiion of Victoria in relation to these loans was $27.2m.
Expenses incurred by Monash Health in delivering services and outputs are in accordance with Health
Purchasing Victoria requirements. Goods and services including procurement, diagnostics, patient
meals and multi-site operational support are provided by other Victorian Health Service Providers on
commercial terms.
Professional medical indemnity insurance and other insurance products are obtained from a Victorian
Public Financial Corporation.
Treasury Risk Management Directions require Monash Health to hold cash (in excess of working
capital) and investments, and source all borrowings from Victorian Public Financial Corporations.
The compensation detailed below excludes the salaries and benefits the Portfolio Ministers receive.
The Minister’s remuneration and allowances is set by the Parliamentary Salaries and Superannuation
Act 1968 , and is reported within the Department of Parliamentary Services’ Financial Report.
128 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.5: Related parties (continued)
Parent Parent
2018 2017
$ '000 $ '000
Compensation of Key Management Personnel
Short-term Employee Benefits 779 701
Post-employment benefits 62 59
Other long-term benefits 14 11
Total i 855 771
i KMPs are also reported in Note 8.3 Responsible Persons
Transactions with KMPs and Other Related Parties
Given the breadth and depth of State government activities, related parties transact with the
Victorian public sector in a manner consistent with other members of the public e.g. stamp duty and
other government fees and charges. Further employment of processes within the Victorian public
sector occur on terms and conditions consistent with the Public Administration Act 2004 and Codes
of Conduct and Standards issued by the Victorian Public Sector Commission. Procurement processes
occur on terms and conditions consistent with the Victorian Government Procurement Board
requirements.
Outside of normal citizen type transactions with the Department of Health and Human Services, all
other related party transactions that involved KMPs and their close family members have been
entered into on an arm's length basis. Transactions are disclosed when they are considered material
to the users of the financial report in making and evaluation decisions about the allocation of scare
resources.
There were no related party transactions with Cabinet Ministers required to be disclosed in 2018.
There were no related party transactions required to be disclosed for Monash Health Board Members
and Chief Executive in 2018.
Controlled Entities Related Party Transactions
Kitaya Holdings Pty Ltd operates Jessie McPherson Private Hospital. Monash Health is reimbursed by
its controlled entity, Kitaya Holdings Pty Ltd, for the provision of goods and services required to run
the private hospital. The fee includes charges for labour, power, food, cleaning and other services.
All transactions are conducted on normal commercial terms and conditions.
The aggregate amounts brought to account in respect of the following types of transactions were:
2018 2017
$ '000 $ '000
Rental income received from its controlled entity 1,149 1,132
Contracted Goods and Services provided to its controlled entity 24,228 24,918
Amounts owing at balance date
Amount owing to controlled entity 13,188 14,239
129

Note 8.6: Remuneration of auditors
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
2018 2017
$000 $000
Victorian Auditor-General's Office
Audit of financial statement 335 326
TOTAL REMUNERATION OF AUDITORS 335 326
130 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.7: Ex gratia payments
There have been no ex gratia payments made during the financial year (2017: $0).
131

Note 8.8: AASBs Issued that are not yet effective
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Certain new Australian accounting standards have been published that are not mandatory for the 30
June 2018 reporting period. The Department of Treasury and Finance assesses the impact of all these
new standards and advises Monash Health of their applicability and early adoption where applicable.
As at 30 June 2018, the following standards and interpretations had been issued by the AASB but were
not yet effective. They become effective for the first financial statements for reporting periods
commencing after the stated operative dates as detailed in the table below. Monash Health has not and
does not intend to adopt these standards early.
Applicable for
annual
reporting
Standard
Summary
periods
beginning on
Impact on public sector entity
financial statements
AASB 9 Financial Instruments The key changes introduced by AASB 9 1 January 2018 The assessment has identified that the
include simplified requirements for the
classification and measurement of
financial assets, a new hedging
accounting model and a revised
impairment loss model to recognise
impairment losses earlier, as opposed to
the current approach that recognises
impairment only when incurred.
amendments are likely to result in
earlier recognition of impairment
losses and at more regular intervals.
The initial application of AASB 9 is not
expected to significantly impact the
financial positon however there will be
a change to the way financial
instruments are classified and new
disclosure requirements
AASB 2014‐1 Amendments to Australian
Accounting Standards [Part E Financial
Instruments]
AASB 2014‐7 Amendments to Australian
Accounting Standards arising from
AASB 9
AASB 15 Revenue from Contracts with
Customers
AASB 2014‐5 Amendments to Australian
Accounting Standards arising from
AASB 15
Amends various AASs to reflect the
AASB’s decision to defer the mandatory
application date of AASB 9 to annual
reporting periods beginning on or after
1 January 2018, and to amend reduced
disclosure requirements
Amends various AASs to incorporate the
consequential amendments arising from
the issuance of AASB 9.
The core principle of AASB 15 requires
an entity to recognise revenue when the
entity satisfies a performance obligation
by transferring a promised good or
service to a customer. Note that
amending standard AASB 2015‐8
Amendments to Australian Accounting
Standards – Effective Date of AASB 15 has
deferred the effective date of AASB 15 to
annual reporting periods beginning on or
after 1 January 2018, instead of 1 January
2017
Amends the measurement of trade
receivables and the recognition of
dividends as follow:
Trade receivables, that do not
have a significant financing
component, are to be measured at
their transaction price at initial
recognition.
Dividends are recognised in the
profit and loss only when:
o the entity’s right to
receive payment of the
dividend is established;
o it is probable that the
economic benefits
associated with the dividend
will flow to the entity; and
1 January 2018 This amending standard will defer the
application period of AASB 9 to the
2018‐19 reporting period in
accordance with the transition
requirements.
1 January 2018 The assessment has indicated that there
will be no significant impact for the
public sector.
1 January 2018 The changes in revenue recognition
requirements in AASB 15 may result in
changes to the timing and amount of
revenue recorded in the financial
statements. The Standard will also
require additional disclosures on service
revenue and contract modifications.
1 January 2018
The assessment has indicated that there
will be no significant impact for the
public sector.
AASB 2015‐8 Amendments to Australian
Accounting Standards – Effective Date of
AASB 15
o the amount can be
measured reliably.
This standard defers the mandatory
effective date of AASB 15 from 1 January
2017 to 1 January 2018.
1 January 2018 This amending standard will defer the
application period of AASB 15 for forprofit
entities to the 2018‐19 reporting
period in accordance with the transition
requirements.
AASB 2016‐3 Amendments to Australian
Accounting Standards – Clarifications to
AASB 15
This Standard amends AASB 15 to clarify
requirements for identifying
performance obligations, principal versus
agent considerations and the timing of
recognising revenue from granting a
licence
The amendments require:
a promise to transfer to a customer
a good or service that is ‘distinct’ to be
recognised as a separate performance
obligation;
for items purchased online, the
entity is a principal if it obtains control of
the good or service prior to transferring
to the customer; and
for licences identified as being
distinct from other goods or services in
a contract, entities need to determine
whether the licence transfers to the
customer over time (right to use) or at a
point in time (right to access).
1 January 2018
The assessment has indicated that there
will be no significant impact for the
public sector, other than the impact
identified for AASB 15 above.
132 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.8: AASBs Issued that are not yet effective (continued)
Standard
AASB 2016‐7 Amendments to Australian
Accounting Standards – Deferral of
AASB 15 for Not‐for‐Profit Entities
AASB 2016‐8 Amendments to Australian
Accounting Standards – Australian
Implementation Guidance for Not‐for‐
Profit Entities
Summary
This standard defers the mandatory
effective date of AASB 15 for not‐for‐profit
entities from 1 January 2018 to 1 January
2019.
Applicable for
annual
reporting
periods
beginning on
AASB 2016‐8 inserts Australian
1 January 2019
requirements and authoritative
implementation guidance for not‐for‐profitentities
into AASB 9 and AASB 15.
This Standard amends AASB 9 and AASB
15 to include requirements to assist notfor‐profit
entities in applying the
respective standards to particular
transactions and events.
Impact on public sector entity
financial statements
1 January 2019 This amending standard will defer the
application period of AASB 15 for not‐forprofit
entities to the 2019‐20 reporting period.
This standard clarifies the application of
AASB 15 and AASB 9 in a not‐for‐profit
context. The areas within these standards
that are amended for not‐for‐profit
application include:
AASB 9 Statutory receivables are
recognised and measured similarly to
inancial assets
AASB 15
• The “customer” does not need to be the
recipient of goods and/or services;
• The “contract” could include an
arrangement entered into under the
direction of another party;
• Contracts are enforceable if they are
enforceable by legal or “equivalent means”;
• Contracts do not have to have commercial
substance, only economic substance; and
• Performance obligations need to be
“sufficiently specific” to be able to apply
AASB 15 to these transactions
AASB 16 Leases The key changes introduced by AASB 16
include the recognition of most operating
leases (which are currently not recognised) on
balance sheet which has an impact on net
debt.
1 January 2019 The assessment has indicated that most
operating leases, with the exception of short
term and low value leases will come on to the
balance sheet and will be recognised as right of
use assets with a corresponding lease liability.
In the operating statement, the operating lease
expense will be replaced by depreciation
expense of the asset and an interest charge.
AASB 1058 Income of Not‐for‐Profit
Entities
AASB 1058 standard will replace the
majority of income recognition in relation
to government grants and other types of
contributions requirements relating to
public sector not‐for‐profit entities,
previously in AASB 1004 Contributions.
The restructure of administrative
arrangement will remain under AASB
1004 and will be restricted to government
entities and contributions by owners in a
public sector context,
AASB 1058 establishes principles for
transactions that are not within the scope
of AASB 15, where the consideration to
acquire an asset is significantly less than
fair value to enable not‐for‐profit entities
to further their objective
1 January 2019 The current revenue recognition for grants
is to recognise revenue up front upon
receipt of the funds. This may change under
AASB 1058, as capital grants for the
construction of assets will need to be
deferred. Income will be recognised over
time, upon completion and satisfaction of
performance obligations for assets being
constructed, or income will be recognised at
a point in time for acquisition of assets.
The revenue recognition for operating
grants will need to be analysed to establish
whether the requirements under other
applicable standards need to be considered
for recognition of liabilities (which will have
the effect of deferring the income associated
with these grants). Only after that analysis
would it be possible to conclude whether
there are any changes to operating grants.
The impact on current revenue recognition
of the changes is the phasing and timing of
revenue recorded in the profit and loss
statement.
133

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.8: AASBs Issued that are not yet effective (continued)
Standard
AASB 1059 Service Concession
Arrangements: Grantor
Summary
This standard applies to arrangements that
involve an operator providing a public
service on behalf of a public sector grantor.
It involves the use of a service concession
asset and where the operator manages at
least some of the public service at its own
direction. An arrangement within the
scope of this standard typically involves an
operator constructing the asset used to
provide the public service or upgrading
the assets and operating and maintaining
the assets for a specified period of time.
The State has 2 types of PPPs:
1. Social Infrastructure: A PPP that
requires the government to make
payments to the operator upon
commencement of services:
• Operator finances and constructs the
infrastructure; and
State pays unitary service payments over
2. Economic Infrastructure: A PPP that is
based on user pays model:
• Operator finances and constructs the
infrastructure;
• State does not pay for the cost of the
construction; and
• Operator charges asset users and
recovers the cost of construction and
operation for the term of the contract.
Applicable for
annual
reporting
periods
beginning on
Impact on public sector entity
financial statements
1 January 2019 For an arrangement to be in scope of AASB
1059 all of the following requirements are
to be satisfied: be satisfied:
• Operator is providing public services using
a service concession asset;
• Operator manages at ‘least some’ of public
services under its own discretion;
• The State controls / regulates:
o What services are to be provided;
o To whom; and
o At what price
• State controls any significant residual
interest in the asset.
If the arrangement does not satisfy all the
above requirements the recognition will fall
under the requirements of another
applicable accounting standard.
Currently the social infrastructure PPPs are
only recognised on the balance sheet at
commercial acceptance. The arrangement
will need to be progressively recognised as
and when the asset is being constructed.
This will have the impact of progressively
recognising the financial liability and
corresponding asset as the asset is being
constructed.
For economic infrastructure PPP
arrangements, that were previously not on
balance sheet, the standard will require
recognition of these arrangements on
balance sheet. There will be no impact to
net debt, as a deferred revenue liability will
be recognised and amortised over the
concession term.
134 Monash Health Annual Report 2017-18

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.9: Events occurring after the balance sheet date
Assets, liabilities, income or expenses arise from past transactions or other past events. Where
the transactions result from an agreement between Monash Health and other parties, the
transactions are only recognised when the agreement is irrevocable at or before the end of the
reporting period.
Adjustments are made to amounts recognised in the financial statements for events which occur
between the end of the reporting period and the date when the financial statements are
authorised for issue, where those events provide information about conditions which existed at
the reporting date. Note disclosure is made about events between the end of the reporting period
and the date the financial statements are authorised for issue where the events relate to
conditions which arose after the end of the reporting period that are considered to be of material
interest.
There have been no significant events after reporting date.
135

Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Note 8.10: Controlled entities
Name of entity Country of incorporation Equity
Holding
Kitaya Holdings Pty Ltd Australia 100%
(trading as Jessie McPherson Private Hospital)
CONTROLLED ENITITES CONTRIBUTION TO THE CONSOLIDATED RESULTS
2018 2017
Kitaya Holdings Pty Ltd 100% 100%
136 Monash Health Annual Report 2017-18

Note 8.11: Economic dependency
Notes to the Financial Statements
Monash Health Annual Report 2017/2018
Monash Health is wholly dependent on the continued financial support of the State
Government and in particular, the Department of Health and Human Services.
The Department of Health and Human Services has provided confirmation that it will
continue to provide Monash Health adequate cash flow support to meet its current
and future obligations as and when they fall due for a period up to September 2019.
The hospital’s current asset ratio improved slightly but continues to be below an
adequate short term position (2018: 0.51 and 2017: 0.48) while cash generated
from operations fell to a surplus of $79m from $112m in 2017. Cash reserves
increased to $160m from $116m in 2017. A letter confirming adequate cash flow
was also provided in the previous financial year.
The financial statements have been prepared on a going concern basis.
137

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t 03 9594 6666
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www.monashhealth.org
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