south west hospital and health service › wp-content › uploads › 2018 › 04 › … · our...

South West Hospital and Health Service

Communication ObjectiveThis Annual Report aims to:

¡¡ describe our performance by communicating our achievements and performance for 2016-17; and

¡¡ be accountable and transparent by enabling the Minister for Health and Minister for Ambulance Services and the Queensland Parliament to assess our efficiency and effectiveness.

Public Availability StatementCopies of this publication can be obtained at:

http://www.health.qld.gov.au/southwest or by phoning (07) 4505 1544

Additional information to accompany this Annual Report can be accessed at http://publications.qld.gov.au

Interpreter Service StatementThe Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have difficulty in understanding the annual report, you can contact us on either (07) 4505 1544 and we will arrange an interpreter to effectively communicate the report to you.

LicenceThis annual report is licensed by the State of Queensland (South West Hospital and Health Service) under a Creative Commons Attribution (CC BY) 3.0 Australia licence.

CC BY Licence Summary Statement

In essence, you are free to copy, communicate and adapt this annual report, as long as you attribute the work to the South West Hospital and Health Service.

To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en

AttributionContent of this annual report should be attributed as:

The State of Queensland (South West Hospital and Health Service) Annual Report 2016-17.

ISSN: 2202-7143 (Print) ISSN: 2202-7181 (Online)

CopyrightSouth West Hospital and Health Service 2016-17 Annual Report © South West Hospital and Health Service 2017


Letter of Compliance

The Honourable Cameron Dick MP Minister for Health and Minister for Ambulance Services GPO BOX 48 BRISBANE QLD 4001

28 August 2017

Dear Minister

I am proud to present the Annual Report 2016-17 and financial statements for the South West Hospital and Health Service.

I certify that this annual report complies with:

¡¡ The prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and

¡¡ The requirements set out in the Annual report requirements for Queensland Government agencies for the 2016-17 reporting period.

A checklist outlining the annual reporting requirements can be found on page 108 of this Annual Report.

Yours sincerely

Mr Jim McGowan, AM Board Chair South West Hospital and Health Service

Annual Report 2016-17

1

2

Acknowledgment to traditional owners

The South West Hospital and Health Service respectfully acknowledges the traditional owners and custodians both past and present of the land we service; and reconfirm the South West Hospital and Health Service commitment to reducing inequalities between Indigenous and non-Indigenous health outcomes in line with the Australian Government’s Close the Gap initiative.


3

Letter of Compliance 1

Our Chair and Chief Executive 4

2016-17 Fast Facts 7

Who We Are 8

Manner of Establishment 9

Our Purpose 10

Our Values 10

Our Partners 11

Our Clinical Services 12

Highlights of 2016-17 13

Our Performance 20

Operational Performance 20

Quality and Safety Performance 22

Financial Performance 22

Open Data 24

Our People 25

Working at South West HHS 25

Safety and Wellbeing 28

Workforce Development 28

Our Achievers 31

Our Strategic Direction 33

Our Strategic Objectives 33

The Queensland Government 33

A Future Focused on Health 34

Progress against Strategic Objectives 36

Strategic Risks 49

Strategic Challenges 49

Strategic Opportunities 49

Our Board and Management 50

The Board 50

Board Attendance 55

Our Board Committees 56

Board Remuneration 57 The Executive 57

Our Organisational Structure 58

Risk Management and Accountability 59

Risk Management 59

Internal Audit 60

External Security 60

Public Interest Disclosure 61

Right to Information 61 Records Management 62

Financial Statements 2016-17 63

Glossary & Acronyms 106

Compliance Checklist 108

Contact Us 109

Contents


Our Chair and Chief Executive As we reflect on a year of engagement, collaboration and future planning, we are proud of our Health Service’s continued focus on our vision to be a respected, innovative leader and partner organisation to enhance the health outcomes and wellbeing of our patients, our employees and our community.

In our 2016-17 Annual Report, we detail our major achievements, challenges and milestones of the last 12 months. You will read of our commitment to great health care in the bush which is essential to retain and build our population. You will also read about the amazing things that happen across our Health Service every day at every facility. At South West, we are always on a journey of continual improvement, it is one of learning, opportunity, challenge and success.

When you read our Annual Report, you will learn how we are maximising our funds, focusing always on the needs of our communities, whilst also achieving a small budget surplus of $1.6 million to invest in health services for the future.

Building the new Roma Hospital We have the incredible opportunity to develop a first-class healthcare facility for our community, delivered on time and on budget; the new Roma Hospital. The 2017 calendar year started with immense enthusiasm and a boost for the local community following the visit by the Honourable Annastacia Palaszczuk to Roma Hospital on 17 January 2017.

The Premier, whilst undertaking a tour of the Roma Hospital, announced that demolition works would begin in February 2017. The demolition involved the old nurses quarters, former pathology building and the hospital swimming pool and were completed in May, clearing the way for construction of the new hospital.

We anticipate that the new Roma Hospital will have a completion date in late 2020. The new Roma Hospital is part of the Queensland Government’s $180 million Enhancing Regional Hospitals program and is being built specifically to meet the needs of the region and our people; and to reflect the latest advances in healthcare and technology.

This development will go a long way to making Queenslanders among the healthiest people in the world by 2026 by improving access to quality and safe healthcare for all Queenslanders, wherever they live, including in regional areas such as ours.

Planning to meet the health needs of the South WestOur Health Service embarked on a year of future planning; and in collaboration with the Western Queensland Primary Health Network finalised a large body of work – the South West Hospital and Health Service and Western Queensland Primary Health Network Health Services Plan. This document is a single health service plan for a 10-year planning horizon and will ensure that service provision will be streamlined across primary and secondary care, reducing duplication and fragmentation.

We are acutely aware of the health status of our community, which is poorer than for Queenslanders generally. There are significant lifestyle risk factors in relation to diabetes, chronic obstructive pulmonary disease, smoking rates, alcohol consumption, nutrition and obesity. In addition, there are areas of higher premature mortality, including deaths from cancers, respiratory system diseases, cerebrovascular diseases, ischaemic heart diseases, suicide and self-inflicted harm.

As a Board, and a Health Service it is our responsibility to be prepared for this future, so that we can anticipate and meet the imminent health needs of our community. The Plan focuses on the changing patterns of need and use of services, and aims to make the most effective use of available and future health resources, including funding, staff and infrastructure.

Extensive community consultation and preparation for the Plan commenced in February 2016, culminating with the Board endorsing the 10-year Health Service Plan at its 28 November 2016 Board Meeting. Incoming Board Members are quickly turning their attention to the recommendations and strategies detailed in the Health Service Plan.

The Health Service Plan and Implementation Plan will guide the future health care delivery of our Health Service and will ensure service provision will be streamlined across primary and secondary care, ultimately leading to improved and sustained healthcare access for our community.

Engaging for a healthier community We recognise that through participation, consumers and community members can make a valuable contribution to the health system. Community engagement is one of the key roles of the Board and it is so important for our leadership to be on the ground listening to the wonderful things that happen, as well as hearing feedback on ways to improve services for our patients. We are here for our patients and they come first in everything we do.

In response to the legislative requirement for community engagement and the desire of our Board to involve the community in local health care delivery the Board established the Community Advisory Networks (CAN) in 2012. The purpose of the CAN is to provide advice to the Board through their respective Chairs on the health care services provided from a consumer and community perspective.

The annual CAN Forum was hosted on 25 July 2016 in Charleville and showcased what can be achieved when we all come together with a collective understanding and purpose. The members of our CANs are all volunteers, and their commitment to our Health Service is unwavering.


4

As Board Chair, I, along with incoming Board Members are keen to lead, participate and further enhance community engagement so that it is an effective mechanism which impacts positively on health care delivery.

Strategically Planning for Mental HealthIn January 2017, the Board approved the Mental Health Strategic Plan 2016-2018. The Mental Health Strategic Plan outlines key focus strategies including; targeted services, integrated care, workforce, quality and safety, data and reporting and partnerships. The Plan incorporates the operational planning aligned to the strategy, ensuring that the strategy effectively cascades to expected outcomes.

Our Health Service makes every effort to reduce the trend in suicide rates that are reflected in many rural and remote communities. In September 2016, our Health Service partnered with Lifeline, Mental Illness Fellowship Queensland and CatholicCare Partners in Recovery to deliver ‘SafeTALK’ workshops to provide first aid for suicide ideation in Charleville, Quilpie, Thargomindah and Cunnamulla.

The program is designed to support people at risk of suicide and other mental health issues in communities affected by drought, disasters and crises. The simple yet effective TALK steps discussed at the workshops were Tell, Ask, Listen and Keep Safe.

Mental Health week involved several activities, and is an opportune time to raise awareness, but this conversation must keep going. It has been estimated that, on average, people with mental health problems are 22% less likely to see a general practitioner for a mental health problem in the South West than elsewhere in Australia. With our partner organisations, we must consider and actively engage with our consumers and their

families and address the critical need to improve consistent, reliable access to specialist medical support.

Reconciliation through health care We marked National Reconciliation Week in May 2017, with flag raising ceremonies and community events held throughout our region. Our Health Service reiterated our commitment to working closely with health industry partners to ensure appropriate access to services that meet community needs, including culturally safe care.

This annual occasion provides an opportunity for all Australians to acknowledge the hardships faced by first nation people and celebrates thousands of years of rich culture.

We will continue to connect Aboriginal and Torres Strait Islander people with services to meet their health needs and look forward to further strategic discussions with the local Aboriginal Medical Services in our region on how we can make progress in this area.

Board appointmentsIn 2016-17, our Health Service went through a time of leadership transition with a new chair and three new Board Members being appointed. It was my honour to accept the appointment of Chair, and I am privileged to serve the health needs of the South West community. I am dedicated to working with the Board, the Executive Management Team, Department of Health, our employees, other health care providers and the community to achieve even greater health outcomes for our region.

Much has been achieved over the past five years as we matured as a Statutory Body; and now is the time for incoming Board

Chair, Jim McGowan and Aboriginal and Torres Strait Islander Liaison Officer Rodney Landers mark National Reconciliation Week


5

6

Members to inject their enthusiasm, skills, energy and ideas for the future delivery of health services in the South West. We will be dedicating our time to continuing and furthering the work of the Board. Our communities and their needs will always be at the very centre of what we do.

In May 2017, the tenure of Mr Lindsay Godfrey, Chair concluded. Mr Godfrey joined the Health Service on 18 May 2013 and worked determinedly to improve health services to the people in the South West. He was passionate about engaging and consulting with local communities and staff at every stage and involving them in the decision-making process. I am looking forward to meeting as many of our employees, patients and community members as possible during my tenure and commenced a listening tour of the region in June 2017.

We also said farewell to Board Members Mr Richard Moore, Mr James Hetherington and Ms Karen Prentis and wish to recognise their contributions to serving the health needs of our community. Their leadership and commitment has been invaluable and they have helped to lay a solid foundation for our incoming Board Members.

We welcome Mr Ray Chandler, Ms Karen Riethmuller Tully, and Mr Stewart Gordon to the Board and we look forward to their ongoing contributions. Our incoming Board Members will be ably supported by continuing Board Members Ms Heather Hall who was reappointed for a further two-year term, Ms Fiona Gaske, Ms Claire Alexander and Dr John Scott.

Creating our 2018-2022 Strategic PlanWith a refreshed Board, we plan to continue to focus on the future and strategic direction of the Health Service. We will be renewing our Strategic Plan in 2018 and will engage in an extensive consultation phase with our employees, community, key stakeholders and our peers. Our Board is dedicated to achieving a Strategic Plan that is reflective of the community and its health service needs.

Our Heath Service has the compound effect of differential rates of population growth, population ageing, population dispersion and below average health status. These factors present a significant challenge for the South West, but a major

opportunity for service development; and will be thoughtfully considered as part of our strategic planning process.

The provision of rural health will obviously be an extremely important part of the Strategic Plan, and innovation plays a crucial role in the way we develop health services in rural areas, such as the use of technology. Our Strategic Plan will be one of action, and the Board will purposefully include timeframes against the key initiatives to embrace accountability. As a board, we must be accountable to the people of the South West to progress our strategic vision.

Every day, every patient the South West way Every single day, our employees at every facility across the region do remarkable things. Their dedication, commitment and contribution to the South West community is immeasurable and we would like to recognise all our employees and thank them for everything that they do. From our clinical staff, to our operational and administrative staff, from the volunteers and consumers, to the leadership of Board members, and the Executive Management Team; it is you, that enables the South West Hospital and Health Service (HHS) to provide a safe, effective and sustainable health service that people trust and value.

As a Service, we do all things every day, for every patient, and the care for our patients has a profound impact on their lives, the community and one another. This should never be forgotten; we are here for our consumers and community. The many things that happen across our Health Service make it a very exciting, happy and wonderful place to be, and it is with pleasure that we present to you the South West Hospital and Health Service’s 2016-17 Annual Report.

Jim McGowan, AM Glynis SchultzBoard Chair Health Service Chief Executive

New Roma Hospital concept design


7

764 Staff (FTE)

Investment in Care

$132mFOUR

Hospitals

7 Multipurpose Health Service

Centres

FOUR Community Clinics

7,921 Hospital Admissions2

Aged Care Facilities

2407 Ambulance Arrivals

Emergency Presentations

37,817

234 BirthsOutpatient Services

101,60140,072

Oral Health Client Contacts (WOOS)

12,012 Mental Health Client Contacts

1,996 Surgical Operations

76 Clients requiring

Language Support Appointments

9,425 X-ray & Ultrasound

10,189Pharmacy

2016-17 Fast Facts


8

Who we are

The purpose of the South West HHS is to provide safe, effective and sustainable health services that people trust and value.

Our purpose not only gives our Health Service shape and direction but it inspires, motivates and guides us in everything we do as we provide quality health care to our communities.

There are over 26,000 people who live in our catchment area and rely on the public healthcare services that our 700 plus employees provide. We are responsible for the delivery of medical, surgical, emergency, obstetrics, paediatrics, specialist outpatient clinics, mental health, critical care and clinical support services in an area spanning over 319,000 square kilometres.

Geographically, we cover the municipalities of Balonne Shire Council, Bulloo Shire Council, Maranoa Regional Council, Murweh Shire Council, Paroo Shire Council and Quilpie Shire Council. Our population is predicted to grow 0.2 per cent per year over 25 years, with growth from 26,392 in 2011 to 27,964 in 2036, with the highest level of growth occurring within the 50 and over age group. Agriculture, with 23.2 per cent of employed persons working in it, is the key industry in our region and contributes to a relatively stable population.

It is estimated that close to 12 per cent of our population are Indigenous, compared to 3.6 per cent for Queensland as a whole. In 2016-17 we reconfirmed our commitment to the Closing the Gap Initiative targets:

¡¡ to close the gap in life expectancy within a generation (by 2031); and

¡¡ to halve the gap in mortality rates for Indigenous children under five by 2018.

We are responsible for the direct management of the facilities and services within our geographical boundaries including four hospitals:

¡¡ Charleville ¡¡ Cunnamulla

¡¡ Roma¡¡ St George

We also operate Multipurpose Health Services (MPHSs), two aged care facilities and other health facilities including:

¡¡ Augathella MPHS¡¡ Bollon Community Clinic¡¡ Dirranbandi MPHS¡¡ Injune MPHS¡¡ Mitchell MPHS¡¡ Morven Community Clinic¡¡ Mungindi MPHS ¡¡ Quilpie MPHS

¡¡ Surat MPHS¡¡ Thargomindah Community

Clinic¡¡ Wallumbilla Community

Clinic¡¡ Waroona Multipurpose

Centre¡¡ Westhaven Aged Care

Facility

The traditional model of privately owned general practice, with the General Practitioner also providing hospital and after-hours cover, is absent in many of our communities. This has resulted in our Health Service being a significant provider of primary health care services. We provide General Practice services through the following medical practices:

¡¡ Augathella Doctors Surgery

¡¡ Charleville Health Clinic¡¡ Cunnamulla Medical

Practice¡¡ Dirranbandi Medical

Centre

¡¡ Mitchell Medical Practice¡¡ Mungindi Doctors Surgery¡¡ Quilpie Medical Practice ¡¡ Surat Medical Practice¡¡ Injune Medical Practice

We also manage nearly 200 units of staff accommodation.


9

Augathella

Mitchell

Injune

Roma

Surat

Wallumbilla

Dirranbandi

Mungindi

St George

CharlevilleMorven

Cunnamulla BollonThargomindah

Quilpie

Hospitals

Multipurpose Health Services

Community Clinics

Residential Aged Care facilitiesare located with the hospitalsat Charleville and Roma.


Manner of EstablishmentSince it was established in 2012, the South West HHS has delivered the provision of public health services to Queensland’s south west region. We collaborate with the Western Primary Health Network, community healthcare providers, Aboriginal Medical Services and other affiliated health services to be an innovative leader and partner, with the sole intention of enhancing the health outcomes and wellbeing of our community.

On 1 July 2012, a Hospital and Health Service known as the South West Hospital and Health Service was established as a statutory body under the provisions of the Hospital and Health Boards Act 2011 (Qld), (‘the Act’). The South West HHS through the Board, reports to the Queensland Minister for Health and Minister for Ambulance Services, the Honourable Cameron Dick, MP.

The functions of a Hospital and Health Service are outlined in the Act, with the main function being to deliver health services as agreed in the Service Agreement with the Department of Health and;

¡¡ To comply with the health service directives that apply to the service;

¡¡ To contribute to and implement state-wide service plans that apply to the service and undertake further service planning that aligns with the state-wide plans;

¡¡ To monitor and improve the quality of health services delivered by the service, including, for example, by implementing national clinical standards;

¡¡ To develop local clinical governance arrangements for the service;

¡¡ To undertake minor capital works and major capital works approved by the chief executive, in the health service area;

¡¡ To maintain land, buildings and other assets owned by the service; and

¡¡ To cooperate with other providers of health services, including the Department of Health and other providers of primary healthcare, in planning for and delivering health services.

Despite the vast and sometimes unforgiving landscape of our Health Service, our staff commit every day to providing safe, effective and sustainable health services that people trust and value.


Our PurposeTo provide safe, effective and sustainable health services that people trust and value.

The South West HHS performs a key role in the provision of public health services in South West Queensland. We work in partnership with our staff, community and key stakeholders to plan and deliver services that are focused on what matters most to the people and communities of the South West.

Our Values We are committed to the Queensland Public Service values, which define the conduct of our employees and what our consumers and community can expect from the South West HHS.

The cultural strength of an organisation is directly attributable to the commitment of its employees to the organisational wide values. Our core values support our vision, shape our culture and reflect what our workforce values. They are the essence

of our identity and frame our future priorities. Our workforce strives to build a positive reputation of our Health Service by upholding and being accountable for the following five values:

¡¡ Know your customer

¡¡ Deliver what matters

¡¡ Make decisions with empathy

CUSTOMERS FIRST

¡¡ Challenge the norm and suggest solutions

¡¡ Encourage and embrace new ideas

¡¡ Work across boundaries

IDEAS INTO ACTION

¡¡ Expect greatness

¡¡ Lead and set clear expectations

¡¡ Seek, provide and act on feedback

UNLEASH POTENTIAL

¡¡ Own your actions, successes and mistakes

¡¡ Take calculated risks

¡¡ Act with transparency

BE COURAGEOUS

¡¡ Lead, empower and trust

¡¡ Play to everyone’s strengths

¡¡ Develop yourself and those around you

EMPOWER PEOPLE


10

Our Partners We understand the importance of partnerships in developing innovative models of remote healthcare and achieving optimal health services. We seek out all opportunities to foster and strengthen these relationships.

The South West HHS has teamed up with a range of partners and stakeholders within our community in 2016-17, many of whom are not specifically mentioned in our Annual Report. However, we recognise the steadfast support of all our Community Advisory Networks, stakeholders, auxiliaries, volunteers and community groups, who help us to provide safe, effective and sustainable health services that people trust and value.

As part of our commitment to providing enhanced health outcomes for our communities, several arrangements are in place with other primary care providers, including Aboriginal Medical Services, the Royal Flying Doctor Service and a number of private allied health service providers. A major part of providing and delivering excellent health services is our commitment to collaborate and partner with other services and providers to offer the very best service.

It is imperative that we collaborate with local government representatives within our region, as they help us to understand and respond to local needs. In 2016-17 through continued consultation and collaboration we further strengthened our relationships with all six local government areas within the service, and thank them for their valued partnership.

“We thank all the organisations with whom

we have ongoing, constructive, collaborative

relationships with, including the leadership

team of the Department of Health. We also

thank the Minister for Health and Minister for

Ambulance Services, the Honourable Cameron

Dick MP, the Queensland Government, and the

Federal Government for their support.”

The Board finished its two-year travel calendar, visiting every facility in the South West at least once for a Board Meeting. The new two-year cycle has started, providing opportunities to meet with local stakeholders including shire councillors, health staff, police, ambulance drivers, auxiliary members and interested members of the public.


11

Our Clinical Services At South West HHS the person is at the centre of our planning, delivery of health care and in all that we say and do. We continuously and consistently strive for clinical excellence and better healthcare solutions for our patients.

A range of services and programs are provided through our various facilities. Not all facilities provide all services and some services may be provided only in a limited capacity, such as during emergencies. Some of our outpatient services are provided by visiting clinicians and/or through telehealth.

surgical: ophthalmology; general surgery; urology, gynaecology and dental.

medical: cardiology; endocrinology; pharmacy and clinical pharmacology; orthopaedics; paediatrics and palliative care services.

women’s and newborn: gynaecology; obstetric service; paediatric services and breast health.

critical care: emergency medicine.

aged care: residential aged care services provided at Waroona and Westhaven aged care facilities.

subacute services: palliative care; rehabilitation; transition care; hospital in the home; psychogeriatric; geriatric evaluation and management; acquired brain injury; intellectual and physical disability.

mental health services: child and adolescent psychiatry; alcohol, tobacco and other drug services; geriatric psychiatry and community mental health services.

oral health services: general practice oral health services for children and adults; dental general anaesthetic services for children and adults.

community and allied health: aged care assessment; Aboriginal and Torres Strait Islander health programs; child and maternal health services; alcohol, tobacco and other drug services; home care services; community and school-based health nursing; sexual health service; speech therapy; occupational therapy; nutrition and dietitian services; health promotion programs; physiotherapists; social worker; podiatrist; continence and diabetes management and education; cardiac, rehabilitation and cardiology; mobile women’s health nurse and community hospital interface program.

We also provide services that support people living in their own homes. The Commonwealth Home Support Program, supports people in their own homes and provides basic maintenance and support services to the aged. The Queensland Community Care Program provides services to those aged under 65 years (or under 50 if Aboriginal or Torres Strait Islander persons). The Queensland Department of Communities, Child Safety and Disability Services co-funds the Charleville and District Healthy Ageing Program, which supports older people to develop and manage healthy ageing programs in their communities.


12

Highlights of 2016-17

Achieving Accreditation 2017

The South West HHS underwent accreditation against the 10 National Safety Standards and AS/NZS ISO 9001:2008, with external auditors from the Institute for Healthy Communities Australia Certification Pty Ltd visiting from 30 January – 10 February 2017 to conduct:

¡¡ AS/NZS ISO 9001:2008 (Quality Management System) Standard Re-Certification Audit;

¡¡ National Safety and Quality Health Service (NSQHS) Standards Re-Certification Audit and

¡¡ National Standards for Mental Health Services (NSMHS) Standards Re-Certification Audit.

This process provided a fantastic opportunity to showcase how we care for our patients, who are at the core of everything we do. The external auditors were from the Institute for Healthy Communities Australia, with some of the auditors being new to the South West, Queensland and the rural environment. This allowed us to see how we could possibly do things differently

or better. Our Health Service embraces a culture of continual improvement, and the accreditation process provides the opportunity to enhance the way we provide our services, look after our employees and involve our communities and consumers.

Our Health Service was awarded successful re-certification status by the Australian Council of Healthcare Standards for a further three years. This achievement was possible because of focused teamwork and our sustained efforts to patient safety and quality. The creativity and innovation of our employees in bringing about continuous improvement and embedding the culture of safety and quality is the reason why we have such a strong track record for patient safety.

New Nurse Navigators

Our Nurse Navigators are helping patients with complex needs journey through the South West Hospital and Health system seamlessly.

In July 2016, we introduced the first of six nurse navigators to our Health Service. Our nurse navigators help patients, carers and their families access and coordinate the increasingly complex health system.

By working with patients, our nurse navigators can break down the barriers that often frustrate patients with multiple and chronic illnesses. Nurse navigators assist patients with referrals, other service providers and provide a deeper understanding on how the health system operates.

Our nurse navigators are already making a significant impact to the lives of our consumers by not only supporting them, but coordinating their general practitioners follow ups, navigating the consumer through their hospital-based treatment and back home again, whilst also arranging support for any ongoing care which may be required when out of acute care.


13

Record number of Senior Doctors here to stay

We have seen a steady expansion in our permanent senior doctor ranks, due to an increasingly successful recruitment program; attracting both senior and junior doctors seeking unique challenges.

In 2016-17 a record number of permanent senior doctors were delivering medical services throughout the South West this year; with 18 permanent senior doctors on staff. This includes eight at Roma, three at Charleville, four at St George and one each at Cunnamulla, Mungindi and Mitchell.

Having such a pool of senior and highly skilled doctors has given our Health Service the capacity to host, teach and supervise the next generation of young doctors. This year we hosted 10 junior doctors doing rotations in the region from

major hospitals in Brisbane, as well as five medical students doing placements from various university medical schools. Strengthening our medical workforce contributes positively to improved patient care for all our local communities.

Clinical leadership is paramount in ensuring a high-quality health care system; someone that supports and motivates their peers cannot be understated, and now that our Health Service has this stability, our medical professional future is even brighter.

Perioperative Introductory Program Rural Host Site

In 2016, the South West HHS in partnership with Metro South HHS introduced the Perioperative Introductory Program at Roma Hospital, a first for a rural facility and evidence of our commitment to recognised training pathways for our rural nursing workforce.

February 2016 saw the delivery at Roma Hospital of the first ever, five-day Australian College of Operating Room Nurses accredited Perioperative Introductory Program (PIP) Rural. Prior to 2016, the course was not accredited and ran for only three days; often being delivered outside of the South West HHS. Now, the PIP Rural course is delivered twice a year at Roma Hospital with learners from various facilities, both internal and external to the South West HHS completing the course.

The South West HHS provides two PIP presenters (Nurse Educator Perioperative), and Metro South HHS provides a course coordinator from the Princess Alexander Hospital for part of the course. Since the inaugural course, there has been three programs with approximately 35 students going through.

The five-day course covers a wide range of topics associated with the safe care of patients in the operating theatre such as: how to assist with intubation, the various roles of the perioperative nurse (Anaesthetics, Instrument, Circulating and

Post-Anaesthesia Care Unit), how to scrub, gown and glove; and set up and maintain a sterile field. The course also looks at the management of possible post-operative complications, an introduction to the Central Sterilising Department, and training on specialist equipment common to theatres. It is an intensive training program using blended modes of learning, such as lectures, simulation (theatre and sim room), skill labs and practical sessions in theatres.

The South West HHS has plans to continue collaborating with Metro South HHS to introduce the PIP Plus program in 2018. The PIP and PIP Plus programs, along with the Transition Support Program Perioperative will all be delivered in the South West and will form a recognised training pathway for nurses working in the operating theatre. This learning can articulate in to a post-graduate course earning the learner a recognition for prior learning.


14

Project HOPE (Harmony, Opportunity, Pride and Empowerment)

By engaging with our local youth, Project HOPE marked a year of projects and collaboration to tackle underlying social and health issues leading to risky behaviours.

Project HOPE is a State Government and community-backed initiative for young people in the areas of Charleville and Cunnamulla. We thank the Queensland Government for providing more than $385,000 towards the Project HOPE Initiative.

It is a partnership between our Health Service and the Cunnamulla Aboriginal Corporation for Health, the Paroo and Murweh Shire Councils, Queensland Police Service and the Charleville and Western Areas Aboriginal and Torres Strait Islanders Community Health.

We celebrated Project HOPE’s first year in 2016-17, and acknowledged a team who has worked so hard to align programs and resources already in place and brought together agencies and community organisations to work towards helping our young people realise their potential.

¡¡ Murweh Shire Youth Council - Young people meet in the council chambers monthly.

¡¡ Mount Tabor - HOPE secured funding through the Sidney Myer Foundation to fund the Work for the Dole program on the 70,000 hectare cattle property held by the traditional owners in the Murweh Shire, the Bidjara people.

¡¡ Queensland Rugby League (QRL) and National Rugby League (NRL) - A week long program of fitness, health and well-being sessions in Charleville and Cunnamulla; community barbecues and guest speaker at Charleville State High School’s awards night. Partnership continues with the QRL selecting Charleville to host the Country Week game on 22-24 July 2017.

¡¡ Australian Defence Forces (ADF) – ‘Deadly Recruits Youth Camp’ run by the ADF, ADF recruitment team visit during the QRL and NRL week.

¡¡ Charleville State High School - Barista training.

¡¡ Building relationships with youth-focused organisations – Police Citizens Youth Club (PCYC), Indigenous Land Corporation, Institute for Urban Indigenous Health, Department of Communities, Youth Justice, Beacon Foundation and Education Queensland.

¡¡ Pursuing training programs - Murries on the Move and various certificate qualifications in construction, forklift and hospitality.

¡¡ Ipswich City Council - Charleville Netball Coaching Clinics with Former Australian netball great Ms Vicki Wilson.

Minister visits the South West

In July 2016, our Health Service was delighted to host Health and Ambulance Services Minister, the Honourable Cameron Dick, MP at Roma and Cunnamulla Hospital. We would like to thank the Minister for his visit, and allowing us to showcase our approach to health care in the bush.

Cunnamulla demonstrated the integration of primary health care services between our Health Service and the Cunnamulla Aboriginal Corporation for Health to become the Cunnamulla Primary Health Care Centre. This innovation is a model with significant benefits and reduction in duplication of services, continuity of health care of patients and better health outcomes and one other rural and remote areas can learn from.

The Minister was also briefed on the success of the HOPE project and then presented attendance certificates to the recruits who attended the Deadly Recruits Camp. In Roma, the Minister inspected the area upon which the new Roma Hospital will be built and heard from staff members about the involvement of staff in the service led design model.


15

Cunnamulla Hospital Refurbishment

The Health Service received a timely funding boost from the Queensland Government in 2016-17 for the refurbishment of Cunnamulla Hospital, a commitment to healthcare in the bush.

In September 2016, the $3.295 million refurbishment of Cunnamulla Hospital commenced and will result in a significant makeover for the hospital. The works completed in 2016-17 include:

¡¡ Detailed designs of kitchen workflow, equipment and new building layouts to accommodate new kitchens;

¡¡ An upgrade to existing fire services;

¡¡ Replacement of the existing laundry with a new building that will be connected to the western end of the ward wing at the hospital with an access ramp;

¡¡ Upgraded disabled access ramp at the front of the hospital; and

¡¡ Upgraded the medical records storage facilities.

The refurbishment has supported up to 13 jobs whilst it progresses, and is a vital infrastructure upgrade for our region.

Charleville’s Home Support Program

We are passionate about providing excellent care and service delivery to our community. The Home Support Program enables clients to remain living in their own homes with social support and domestic assistance services.

Charleville’s Commonwealth Home Support Program is operated by our Health Service and has 11 staff and 130 clients in Cunnamulla, Wyandra, Augathella, Morven and Charleville. The program is best described by one elderly client who received domestic assistance for the first time: ‘It is like a weight has been lifted from me and I feel like an excited school child.’ The program aims to make its clients more independent, getting them into the community and interacting with others.

In 2016, the service transitioned from the old Home and Community Care service, with the My Aged Care portal and regional assessment services taking over initial contact for clients, as well as the introduction of new business reporting processes. The Charleville Home Support Program achieved a successful assessment of compliance with Home Care Standards in July 2016. This is a significant result considering the complexity and number of changes required to the program.

Keeping Safe on the Farm

Our Health Service has a strong focus on preventative health and minimising harm, and we actively promote farm safety because often accidents happen when people are trying to fix things quickly.

The townships of Wallumbilla, Yuleba and Jackson turned out in force at Wallumbilla to promote farm safety, community resilience and mental health. Maranoa Regional Council sponsored the event with funding received from the Queensland Government to provide social events and drought specific information to Maranoa region residents.

The Wallumbilla Community Advisory Network, the Wallumbilla Hospital Auxiliary, Wallumbilla Fire Brigade and State

Emergency Service volunteers joined Maranoa Regional Council to jointly organise ‘A Yarn with Shane Webcke.’ Mr Shane Webke lost his father in a farm accident and could relate to and engage with the 230 community members who attended this event. There is a wonderful community spirit in our region and when we support each other, we help to minimise harm.


16

Charleville Hospital midwives strengthening bonds

In 2016-17, our midwifery staff at Charleville Hospital were formally acknowledged for their commitment to excellence, not only in the Indigenous community but throughout our region.

This year we celebrated the strong partnership between Charleville Hospital midwives and our Aboriginal and Torres Strait Islander community. This significant connection was acknowledged with a presentation of a painting to the hospital.

Historically, cultural differences have played a part in the acceptance of local midwives by Indigenous mothers, particularly the implementation of male midwives in what was traditionally ‘women’s business’. This obstacle is being overcome by sharing mutual trust and understanding.

Artist Mrs Kay Smith, who gave birth to four of her six children at Charleville Hospital, presented a painting representing building bridges and understanding between both communities and cultures.

By treating all our new and future mums with respect, and taking the time to follow up within the community if an appointment is missed; our midwives are dedicated to their job and have helped to improve the health of pregnant women and their babies.

Drumming for better health

We are proud to be an innovative health service, one which supports and embraces new ideas which make a positive impact on our residents and patients.

At Roma Westhaven Aged Care Facility, we have introduced musical activity which has proved very popular with our residents. A melody of beating drums, tapping toes and laughter is filling the hallways.

Residents with dementia have explored the rhythm of African drumming guided by Diversional Therapist’s Ms Trish Jamieson and Ms Elle Santamarina. Drumming is not only a lot of fun, but offers a huge range of health benefits by reducing stress and anxiety as its very meditative and relaxing. Speaking isn’t required, so anyone can join in.

Further, drumming movements provide exercise and it stimulates both sides of the brain, it’s all about connecting

people through rhythm. The drumming circle we create connects us all together and it is something everyone can join in with, either on drums or other percussion instruments.

All of our diversional therapy activities are resident driven, this is their home and we take great pride in delivering inclusive programs they enjoy. Currently at Westhaven we also provide cooking, arts and craft, pampering, music and dancing. Our team strives to be creative in their approach, and works with residents to provide individual support as well as meaningful recreational activities.

Back L – R: Westhaven Diversional Therapist Trish Jamieson, volunteer Shirley Hart and Westhaven Diversional Therapist Elle Santamarina. Front L – R: Westhaven residents Judy Harris, Joyce Hawkey and Mavis Beaufoy.)


17

Ex-Tropical Cyclone Debbie

On 28 March 2017, Tropical Cyclone Debbie made landfall on the Whitsunday Coast, bringing destructive winds and severe flash flooding. Across the State, Queensland Health employees again rose to the challenges posed by Cyclone Debbie working around the clock to provide community support and continuing frontline services across the state.

Our Hospital and Health Service, was also affected by this weather event. With ex-tropical cyclone Debbie bringing significant rain and wind causing the loss of power, water and sewage to the community of Wallumbilla.

The Wallumbilla Community Clinic remained open and fully operational and this event provided the opportunity to test our Emergency and Disaster Management Plan. Patients were treated and staff maintained full services, an example of our rural versatility.

Seniors Week in Mitchell with the Governor-General

We were excited to welcome His Excellency General the Honourable Sir Peter Cosgrove AK MC (Retd.), Governor-General of the Commonwealth of Australia and Her Excellency Lady Cosgrove to the Mitchell Multipurpose Health Service.

This was an extremely special time for all the residents, employees, members of the Hospital Auxiliary, Meals on Wheels and the Community Advisory Network. Sir Peter Cosgrove and Lady Cosgrove shared time with each person present and both left very fond memories of their visit.

Seniors week at Mitchell Multipurpose Health Service was celebrated with a barbecue lunch and proved to be a major

highlight with family, staff and auxiliary members gathered and enjoying the social event with much laughter and reminiscing. Seniors Week was also celebrated with gusto at Surat Multipurpose Health Service, with Maranoa Regional Council organising the choir from the Surat State School to come and sing the school song. It is important to keep our seniors active, and there was lots of fun to be had with our own Olympic games.

Positive health choices in the South West

It is our role to help and encourage our communities to make positive choices about their health and lifestyle, by providing the support and education they need, our community can take charge of their own health and wellbeing.

Our Health Service is committed to The Queensland Plan, a shared 30-year vision for the State – a roadmap for growth and prosperity. The Plan states that by 2044, all Queenslanders will make healthy lifestyle choices. Queenslanders will take personal responsibility for their health and wellbeing, supported by a healthcare system that provides the best possible care and

attention for those in need. Children will learn how to live healthily and develop habits that last a lifetime.

We have already progressed several community programs which will help the South West realise this vision for Queensland:

Tackle Flu Before It Tackles You

As the flu season approached, our community was encouraged to have the influenza vaccine and avoid being one of the year’s influenza statistics. The ‘Tackle Flu, Before it Tackles You’ program was launched in May 2017, by Darling Downs and South West HHS Public Health Unit Director Dr Penny Hutchinson.

The aim of this year’s influenza program was to boost immunisation coverage rates across the region and in particular for the younger Aboriginal and Torres Strait Islander target audience. As in previous years, to encourage participation, a free T-shirt decorated with Indigenous artwork was given to those who were vaccinated as part of the Tackle Flu Before it Tackles You campaign.

This year’s T-shirt had artwork by Toowoomba-based artist Mr David McCarthy, who won the competition to decorate the shirt.


18

Shape Shifters in Roma

The Shape Shifters program, creating a healthier you in 2017 was launched in Roma and Charleville. The program is designed to assist participants to improve their health and well-being by offering structured, group based workshops over a 7 to 8 week period with ongoing support. The evidenced based content will cover topics including healthy eating, meal planning, physical activity, self-esteem and body image.

The program is designed to help our community develop healthy lifestyle habits that will last them for life. Carrying excess weight, increases the risk of developing chronic diseases such as heart disease, type 2 diabetes and some cancers. These diseases are largely preventable with the help of some simple lifestyle adjustments.

The first program commenced in May, and due to its success, our Health Service decided to offer local residents another chance in Roma to get involved and learn how to develop healthier lifestyle habits. The new program commenced in July 2017.

We are focused on educating our communities on the four aspects of health - behaviour, nutrition, physical activity and mental health whilst also enabling teamwork and a supportive program.

The Go for Green (G4G) Health Choices program

The Go for Green (G4G) Healthy Choices program had been successful in the South Burnett, Roma and St George regions; and in 2016-17 was launched among food businesses in Charleville. In 2016, a survey of Charleville residents identified a demand existed for healthier menu choices, with community members saying they would be more likely to purchase these choices if they were easily identifiable on the menu.

The G4G Program helps residents to choose healthier options when eating out and it is encouraging that food businesses showed such enthusiasm for the program. Participating businesses place the G4G logo next to menu items which were low in salt, low in sugar, high in fibre and contain either little fat or include healthy rather than unhealthy fats. Customers can then be confident they are eating a healthy choice when they choose meals with the G4G logo.

University of the Sunshine Coast dietetic students worked with our Health Service to update the G4G program so that it is more suitable for the Charleville community.

Charleville Dietitian Jessica Phillips with Vegie Man


19

Operational PerformanceThe South West HHS is building better healthcare in the bush by continually evaluating and redesigning its services, introducing innovative and sustainable practices that benefit all patients.

The Key Performance Indicators table below provides a summary of our performance against major key performance indicators described in the South West HHS’s service agreement with the Department of Health.

Our Performance

South West Hospital and Health Service Notes 2016-17 Target/Est.

2016-17 Est./Actual

Service standards Effectiveness measures Percentage of patients attending emergency departments seen within recommended timeframes: 1

¡¡ Category 1 (within 2 minutes) 100% 89%





All categories .. 94%

Median wait time for treatment in emergency departments (minutes) 2 20 8

Percentage of elective surgery patients treated within clinically recommended times: 3

¡¡ Category 1 (30 days) >98% 94%

¡¡ Category 2 (90 days) >95% 97%

¡¡ Category 3 (365 days) >95% 100%

Median wait time for elective surgery (days) 4 25 91

Percentage of emergency department attendances who depart within 4 hours of their arrival in the department 5

>80% 96%

Efficiency measures 6

Other measures Number of elective surgery patients treated within clinically recommended times: 7

¡¡ Category 1 (30 days) New measure 143



Number of Telehealth outpatient occasions of service events 8 New measure 2,826

Total weighted activity units (WAU): 9, 10, 11

¡¡ Acute Inpatient 4,759 5,295

¡¡ Outpatients 1,542 1,624

¡¡ Sub-acute 618 1,260

¡¡ Emergency Department 2,730 3,152

¡¡ Mental Health 131 129

¡¡ Prevention and Primary Care 430 797

Ambulatory mental health service contact duration (hours) 12 >5,410 4,173


20

Notes:

1. The 2016-17 Estimated Actual figures are based on actual performance from 1 July 2016 to 30 April 2017. A Target/Estimate for percentage of emergency department patients seen within recommended timeframes is not included in the ‘All Categories’ as there is no national benchmark. Queensland public hospital emergency departments face ongoing increases in demand, with an average 1.3 per cent annual increase in emergency department attendances, which has an effect on emergency department performance.

2. This measure indicates the amount of time for which half of all people waited in the emergency department (for all categories), from the time of presentation to being seen by a nurse or doctor (whichever was first). The 2016-17 Estimated Actual figures are based on actual performance from 1 July 2016 to 30 April 2017.

3. This is a measure of effectiveness that shows how hospitals perform in providing elective surgery services within the recommended timeframe for each urgency category. The 2016-17 Estimated Actual figures are based on actual performance from 1 July 2016 to 30 April 2017.

4. This is a measure of effectiveness that reports on the number of days for which half of all patients wait before undergoing elective surgery. The 2016-17 Estimated Actual figures are based on actual performance from 1 July 2016 to 30 April 2017.

5. This is a measure of access and timeliness of emergency department services. The 2016-17 Estimated Actual figures are based on actual performance from 1 July 2016 to 30 April 2017.

6. An efficiency measure is being investigated for this service area and will be included in a future Service Delivery Statement.

7. This is a measure of activity. The 2016-17 Estimated Actual figures are based on 10 months of actual performance from 1 July 2016 to 30 April 2017 forecast out over 12 months.

8. This measure tracks the growth in occasions of service for Telehealth enabled outpatient services. These services support timely access to contemporary specialist services for patients from regional, rural and remote communities, supporting the reduction in wait times and costs

associated with patient travel. The 2016-17 Estimated Actual figure is based on actual performance from 1 July 2016 to 30 April 2017 forecast out over 12 months.

9. A WAU is a measure of activity and provides a common unit of comparison so that all activity can be measured consistently. Service agreements between the Department of Health and HHSs and other organisations specify the activity to be provided in WAUs by service type.

10. The 2016-17 Estimated Actual figures are based on 2016-17 Queensland WAU forecasts as provided by HHSs. 2017-18 Target/Estimate figures are based on the 2017-18 Final Round Service Agreements Contract Offers. All activity is reported in the same phase - Activity Based Funding (ABF) model Q19. ‘Total WAUs – Interventions and procedures’ has been reallocated to ‘Total WAUs – Acute Inpatient Care’ and ‘Total WAUs – Outpatient Care’ service standards. ‘Total WAUs – Prevention and Primary Care’ is comprised of BreastScreen and Dental WAUs. Total WAUS - Prevention and Primary Care’ is a new measure for the Service Delivery Statement, however, it has been included in the HHS Service Agreements since 2016-17.

11. The 2016-17 WAU actuals performance exceeded predicted SDS results. SDS targets and (predicted) actuals are a point in time representation. Timing differences often means annual targets is the best estimate available. SWHHS SLA WAU targets remain unchanged for 2017-18.

12. This measure counts the number of in-scope service contact hours attributable to each HHS, based on the national definition and calculation of service contacts and duration. The Estimated Actuals for 2016-17 are for the period 1 July 2016 to 31 March 2017. It is important to note that not all activity of ambulatory clinicians is in-scope for this measure, with most review and some service coordination activities excluded. In addition, improvements in data quality have contributed to the result, with the data more accurately reflecting way in which services are delivered. The Target/Estimate for this measure is determined using a standard formula based upon available clinical staffing, HHS rurality, and historical performance. The targets for these measures have been set to be consistently calculated and are considered a stretch for many services.

Operational achievements

¡¡ Accreditation achieved on all acute services against the National Safety and Quality Health Service Standards and ISO 9001:2008 Quality Management Systems standards.

¡¡ Accreditation against Mental Health National Standards

¡¡ Residential aged care facilities attained accreditation against aged care standards.

¡¡ Eighty-nine per cent of General Practices owned and operated by our Health Service obtained AGPAL accreditation.

¡¡ Finalised our Disaster and Emergency Incident Plan, and Mass Casualty Incident Plan in September 2016.

¡¡ Appointed Aboriginal Liaison Officers for Roma Hospital, Charleville Hospital and St George Hospitals in early 2017 to assist with reducing potentially preventable hospitalisations and discharges against medical advice.

¡¡ Exceeded the Category 2 and Category 3 targets for elective surgery.

¡¡ Exceeded the Category 5 Category 6 targets for endoscopy.

¡¡ Department of Health agreed to fund part of our submission for funding to purchase endoscopy

equipment to support the rural generalist trained endoscopy service initiated by our Health Service.

¡¡ One of the top two Hospital and Health Services for staff participation in the Working for Queensland Employee Survey.

¡¡ Continued oversubscription to our Nursing Graduate Program, with majority of graduates selecting the South West as their preferred choice.

¡¡ Introduction of extended scope of practice initiatives in Allied Health, including physiotherapists now working within the Emergency Department.

¡¡ Repairs and maintenance target met.

¡¡ Backlog Maintenance Remediation Program expenditure target met.

Operational Focus Areas

¡¡ A review in consultation with the Flying Surgical Services will focus on the timing of rotations to improve performance of our Category 1 elective surgery target. The number of patients breached is minimal, and the breaches are between 1-3 days, however we are keen to realise all potential improvements for our patients.

¡¡ Continue to collaborate with eHealth Queensland to finalise our ICT Disaster Response Plan.


21

Quality and Safety Performance

Financial PerformanceOur Health Service achieved a positive financial outcome for the year ended 30 June 2017, recording a $1.6 million operational surplus. This represents 1 per cent of our revenue base of $141 million.

The South West HHS continues to attract praise and recognition from the Department of Health for our sustained successful financial position. We have now achieved a surplus five years in a row, proving our strong financial management capabilities.

We have revitalised the monthly reporting of financial and business performance information across our Health Service with the intent to provide a broader spectrum of information to assist everybody in performing their roles. We have developed a comprehensive Decision Support Systems Dashboard. This will provide visual information across pivotal performance measures

and will become a quick reference tool for management and staff to keep their fingers on the pulse on what is happening across the organisation from a variety of angles.

Our Health Service is focused on being a sustainable service, and is now developing long term financial modelling tools which will assist with making strategic financial decisions across our Health Service. This information will provide useful insight and positions our organisation well into the future to continue to provide high quality patient centred care at all facilities.


22

Financial Highlights

Our surplus will allow South West HHS to continue to reinvest into priority areas but also allow investing in strategic initiatives designed to create longer term financial sustainability.

Where the funds come from

South West HHS income includes operational revenue which is sourced from five major areas:

¡¡ State Government contribution for purchased activity for block funded services;

¡¡ Commonwealth contribution for purchased activity for block funded services;

¡¡ Grants and contributions such as home and community care, nursing home revenue and specific purpose grants;

¡¡ Depreciation and amortisation; and

¡¡ Own-sourced revenue generated from private practice and inpatient bed fees.

The revenue chart in Figure 1 below indicates the extent of these funding sources for 2016-17.

Where the money goes

The total expenses for South West HHS were $139.3 million, averaging $382,000 per day on servicing clients in the South West.

Labour is the biggest component of our budget with 70% in total. This includes employee expenses, health service labour expenses and contractors, with the majority being medical locums.

Labour expenses have increased slightly with an increase of 20.55 full-time equivalents when compared to 30 June 2016.

Figure 2 provides a breakdown of expenditure of the main categories.

Figure 3: Major Components of supplies and services

¡¡ Buildings Services includes expenditure such as cleaning, rates and taxes, and other building related services.

¡¡ Contractors decrease is due to higher utilisation of employed medical staff rather than utilising locum medical staff.

¡¡ There has been an increase in some pharmaceutical supplies which are reimbursed through the Pharmaceutical Benefits Scheme (PBS).

¡¡ Patient travel reduction is consistent with decrease in accommodation and travel claims.

¡¡ Repairs and maintenance expenditure is linked to the asset replacement value of our buildings and land improvements.

Community reinvestment

To consistently produce favourable financial results each fiscal year, requires a continued focus on the financial sustainability of HHS services.

Since 2012, the Board has approved $5.12 million in investments, as a community dividend, to improve local services including:

¡¡ $1.4 million refurbishment of Injune and St George Emergency Departments;

¡¡ $2.6 million project to build staffing accommodation at Roma, Injune, Surat and Dirranbandi for staff attraction and retention;

¡¡ $.400 million for patient accommodation at St George;

¡¡ $.560 million in building infrastructure works at Cunnamulla and Charleville; and

¡¡ $.159 million in digital x-ray equipment.

16-17

Figure 1: Revenue by funding source

Figure 2: Expenditure by category

Employee expenses FY2017 FY2016 CHANGE

$000’S $000’S $000’S

Building Services 792 840 - 48

Contractors & Consultants 13,225 15,607 - 2,382

Pharmaceutical Supplies 1,582 1,064 518

Patient Travel 2,055 2,174 - 119

Repairs & Maintenance 5,141 4,175 966


Employee expenses 8%

Health Service Labour Expenses 53%

Other Expenses 1%

Contractors 9%

Supplies & Serives 24%

Depreciation 5%

16-17

Depreciation 4%

Block - State 66%

Own Source 7%

Block - Cwith 17%

Grants 5%

Other 1%

23

Chief Finance Officer StatementFor the financial year ended 30 June 2017 the Chief Finance Officer provided a statement about the Service to the Board and Chief Executive in relation to financial internal controls, compliance with prescribed requirements for establishing and keeping the financial accounts and preparation of the financial statements to present a true and fair view, in accordance with accounting standards.

Open Data Additional annual report disclosures – relating to expenditure on consultancy, and implementation of the Queensland Language Services Policy are published on the Queensland government’s open data website, available via: www.data.qld.gov.au No expenditure on overseas travel was incurred during 2016-2017.


24

Our People

Our employees both clinical and non-clinical at all our facilities, are not just there delivering health services; they are also an integral part of their individual communities.

Working at South West Hospital HHSThe South West HHS values the contribution of its team of dedicated medical, nursing, clinical, non-clinical and support staff that deliver integrated, quality services and care to people in our communities.

Our Strategic Plan 2014-18 provides strategic direction for the Health Service’ workforce for the forthcoming year including:

¡¡ The person is centre of our planning and delivery of services in all we say and do;

¡¡ Empowering and developing the workforce to deliver service excellence and become the best amongst peers; and

¡¡ Delivering new models of workforce through medical nursing and allied health plans.

The Plan aims to create an environment where the South West HHS is the preferred employer and a destination for high performing health professionals.

As detailed earlier in our Annual Report, we have adopted the Queensland Public Service values, which places staff at the forefront of our planning and delivery. Our values are reflected in new employee orientation and local work unit inductions. Every employee is required to complete the annual Capability Development and Learning Agreement in conjunction with their line manager which provides direction, performance objectives and professional development options for each employee.

Engaging our workforceOur workforce is becoming increasingly engaged, and this was evidenced by the annual Working for Queensland Survey. The South West HHS has increased its participation rate in the Working for Queensland survey by 60 per cent in the last 2 years to reach a level of 53 per cent in the August 2016 survey. Other highlights of the survey were:

¡¡ That our Health Service had 9 of 10 positive results at least 5 per cent greater than the Queensland Health (QH) average;

¡¡ ‘My workgroup’ result was 73 per cent positive compared with QH 74 per cent;

¡¡ ‘Workplace climate’ indicates that our Health Service had 5 of 7 positive results at least 5 per cent greater than the QH average;

¡¡ ‘People and relationships’ was 74 per cent positive (the same as the QH 74 per cent) and

¡¡ ‘My job’ was 82 per cent positive compared with QH 78 per cent.

The results of these surveys have been discussed at each facility in the district with action plans developed to address areas of improvement. In addition, the Executive instigated a project to reduce red tape and to streamline approval processes that were the two top areas that staff have advised through the survey was their biggest frustration.

The South West HHS will be actively encouraging staff to participate in 2017 survey so staff can have their voice heard and be involved in the decisions that affect their workplace performance and culture.


25

Staffing At June 2017, our Health Service employed full time equivalent (FTE) staff establishment of 764.36, an increase of 20.55 staff from 2015-16. Of these, 56.6 per cent are clinical and 43.4 per cent are non-clinical staff. This represents a Minimum Obligatory Human Resource Information (MOHRI) headcount of 932, reflected in the following breakdown:

Our retention rate for 2016-17 was 89.997 per cent of our permanent workforce. Our staff are managed across seven divisions which are overseen by our respective Executive Directors of Medical Services, Nursing and Midwifery Community and Allied Health, People and Culture, Finance and Business Services, Chief Operations and Nursing Director Quality and Safety, all of whom are accountable to the Health Service Chief Executive.

Early retirement, redundancy and retrenchmentDuring the period, one employee received a redundancy package at a cost of $211,002.

Code of conduct As required by the Public Sector Ethics Act 1994, the Code of Conduct in the Queensland Public Service has been in place since 2011 and applies to all health service employees.

The Code and the South West HHS values are reflected in new employee orientation and local work unit inductions. The annual Capability, Development and Learning Agreement process includes clearly articulated reviews of individual performance against our Health Service values.

Work-life BalanceThe South West HHS continues to maintain and promote flexible working arrangements for all of our employees. Flexible working arrangements are particularly popular with our employees returning to work from maternity leave, and we are pleased to be able to support our employees.

Part-time employment is a well-accepted flexibility arrangement with 34.54 per cent of the workforce choosing this option either on a permanent or temporary basis. In addition, our Health Service provides job sharing, nine-day fortnight rostered day-off and accrued day-off arrangements which enable staff to negotiate flexible work start and finish times. Further Queensland Health policies relating to work and family considerations, sporting leave, extra leave for proportionate salary, long service leave on half pay and cultural leave are available.

We also support our employees in seeking leave assistance for study or research requirements, when operationally convenient.

MOHRI Headcount per cent

Managerial and Clerical 188 20

Medical 24 2.5

Nursing 411 45

Operational 226 24

Trades and Artisans 6 0.5

Professional and Technical 77 8

TOTAL 932 100

MOHRI Occupied FTE per cent

Managerial and Clerical 155.66 20.3

Medical 22.90 3

Nursing 340.73 44.6

Operational 170.85 22.3

Trades and Artisans 6 0.8

Professional and Technical 68.22 9

TOTAL 764.36 100

Employees MOHRI Headcount

Full Time Permanent 479

Part Time Permanent 255

Full time Temporary 71

Part Time Temporary 67

Casual 60

TOTAL 932


26

Workforce diversityOur Health Service upholds the importance of cultural diversity and inclusiveness particularly recognising the importance of Aboriginal and Torres Strait Islander culture in the community. To further demonstrate the commitment to cultural diversity, the Cultural Practice Program has become part of our mandatory orientation training package.

The South West HHS workforce is diverse as demonstrated by the Equal Employment Opportunity data:

¡¡ 3.43 per centage of those surveyed identify as Aboriginal and Torres Strait Islander;

¡¡ 3.65 per centage of those surveyed identify as non-English speaking background; and

¡¡ 2.15 per centage of those surveyed identify as people with disabilities.

Key workforce indicatorsThe South West HHS carefully monitors key workforce performance indicators, to consider any trends and variances, which enables us to implement corrective strategies to address emerging issues. Monthly workforce performance reports are prepared including: current staff levels, recreation leave, sick leave and overtime. In 2016-17 we had an average sick-leave rate of 3.8 per cent compared to the organisational target of 3.9 per cent, being the Queensland Health average.

Employee Assistance ProgramOur Health Service is committed to protecting and improving the health and wellbeing of our employees and their immediate family by providing an Employee Assistance Program (EAP) through an external provider, Optum.

The EAP provides several programs to assist employees, including Manager Hotline, Critical Incident and Counselling. These services are available to employees and their immediate family for personal and/or work-related problems. This self-referral service is completely confidential and free for up to six sessions per calendar year.

The aim of the EAP is to assist individuals increase their psychological resilience, improve communication skills, develop

positive work relationships, improve job satisfaction, enhance wellbeing or explore career options.

Optum provided services to 31 of our employees over 77 sessions during the 2016-17 financial year. Onsite counselling for staff for critical incidents was provided to five sites during the same reporting period.

Industrial and employee relationsThe South West HHS has established engagement forums to encourage and support consultation with the workforce and the unions which represent the staff. Local engagement meetings are overseen by our Health Service’s peak consultative forum, the Health Service Consultative Forum.

We have commenced consultation with the Queensland Nurses and Midwives Union regarding the implementation of a Nursing and Midwifery Consultative Forum in accordance with the Nurses and Midwives (Queensland Health and Department of Education and Training) Certified Agreement (EB9) 2016.

Our Health Service is committed to continuing a mature, respectful and transparent relationship with the unions which represent our workforce; and we actively encourage our staff to engage with their respective bodies. The Human Resources and Engagement Directorate promotes an open relationship with local union organisers with the aim of resolving issues and concerns early.

Human Resource Case ManagementThroughout 2016-17 the Health Service managed 38 complex case management files. This included providing advice to both Line Managers and employees on cases related to employee performance, harassment, bullying, official misconduct and other workplace matters and providing reporting as required.

Interpretation services We are dedicated to patient centred care and ensuring our patients understand their treatment and care. In 2016-17, 76 sessions of interpreter services were provided to our clients, with Vietnamese, Mandarin, Russian and Tagalog (Filipino) being the most requested languages.


27

Safety and Wellbeing We are focused on reducing health and safety risks in our workplace, and promoting an environment which enables our employees to thrive.

With our high functioning Safety and Wellbeing Unit, our line managers and supervisors across all facilities are assisted to meet health and wellbeing legislative compliance requirements. This is achieved by the continuation of the internal audit process as well as pro-active Case Management for WorkCover and QSuper claims.

In 2016-17 the Safety and Wellbeing Unit successfully completed over 200 audits across our facilities and employer provided accommodation. Consultation with health and safety representatives, line managers and our employees has helped improve the safety culture across the South West HHS.

Ergonomics and occupational violence continue to be the highest reported cases of workplace incidents for employees. A total 174 incidents were reported by staff for the past 12 months, and 36 of those related to occupational violence, either physical or verbal. WorkCover premiums continue to reduce, with the South West HHS paying 65 per cent of the industry average. We also lead the state in several areas of WorkCover performance.

The Safety and Wellbeing Unit managed a total of 20 Workers Compensation claims and 30 QSuper Income Protection claims

for the period, a reduction from 42 WorkCover claims in the preceding 12 months. However QSuper claims increased in the same period.

We have taken action to manage the increasing occupational violence within healthcare facilities, providing strategies and training to our employees. A formalised service agreement between our Health Service and the Darling Downs HHS has ensured that targeted occupational violence de-escalation training continues across the South West HHS. Delivery of this important training saw 235 of our employees trained in early intervention and de-escalation.

In late 2016, the safety and wellbeing unit co-ordinated and participated in major incident investigation training presented by Deloitte. Attendees at the course included directors of nursing, nurse unit managers and health and safety representatives. This training is yet another example of our approach to continuous improvement and tackling health and safety issues. The training provided our employees with the ability and confidence to expand upon their occupational health and safety knowledge base.

Workplace incidents and injuries 2013-2014 2014-2015 2015-2016 2016-2017

Number of incidents/near misses reported 170 189 265 174

Number of workers’ compensation claims 22 24 42 20

Total days lost from work 514 325 512 139

Average days lost 27.37 15.48 18.96 15.44

Total claims cost $302,037 $217,330 $245,888 $99,948

Average monthly payment to WorkCover $2560 $3396 $1921 $1388

Average days to first return to work 15.69 8.91 21.82 32

Workforce Development At South West HHS, we are committed to supporting a learning culture. We understand that continual learning and workforce development not only ensures that our employees have the knowledge and skills to support best practice and quality health care; but also enhances personal growth and career satisfaction.

Learning Management System One Year milestoneIn April 2017, our Health Service proudly celebrated the one-year milestone of the launch of the South West Learning On-Line (SW-LOL). SW-LOL is a user-friendly learning management system, offering easy access to education and training for all of our employees. The educational modules are designed to enhance and assess staff knowledge and understanding, providing increased opportunity to assist staff in safe practice.

Our Workforce Development Unit, started preparing for the SW-LOL 12 months in advance of the launch, undertaking significant research, resulting in the successful launch and uptake of the system. New and improved features continue to be developed, including interactive learning packages, improvement of existing training packages and development of new education and training.

In 2015-16, 70 courses had been added to the system, this number has now increased to 95 and will continue to grow as the system and training needs of our employees evolve.


28

Leeanne Raatz, Chris Small and RQI Laderal representative

High-tech mannequins to improve Basic Life Support training In what is the first rural Health Service roll-out of its kind in Australia, the South West HHS has leased three portable kits and one portable cart fitted with a mannequin and laptop that measures the quality of cardiopulmonary resuscitation (CPR) being performed during compulsory Basic Life Support (BLS) training. The mannequins provide real-time verbal and visual feedback, allowing our Health Service to raise the bar when it comes to BLS training and maintenance of skills.

The convenience of the portable systems also allows frontline staff to update their BLS skills every three months instead of annually. Research has shown that CPR skills can degrade as quickly as three months after training so this new training program will support better skills maintenance and improve our patient outcomes.

In partnership with training aid company Laerdal Australia/New Zealand, the Resuscitation Quality Improvement (RQI) Program is being rolled out to all our employees across all facilities. This innovative, competency-based training program will lead to improved clinical skills and better patient outcomes. Poor quality CPR is considered a preventable harm and by investing in this technology the South West HHS is supporting our clinical staff to be better trained in this vital area.

Imminent Birth WorkshopThe South West HHS has welcomed the opportunity to participate in the Townsville HHS led Imminent Birth Workshop. The project provides non-midwives working in rural hospitals and primary health care clinics without birthing services with the basic knowledge, skills and confidence to assist women who present when birth is imminent.

Our Midwifery Overview for Nursing Education and Training (MONET) Program provided the project with information to support midwifery requirements in the rural nursing setting. The South West HHS program was piloted in February 2017 with six nurses completing the program at Roma Hospital. Imminent Birth will be rolled out across the Health Service in early 2017-18.

Blood EducationDuring August 2016, education on blood and blood products was provided to clinicians in Roma and Charleville. Guest speakers Ms Susan Kay, Darling Downs HHS, Transfusion Nurse and Mr Neil Dawson, Pathology Queensland Supervising Scientist presented an informative three-hour workshop to 50 of our clinicians.

The workshop aimed at improving knowledge and confidence in relation to infusions of blood and blood products. Participants learnt about the systems and strategies for the safe, effective and appropriate management of blood and blood products to ensure our patients receiving blood are safe.

We would like to take this opportunity to thank the Darling Downs HHS for their continued support, by working in collaboration we are able to achieve even greater health outcomes for our communities.

B.Strong ProgramWe train our employees, so that they are empowered to help change three key lifestyle factors of our clients: smoking, nutrition and physical activity.

In June 2017, our Aboriginal and Torres Strait Islander Health Workers, Practitioners and other community workers participated in the B.Strong Brief Intervention Training Program. There are significant differences in health outcomes for Aboriginal and Torres Strait Islanders living in Queensland and the rest of the population, and some of this can be addressed by changing three key lifestyle factors: smoking, nutrition and physical activity.

The B.Strong training was delivered by the Menzies School of Health Research, and aims to:

¡¡ Increase practitioner access to brief intervention training;

¡¡ Deliver more brief intervention services to Aboriginal and Torres Strait Islander clients in primary and community care settings;

¡¡ Assess and refer more clients to early intervention programs and services; and

¡¡ Improve understanding and awareness of key risk factors for chronic disease in Aboriginal and Torres Strait Islander communities in the longer term.

B.strong provided culturally appropriate training and resource material and included a one-day face-to-face workshop, six online modules and practitioner and client resource kits.


29

Graduate nurse retentionWe welcomed 31 graduate nurses to permanent positions across our Health Service in the August 2016 and February 2017 intake, exposing the graduates to rural nursing experiences.

The 12-month graduate nurse program retained 93.5 per cent out of the recruits in 2016-17. Compared to graduate nursing intake in previous years, the retainment rate has increased by 3.5 per cent from 2015-16 and by 13 per cent compared to 2014-15. This year is the highest retainment percentage for the South West HHS in ten years.

Student placementsOur Health Service is committed to supporting education and training, progressively increasing a total of 162 nursing, 81 medical, 16 TAFE students and five allied health student placements across the service throughout the year.

In 2016, we joined in partnership with the University of Southern Queensland to achieve a minimum eight student nurses scheduled to be on placement in the South West HHS at all times (excluding the end of year leave periods).

2011 – 2012 2012 – 2013 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017

Num

ber o

f stu

dent

s

0

50

100

150

200

Medical Nursing Tafe Allied Health

student placements supported by swhhs

0

20

40

60

80

100

201720162015201420132012201120102009200820072006

perc

enta

ge re

tain

ed

% of graduates retained in the swhhs


30

Our AchieversOur culture is one that empowers staff, and encourages leadership, innovation and new ideas, and every single day our workforce makes a positive impact on the community they serve.

Our monthly publication, ‘The Pulse’ is a staff based information newsletter that acknowledges service and personal achievements and outlines current events and activities in our Health Service. It publicly recognises the contribution staff are making to the organisation and the community, which helps to build a positive workplace culture.

St George Hospital Doctor earns OAM St George Hospital’s long-time Director of Medical Services Dr Cameron Bardsley was awarded the Medal of the Order of Australia (OAM) in this year’s Australia Day Honours List. He received the award for service to medicine in Queensland.

Dr Bardsley, who has been Director of Medical Services at St George Hospital since 1998, was humbled by the award. Accepting the award with great humility, he took the opportunity to dedicate and thank staff at the St George Hospital and the medical collegiate of the town who commit their working lives to the care of our community.

This Award, is a very well-deserved recognition of Dr Bardsley’s contribution to the community. With his leadership and expertise, he has also contributed heavily to the development and improvement of health services across the whole of the South West, as well as to the Queensland medical community. It’s a great honour for Dr Bardsley and an honour for our Health Service to have one of our staff so recognised.

South West Graduate Nurse one of the Nation’s Best Ms Maria Young, a registered nurse at the Mungindi Multipurpose Health Service, was named Graduate Nurse of the Year, by the Australian Primary Health Care Nurses Association (APNA) for demonstrating exceptional qualities in the field of primary health care. The prestigious award was presented by Federal Minister for Indigenous Affairs and Minister for Aged Care Mr Ken Wyatt MP AO and APNA President Karen Booth at the APNA National Conference in Hobart on 5 May 2017.

Ms Young joined our Health Service in 2016; fresh from her university studies in Brisbane and had spent time in the South West as a student on clinical placement in Dirranbandi. This early experience opened Ms Young’s eyes to rural nursing, and set the course for a career in rural health. After studying, Ms Young applied for our Registered Nurse Graduate Program, and was successfully placed at Mungindi Multipurpose Health Service.

In the brief time that Ms Young has been working as a registered nurse, she has completed her immunisation endorsement and has commenced a graduate diploma in rural and remote health. The ability to gain a broad depth of experience, including in medical practice, aged care, community health and hospital settings, with every day being different, is what attracts nurses to the South West.

In receiving the award, Ms Young was praised for her involvement in setting up a health store at the local show, providing a voice for her patients and community and showing incredible strength in leadership as a junior registered nurse.

‘Not only have I been able to learn a wide-variety of skills but the lifestyle is great.’ Maria Young


31

Excellence AwardsWe have annual awards which recognise and celebrate the huge contribution our employees make in delivering health service excellence that enriches and improves the health outcomes of our consumers.

Our Annual Staff Excellence Awards, ‘Building better health in the bush’, reinforces our commitment to our five values and acknowledges staff that make a significant contribution and demonstrate a strong commitment to those values. The categories for the 2016-17 annual staff awards were based on our five values, keeping the traditional Jim and Jill Baker award and the Indigenous health improvement award:

customers first – Appreciates the employee/team who are responsive and empathetic to clients’ needs; when challenges arise, takes responsibility and accountability to find solutions.

winner: Ms Valeria Clay, Administration Officer, Mungindi Multipurpose Health Service

Ideas into action – Recognises the employee/team who embraces new and innovative methods of service delivery or leading edge clinical practice; identifies opportunities and develops and leads innovative solutions.

winner: Ms Tess Worboys, Occupational Therapist, St George

unleash potential - Acknowledges the employee/team who consistently evaluates performance for improvement by evaluating work practices, seeks feedback, makes suggestions and acts on it.

winner: Ms Emma Humphries, Senior Health Information Analyst

be courageous – Awarded to the employee/team who challenges the norm; acknowledges mistakes, improves performance and embraces success.

winner: Ms Sheila Marshall, Nurse Director Perioperative

empower people - Aims to encourage the staff member that inspires participation; delegates responsibilities and accountabilities to the benefit of the development of the service; coaches and develops others.

winner: Ms Helen Wassman, Service Director Adult Services, Community and Allied Services

jim and jill baker – Awarded to the employee/team who demonstrates excellence in their chosen field.

winner: Ms Patricia Jamieson, Recreation Officer, Westhaven Aged Care Facility

registered nurse professional recognised program award - promotes the professional practice requirements as set by the Nursing and Midwifery Board of Australia and recognises, rewards and celebrates expertise in nursing practice.

winner: Ms Amy Byrne, Statewide Program Coordinator Nursing and Midwifery, Toni Murray, Assistant Director Nursing and Midwifery and Ms Sheila Marshall, Nursing Director Perioperative

The award presentation was held in Roma on 24 October 2016.


32

Our Strategic Direction

The South West Hospital and Health Service Strategic Plan 2014-18 guides us in everything we do, and helps us to understand our vision and purpose, and how we will achieve them.

We measure our success by our ability to achieve the objectives set out in our Strategic Plan 2014-18. The strategic objectives for our Health Service are aligned with the Queensland Plan, Queensland Government Department of Health Strategic Plan 2016-20, My Health, Queensland’s future: Advancing Health 2026 and the Government’s objectives for the community.

Our Strategic Objectives1. The person is the centre of our planning and delivery of

services and in all we say and do

2. Clinical excellence and better health care solutions for patients through redesign and improvement, efficiency and quality

3. Sustainable resource and infrastructure management, system planning and integration

4. People feel empowered and able to contribute

5. The effectiveness of our health services is improved by the use of technology and data

6. Stakeholders influence all of our efforts.

The strategic objectives for our Health Service are aligned with the Queensland Government Department of Health Strategic Plan 2016-20 and the Government’s objectives for the community to deliver better infrastructure and planning and revitalise frontline services for families.

The Queensland Government ObjectivesMy health, Queensland’s future: Advancing health 2026 (Advancing health 2026)

The Advancing Health 2026 strategy was released in May 2016 and establishes that ‘By 2026, Queenslanders will be among the healthiest people in the world’. It was developed to respond to the challenges and opportunities we face in Queensland.

The strategy creates a common purpose and a framework for the health system in Queensland. It seeks to bring together government agencies, service providers and the community to work collaboratively to make Queenslanders among the healthiest people in the world. Five principles underpin this vision, directions and agenda, all of which the South West HHS strive towards each and every day:

sustainability - We will ensure available resources are used efficiently and effectively for current and future generations.

compassion - We will apply the highest ethical standards, recognising the worth and dignity of the whole person and respecting and valuing our patients, consumers, families, carers and health workers.

inclusion - We will respond to the needs of all Queenslanders and ensure that, regardless of circumstances, we deliver the most appropriate care and service with the aim of achieving better health for all.

excellence - We will deliver appropriate, timely, high quality and evidence-based care, supported by innovation, research and the application of best practice to improve outcomes.

empowerment - We recognise that our healthcare system is stronger when consumers are at the heart of everything we do, and they can make informed decisions.


33

A Future Focused on Health

The South West Hospital and Health Board sets the strategic objectives through the Strategic Plan which provides direction for how the health service will evolve to meet the changing health needs of our community.

In 2016-17 our Health Service took significant steps towards planning for a healthier future, by finalising the South West Hospital and Health Service Plan, Maranoa Health Accord, and our engagement strategies.

South West Hospital and Health Service and Western Queensland Primary Health Network Health Services Plan (Health Service Plan)The impact of an ageing population and concomitant change in the burden of disease has resulted in a steady rise in the number of patients with multiple chronic conditions that require long term care and management. These changes in population health are already influencing the way services need to be delivered into the future and our Health Service Plan aims to be proactive in attempting to address an increasing cohort of patients with co-morbidities.

There are four over-arching themes which underpin almost all the goals and strategies of the Health Service Plan. These themes form the basis to strategically re-position our Health Service’ future. They include:

¡¡ Enhanced self-sufficiency for the South West HHS. This seeks to ensure that where it is feasible and safe, higher acuity level services can be delivered within our Health Service, reducing the need for patients to go ‘out of region’ for their health care. Improved self-sufficiency increases local access and seeks to ameliorate the ‘tyranny of distance’ factor for the catchment.

¡¡ Addressing significant service gaps. This seeks to progressively add services to meet identified needs. Addressing these gaps will also serve to improve the current disproportionately higher burden of disease identified in our catchment.

¡¡ Ensuring patient-centred care. This theme drives the model of care for the service plan. The services assume first and foremost that the patient, in collaboration with the health professional, will be ‘streamed’ to the most appropriate service; the right service, at the right time, in the right place that delivers integrated and seamless care for patients.

¡¡ Ensuring sustainability of the service profile. This seeks to ensure that services have the necessary workforce, infrastructure and other resourcing to make them sustainable. Addressing sustainability is fundamental to long-term financial viability, and central to government policy settings.

The Health Service Plan is focused on a proactive approach to health promotion, prevention and health management of chronic disease and mental health, with emphasis on both ends of the lifespan.

Our Board has committed to progressing the service directions in the plan through an implementation plan and will continue to motivate and carefully monitor the progress. The implementation process will require a joint effort by individuals, communities, health service providers and organisations using a coordinated approach. We encourage all health service providers in the region to use the Health Service Plan to direct their healthcare efforts over the 10 year period.


34

Our Engagement Strategies Maranoa Health Accord

In 2017, the Board endorsed the Maranoa Health Accord with the Western Queensland Primary Health Network. The Maranoa Health Accord sets the vision that all Western Queenslanders will experience the same quality of health and wellbeing as other Queenslanders. The shared goals are:

¡¡ A coordinated and integrated approach to ensure Western Queenslanders are empowered to obtain the best available health service commensurate with their needs, unique circumstances and values;

¡¡ A seamless patient journey across public and non-government health care providers, primary health care providers and specialist clinical services;

¡¡ A shared responsibility with the patient for the highest standards of personal health; and

¡¡ Minimal duplication of effort across all public, non-government and private health service providers that guarantees an efficient and high-quality service delivered as close to home as possible.

The Maranoa Health Accord aims to enhance the development of a single primary health care plan for Western Queensland. The incoming Board is committed to collaborating and achieving our goals with the Central West Hospital and Health Service, North West Hospital and Health Service and Western Queensland Primary Health Network.

Clinician Engagement Strategy 2016-2019

The South West Hospital and Health Board and Health Service recognise that the most powerful interaction the service has is between clinicians and the people we serve. In October 2016, after a considerable review and widespread consultation the Board approved our Clinician Engagement Strategy 2016-2019.

Our clinicians who are at the frontline can identify improvements in health care delivery and patient care outcomes; and their voice must be heard. Clinician engagement is critical to successful service changes, ensuring that services are properly planned for and effectively implemented. The contribution of our clinicians working in partnership with consumers, carers, families and the community plays a pivotal role in shaping a culture which continually seeks to improve health services for the people of the South West. Effective clinician engagement is essential for high quality health care and is a major focus of ongoing Queensland and national health reform. Our Clinician Engagement Strategy commits to ensuring the clinician voice is active and contributes to the services we provide; as part of the broader state and national health priorities and objectives.

Consumer and Community Engagement Strategy 2016-2019

Our Consumer and Community Engagement Strategy was reviewed in 2016, and complements the Clinician Engagement Strategy. The Consumer and Community Engagement Strategy 2016-2019, developed to compel meaningful community and consumer engagement was approved by the Board in October 2016.

Through participation, consumers and community members can make a valuable contribution to health service planning and strengthen the ties between service delivery and the local community.

Our Consumer and Community Engagement Strategy was facilitated by the Board and Executive Management Team with the Community Advisory Network and staff contributing to its development.

The consultation took into consideration a range of contributory factors that have impacted on the delivery of health services and determined an increase in engagement promotes a more transparent, accessible and accountable health service. The aims of our strategy are to:

¡¡ Develop trust and understanding to build healthier communities;

¡¡ Consumers and communities are provided with the support they need to engage meaningfully with the healthcare system;

¡¡ Consumer and community engagement is reviewed and evaluated to drive continuous improvement; and

¡¡ Consumers and communities are provided with balanced and objective information.

To achieve greater engagement and improve the quality of health service provision we have embraced the principles of the National Safety and Quality Health Standards (NSQHS) Standard 2 Partnering with Consumers. This standard aims to create a health service that is responsive to patient, carer and consumer needs.


35

Progress against strategic objectives The information on the following pages outlines key organisational initiatives, milestones and highlights achieved in 2016-17 and progress against our Strategic Objectives.

Strategic Objective

The person is the centre of our planning and delivery of services and in all we say and do

Strategies ¡¡ Design and implement health services that reflect the diversity and culture of our communities. ¡¡ Implement an integrated and proactive approach to service delivery, focused in individual patient outcomes.¡¡ Deliver sustainable health services in the most appropriate location.¡¡ Engage patients and families in a meaningful way to improve their health experience.

Progress in 2016-17

Making Tracks

On 19 December 2016 the Director General, Queensland Health, Mr Michael Walsh and Queensland Ambulance Commissioner Mr Russell Bowles signed the Queensland Health Statement of Commitment to Reconciliation.

Our Health Service is committed to the Queensland Government policy of Making Tracks toward closing the gap in health outcomes for Indigenous Queenslanders by 2033.

As part of this initiative we have secured new Aboriginal and Torres Strait Islander Liaison Officer roles in 2016-17.

These roles build relationships and empower our Aboriginal and Torres Strait Islander clients to achieve their health goals; as well as ensuring we provide services which are culturally respectful and responsive to individual needs:

¡¡ Advocate on behalf of and provide support to patients and families;¡¡ Provide information about the hospital and community and allied health services;¡¡ Support Hospital staff in communicating treatment processes and procedures (when required);¡¡ Provide support and assistance with referrals to relevant services;¡¡ Daily ward visits; and¡¡ Involved in community and health programs.

A focus on acute health care at Charleville Hospital

From 1 August 2016, non-emergency patients presenting at Charleville Hospital were redirected to the general practitioner service at the bulk-billing Charleville Health Clinic (also operated by the South West HHS).

This clinical redesign enables the hospital to focus on providing emergency and acute patient care services, while the Charleville Health Clinic provides all General Practice services for the community. Patients now have the advantage of having a bulk-billing general practice service available as a one-stop shop, with experienced doctors ensuring they get the best health care possible. The Charleville Health Clinic delivers a range of services, including family health, paediatrics and women’s health; with chronic disease management and preventative healthcare are key priorities for the practice.

A seamless patient journey is now possible with Charleville Health Clinic doctors also delivering services to Charleville Hospital, using their advanced skills of obstetrics and anaesthetics to enable continuity of care.

Cunnamulla Primary Health Care Centre

In August 2016, our Health Service celebrated the successful first anniversary of Cunnamulla Primary Health Care Centre. The Minister also announced a proposed new waiting area to be built connecting the current East and West Wings.

The primary health care centre was formed through a collaborative agreement between our Health Service, Cunnamulla Medical Centre and the adjacent Cunnamulla Aboriginal Corporation for Health. It realised the vision of both Boards to integrate the services for the benefit of the whole community. The former Cunnamulla Medical Centre is now known as the West Wing and Cunnamulla Aboriginal Corporation as East Wing. Both wings and the Cunnamulla Hospital share doctors.


36

Strategic Objective

The person is the centre of our planning and delivery of services and in all we say and do

Progress in 2016-17

The proposed work will establish consulting rooms for a new mental health and alcohol and other drugs clinician and a nurse navigator. Staff from both wings will work in a single team to provide holistic and culturally appropriate primary care services to the Cunnamulla community.

This collaboration has resulted in improved access to general practice medical services, as well as a large increase in the number of patients’ receiving Medicare 715 health checks and being placed on care plans to better manage their chronic disease.

We acknowledge the assistance received by Queensland Country Practice (QCP), a unit of the Darling Downs HHS, who were responsible for practice management during the transition of the two formerly separate health clinics into one.

In a year of intensive change, all staff should be congratulated on their commitment to the transition. Cunnamulla is now attracting doctors because of this new model of care.

Incoming doctors are keen to work in Cunnamulla because of the new model of care and the positive changes that have been made.

New Medical Clinic for Thargomindah

A new monthly medical clinic resumed at Thargomindah in May 2017, and is a testament to the value of community engagement.

A solution to Thargomindah’s medical needs was required to meet the needs of the local community. Consultation occurred with the Bulloo Shire Council and the local Thargomindah Community Advisory Network on this issue.

The outcome of these consultations indicated a replacement for the visiting clinic. A suitable model was developed for a new medical clinic to commence on a two-day monthly basis, by senior medical officers from Cunnamulla.

The Thargomindah Medical Clinic focuses on the care of complex chronic diseases, as well as educating the community about lifestyle factors such as obesity, smoking, in activity and alcohol consumption that can contribute to the development of chronic diseases.

St George Cancer and Palliative Care Service

The person is at the centre of all our planning, and we strive to provide high quality care as close to people’s homes as possible. In December 2016, we introduced a senior clinical nurse to operate St George Hospital’s new cancer and palliative care nursing service.

The creation of the new permanent part-time cancer and palliative care service at St George allows for a significant expansion of these vital services to the local community. The new St George Cancer and Palliative Care Service is one part of our broader regional cancer care service which we are also steadily expanding.

Community say for new Roma Hospital

Staff, consumers and communities have been well-engaged to ensure that the new Roma Hospital provides the best possible physical environment for health services well into the future.

Community information sessions were held for Maranoa residents in February 2017, and at community sessions with the Board in early 2017, offering local residents a visual impression of the proposed new hospital rather than just viewing flat floor plans.


37

Strategic Objective

Clinical excellence and better health care solutions for patients through redesign and improvement, efficiency and quality

Strategies ¡¡ Promote a culture that encourages leadership, innovative processes and new ideas.¡¡ Review and update existing structures and processes to ensure best practice through continual improvement. ¡¡ Monitor, report and continuously improve the quality and safety of clinical care.

Progress in 2016-17

Queensland Country Practice – The South West System of Care

The communities in our catchment are facing great challenges to access reliable quality health services close to where they live. The Board and Executive Management Team have been cognisant of this issue, and are driving design to build a service and workforce that meets the needs of our communities.

The Board requested that Queensland Country Practice (QCP) work with our Health Service to recommend a service and workforce model that meets our vision of being a respected innovative leader and partner organisation to improve the health outcomes and wellbeing of patients, staff and communities.

This piece of work involved extensive consultation and the Board acknowledges that it will take some time to implement long term strategic improvements. However, in 2016-17 the following priority areas were addressed: ¡¡ Appointment of a permanent Executive Director Medical Services Dr Christopher Buck; ¡¡ Recruitment of a Project Manager to implement the findings from the Report; ¡¡ Progression of the General Practice ICT solutions.

Nursing and Midwifery Initiatives and Projects

The South West HHS continues to work closely with the Statewide Anaesthesia and Perioperative Clinical Network (SWAPNET) in the development of an endorsed rural perioperative pathway for nurses. Roma Hospital is now a training site for the Perioperative Introductory Program (PIP), a 5-day intensive course which provides a comprehensive introduction to perioperative practice with high quality novice educational programs that also cover other speciality areas. Approximately 30 students from other HHS’s have completed the course in Roma.

Commencing in February 2017, the Cancer Care Service commenced the Skin Checks Project. As there is no formal screening program for skin cancers, this project was a trial to assess the true service requirements, to develop a sustainable model for the Health Service. The project was successful, with an overwhelming demand for appointments. The project through to June 2017 has seen a total of 1,259 patients across the South West. Funding for 2017-18 has been received and the project will continue to rotate through each of the sites to meet waitlist requirements. Another partnership with the University of Southern Queensland encourages nurses to uptake the study in a Graduate Diploma of rural Health.

Additional strategies to grow our own workforce were implemented in 2016-17. A trial of the nurse practitioner candidate position commenced, whereby employees undertaking nurse practitioner studies were rotated through a three-month secondment to support them through the process.

The Mental Health Transition Program was introduced as part of the deliverables for the funding secured for the Integrated Mental Healthcare Project in December 2016. There will be three positions on offer, with the program available to new graduates, to undertake the 12-month program which will then account towards their post graduate studies. The graduate nursing program for mental health will primarily be delivered in a community setting, with inpatient placements in a larger regional or metropolitan facility. There are three focused modules of study including, Integrated Mental Health Nursing, Recovery Led Management of Mental Health Disorders, and Clinical Supervision.

The graduate year also provides the graduate the opportunity to seek credits towards completing postgraduate studies in mental health.

Primary Care Planning Day

On 23 May 2017, we held our inaugural Primary Care Planning Day, facilitated by Associate Professor Tarun Sen Gupta. The day promised to challenge us about the further role of primary care and reform needed in this space to better service our patients. Our patients and staff acknowledged the unique role that the South West HHS plays in delivery of primary care and the opportunity to deliver better health outcomes through aligning activity and services into the community general practice setting.

It was recognised that the market failure of private general practice in the South West region has led to the South West HHS adopting responsibility for these services. With continued growth and development, it is hoped that the viability of practice operation across the region grows into the future, thereby continuing to provide renewed better health outcomes for our patients on available evidence.


38

Strategic Objective

Clinical excellence and better health care solutions for patients through redesign and improvement, efficiency and quality

Progress in 2016-17

Nursing and Midwifery Workforce Plan 2016-2019

A collaborative approach to nurse workforce planning was achieved by our nurse leaders across the South West, who developed a comprehensive strategy detailed in the Nursing and Midwifery Workforce Plan 2016-2019.

The planning involved the analysis of the current nursing workforce, estimated future workforce supply and demand, and an analysis of the surplus or shortfall between supply and requirement in each facility. Also, considered was the expected minor increase in population and the decrease in population due to the decreased people requirements in the resources sector across the Health Service.

Strategic risks for our nursing workforce include expected attrition contributed to by age related retirement over the coming years, the decrease in availability of registered nurses, the increase in enrolled nurse availability across Queensland and the need to be innovative with recruitment and retention practices related to the tyranny of distance from the metropolitan centres and across the Health Service.

The specific strategies and clear actions identified in the Nursing and Midwifery Workforce Plan will pave the way for our Health Service to be a leader in innovation across rural and remote areas, with a specific focus on innovative strategies and new roles for nurses that will guide and improve the provision of health services across the South West.

Strategic Objective

Sustainable resource and infrastructure management, system planning and integration

Strategies ¡¡ Maximise the use of our resources and assets.¡¡ Embed a culture of financial and performance accountability.¡¡ Review service models and use innovative solutions to eliminate inefficiencies. ¡¡ Water risk management and business continuity plans are in place to minimise risks to the public and services.

Progress in 2016-17

Devolving decision-making

The Board and Health Service is focused on empowering staff and devolving decision making to achieve real change within the organisation.

A review of our committee structures and delegations was completed and is being supported by education and training to ensure staff have the necessary knowledge and skills before accepting delegated responsibility.

All Executive Management Team members have reviewed delegated items and communicating through to project officer areas for local divestment. This has also been completed by direct reports, aiming to ensure delegations are able to support sound decision making at a local level.

Work has commenced on developing an organisational wide Decision-Making Framework. Decision making; the method of selecting a logical choice from the available options is at the heart of a Board’s work. The purpose of the decision-making framework is to:

¡¡ Allow a full and systematic approach to decision making, which is patient centred and based on defined criteria;

¡¡ Identify the agreed foundation principles for decision making to foster consistency across the Hospital and Health Service;

¡¡ Examine and decide by consensus whether resource allocation should be ‘yes,’ ‘no’ or whether further information is required in order for a decision to be made;

¡¡ Assess the results and make recommendations on prioritisation;¡¡ Inform patient access criteria; and ¡¡ Support decisions on the future level of funding required for commissioned services.

We will continue to develop a Decision-Making Framework in consultation and collaboration with all employees and relevant stakeholders.


39

Strategic Objective


Progress in 2016-17

Enhancing Reporting

Monitoring and oversight of performance is key to continuous improvement. Our Health Service, as a maturing statutory body enhanced our reporting systems and mechanisms in 2016-17.

Implementing transparent, accurate and timely internal management reporting is integral to performance improvement. Our Executive Management Team developed a reporting framework for the Board, which includes specific performance dashboards detailing: ¡¡ the Health Service’s performance against the Service Agreement; ¡¡ the performance status of the HHS under the Performance Framework; and ¡¡ the response to, and progress of major improvement plans and recommendations.

Living within our means

Financial sustainability and security has always been a focus for our Health Service, and we have managed our budget satisfactorily with minimal surpluses over the preceding five years. However, it is always important that budgetary frameworks are revisited to accommodate contemporary and best practice approaches.

This year, we developed Budget Guidelines which will be considered and implemented annually. The Budget Guidelines support facility managers, business managers, and cost centre managers in the development of effective resource plans, in accordance with our planning, budget and performance management framework for each financial year. In addition to the balanced budget position objective, the Budget Guidelines aim to:

¡¡ Facilitate a successful annual budget process that ensures engagement, participation and accountability by all key stakeholders;

¡¡ Ensure a transparent and robust budget process which is applied consistently across the Health Service;¡¡ Align the bottom-up and top-down resource planning and allocation processes through the active

participation of cost centre managers and facility managers in determining effective resource allocation assumptions and targets;

¡¡ Outline specific key milestones and timeframes for the completion of the budget build process;¡¡ Align cost centre budgets to the Department of Health Service Level Agreement;¡¡ Ensure budgets are aligned to the priorities outlined in our Strategic and Operational Plan;¡¡ Provide a controlled planning framework for effective resource allocation to respond to projected service

demand outlined in the Health Service Plan;¡¡ Support the development of effective financial management strategies to align revenue and expenditure to

ensure a balanced budget position;¡¡ Identify operational and financial risks and to assist with the identification and implementation of

appropriate risk mitigation strategies; and ¡¡ Provide certainty to the Board, Executive Management Team, Facility Management Teams, and Cost Centre

Managers on their available funds and service targets prior to the start of the financial year.

10 Year Financial Plan

Our Health Service is committed to preparing and implementing a 10-year financial plan. The financial planning process will be an outcome of the upcoming strategic planning process.

The planning for our 2018-2022 Strategic Plan will start to shape the possibility of how we tailor healthcare delivery across our geographic region, and what investment will be required to achieve these outcomes.

It is anticipated that our 10-year financial plan will be presented to the Board by the end of December 2017.

Retained Earnings

In February 2017, the Board approved the South West Hospital and Health Service Retained Earnings Procedure. This procedure informs the Board, Executive Management Team and all staff of the governance of retained surpluses within the Health Service.

The procedure is currently being reviewed to ensure we have a consistent and well governed process for how retained surpluses are managed and utilised, in-line with the Financial Management Practice Manual.


40

Strategic Objective


Progress in 2016-17

Asset Management

Our Health Service covers an area of 319,870 square kilometres, and includes four hospitals, seven multipurpose health services, four outpatient centres, two aged care facilities and nearly 200 units of staff accommodation. Significantly, 94 per cent of the building assets in our Health Service are aged 30 years or more.

Our Strategic Plan identifies priorities designed to preserve and improve access to clinically and operationally safe infrastructure resulting in sustainable health services for residents of small rural and remote communities. To achieve this, we have developed an infrastructure program focussing on the key themes of enhancing self-sufficiency, serviceable life-cycle performance, addressing significant service gaps, ensuring patient centred care and sustainability of the service profile.

Due to the ageing infrastructure and the number of facilities, our Annual Maintenance Plan relates only to those emergent and legislative compliance issues which can be funded within the existing health service resources; and some limited necessary enhancements to meet growing demand in many sites.

The preparation of the Annual Maintenance Plan supports compliance with the Financial Accountability Act 2009 (Qld) and is also utilised to inform our Total Asset Management Plan 2016-2031. Our Total Asset Management Plan aligns the health service delivery needs with the available assets to identify the requirements for new, replacement, refurbished or renewed assets and disposal opportunities and to document the associated depreciation, maintenance and operational costs for those assets.

Good Food Investment

In 2016-17 we introduced our new standardised food menu across the South West HHS.

A strong change management approach was needed to implement the new menu, as challenges were expected, however our new menu is all about our consumers.

The menu provides nutritionally sound and tested meals that will unquestionably meet the needs of our consumers. Consistent, safe and verified food, that is right for the patient is now standardised through a recipe book provided to all our cooks.

The positive enhancements for the patient:¡¡ Patients or residents will receive a menu at breakfast for the two main meals remaining on that day;¡¡ There is a greater selection of food options to meet the State-wide standards for meals and menus;¡¡ Tailored menus and options to meet everyone’s diet needs; and¡¡ A focus on safety as allergen information is one of our primary considerations.

In addition, consultation was conducted on the revised Food Safety Program, which will be ready for implementation at the end of June 2017; bringing efficiencies and clarity.

Water Quality Risk Management Plan

In February 2017, the South West HHS finalised our Water Quality Risk Management Plan.

Whilst the focus of the Legislation and Health Directive is on the control of Legionella pneumophila, water quality should be managed holistically. The microbiological and chemical quality of water supplies is paramount in the maintenance and protection of public health. Poor water quality may pose extra risks within healthcare facilities due to the ongoing presence of vulnerable people.

Our Plan addresses microbial hazards, not just Legionella species; as well as physical and chemical parameters. The Plan uses a risk management framework to identify hazards, assess risk, establish preventative actions and implement monitoring programs to minimise.


41

Strategic Objective

Stakeholders influence all of our efforts and feel empowered and able to contribute

Strategies ¡¡ Promote a culture that empowers staff, and encourages leadership, innovative processes and new ideas.¡¡ Maintain and foster partnerships with education providers;¡¡ Invest in developing and expanding our workforce capability and nurturing emerging talent;¡¡ Use contemporary initiatives to attract and retain people with the attributes, skills and experience to help

achieve our ambitions; ¡¡ Partner with other health care providers and communities to create an integrated system of care for our

local communities; and¡¡ Implement the South West HHS and Western Queensland Primary Health Network Health Services Plan and

South West HHS Mental Health Plan developed from broad consultation with our communities.

Progress in 2016-17

Nursing and Midwifery Exchange Program

Our Health Service understands the importance and benefits of promoting ongoing education and increasing qualifications for all our employees. Our workforce is our most valuable asset, and learning new skills directly not only benefits our Health Service, but also our communities. By upskilling our employees they are greater engaged, motivated and fresh.

At South West, we encourage life-long learning, and an example of this is the Nursing and Midwifery Exchange Program set to be rolled out in 2017-18.

In December 2016, we were successful in gaining support and funding from Queensland Health’s Office of the Chief Nursing and Midwifery Office for a Nursing and Midwifery Exchange Program. Our innovative idea was so successful that the program was approved on a state-wide level, with our Health Service acting as the sponsor for the program.

The Program is fundamentally an exchange between metropolitan/regional nurses and midwives and their rural/remote peers. The program facilitates professional exchange for a 12-week placement. This program will undoubtedly have a major impact on our clinicians.

The aims of Nursing and Midwifery Exchange Program include, but are not limited to: ¡¡ Professional development for Queensland Health Nurses and Midwives;¡¡ Enables networking between Queensland Health facilities; and¡¡ Exposure to different clinical areas/locations and environments fostering leadership and mentoring.

The program is about more than just the exchange itself. By engaging in the program our nurses and midwives will build networks with peers and facilities across Queensland, and further gaining innovative ideas and perspectives to possibly implement into our own facilities.

Across Queensland, nurses and midwives have so much to learn from each other and this opportunity provides a platform to work in a range of settings and locations.

Bid for University Department of Rural Health

Our Health Service partnered with the Darling Downs HHS, the University of Queensland, and the University of Southern Queensland to submit a successful bid to establish a university department of rural health in the region.

Such a department is a major boost for research, training and education in rural health issues. It is anticipated that the proposed department will host students in the professions of allied health, dentistry, nursing and midwifery.

As partners in this venture, the South West and Darling Downs HHS’s will provide placements for students in the various academic streams that the new university department will offer. Also, there is the potential for students to undertake placements with non-government and private health services in the two regions – such as Indigenous health services – as well as local General Practices.

This training will provide a valuable grounding in rural practice that will promote the opportunities and diverse range of professional experiences available in regional areas.

The South West is committed to growing its own workforce, and this initiative will provide exposure to trainees that will hopefully encourage them to pursue a career in a rural area such as the South West.

The new university department will have a presence in both the South West and the Darling Downs health service areas.


42

Strategic Objective


Progress in 2016-17

Dr Coralie Graham – USQ, Michelle Reardon, Kylie Shepherd, Victoria Terry

Nurse wellbeing research

In July 2016, the South West HHS partnered with the University of Southern Queensland in a research project to explore the resilience of the nursing workforce; with the objective of enhancing the quality of work-life balance of South West HHS nurses.

Phase One of the project analysed and evaluated the psychological well-being of our nursing staff, achieved by surveying 145 of our 349 nurses. Areas assessed included: Compassion, burnout, Secondary Trauma Stress (STS), self-distraction, active coping, denial, substance use, self-blame, maladaptive coping and many more. Importantly for our nurses, nursing participation in hospital affairs, nursing foundations for Quality of Care, nurse manager ability, leadership and support, staffing and resource adequacy and collegial nurse-physician relations was also assessed.

The project compared these scores with relevant published nursing cohorts, including Queensland nurses and nurses from Singapore, showing favourable results for our nurses. South West HHS nurses scored significantly higher compassion satisfaction scores and scored higher in their adaptive coping strategies. Our nurses also recorded lower scores for maladaptive coping behaviours such as substance abuse, self-blame and behaviour disengagement. When compared against national and international cohorts:

¡¡ Our nurses reported greater participation in hospital affairs;

¡¡ Our nurses reported greater quality of care for nurses;

¡¡ Our nurses believe their managers displayed greater ability, leadership and support for nurses; and

¡¡ The only area our nurses reported a higher comparative incidence was STS. Considering our geography and what rural and remote clinicians do, it is likely that our deep ties with our communities provide us with a higher compassion satisfaction, yet this also has a toll on us as community members.

Phase two of the project saw our Health Service host a Mindfulness seminar with guest host Dr Mark Craigie, Clinical Psychologist, Adjunct Senior Lecturer for Curtain University.

Aligning with our strategic and workforce plans, the outcomes from this project will include:

¡¡ Potential workforce improvement in terms of staff retention, reduced sick leave, and higher levels of morale and staff satisfaction;

¡¡ Potential patient care improvement;

¡¡ Publications and presentations at national and international conferences;

¡¡ Enhanced profile of the South West HHS in relation to the conduct of research;

¡¡ Potential for further mindfulness workshops for staff with ongoing evaluation;

¡¡ Re-launch of the critical incident management procedure and associated training including trained ‘de-brief’ delegates in each site available to staff; and

¡¡ Using the available data to contribute to the development of our wellness strategy.


43

Strategic Objective


Progress in 2016-17

L to R - Cristal Newman, Heather Scriven, Josh Freeman, Helen Wassman, Tess Worboys

Community and Allied Health Research

Our Health Service was represented by a contingent of staff who travelled to Port Lincoln, South Australia and presented research initiatives at the Services for Australian Rural and Remote Allied Health conference in late-2016. The conference was a rewarding experience for all of those who attended, and provided a greater understanding of the vastness of rural and remote challenges for service uses and health professionals across Australia. ‘It takes a village to raise a child’ was the theme for the Conference and it delivered a pivotal message that highlighted the importance of shared responsibility and health professionals working together to assist rural and remote service users to have positive health outcomes.

Ms Heather Scriven, Senior Social Worker presented on ‘The virtual journey: from the coast to the outback - working towards improving quality of life and health outcomes for outpatients experiencing persistent pain.’ The presentation provided a snapshot of the experiences of two allied health professionals in developing the partnership between rural and tertiary services; and using telehealth to deliver a persistent pain management program via telehealth within a rural context.

Ms Tess Worboys, Occupational Therapist presented the findings of the research study conducted with Ms Melinda Brassington on Telehealth being used to deliver occupational therapy hand assessment and treatment sessions. It was concluded that telehealth is a viable means to deliver hand therapy.

Our Service Director for Community and Allied Health Adult Services, Ms Helen Wassman presented on ‘The first rural and remote subacute service; inception to implementation.’ This presentation outlined the challenges and opportunities the Subacute Service faced from inception to implementation. Building a new health service in rural and remote Queensland was not without its challenges. However, the result now a valuable, responsive and resourceful service that would not exist without the partnership between the community and the South West HHS.

A Lightening Talk was provided by Mr Josh Freeman, Executive Director of Allied Health on the variety of works being undertaken to develop and formalise a rural generalist workforce, education and service models for specific allied health professions. The talk on ‘This is community and allied health - strengthening the way we work’ was very well received.

Ms Cristal Newman, Senior Dietitian also presented a dissemination of the findings of research she was involved in on ‘Exploring an extended scope for rural allied health assistant (AHA) role in nutrition and dietetics: Can AHA’s assist in malnutrition assessment? The aim of this study was to assess the accuracy and confidence of trained AHAs to conduct the Subjective Global Assessment (SGA) in comparison to dietitians.

Congratulations to all staff involved in these research pieces who helped us to meet our vision of being a centre of excellence for rural and remote health care by presenting at this event.

Our Allied Health Service has also been successful in gaining two research grants for the 2017-18 financial year. Research and evidence based care is a cornerstone of good health care provision and we congratulate and wish Ms Annmarie McErlain, Director Clinical Analysis and Service Outcomes and Ms Hannah Christensen, Physiotherapist all the very best with their research.


44

Strategic Objective


Progress in 2016-17

Showcasing Rural Perioperative Nursing

The South West HHS was represented at the Perioperative Nurses Association of Queensland biannual conference in Toowoomba on the 19/20 May 2017.

The theme for this year’s conference was MAD – Making a Difference. There were five nurses from our Health Service in attendance, with over 170 delegates from across Queensland. Ms Sharon Edwards and Ms Annette (Nettie) Jensen presented on ‘Being MAD about Education’, sharing their journey of perioperative education in the South West HHS, the challenges and the rewards.

Ms Elesia Grieve and Ms Sheila Marshall also presented at the conference, looking at the many hats worn by a nurse unit manager with a perioperative portfolio and a Nursing Director for Perioperative Services, showcasing the holistic nature of rural perioperative care in the outback. The theme of their presentation – ‘Being MAD in the Bush – Managing a Rural Perioperative Service’ was very well received at the conference.

Our Health Service achieved the Perioperative Nurses Association of Queensland Team Award for their efforts in developing from three small individual theatres to a larger complex of three theatres. The Team has shown perseverance by tackling the new challenges of waitlist management and categorising our theatre patients on the waiting list for appointments and on our theatre lists. The Team also commenced using different computer programs and electronic booking. This award is testament to our nurses who work as a team, provide support and education to one another and who grow individually and as a team from the expertise and experience shared.

Joining the fight to prevent antibiotic-resistant superbugs

The South West HHS understands the value of teamwork and collaborating with other peak health bodies to improve health outcomes in our region. We strive to be an innovative leader and in 2016, readily agreed to be part of a pilot program aimed at enhancing antibiotic use in regional, rural and remote health facilities without their own infectious diseases specialists.

A team from the Queensland State-wide Antimicrobial Stewardship (AMS) Program visited Roma Hospital in July 2016, to discuss prescribing trends and usage, and how the program can improve antibiotic use to prevent antibiotic-resistant superbugs from emerging.

Antimicrobial resistance is one of the key threats to the ongoing delivery of healthcare in Australia and the focus of the program; the first of its kind in Australia is to deliver additional antibiotic background support to rural health service clinicians, as well as provide real time assistance with patient management and optimisation of antibiotics.

Senior Nurses Forum

Approximately 60 of our senior nurses attended our Senior Nurses Forum on 17/18 May 2017, providing an opportunity for the sharing of experiences, innovative leadership ideas and improving the patient’s experience.

We were honoured to have Ms Shelley Nowlan the Chief Nursing and Midwifery Officer, Queensland Health as a guest for the first day. It was a fantastic opportunity for our senior nurses to learn of the strategic State-wide nursing initiatives.

We also had Ms Beth Matarasso at the Forum to discuss the Pathways to Excellence Project and where our Health Service is up to as we commence our journey to improve our work environments and our patient’s experience. Ms Matarasso led a group of staff recently to undertake a gap analysis against the pathways to excellence standards to determine what we need to focus on and commenced with us in developing our nursing Professional Practice Model. Once this is finalised we anticipate having a grand launch.

Despite the distance, our Health Service is committed to inviting health care leaders and professionals to address our employees.


45

Strategic Objective


Progress in 2016-17

Mental Health Strategic Plan 2016-18

The South West HHS Mental Health Service serves a reported population of close to 26,000 people. The service targets, Child and Youth, Adult and Older Person’s mental health needs. Our Mental Health Service operates primarily in a precinct model with the sites of Roma, St George and Charleville outreaching to neighbouring communities.

Mental health service provision is a core strategic aim of the South West Hospital and Health Board, and to drive a vision for mental health services a Strategic Plan focusing on areas for improvement and enhancement was developed; the South West Hospital and Health Service Mental Health Strategic Plan 2016-18.

This Mental Health Strategic Plan outlines six key strategies that our Health Service will focus on between 2016-2018:

¡¡ Targeted Services – Mental Health Services are targeted to improve the mental health and wellbeing of the community;

¡¡ Integrated Care – Mental Health Services are integrated with community and acute services, improving the patient journey;

¡¡ Workforce – Our Mental Health Services are renowned across Australia as being a great place to work in rural and remote mental health care;

¡¡ Quality and Safety – Mental Health Services provide safe and effective services; ¡¡ Data and Reporting – Mental Health Services is at the cutting edge of excellence in KPI achievement

and data analysis; ¡¡ Partnerships – We establish partnerships with other organisations setting clear boundaries and

responsibilities.

A key component of our Mental Health Strategic Plan is engagement; with the expectation that consumers and carers provide feedback on service need and assessment.

The Board and Executive Management Team listened and enacted on community feedback, with the introduction of a senior mental health clinician at Cunnamulla Primary Health Care Centre this year.

Mental Health Nurse for Cunnamulla

A senior mental health clinician is now located at Cunnamulla Mental Health & ATODS, which aligns with our commitment to meet the mental health needs of our population.

Cunnamulla previously received a visiting mental health service from Charleville twice a week but had no dedicated mental health staff based in the community. Our mental health nurse now provides mental health assessment treatment, as well as consultation and liaison services in Cunnamulla.

The position is supported by the mental health team at Charleville and works closely with the local hospital and the Cunnamulla Aboriginal Corporation for Health.

This appointment, was specifically planned for in our Mental Health Strategic Plan – targeted responses in priority areas and was a consistent theme in community feedback to the Board.


46

Strategic Objective

The effectiveness of our health services is improved by the use of data and technology

Strategies ¡¡ Adopt information technology and systems that support best practice and the delivery of integrated health care in a rural and remote environment.

¡¡ Adopt health technology to improve access to services, support the workforce and enable business service delivery.

¡¡ Improve data timeliness, integrity, reliability and use.

Progress in 2016-17

ICT Strategic Plan 2016-2020

The use of ICT enables patient centred, integrated and seamless health services across our Health Service, and we envisage the community and individuals being able to participate more actively in their own health care with the use of ICT.

We continued to progress with our ICT Strategic Plan and Investment Roadmap. Our ICT Strategy documents the vision, objectives and strategies across the care continuum. While the ICT investment plan is a list of the initiatives and level of investment required to implement the ICT strategies.

Our ICT capability and capacity has been considered as part of a Merit Review, as currently no funded position exists within our Health Service. This issue is common across the four rural Hospital and Health Services and discussions are continuing with the Department of Health to support options to develop ICT governance across rural Hospital and Health Services.

Advancing Telehealth

Living, working and caring in rural areas can be challenge, and we continue to pursue the benefits of telehealth in isolated areas. As more people in our communities discover that they can obtain excellent service without travelling hundreds of kilometres to see specialists or obtain treatment, more and more patients are beginning to use and realise the benefits of telehealth.

Telehealth is an incredible success story for our Health Service. Across the South West, telehealth non-admitted patient occasions of service have rocketed from just 64 in 2005-06 to over 2800 for 2016–17. We now provide access to over 40 specialities via telehealth to non-admitted patients.

Our patients and clients can access telehealth at any one of our 17 health facilities across the region, as well as our health service-operated General Practices.

We had a huge effort at Bollon, with our Director of Nursing Ms Heather Hancock championing the use of telehealth by implementing a full day of telehealth. This was through a ‘Manage Your Pain’ telehealth group, as well as a surgical review and a consultation with an endocrinologist.

We are committed to developing the use of telehealth within our region to enable hospital in the home capability, remote monitoring and clinical mobility into the future.

Diabetes health through the Cloud

Our dedication to improving health outcomes through effective use of technology gained traction with the management of our diabetes patients. Our patients can now use a secure cloud to upload the latest information from their glucose meters and insulin pumps in preparation for their next specialist appointments.

The innovative technology not only streamlines visits to local health professionals but delivers care closer to our patient’s homes. This was made possible by our Health Service purchasing special clinical transmitters that enable patients to upload their diabetes self-management records through their own devices by utilising the same software.

Today, when patients arrive for appointments, their specialist and/or diabetes educator will have all the latest monitoring information available right at their fingertips. The new system can also link with specialist endocrinologists at the Princess Alexandra Hospital in Brisbane as well as the Gold Coast University Hospital, preventing our patients from having to travel vast distances for their health care needs.


47

Strategic Objective

The effectiveness of our health services is improved by the use of data and technology

Progress in 2016-17

Emma Gordon, Director of Nursing checks Sophie Emery

Tele-chemotherapy

Selected South West cancer patients no longer need to travel to Brisbane or Toowoomba for chemotherapy thanks to the introduction of a new ‘Tele-chemotherapy’ treatment program at Roma Hospital.

The tele-chemotherapy program allows nurses at Roma Hospital to administer cancer-fighting drugs locally while being guided and advised over a video link by medical oncologists and expert chemotherapy nurses at the Princess Alexandra Hospital in Brisbane and Toowoomba Base Hospital.

Such an ICT solution truly makes a difference to our patients, cutting down travel time and the inconvenience of being away from home. With three chemotherapy treatment chairs in Roma, the program is ideal for those patients receiving certain low-risk therapies.

This Program has been rolled out across the South West through additional hubs, which have one treatment chair each.

This Program is possible with the collaboration and support of the Darling Downs Hospital and Health Service. It truly exemplifies what can be achieved by two neighbouring health services combining their efforts to ensure the delivery of specialised treatment services that would otherwise not have been easy to deliver by our health service alone.

Ear check-ups with digital otoscopes

Our residents can now have their ears checked remotely, with the use of digital equipment. The digital otoscope, is a medical device used to examine a person’s ear and enables clinicians to display a live view of a patient’s inner ear up on a television screen during a telehealth consultation.

We are committed to supporting our workforce through the implementation of ICT solutions, and the introduction of digital otoscopes now means our clinicians do not have to describe verbally or write what it looked like inside the patients’ ear.

Twenty digital otoscopes were rolled out through our health facilities and General Practices between July and August 2016.


48

Strategic Risks The South West HHS identified several strategic risks at the beginning of the 2015–16 financial year which remained relevant in 2016-17. These risks have the potential to impact on the ability of the Health Service to achieve its purpose and include:

workforce: the capacity and capability of the workforce is insufficient to meet service needs.

change: the quantity and significance of major changes, including the national health reform.

financial: maintaining financial integrity, and delivering services within the national efficient price to a diverse and widely dispersed population.

infrastructure: the age and condition of the infrastructure poses a financial risk and may be a rate limiting factor in delivering contemporary models of care.

health status: recognise the burden of disease and low health literacy and tyranny of distance in the South West that contribute to reduced health outcomes.

Strategic ChallengesOur Board and Executive Management Team always afford time to consider uncertainties and untapped opportunities.This is done by identifying potential strategic challenges and responding to these uncertainties and opportunities. It involves a clear understanding of the challenge, and developing real, cohesive strategic risk mitigation. The strategic challenges the South West HHS is currently facing include:

activity levels: Our Health Service operates differently to other rural health services, as we have a number of low-volume sites functioning. This effects our fixed cost base, with less opportunity for marginal financial improvements; and we must continue to consider opportunities to generate ongoing efficiencies from existing operations at an appropriate and safe level of care. As detailed throughout our Annual Report our Health Service is committed to reviewing and adopting innovative clinical service models to support our communities and meet their medical needs.

burden of disease: The impact of an ageing population and concomitant change in the burden of disease has resulted in a steady rise in the number of patients with multiple chronic conditions that require long term care and management. We are working in partnership with the Western Queensland Primary

Health Network to develop the business model for general practice to address burden of disease in an optimal primary care model of service and increase practice revenue.

The top three chronic diseases we are focusing on are respiratory, cardiac and diabetes; and the lifestyle factors are smoking, alcohol and obesity.

information communication technology: Information Communication Technology (ICT) planning and capability is emerging across Queensland, and our Health Service is an active participant so that we can maximise the benefits for our communities.

We are participating in the Logan and Beaudesert eMR/Digital readiness assessment; as these sites will be the implementation model for smaller Hospital and Health Services.

Significant infrastructure uplift is required in most sites and these are being addressed through eHealth Infrastructure Implementation Planning (IIPS) project. The eHealth Investment Strategy detailed the need to improve state-wide ICT Infrastructure (Infrastructure Utility) as one of the high priority investment items. The IIPS project aims to produce a series of business cases to secure funding.

Strategic OpportunitiesThe strategic opportunities that our Health Service has identified include:

Addressing the tyranny of distance through the increased use of telehealth to enable new models of health care and management.

Enhancing community and consumer engagement in service planning, service delivery, performance monitoring and evaluation.

Connecting people by fostering strong working internal and external relationships.

Adapting to changing circumstances, encouraging persistence, reflecting and sharing through our experiences, our successes and our failures and reassessing and responding to challenges, and implementation of the Queensland Rural and Remote Health Service Framework, 2014.

Isabelle Springall, Registered Nurse and Toni MurrayDirector of Nursing


49

The BoardThe South West HHS is a statutory body as defined by the Act and is independently and locally controlled by a Board appointed by the Governor in Council, as recommended by the Queensland Minister for Health and Minister for Ambulance Services.

The Board must perform its functions and exercise its powers in accordance with the provisions of the Act.

The Board provides governance of the South West HHS and is responsible for its financial performance, strategic objectives, quality of healthcare services and strengthening community engagement through meaningful consultation and collaboration.

The Board has the responsibility to ensure that the South West HHS performs its functions under Section 19 of the Act.It must ensure the delivery of hospital and health services is in accordance with the terms of the service agreement with the Department of Health.

The Board also has the responsibility for the appointment of the Chief Executive.

The Board has delegated to the Health Service Chief Executive (including any person in that position on an acting basis) all the powers and functions of the Board which it may lawfully delegate, save those reserved to the Board.

Our Board is a professional skills-based board with members that possess skills and expertise in health management, primary health care, clinical areas, business management, financial management, compliance, legal and knowledge of consumer and community issues. Board Members contribute to the governance of the South West HHS collectively as a Board through attendance at Board and committee meetings, plus other stakeholder and community engagement activities.

Front L-R: Ms Fiona Gaske, Mr Jim McGowan (Chair), Ms Claire Alexander Back L- R: Mr Raymond Chandler, Dr John Scott, Ms Karen Riethmuller Tully, Mr Stewart Gordon, Ms Heather Hall


50

Our Board

About our Board Members as of 18 May 2017

Jim McGowan, AM Mr Jim McGowan, AM was appointed Chair of the South West Hospital and Health Board on 18 May 2017. Jim has significant high level public administration experience, specialising in the areas of governance, accountability, service delivery improvement and performance management. With strong leadership skills, and a history of achievement Mr McGowan is focused on overseeing the delivery of exceptional health care to the communities of the South West.

Jim is a former Director-General of the Department of Community Safety, Department of Emergency Services and Justice and Attorney General; led the Taskforce on Occupational Violence for Queensland’s Hospital and Health Services which reported in June 2016; and currently Adjunct Professor, School of Government and International Relations at Griffith University.

On Australia Day, 2012, Jim was made a member of the Order of Australia (AM) “for service to public administration in Queensland through the development and implementation of public sector management and training reforms and to improved service delivery”.

As Adjunct Professor in the School of Government and International Relations at Griffith University, Jim is actively involved in research, policy development, advice and teaching. His teaching has been at post graduate levels and to international public sector delegations. Jim uses his leadership skills to mentor and provide executive coaching to potential executives.

Jim’s expertise in organisational reform and change management were highlighted in 2009, when as Director-General of Community Services, he led the successful merger of the Departments of Emergency Services and Corrective Services. Savings from this initiative were directed towards front-line operations. In 2007, when Director-General of Emergency Services, he was involved in the Audit of the Queensland Ambulance Service and responsible for the implementation of its recommendations which were focused on redirecting resources to front-line services and improving service delivery performance.

Jim has been involved in Emergency Management as Director-General Department of Community Safety and Deputy Chair of the State Disaster Management Group. He led key response agencies and co-ordinated the response to a range of disasters which had serious and widespread impacts across Queensland and the nation including cyclones (including Hamish, Uliu and Yasi), the widespread flooding of Queensland in 2010-11, various other flooding and serious weather events, oil spills and other environment threats and bio security threats such as the N1H1 virus and Equine Influenza.

Jim’s other roles include Vice Patron; Surf Life Saving Queensland, Board Member, GIVIT (Not for Profit Organisation), Commissioner of Declarations. Jim holds a Bachelor of Economics, University of Queensland; and a Diploma of Education, University of Queensland.

Claire Alexander Ms Claire Alexander is a highly experienced, analytical and strategic professional in the specialist field of strategic financial management, in both public and private sectors. Claire is a certified practising accountant (CPA) and brings extensive knowledge in accounting principles and Australian Accounting standards to the South West Hospital and Health Board.

Claire graduated from Griffith University in 1995 with a Bachelor of Business – Accounting, and received a Masters of Business Administration from the University of New England in 2004. Claire was also awarded a Public Practice Certificate CPA Australia in 2012.

Claire has worked extensively with company and organisational boards, chief executive officers and audit committees. Applying her skills and knowledge to streamline budget preparation processes, producing long-term financial models including projecting future revenue flows and financial positions and preparing annual financial statements.

Between 2009 and 2012, Claire utilised her strategic planning expertise when undertaking finance consultancy services for Seqwater, and helped the organisation to achieve several key objectives, including the management of long-term financial modelling.

With the experience of a diverse career geographically, starting in Noosa in 2000 and providing services throughout Queensland as a financial consultant for Cook, Murweh, Boulia, Bulloo, Quilpie, Paroo and Georgetown Shire Councils, Claire brings a great understanding of financial management in regional areas.

Currently Claire is contracted to Maranoa Regional Council, Murweh and Paroo Shire Councils as a Strategic Financial Consultant.


51

Ray Chandler Mr Ray Chandler has over 28 years’ experience in executive, corporate services, finance, human resource, infrastructure, project and operations management roles in the private and public sectors; with 21 of those years in Queensland Health. Ray’s health service delivery knowledge at both the strategic and operational level will prove invaluable to the South West Hospital and Health Board and the future direction of the Health Service.

Ray is currently the General Services Manager (Facilities Management) of Medirest at the Lady Cilento Children’s Hospital. Medirest provides specialist food, hospitality and support services in hospitals. Ray has been instrumental in the planning, preparation and transition to provide this service to the single specialist children’s hospital for the state.

As an experienced public health executive, Ray has previously worked for the West Moreton Health Service District. In a number of Executive Director roles he led financial turnarounds across the District resulting in significant recurrent savings. Other achievements include driving major workplace, cultural and operational change and when responsible for infrastructure (particularly for the combined West Moreton-Darling Downs Health Service District) successfully bidding for funds for significant building projects most notably in the rural sector.

Ray has a strategic focus, developing infrastructure and investment replacement frameworks and plans with another Health Service district. His strong understanding of the machinations of Queensland Health, means Ray has an in-depth knowledge of organisational culture and the issues, challenges and opportunities that exist in the health care environment.

Ray’s other roles include being a Board Member of the Not-for-Profit Ipswich Hospice Care Inc from October 2016.

Ray holds a Master of Public Sector Management, Griffith University, Bachelor of Business (Acctg), Queensland University of Technology, AICD Course (Order of Merit Award), October 2012, CPA Program, CPA Australia, 2006.

Fiona GaskeMs Fiona Gaske is Deputy Mayor for Balonne Shire Council, an active member of the St George community and a highly-experienced Speech Pathologist. Fiona brings her passion and advocacy for public health services in rural and remote communities to the South West Hospital and Health Board.

Fiona was elected as a Councillor for Balonne Shire Council in 2012, and was re-elected in 2016 as Deputy Mayor. Fiona maintains a diverse range of portfolios including public health, asset management, and arts and culture, as well as chairing several committees including information communication technology and parks and gardens. Fiona also sits on the Board of the South West Regional Economic Development Association.

Commencing her career as a Speech Pathologist in 2004, Fiona worked at the Royal Brisbane and Women’s Hospital, having been chosen from her graduating year for the hospital’s highly sought after Graduate Program. Working from 2006 until 2013 in roles including Toowoomba’s Rural Allied Health Team and the St George Primary Health Care Unit, Fiona is a highly experienced rural generalist practitioner, who has also worked as an allied health co-ordinator in a rural setting. Ms Gaske currently works in private practice and was published in the Disability and Rehabilitation peer-reviewed academic journal in 2004 highlighting her advocacy and health experience.

Fiona has significant skills and expertise in community engagement, serving as the Chair of the St George Community Advisory Network for two years from its inception in 2012. Fiona’s leadership and networking skills were acknowledged as a finalist in the Queensland Rural and Remote Women’s Network Leadership Awards in 2014 for Professional excellence.

Fiona currently lives in St George with her husband, Andrew, and two young children.

Fiona holds a Master of Speech Pathology Studies and a Bachelor of Music and is a Graduate of the Australian Institute of Company Directors.

Community Engagement in Bollon, 28 March 2017


52

Stewart Gordon Mr Stewart Gordon is a workplace lawyer, and has 15 years’ experience in senior management and Executive Director roles. Stewart brings substantial knowledge of health in the South West, having formerly been a District Manager of the former Roma Health Service District, South West Health Service District and an Executive Director of Rural Health with the Darling Downs West Moreton Health Service District.

Stewart is a practising lawyer with Anderson Gray Lawyers, working primarily in employment law. He has strong advocacy and drafting skills, with the ability to achieve successful results in an often-difficult field. With strong attention to detail and a personable nature Stewart can calmly and respectfully guide clients with his sound knowledge of employment and industrial law.

He began his career in healthcare, first as an Accounts Clerk in the early 1990’s at the Roma Hospital before working for approximately four years in community health positions in South West Queensland. He worked in Corporate Office of Queensland Health in team leader and manager roles, before returning to South West Queensland in 2004 to assume the role of District Manager with the Roma Health Service District. Due to his strong negotiation and leadership skills, Stewart was able to successfully lead the amalgamation of the former Roma and Charleville Health Service Districts. A highlight of Stewart’s time at Roma was the establishment of an innovative recruitment model to attract and retain critical, clinical vacancies.

Stewart then assumed an executive position with the Darling Downs West Moreton Health Service District, where he gained significant leadership experience as Executive Director Rural Health and Aged Care. He was the single point of accountability for the delivery of health services and aged care in 21 rural hospitals. Stewart’s passion for workplace law stemmed from his role as Executive Director People and Culture with Darling Downs Hospital and Health Service where he led the Human Resource Management and Corporate Services support functions.

Stewart holds a Graduate Diploma in Legal Practice, The College of Laws, Bachelor of Laws, University of Southern Queensland and Bachelor of Business (Marketing and Human Resource Management), University of Southern Queensland.

Heather Hall Ms Heather Hall has extensive experience working in the healthcare sector for community and government organisations in the southwest region. Heather’s innovative healthcare management skills in regional settings is a great support to the South West Hospital and Health Board in ensuring a high quality of care to our communities.

Heather has more than 25 years’ experience working in community healthcare and is currently the Community Services Manager for Anglicare South Queensland Rural, a position she has held for 15 years. Previously, Heather worked as a Clinical Nurse and Acting Clinical Nurse Coordinator at Roma Hospital, and as a Community Nurse for Blue Care in Roma.

Heather has been recognised for her outstanding service to outback communities, receiving the Anglicare Australia Excellence and Innovation Award for Outstanding Service in the Outback in 2002 and was a finalist in the Management Excellence Awards for Rural and Remote Manager of the Year in 2010.

Utilising her strong leadership skills, Heather is a member of the Western Queensland Primary Health Network South West Clinical Chapter. Heather has held many directorships, gaining extensive experience in high level advisory and board positions, including; member of the Roma Community Legal Service Management Committee, the position of South West Board Member for Connecting Health Care in the Community, a non-GP board member for the Southern Queensland Rural Division of General Practice and Board Member for Enable Care Services. Heather has also performed various roles for Zonta International including being President of the Roma Club, Area Director for Area 4 and the Chair of the District 22 Amelia Earhart Committee.

Heather holds a Bachelor of Health Science in Nursing, Diploma of Business Management, Certificate of Palliative Care, APHRA registration as a General Nurse, Graduate Diploma in Business Management. She is a member of the Australian Institute of Company Directors and is an Associate Fellow of the Australasian College of Health Services Managers.


53

Karen Riethmuller TullyMs Karen Riethmuller Tully is a self-employed advocacy, facilitation, leadership and governance expert based in Charleville. With substantial directorship experience, and a background in education, Karen is skilful in strategic planning and brings her ability of future thinking to the South West Hospital and Health Board.

Karen understands the distinct lifestyle that living and working in a rural community offers, and has always been keen to provide her skills, energy and direction to add value to rural communities. Karen is currently Chair of the South West Rural Financial Counselling Service, which provides free, impartial, confidential and responsive rural financial counselling services across Southern Queensland.

Karen also holds a directorship with South West Natural Resource Management, a community-based organisation which is the designated regional body for natural resource management in South West Queensland. This directorship has enabled Karen with strong networks with the community, Landcare groups, Traditional Owners, local government and industry groups.

With a strong emphasis on community leadership, Karen is President of the Charleville Arts Gallery, and is actively involved as a Member of the Isolated Children’s Parents Association, Breast Cancer Association of Queensland and Queensland Rural, Remote and Regional Women’s Network.

Currently, Karen conducts project work for a variety of rural and remote organisations through her own business.

Karen holds a Bachelor of Education, Master of Education, Graduate Diploma of Financial Markets, Certificate IV in Business (Governance), Certificate IV in Training and Assessment, Queensland Leadership Program Graduate, AICD Company Directors Course and Company Chairman’s Course and is a Justice of the Peace.

Dr John ScottDr John Scott is a Brisbane-based doctor who has worked as a general practitioner in managerial roles and for a short time as a tertiary educator. He brings a wealth of medical, managerial and fiscal skills and experience to the South West Hospital and Health Board.

John works in health service redesign as a Senior Medical Advisor, Queensland Country Practice and is passionate about public health medicine, health administration, rural and remote General Practice and community health.

Previously John worked as a locum in general practice in mostly rural and remote locations from 2008 to 2014, and because of his experience is acutely aware of the challenges and opportunities of delivering health care in South West Queensland.

John is an innovative and strategic thinker, and was responsible for establishing a Centre for Young People’s Health while he was an Associate Professor at the Health Sciences Faculty at the University of Queensland during 2006 and 2007.

John brings a great understanding of the Queensland Health system, having held senior roles with Queensland Health, including Senior Executive Director of Health Services and State Manager of Public Health Services.

In 2005 John was awarded the Sidney Sax Medal of the Public Health Association of Australia, which is the Association’s pre-eminent prize. It is awarded to those who have provided a notable contribution to the protection and promotion of public health, solving public health problems, advancing community awareness of public health measures and advancing the ideals and practice of equity in the provision of health care.

John holds an MBBS, a Bachelor of Economics, a Master of Applied Epidemiology, and Fellowships of the Royal Australian College of General Practitioners and the Faculty of Public Health Medicine of the Royal Australian College of Physicians.

Outgoing Board Members Outgoing members of the Board during the financial year included Mr Lindsay Godfrey (former Chair), Mr Richard Moore (former Deputy Chair), Ms Karen Prentis and Mr James Hetherington.

L-R James Hetherington, Lindsay Godfrey, Heather Hall, Richard Moore, Claire Alexander, Karen Prentis, Fiona Gaske and Dr John Scott.


54

Board attendanceThe Board meets on a monthly basis, except for in December and rotates its meetings around areas of the South West. During the 2016-17 year there were 11 Board Meetings and meetings were held at Charleville, Cunnamulla, Dirranbandi, Injune, Roma and Surat. There were also 2 extraordinary Board Meetings which were held by teleconference. The Chief Executive attends all board meetings, with other Executive Management Team members attending segments of the meetings as required.

The following table summarises the attendance of Board members at Board Meetings and Prescribed Committee meetings, which was exemplary: Board

MeetingExecutive

CommitteeAudit &

Risk Committee

Finance Committee

Safety & Quality

Committee

Number of Meetings held 13 3 5 12 4

Name Position (date originally appointed)

Current Term Attendance

Jim McGowan

Board Chair/ Chair Executive Committee 18/05/2017

18/05/2017 to 17/05/2019

2 of 2 2 of 2 - - -

Claire Alexander

Board Member/ Chair Finance Committee 26/06/2015

18/05/2016 to 17/05/2019

12 of 13 2 of 2 5 of 5 8 of 11 -

Ray ChandlerBoard Member 18/05/2017

18/05/2017 to 17/05/2018

2 of 2 - - 1 of 1 0 of 0

Fiona Gaske

Board Member/ Chair Safety and Quality Committee 18/05/ 2014

26/06/2015 to 17/05/2018

11 of 13 3 of 3 - - 4 of 4

Stewart GordonBoard Member 18/05/2017

18/05/2017 to 17/05/2018

2 of 2 - 0 of 0 - 0 of 0

Heather HallBoard Member 27/07/2012

18/05/2017 to 17/05/2019

12 of 13 - 3 of 5Observer: 2 Member:

5 of 6-

Karen Riethmuller Tully

Board Member/ Chair Audit and Risk Committee 18/05/2017

18/05/2017 to 17/05/2018

2 of 2 - - 1 of 1 -

Dr John ScottBoard Member 18/05/2014

26/06/2015 to 17/05/2018

11 of 13 1 of 1 - - 3 of 4

Lindsay Godfrey

Board Chair/ Chair Executive Committee 18/05/2013

18/05/2014 to 17/05/2017

10 of 11 2 of 2 - 8 of 11 -

Richard MooreDeputy Chair 29/06/2012

18/05/2014 to 17/05/2017

9 of 11 2 of 2 - - 4 of 4

James Hetherington

Board Member/ Chair Finance Committee 07/09/2012

18/05/2014 to 17/05/2017

9 of 11 - 3 of 5 10 of 11 -

Karen Prentis

Board Member/ Chair Audit and Risk Committee 29/06/2012

18/05/2014 to 17/05/2017

10 of 11 - 3 of 5 10 of 11 -


55

Our board committeesThe Board has established those prescribed committees required under the Hospital and Health Boards Act 2011 (Qld) and may, from time to time, establish such other committees as it considers necessary to assist in carrying out its functions.

Individual Board members contribute to the governance of the South West HHS by participating in, or chairing, the various committees of the Board.

Each committee is required to report to the Board through its minutes and may make recommendations and provide advice to the Board. The Board, at its meetings, deliberates and discusses the committee minutes that are introduced by the Committee Chair.

The following committees have been established by South West Hospital and Health Board and continue to operate:

¡¡ Audit and Risk Committee;

¡¡ Executive Committee;

¡¡ Finance Committee; and

¡¡ Safety and Quality Committee.

Governance structures, such as committees, require regular examination and review to ensure that the structure meets the changing environment in which they operate. The appropriate committee structure for an organisation depends on the size, diversity of function, complexities of responsibilities, nature and the risk profile. In May 2017, the Terms of Reference for each Committee were carefully reviewed to ensure compliance with all relevant legislation, and benchmarked with other Hospital and Health Services to ensure consistency.

Audit and Risk CommitteeThe purpose of the Audit and Risk Management Committee is to assist the Board to understand the South West HHS’s risks; identify issues and ensure that an audit plan and risk management plan are in place.

The Audit and Risk Committee also must assist the Board to discharge its responsibilities by having oversight of the:

¡¡ Integrity of the South West HHS financial statements and financial reporting systems;

¡¡ Liaison with the Queensland Audit Office, as required; and

¡¡ Internal Audit function, including performance, independence and fees.

The Audit and Risk Management Committee has observed the terms of its charter and has had due regard to Treasury’s Audit Committee Guidelines throughout the year.

Executive CommitteeThe purpose of the Executive Committee is to work with the Health Service Chief Executive to progress strategic issues, including those identified by the Board, and to strengthen the Board’s relationship with the Health Service Chief Executive to ensure accountability in the delivery of services by the South West HHS.

The Executive Committee also assists the Board by monitoring the performance of South West HHS regarding:

¡¡ Development, implementation and monitoring progress on the South West HHS Strategic Plan;

¡¡ Overseeing the performance of the Health Service against the performance measures stated in the Service Agreement;

¡¡ Development of South West HHS engagement strategies and protocols with primary healthcare organisations; including implementation and monitoring progress and addressing issues that arise in their implementation;

¡¡ Monitoring of service plans and other plans for the SWHHS; and

¡¡ Working with the Health Service Chief Executive in responding to critical emergent issues.

The Executive Committee focused on finalising the Consumer and Community Engagement Strategy 2016-2019, and Clinician Engagement Strategy 2016-2019 this year, and next year will have an emphasis on renewing our Strategic Plan.

In 2017-18, the Executive Committee will be meeting monthly, and will also have responsibility for:

¡¡ Supporting the Chief Executive in relation to: - strategic planning and initiatives; - ICT strategic planning; - strategic messaging in relation to reputation; - monitoring election commitments; - new or amended legislation, government policy or

directives which may have significant impact upon the strategic direction and priorities; and

- staff culture.

¡¡ Acting as a remuneration and performance appraisal for the Health Service Chief Executive;

¡¡ Monitoring and reporting to the Board about new (including re-appointments) senior executive employees by receiving a report from the Chief Executive;

¡¡ Considering ways in which the skills, expertise and experience levels of Board Members can be enhanced through learning and continuing professional development;

¡¡ Supporting the Board in developing the Board’s approach to good governance and related matters as may be necessary or desirable to contribute to the success of the Board and the Health Service.

Finance Committee The purpose of the Finance Committee is to assist the South West HHS and its Board by providing oversight and strategic direction in the key areas of financial management, financial and operating performance, revenue management, and financial risks and our long term financial viability.

Our Finance Committee has a focus on assessing our budgets, ensuring they are consistent with the objectives of the Health Service, monitoring our cashflow having regard to revenue and expenditure and continually monitoring the adequacy of our


56

financial systems pursuant to the obligations of the Financial Accountability Act 2009 (Qld).

The Finance Committee makes recommendations to the Board regarding our financial performance, financial commitments, budget principles and financial policy. It actively identifies and monitors financial risks or concerns that may impact on the financial performance and reporting obligations of our Health Service. The committee has assisted the Board to exercise its financial governance throughout the year.

Safety and Quality CommitteeThe purpose of the Safety and Quality Committee is to assist the South West HHS and its Board by fulfilling its oversight responsibilities in ensuring effective and accountable systems are in place to monitor and improve the quality and effectiveness of health services provided by our Health Service.

The Executive Director of Medical Services; Executive Director of Nursing and Midwifery, Executive Director Community and Allied

Health; and Nursing Director Quality and Safety attend each meeting as non-voting attendees.

The Safety and Quality Committee assists the Board by ensuring that any systemic problems identified with the quality and effectiveness of health services are addressed in a timely manner; that as a Health Service we continuously strive for quality and foster innovation; and that clinical risk and patient safety are managed effectively.

The focus of the Safety and Quality Committee and indeed the Health Service is always on minimising preventable harm and ensuring robust systems are in place to reduce unjustifiable variation in clinical care, with the core outcome being an optimal health care experience for both patient, carers and families. The Safety and Quality Committee monitors performance through a quarterly Safety and Quality Report which identifies key performance indicators.

The committee has assisted the Board to exercise its clinical governance responsibility throughout the year.

Board Remuneration The Governor in Council approves the remuneration arrangements for the Board Chair, Deputy Chair and Board Members. The annual fees paid by the South West HHS are consistent with the remuneration procedures for part-time chairs and members of Queensland Government bodies, namely $68,243 for the Chair and $35,055 for the Deputy Chair

and Members. In accordance with this government procedure, annual fees are paid per statutory committee membership ($2,000) or committee chair role ($2,500).

Several board members were reimbursed for out of pocket expenses during 2016-17. The total value reimbursed was $12,438.

The ExecutiveOur Executive Management Team is responsible for ensuring that there are correct systems and processes in place to maximise organisational performance within the South West HHS. The Health Service Chief Executive is responsible for the day-to-day management of the Health Service and for operationalising the Board’s strategic objectives.

The team demonstrate the behaviours that align with our organisational values of customers first, ideas into action, unleash potential, be courageous and empower people and is committed to influencing the organisation through a culture of accountability, service, safety, operational excellence and organisational learning.

The Executive Management team meets on a fortnightly basis and has three governance reporting committees: Corporate Governance Committee, Clinical Governance Committee and Finance and Performance Committee.

The Executive operates in an environment of collective leadership, professional respect and courtesy, mutual support, innovation and teamwork.

The Executive Management Team as at 30 June 2017 comprised:

Health Service Chief ExecutiveGlynis Schultz

Chief Operations OfficerWendy Jensen

Executive Director Finance and Business Services Craig Walker

Executive Director People and CultureRob Mander

Executive Director Medical Services Dr Chris Buck

Executive Director Nursing and Midwifery Chris Small

Executive Director of Community and Allied Health Josh Freeman

Nursing Director Quality and SafetyRobyn Brumpton


57

Our Organisational Structure

Critical to the success of providing exceptional care in a highly complex establishment is the effective and deliberate organisation of services, people and units into functional and professional teams, streams and specialities.

Organisation StructureGood governance is fundamental to achieving outcomes by setting up effective mechanisms and moving beyond compliance to focus on the achievement of objectives.

Governance encompasses the framework of processes, policies and systems by which we are directed, controlled and held to account. Governance occurs through various mechanisms, including the organisational structure and culture, policies, processes for delegating authority, and governance committees and their respective responsibilities and authority.


58

Risk Management & Accountability

Risk ManagementThe South West HHS is committed to effectively managing risks through compliance with legislation, alignment with best practice and through a practical approach that carefully plans for and prioritises risks and balances; and the costs and benefits of action. Risk management is an integral part of our corporate governance framework. Our Health Service operates within the Queensland Health Integrated Risk Management Policy Framework based upon the Australian / New Zealand ISO Standard 31000:2009 for risk management.

On 28 November 2016, with the endorsement of the Audit and Risk Committee, the Board approved the South West Hospital and Health Service Risk Management Policy. This Policy solidifies our approach to risk, and ensures risks are managed in compliance with the Financial Accountability Act 2009, Hospital and Health Service Act 2011 and the ISO 31000:2009.

We are committed to creating a culture where our employees manage the risks they can manage, and report and escalate those that they cannot. Risk management is considered during formal decision making, planning, budgeting, and throughout programs and projects.

The Board holds ultimate responsibility for risk oversight and risk management through the Audit and Risk Committee. Strategic risks have been identified, assessed and captured in the board risk register for regular review, monitoring and reporting. The assessment and treatment of operational risk is monitored through Executive governance committees and escalated to the Board if the risk is considered strategic, high or very high and is unable to be treated.

The Board’s risk appetite reflects the amount of risk we are willing to accept in the pursuit of our strategic and operational objectives whilst espousing our values. The risk appetite is reviewed annually and the Board has a low risk appetite with respect to all risk categories especially patient safety where it is highly risk averse.

The Health Service is participating in a collaborative initiative with the Department of Health to replace the current risk management system with an Integrated Safety Information System designed to collect, integrate, manage and report clinical incidents, workplace incidents, consumer feedback, staff feedback and risk.

The proposed web-based system will have the ability to integrate with selected existing Queensland Health enterprise systems. This improvement will increase the ability to report and evaluate effectiveness of risk management practices as well as enable incident reports and complaints to be linked to associated risks and enable all information to be viewed in the one system.

We operate in a complex and challenging environment, balancing efficient service delivery with high quality health outcomes for patients. To achieve this, our Health Service utilises a balanced decision-making approach, considering safety, quality, cost, activity and risk.


59

Internal auditThe South West HHS has an internal audit function to facilitate the maintenance and development of a strong internal control environment; which conducts scheduled reviews of prioritised risk areas and key activities. For the year end 30 June 2017, this function was undertaken using an outsourced model, with the engagement of an accounting firm with specialised internal audit experience.

The Board has an approved Internal Audit Charter, which is reviewed annually and in accordance with the Institute of Internal Auditors Professional Practices Framework. The Internal Audit Charter identifies the functional and organisational framework within which the internal audit function operates. It details how it ensures independence and objectivity by reporting functionally to the Chief Executive and having a direct reporting line to the Audit and Risk Committee. The Internal Audit function is independent of management and the external auditors.

An Annual Internal Audit Plan is developed taking into consideration the risk profile of our organisation and was

designed to add value and enhance our operations. The Annual Internal Audit Plan is approved by the Executive Management Team, Audit and Risk Committee, and Board at the start of each financial year. The identified priority areas for 2016-17 included:

¡¡ Asset Maintenance;

¡¡ Procure to Pay, including Delegation of Authority;

¡¡ Clinical Governance Framework;

¡¡ Financial Assurance Statement;

¡¡ Roster Management; and

¡¡ Prior Recommendations Audit.

All audit reports are presented to the relevant operational manager for management responses and then submitted to the Chief Executive and Audit and Risk Committee. Internal Audit follows-up implementation of all review recommendations, and presents updates on implementation to senior management, the Chief Executive and Audit and Risk Committee.

External scrutiny The South West HHS’s operations are subject to regular scrutiny from external oversight bodies. These include, but are not limited to:

¡¡ Australian Council on Healthcare Standards (ACHS)

¡¡ Australian Health Practitioner Regulation Agency

¡¡ Consumer feedback

¡¡ Coronial investigations

¡¡ Crime and Corruption Commission (Queensland)

¡¡ Division of Workplace Health and Safety

¡¡ Medical Colleges

¡¡ National Association of Testing Authorities Australia

¡¡ Office of the Health Ombudsman

¡¡ Patient feedback

¡¡ Population Health

¡¡ Public Service Commission

¡¡ Queensland Audit Office

¡¡ Queensland Ombudsman

¡¡ Queensland Prevocational Medical Accreditation

Consumer feedback Our Health Service is constantly striving to provide the highest possible level of care. Feedback from our patients, families and cares helps drive continuous innovation towards enhanced patient-centred care; and an opportunity for us to review our practices and make improvements where necessary.

In 2016-17 we received 380 pieces of feedback from consumers with 98 complaints (26 per cent) and 282 compliments (74 per cent). In 2017-18 we anticipate capturing a more detailed breakdown of our responses to complaints, including what complaints resulted in further action, what complaints resulted in no further action, what complaints were addressed at the front line and what complaints were addressed at the health service level.

We share compliments with relevant staff and celebrate when we are providing excellent service, as well as look at ways to improve. Feedback from our patients tell us what is important to them:

¡¡ Fast access to reliable health services;

¡¡ Effective treatment delivered by trusted professionals;

¡¡ Participation in decisions and respect for preferences;

¡¡ Clear, comprehensible information;

¡¡ Continuity of care; and

¡¡ Emotional support, empathy and response.

Our consumers have also advised us that communication can be improved across the South West HHS. Through an initiative from our patient experience, we have deployed Communication and Patient Safety (CAPS) training across all facilities and streams in the South West HHS. The CAPS Program aims to lead participants to important realisations about the power of their non-verbal communication, the effect of their own communication style on others, the patient safety risks that flow from poor communication, and the positive benefits for themselves and for patients of doing it better.

Feedback from our consumers and community members help to shape service delivery and provide an opportunity for us to review our practices and make enhancements where necessary.


16-17Compliment

74% (282)

Complaint 26% - (98)

60

Office of the Health Ombudsman Visit At the July 2016 Board Meeting, Mr Robbie Wilson, Executive Director Investigations, Office of the Health Ombudsman presented an overview of the role of the office and the functions undertaken. The Board welcomed the visit, and the

information shared and is committed to ensuring the highest of integrity when managing complaints and implementing recommendations of the Office of the Health Ombudsman.

Queensland Audit Office In 2016-17, the Queensland Audit Office (QAO) conducted cross-service audits which included coverage of our Health Service. Those relevant to our Hospital and Health Service were:

¡¡ Report 3: 2016-17 Follow-up: Monitoring and reporting performance

¡¡ Report 8: 2016-17 Queensland state government: 2015-16 results of financial audits

¡¡ Report 9: 2016-17 Hospital and Health Services: 2015-16 results of financial audits

¡¡ Report 10: 2016-17 Efficient and effective use of high value medical equipment

The South West HHS considered the findings and recommendations contained in these reports and, where appropriate, has commenced acting to implement recommendations or address issues raised.

Public Interest Disclosure In accordance with section 160 of the Hospital and Health Boards Act 2011, the South West HHS is required to include a statement in its Annual Report detailing the disclosure of confidential information in the public interest. There were no disclosures by the South HHS under this provision during 2016-17.

Right to Information Our Health Service values the right of people to access their personal information, as well as to access information about our operations that will give them a better understanding of the decisions we make. We’re working to make it easier to access information about our services, finances, policies, registers and lists, as well as information released through Right to Information requests.

In early 2017, we implemented our publication and disclosure log onto our external website, which will assist in minimising the number of requests for documents, as a wide range of information of a non-personal nature can now be accessed

immediately. Our enhanced website is aligned to the recommendations made in the Desktop Audits 2016-17 – Website Compliance with Right to Information and Information Privacy – Hospital and Health Services audit report, which was tabled in Parliament on 21 March 2017.

The Right to Information Act 2009 (Qld) is a mechanism by which the public may apply for administrative, financial, personnel documents not normally available to them.

For further information about applying, please follow the following link: https://www.health.qld.gov.au/system-governance/contact-us/access-info/rti-application

Karl Owczarek, Clinical Nurse Telehealth


61

At South West HHS we respect the privacy of our patients and their families; and we are subject to privacy and confidentiality legislation which sets the standards for how we handle your personal information. We maintain strict security policies and practices, aligned with the National Privacy Principles.

Whilst your medical record is the property of the Hospital and Health Service, you can access your information under the provisions of the Information Privacy Act 2009 (Qld).

For further information about privacy and confidentiality, or to access your information, please follow the following link: https://www.health.qld.gov.au/system-governance/contact-us/access-info/privacy-contacts#sw

Records Management The South West HHS creates, receives and keeps clinical and business records to support legal, community, and stakeholder requirements. Business and clinical records exist in physical and digital formats.

We are responsible for the management and safe custody of administrative records in accordance with section 8 of the Public Records Act 2002 (Qld) and Queensland Government Information Standard: 40 Recordkeeping and Queensland Government Information Standard: 31 Retention and Disposal of Public Records.

Our Health Service seeks to comply with the General Retention and Disposal Schedule for Administrative Records, Version 7, Queensland State Archives (26 March 2014).

Building and maintaining best practice record keeping is the responsibility of all employees and we are undertaking improvement of our record keeping practices to ensure records management is embedded into work practices. This includes:

¡¡ ongoing training and awareness of the records management procedure;

¡¡ development training of record keeping tools;

¡¡ investigation of online learning modules;

¡¡ supporting employees in their information management and record keeping roles;

¡¡ ongoing support and assistance to individual staff, including advice, one on one meetings on records management practices; and

¡¡ developing checklists to assist employees to quickly perform required record keeping tasks.

Clinical recordsSystems are in place to ensure paper records are appropriately stored, secured from unauthorised access and protected from environmental threats. In addition, Health Information Services have procedures and work instructions in place that ensure compliance with the Health Sector (Clinical Records) Retention and Disposal Schedule, QDAN 683 Version 1.


62

FinancialsSouth West Hospital and Health Service

Financial Statements

30 June 2017

General InformationThese financial statements cover the South West Hospital and Health Service (South West HHS).

The South West Hospital Health Service was established on 1 July 2012 as a statutory body under the Hospital and Health Boards Act 2011.

The Hospital and Health Service is controlled by the State of Queensland which is the ultimate parent.

The head office and principal place of business of South West HHS is:

44-46 Bungil Street Roma QLD 4455

For information in relation to the Hospital and Health Service’s financial statements please visit the website www.health.qld.gov.au/southwest/

Statement of Comprehensive Income 64

Statement of Financial Position 65

Statement of Changes in Equity 66

Statement of Cash Flows 67

Notes to the Financial Statements 68

Management Certificate 101

Independent Auditor’s Report 102

Contents

63


Statement of Comprehensive IncomeFor the year ended 30 June 2017South West Hospital and Health Service

Statement of Comprehensive Income

For the year ended 30 June 2017

The accompanying notes form part of these statements. 2

Note 2017 2016

$'000 $'000

Revenue

User charges 2 10,290 8,930

Public health services funding 3 122,372 115,257

Grants and other contributions 4 7,174 7,926

Interest 24 19

Other revenue 5 1,131 393

Gains on disposal minor assets 1 5

Total revenue 140,992 132,530

Expenses

Employee expenses 6 (10,723) (8,827)

Health service labour expenses 7 (73,718) (68,021)

Supplies and services 10 (46,746) (44,228)

Depreciation and amortisation (6,314) (6,658)

Impairment of receivables (80) (115)

Other expenses 11 (1,811) (1,842)

Total expenses (139,392) (129,691)

Operating result 1,600 2,839

Other comprehensive income

Items that will not be reclassified subsequently to operating result

Increase/(decrease) in asset revaluation surplus 17 29 (5,167)

Other comprehensive income for the year 29 (5,167)

Total comprehensive income for the year 1,629 (2,328)

The accompanying notes form part of these statements.

64

Financial Statements 2016-17

Statement of Financial PositionAs at 30 June 2017


Statement of Financial Position

As at 30 June 2017


Note 2017 2016

$'000 $'000

Assets

Current assets

Cash and cash equivalents 12 16,721 18,256

Receivables 13 2,387 3,167

Inventories 743 723

Other 35 38

Total current assets 19,886 22,184

Non-current assets

Property, plant and equipment 14 92,000 89,665

Total non-current assets 92,000 89,665

Total assets 111,886 111,849

Liabilities

Current liabilities

Payables 15 9,791 8,602

Accrued employees benefits 254 207

Unearned revenue 200 -

Total current liabilities 10,245 8,809

Total liabilities 10,245 8,809

Net assets 101,641 103,040

Equity

Contributed equity 80,129 83,157

Asset revaluation surplus 17 5,283 5,254

Retained surplus 16 16,229 14,629

Total equity 101,641 103,040


65


Statement of Changes in EquityFor the year ended 30 June 2017South West Hospital and Health Service

Statement of Changes in Equity



Contributed

equity

Asset revaluation

surplus Retained

surplus Total

equity

$’000 $’000 $’000 $’000

Balance at 1 July 2015 81,706 10,421 11,790 103,917

Operating result for the year - - 2,839 2,839

Other comprehensive income for the year - (5,167) - (5,167)

Total comprehensive income for the year - (5,167) 2,839 (2,328)

Transactions with owners in their capacity as owners: Net assets received (transferred during year via machinery-of-Government change) 3,748 - - 3,748 Non appropriated equity injections (Minor Capital Works) 4,181 - - 4,181 Non appropriated equity withdrawals (Depreciation funding) (6,478) - - (6,478)

Balance at 30 June 2016 83,157 5,254 14,629 103,040

Contributed

equity

Asset revaluation

surplus Retained

surplus Total

equity

$’000 $’000 $’000 $’000

Balance at 1 July 2016 83,157 5,254 14,629 103,040

Operating result for the year - - 1,600 1,600

Other comprehensive income for the year - 29 - 29

Total comprehensive income for the year - 29 1,600 1,629

Transactions with owners in their capacity as owners: Net assets received (transferred during year via machinery-of-Government change) 1,080 - - 1,080 Non appropriated equity injections (Minor Capital Works) 2,206 - - 2,206 Non appropriated equity withdrawals (Depreciation funding) (6,314) - - (6,314)

Balance at 30 June 2017 80,129 5,283 16,229 101,641


66


Statement of Cash FlowsAs at 30 June 2017South West Hospital and Health Service

Statement of Cash Flows



2017 2016

Note $'000 $'000

Cash flows from operating activities

Inflows

User charges 11,040 7,165

Public health services funding 116,225 108,639

Grants and other contributions 7,168 7,926

Interest receipts 24 19

GST input tax credits from ATO 2,101 3,204

GST collected from customers 63 79

Other receipts 1,568 713

Outflows

Employee expenses (10,676) (8,785)

Health service labour expenses (73,304) (68,117)

Supplies and services (46,347) (45,760)

Grants and subsidies - -

GST paid to suppliers (2,358) (3,120)

GST remitted to ATO (78) (71)

Other payments (1,609) (1,486)

Net cash from/(used by) operating activities 18 3,817 406

Cash flows from investing activities

Inflows

Proceeds from sale of property, plant and equipment 11 24

Outflows

Payments for property, plant and equipment (7,569) (1,947)

Net cash from/(used by) investing activities (7,558) (1,923)

Cash flows from financing activities

Inflows

Equity injections 2,206 4,181

Outflows

Equity withdrawals - -

Net cash from/(used by) financing activities 2,206 4,181

Net increase/(decrease) in cash held (1,535) 2,664

Cash and cash equivalents at the beginning of the financial year 18,256 15,592

Cash and cash equivalents at the end of the financial year 16,721 18,256


67

69

73

73

73

74

74

75

76

85

86

86

87

87

88

92

92

92

93

93

95

95

95

96

96

97

100


Notes to the Financial Statements 2016-2017For the year ended 30 June 2017


Notes to the Financial Statements


6

Note 1. Basis for preparation and other accounting policies ........................................................................................ 7

Note 2. User charges ................................................................................................................................................. 11

Note 3. Public health services funding ....................................................................................................................... 11

Note 4. Grants and other contributions ...................................................................................................................... 11

Note 5. Other revenue ................................................................................................................................................ 12

Note 6. Employee expenses ...................................................................................................................................... 12

Note 7. Health service labour expenses .................................................................................................................... 13

Note 8. Key management personnel disclosures ....................................................................................................... 14

Note 9. Related Party Transactions ........................................................................................................................... 23

Note 10. Supplies and services .................................................................................................................................. 24

Note 11. Other expenses ........................................................................................................................................... 24

Note 12. Cash and cash equivalents ......................................................................................................................... 25

Note 13. Receivables ................................................................................................................................................. 25

Note 14. Property, plant and equipment .................................................................................................................... 26

Note 15. Payables ...................................................................................................................................................... 30

Note 16. Retained surplus reconciliation .................................................................................................................... 30

Note 17. Asset revaluation surplus by class .............................................................................................................. 30

Note 18. Reconciliation of operating result to net cash provided by operating activities ........................................... 31

Note 19. Financial instruments ................................................................................................................................... 31

Note 20. Contingencies .............................................................................................................................................. 33

Note 21. Commitments ............................................................................................................................................... 33

Note 22. Restricted assets ......................................................................................................................................... 33

Note 23. Fiduciary trust transactions and balances ................................................................................................... 34

Note 24. Associates ................................................................................................................................................... 34

Note 25. Budget vs actuals comparison ..................................................................................................................... 35

Note 26. Subsequent events ...................................................................................................................................... 38

68


Notes to the Financial Statements 2016-2017For the year ended 30 June 2017South West Hospital and Health Service



7

Note 1. Basis for preparation and other accounting policies

Basis of Financial Statement preparation

1(a) Statement of compliance The Hospital and Health Service has prepared these financial statements in compliance with section 62 (1) of the Financial Accountability Act 2009 and section 43 of the Financial and Performance Management Standard 2009.

These financial statements are general purpose financial statements, and have been prepared on an accrual basis in accordance with Australian Accounting Standards and Interpretations. In addition, the financial statements comply with Queensland Treasury’s Minimum Reporting Requirements for the year ending 30 June 2017, and other authoritative pronouncements.

With respect to compliance with Australian Accounting Standards and Interpretations, as the Hospital and Health Service is a not-for-profit statutory body it has applied those requirements applicable to not-for-profit entities. Except where stated, the historical cost convention is used.

1(b) The reporting entity The financial statements include the value of all revenues, expenses, assets, liabilities and equity of South West Hospital and Health Service (South West HHS). South West HHS does not control any other entities (see Note 24 – Associates).

1(c) Issuance of Financial Statements The financial statements are authorised for issue by the Chair of the Hospital and Health Board, the Chief Executive and the Executive Director Finance and Business Services of South West HHS.

1(d) Critical accounting judgement and key sources of estimation uncertainty The preparation of financial statements necessarily requires the determination and use of certain critical accounting estimates, assumptions and management judgements that have the potential to cause a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Such estimates, judgements and underlying assumptions are reviewed on an ongoing basis. Historical experience and other factors that are considered to be relevant are reviewed on an ongoing basis.

Revisions to accounting estimates are recognised in the period in which the estimate is revised and future periods as relevant.

Estimates and assumptions that have a potential significant effect are outlined in the following financial statement notes:

- Impairment of receivables – Note 13

- Property, plant and equipment – Note 14

- Contingencies – Note 20

1(e) Rounding and comparatives Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest $1,000 or, where that amount is $500 or less, to zero, unless disclosure of the full amount is specifically required. Comparative information has been reclassified where required for consistency with the current year’s presentation.

Other accounting policies

1(f) Administrative arrangements Transfer of assets on practical completion

In 2014-15, the Minister for Health signed an enduring designation of transfer for property, plant and equipment between Hospital and Health Services and the Department of Health. This transfer is recognised through equity when both entities agree in writing to the transfer. During the 2016-17 financial year a number of assets have been transferred under this arrangement. (Refer Note 14).

2017 2016

$'000 $'000

Transfer in - practical completion of projects from the Department of Health* 1,146 3,660

Net transfer of property, plant and equipment to/from the Department of Health (66) 88

1,080 3,748

* Construction of major health infrastructure continues to be managed and funded by the Department of Health. Upon practical completion of a project, assets are transferred from the Department of Health to South West HHS. This note relates to transfers to/from Department of Health only – transfers to departments other than Department of Health are not included.

69





8

Note 1. Basis for preparation and other accounting policies (continued)

1(g) Inventories Inventories consist mainly of medical supplies held for distribution in hospitals and are provided to public admitted patients free of charge except for pharmaceuticals which are provided at a subsidised rate. Inventories are valued at the lower of cost and net realisable value. Cost is assigned on a weighted average cost.

1(h) Taxation South West HHS is a State body as defined under the Income Tax Assessment Act 1936 and is exempt from Commonwealth taxation with the exception of Fringe Benefits Tax (FBT) and Goods and Services Tax (GST). The Australian Taxation Office has recognised the Queensland Department of Health and the sixteen Hospital and Health Services as a single taxation entity for reporting purposes.

1(i) New accounting standards and interpretations South West HHS did not voluntarily change any of its accounting policies during 2016-17.

There have been no Australian Accounting Standards early adopted for 2016-17.

The only Australian Accounting Standard that became effective for the first time in 2016-17, and materially impacted South West HHS financial statements, is AASB 124 Related Party Disclosures. This standard requires disclosures about key management personnel (KMP) remuneration expenses and other related party transactions and does not impact on financial statement line items. As Queensland Treasury already required disclosure of KMP remuneration expenses, there was minimal impact on South West HHS disclosures compared to 2015-16 (refer to Note 8). Material related party transactions for 2016-17 are disclosed in Note 9.

At the date of authorisation of the financial report, the following new or amended Australian Accounting Standards are expected to impact on the South West HHS in future periods. The potential effect of the revised Standards and Interpretations on the Hospital and Health Service financial statements is outlined in general terms below however a full review has not yet been completed. South West HHS is not permitted to early adopt new or amended accounting standards ahead of the specified commencement date unless approval is obtained from Queensland Treasury. South West HHS will apply the following standards and interpretations in accordance with their respective commencement dates.

The following new and revised standards apply to future reporting periods beginning on or after 1 January 2017:

- AASB 9 Financial Instruments

- AASB 15 Revenue from Contracts with Customers

- AASB 16 Leases

- AASB 1058 Income for Not-for-Profit Entities

- AASB 2014-5 Amendments to Australian Accounting Standards arising from AASB 15

- AASB 2015-8 Amendments to Australian Accounting Standards – Effective Date of AASB 15

- AASB 2016-2 Amendments to Australian Accounting Standards Disclosure Initiative: Amendments to AASB 107

- AASB 2016-3 Amendments to Australian Accounting Standards – Clarifications to AASB 15

- AASB 2016-4 Amendments to Australian Accounting Standards – Recoverable Amount of Non-Cash Generating Specialised Assets for Not-for-Profit Entities

- 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

- AASB 2017-1 Amendments to Australian Accounting Standards – Transfer of Investment Property, Annual Improvements 2014-16 Cycle and Other Amendments

- AASB 2017-2 Amendments to Australian Accounting Standards – Further Annual Improvements 2014-16 Cycle

70






9

Note 1. Basis for preparation and other accounting policies (continued) AASB 9 Financial Instruments and AASB 2014-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2014) will become effective for reporting periods beginning on or after 1 January 2018. The main impacts of these standards on South West HHS are that they will change the requirements for the classification, measurement and disclosures associated with South West HHS financial assets. Pursuant to AASB 9, financial assets can only be measured at amortised cost if two conditions are met. • the asset must be held within a business model whose objective is to hold assets in order to collect contractual cash flows;

and • the contractual terms of the asset gives rise to cash flows that are solely payments of principal and interest on the principal

amount outstanding. The only financial asset currently disclosed at amortised cost is receivables and as they are short term in nature, the carrying amount is expected to be a reasonable approximation of fair value so the impact of this standard on the receivables balance is expected to be minimal.

Another impact of AASB 9 relates to calculating impairment losses for South West HHS receivables. Assuming no substantial change in the nature of South West HHS receivables, as they don’t include a significant financing component, impairment losses will be determined according to the amount of lifetime expected credit losses. On initial adoption of AASB 9, South West HHS will need to determine the expected credit losses for its receivables by comparing the credit risk at that time to the credit risk that existed when those receivables were initially recognised. As the receivables are short term in nature, the impact of this is expected to be minimal.

AASB 2016-2 Amendments to Australian Accounting Standards – Disclosure Initiative: Amendments to AASB 107 will be effective from South West HHS financial statements for 2017-18. This standard will require additional disclosures to enable the reader to evaluate changes in liabilities arising from financing activities. These disclosures will include both cash flows and non-cash changes between the opening and closing balance of the relevant liabilities and be disclosed by way of a reconciliation in the notes to the Statement of Cash Flows.

AASB 16 Leases will become effective for reporting periods beginning on or after 1 January 2019. When applied, the standard supersedes AASB 117 Leases, AASB Interpretation 4 Determining whether an Arrangement contains a Lease, AASB Interpretation 115 Operating Leases – Incentives and AASB Interpretation 127 Evaluating the Substance of Transactions Involving the Legal Form of a Lease.

Unlike AASB 117 Leases, AASB 16 introduces a single lease accounting model for lessees. Lessees will be required to recognise a right-of-use asset (representing rights to use the underlying leased asset) and a liability (representing the obligation to make lease payments) for all leases with a term of more than 12 months, unless the underlying assets are of low value.

In effect, the majority of operating leases (as defined by the current AASB 117) will be reported on the Statement of Financial Position under AASB 16. There will be a significant increase in assets and liabilities for agencies that lease assets. The impact on the reported assets and liabilities would be largely in proportion to the scale of the agency’s leasing activities.

The right-of-use asset will be initially recognised at cost, consisting of the initial amount of the associated lease liability, plus any lease payments made to the lessor at or before the commencement date, less any lease incentive received, the initial estimate of restoration costs and any initial direct costs incurred by the lessee. The right-of-use asset will give rise to a depreciation expense.

The lease liability will be initially recognised at an amount equal to the present value of the lease payments during the lease term that are not yet paid. Current operating lease rental payments will no longer be expensed in the Statement of Comprehensive Income. They will be apportioned between a reduction in the recognised lease liability and the implicit finance charge (the effective rate of interest) in the lease. The finance cost will be recognised as an expense.

AASB 16 allows a ‘cumulative approach’ rather than full retrospective application to recognising existing operating leases. If a lessee chooses to apply the ‘cumulative approach’, it does not need to restate comparative information. Instead, the cumulative effect of applying the standard is recognised as an adjustment to the opening balance of accumulated surplus (or other component of equity, as appropriate) at the date of initial application. South West HHS will await further guidance from Queensland Treasury on the transitional accounting method to be applied.

South West HHS has not yet quantified the impact on the Statement of Comprehensive Income or the Statement of Financial Position of applying AASB 16 to its current operating leases, including the extent of additional disclosure required.

71






10

Note 1. Basis for preparation and other accounting policies (continued) AASB 1058 Income for Not-for-Profit Entities and AASB 15 Revenue from Contracts with Customers will first apply to South West HHS financial statements for 2019-20. These standards re-define the way in which revenue is recognised, particularly for Not-for-Profit entities. South West HHS has not yet completed a detailed analysis of the effect of these new requirements and as such cannot form conclusions about specific significant impacts. Potential future impacts on South West HHS financial statements that are identifiable at this stage are as follows:

• grants received to construct a HHS non-financial asset will be recognised as a liability, and subsequently progressively recognised as revenue as South West HHS satisfies its performance obligations under the grant. At present, such grants are recognised as revenue upfront. These types of grants are not common within the HHS as most funding for non-financial asset construction is received as equity injection.

• under the new standards, other grants currently recognised as revenue upfront may be eligible to be recognised as revenue progressively as the associated performance obligations are satisfied, but only if the associated performance obligations are enforceable and sufficiently specific. Grants with performance obligations that are not enforceable and/or sufficiently specific will not qualify for deferral and will continue to be recognised as revenue as soon as they are controlled. The HHS is yet to evaluate existing grant agreements to determine whether any revenue could be deferred under the new requirements.

• depending on the specific contractual terms, the new requirements may potentially result in a change to the timing of revenue from user charges such that some revenue may need to be deferred to a later reporting period to the extent that the HHS has received cash but has not met its associated obligations (such amounts would be reported as a liability in the meantime). South West HHS has yet to undertake analysis of existing arrangements, but at this stage does not expect a significant impact on present accounting practices.

• a range of new disclosures will also be required by the new standards in respect of the HHS revenue.

All other Australian Accounting Standards and interpretations with future commencement dates are either not applicable to South West HHS activities, or not expected to have a material impact on the financial statements.

72





11

Note 2. User charges

2017 2016

$'000 $'000

Sale of goods and services 2,941 2,208

Hospital fees 7,277 6,666

Rental income 72 56

10,290 8,930

Significant accounting policies Revenue in this category primarily consists of hospital fees, reimbursements of pharmaceutical benefits, charges for private patients and private practice fees which are recognised based on either invoicing for related services or goods provided and/or the recognition of accrued revenue based on estimated volumes of goods or services delivered.

Note 3. Public health services funding

Sharing of funding 2017 2016

National Health Reform State Australian

Government $'000 $'000

$'000 $'000

Block funding 40,444 23,311 63,755 65,012

Depreciation funding 6,314 - 6,314 6,478

General purpose funding 52,303 - 52,303 43,767

Total National Health Reform funding 122,372 115,257

Significant accounting policies Government funding – National Health Reform

Funding revenue is received in accordance with Service Agreements with the Department of Health. The Department of Health purchases delivery of health services based on nationally set funding and efficient pricing models determined by the Independent Hospital Pricing Authority (IHPA). The majority of services are Block funded. South West HHS does not receive any health, teaching, training and research funding.

Depreciation funding

South West HHS receives funding from the Department of Health to cover depreciation costs. However as depreciation is a non-cash expenditure item, the Health Minister has approved a withdrawal of equity by the State for the same amount, resulting in a non-cash revenue and non-cash equity withdrawal.

General purpose funding

South West HHS receives funding from the Department of Health for a variety of programs in accordance with the Service Agreement.

Note 4. Grants and other contributions

2017 2016

$'000 $'000

Australian Government grants

Nursing home grants 4,410 4,835

Home and community care grants 1,248 1,281

Specific purpose 1,029 1,263

Total Australian Government grants 6,687 7,379

Other

Donations 7 56

Other grants 480 491

7,174 7,926

73





12

Note 4. Grants and other contributions (continued) Significant accounting policies Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year in which the Hospital and Health Service obtains control over them.

Contributed assets are recognised at their fair value. Contributions of services are recognised only if the services would have been purchased if they had not been donated and their fair value can be measured reliably. Where this is the case, an equal amount is recognised as revenue and an expense.

South West HHS receives corporate services support from the Department of Health for no cost. Corporate services received include payroll services, accounts payable services, finance transactional services, taxation services, supply services and information technology services. As the fair value of these services is unable to be estimated reliably, no associated revenue and expense is recognised in the Statement of Comprehensive Income.

Note 5. Other revenue

2017 2016

$'000 $'000

Recoveries 217 237

Other 914 156

1,131 393

Note 6. Employee expenses

2017 2016

$'000 $'000

Employee benefits

Wages and salaries 9,227 7,769

Annual leave levy 479 409

Employer superannuation contributions 600 496

Long service leave levy 163 138

Employee related expenses

Redundancies 169 -

Other employee related expenses 85 15

10,723 8,827

2017 2016

Staff No. Staff No.

Number of employees 25.7 21.8

The number of employees includes full-time employees and part-time employees measured on a full-time equivalent basis as at 30 June 2017.

Significant accounting policies Under section 20 of the Hospital and Health Boards Act 2011 (HHB Act) – a Hospital and Health Service can employ health executives, and (where regulation has been passed for the Hospital and Health Service to become a prescribed employer) a person employed previously in the Department of Health, as a health service employee. Where a HHS has not received the status of a “prescribed employer”, non-executive staff working in a HHS legally remain employees of the Department of Health.

South West HHS is not a prescribed employer. As a result of this arrangement, the HHS treats the reimbursements to the Department of Health for departmental employees in these financial statements as health service labour expenses (detailed in Note 7). In addition to the employees contracted from the Department of Health, the South West HHS has engaged employees directly.

The information following relates specifically to the directly engaged employees. South West HHS classifies salaries and wages, rostered days-off, sick leave, annual leave and long service leave levies and employer superannuation contributions as employee benefits in accordance with AASB 119 Employee Benefits. Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at current salary rates. As South West HHS expects such liabilities to be wholly settled within 12 months of reporting date, the liabilities are recognised at undiscounted amounts.

74





13

Note 6. Employee expenses (continued) Workers Compensation

Workers’ compensation insurance is a consequence of employing staff, but is not counted in an employee’s total remuneration package. It is not an employee benefit and is recognised and included as part of Health Service Labour Expenses (Note 7) and not separated between Health Service and Board employees. Employee Benefits and On-Costs Annual leave The Queensland Government’s Annual Leave Central Scheme (ALCS) became operational on 30 June 2008 for departments, commercialised business units, shared service providers and selected not-for-profit statutory bodies. South West HHS was admitted into this arrangement effective 1 July 2013. Under this scheme, a levy is made on South West HHS to cover the cost of an employees annual leave (including leave loading and on-costs). The levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave are claimed from the scheme quarterly in arrears. The Department of Health centrally manages the levy and reimbursement process on behalf of all HHS. No provision for annual leave is recognised in the South West HHS’ financial statements as the liability is held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting. Long service leave Under the Queensland Government’s Long Service Central Leave Scheme, a levy is made on South West HHS to cover the cost of an employees long service leave. The levies are expensed in the period in which they are payable. Amounts paid to employees for long service leave are claimed from the scheme quarterly in arrears. The Department of Health centrally manages the levy and reimbursement process on behalf of the South West HHS. No provision for long service leave is recognised in the South West HHS financial statements as the liability is held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting. Sick leave Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised. As sick leave is non-vesting, an expense is recognised for this leave as it is taken. Superannuation Employer superannuation contributions are paid to QSuper, the superannuation scheme for Queensland Government employees, at rates determined by the Treasurer on the advice of the State Actuary. Contributions are expensed in the period in which they are paid or payable and the South West HHS obligation is limited to its contribution to QSuper. The QSuper scheme has defined benefit and defined contribution categories. The liability for defined benefits is held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector.

Note 7. Health service labour expenses

2017 2016

$'000 $'000

Department of Health - health service employees 73,718 68,021

73,718 68,021

2017 2016

Staff No. Staff No.

Number of health service employees 739 722

The number of health service employees includes full-time employees and part-time employees measured on a full-time equivalent basis as at 30 June 2017.

Significant accounting policies In 2016-17 the South West HHS was not a prescribed employer and accordingly all non-executive staff (excluding senior medical officers and visiting medical officers under direct contract) were employed by the Department of Health. Provisions in the HHB Act enable South West HHS to perform functions and exercise powers to ensure the delivery of its operational plan. Under this arrangement:

- The Department of Health provides employees to perform work for the South West HHS, and acknowledges and accepts its obligations as the employer of these employees.

- South West HHS is responsible for the day to day management of these Department of Health employees.

- South West HHS reimburses the Department of Health for the salaries and on-costs of these employees (including: sick leave, annual leave and long service leave levies and employer superannuation contributions).

75





14

Note 8. Key management personnel disclosures

Key management personnel (KMP) include those positions that had authority and responsibility for planning, directing and controlling the activities of the HHS during 2016-17. South West HHS has determined that individuals acting in these positions on a temporary or relieving basis are only considered to be KMP where they acted in the role for greater than four weeks during the year.

As from 2016-17, the Minister for Health is identified as part of South West HHS KMP, consistent with additional guidance included in the revised version of AASB 124 Related Party Disclosures. The responsible Minister is Hon Cameron Dick, Minister for Health and Minister for Ambulance Services.

Section 74 of the Hospital and Health Boards Act 2011 provides that the contract of employment for health executive staff must state the term of employment, the person's functions and any performance criteria as well as the person's classification level and remuneration package.

Remuneration policy for the South West HHS key executive management personnel is set by direct engagement common law employment contracts. The remuneration and other terms of employment for the key executive management personnel are also addressed by these common law employment contracts. The contracts provide for other benefits including motor vehicles and expense payments such as rental or loan repayments. South West HHS does not have any key executive management personnel employed under an arrangement which includes the potential for performance payments.

For the 2016-17 year, the remuneration of key executive management personnel increased by 2.5 per cent in accordance with government policy. Remuneration packages for key executive management personnel comprise of the following:

Short-term employee benefits Long-term employee benefits

Ministerial remuneration

Ministerial remuneration entitlements are outlined in the Legislative Assembly of Queensland’s Members’ Remuneration Handbook. South West HHS does not bear any cost of remuneration of the Minister. The majority of Ministerial entitlements are paid by the Legislative Assembly, with the remaining entitlements being provided by Ministerial Services Branch within the Department of the Premier and Cabinet. As all Ministers are reported as KMP of the Queensland Government, aggregate remuneration expenses for all Ministers is disclosed in the Queensland General Government and Whole of Government Consolidated Financial Statements as from 2016-17, which are published as part of Queensland Treasury’s Report on State Finances.

Base salary, allowances and leave entitlements expensed for the period

during which the employee occupied the specified position.

Non-monetary benefits including of the provision of motor vehicles and housing

and fringe benefit taxes applicable to other benefits.

Long term employee benefits including long service leave accrued.

Post-employment benefits including superannuation benefits.

Termination benefits. Employment contracts only provide for notice periods

or payment in lieu on termination, regardless of the reason for termination.

76


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

15

No

te 8

. K

ey m

an

ag

em

en

t p

ers

on

ne

l d

isc

los

ure

s (

co

nti

nu

ed

)

201

7

Healt

h S

erv

ice C

hie

f E

xe

cu

tive (

HS

CE

)

Resp

onsib

le f

or

the o

vera

ll le

ad

ers

hip

and

mana

gem

ent

of th

e S

outh

West H

HS

to e

nsure

th

at S

outh

West

HH

S m

eets

its

str

ate

gic

an

d o

pe

ration

al o

bje

ctives.

Th

e H

SC

E is a

ccou

nta

ble

to t

he B

oard

fo

r m

akin

g a

nd

im

ple

me

ntin

g

decis

ions a

bout

the H

ospital a

nd H

ealth S

erv

ice b

usin

ess w

ithin

the

str

ate

gic

fra

me

wo

rk s

et

by

the B

oa

rd.

s24 &

s70

appoin

ted b

y B

oard

und

er

Hospital a

nd H

ealth B

oard

s A

ct 2

01

1 (

Se

ction 7

(3))

. A

pp

oin

ted t

o 5

ye

ar

co

ntr

act in

Augu

st 2

01

4.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Gly

nis

Schultz fro

m 1

1 N

ovem

be

r 201

3

260

20

5

23

-

308

Mic

hael K

erin

: 3 O

cto

ber

20

16 t

o 2

Decem

ber

20

16

(A

cting

) 48

8

1

3

- 60

Ch

ief

Op

era

tio

ns O

ffic

er

(CO

O)

Pro

vid

es s

ingle

poin

t accou

nta

bili

ty f

or

the f

un

ctio

ns o

f in

fra

str

uctu

re a

nd p

lan

nin

g inclu

din

g s

erv

ice p

lan

nin

g, capital w

ork

s p

lannin

g a

nd d

eliv

ery

, fa

cili

ty e

ngin

eeri

ng a

nd m

ain

ten

ance. T

his

positio

n is a

lso

accou

nta

ble

fo

r th

e f

unction

of

the p

rofe

ssio

nal, o

pera

tio

nal and

adm

inis

trative s

up

po

rt s

erv

ices.

HE

S 2

a

pp

oin

ted

un

de

r H

ospital a

nd H

ealth B

oard

s A

ct

20

11

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Mery

l B

rum

pto

n f

rom

17 N

ovem

ber

20

08 t

o 1

9 F

ebru

ary

2017

76

11

1

4

167

259

Wend

y Je

nse

n:

1 A

ugust 2

01

6 to

19 M

arc

h 2

017

(A

ctin

g)

then

perm

an

en

tly

appoin

ted f

rom

20 M

arc

h 2

017

165

14

3

12

-

194

Exec

uti

ve

Dir

ecto

r F

ina

nce a

nd

Bu

sin

ess S

erv

ices (

ED

FB

S)

Resp

onsib

le f

or

mana

gem

ent

an

d o

vers

ight

of

the

Sou

th W

est H

HS

fin

ance f

ram

ew

ork

inclu

din

g f

ina

ncia

l accou

ntin

g p

rocesses,

fin

ancia

l risk m

an

ag

em

ent,

bu

dge

t a

nd r

even

ue s

yste

ms, activity

measu

rem

en

t a

nd r

epo

rtin

g,

perf

orm

an

ce

manag

em

en

t fr

am

ew

ork

s a

nd fin

an

cia

l corp

ora

te g

ove

rna

nce s

yste

ms. T

he E

DF

BS

is a

lso a

ccoun

table

for

the p

rom

otio

n o

f th

e lo

ng t

erm

via

bili

ty o

f th

e H

ospital an

d H

ealth S

erv

ice

.

HE

S 2

app

oin

ted u

nde

r H

ospital a

nd H

ealth B

oard

s A

ct

20

11

fro

m 1

1 A

pril 20

16.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Cra

ig W

alk

er

pe

rman

ently

ap

poin

ted f

rom

11 A

pril 20

16

185

32

4

18

-

239

77


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

16

201

7

Exec

uti

ve

Dir

ecto

r M

ed

ical

Serv

ice

s (

ED

MS

)

Str

ate

gic

an

d p

rofe

ssio

nal re

sp

onsib

ility

for

Sou

th W

est H

HS

medic

al w

ork

forc

e, a

nd

clin

ical g

ove

rnance. T

he E

DM

S lead

s th

e d

evelo

pm

ent

an

d im

ple

me

nta

tion o

f H

ospital an

d H

ealth

Serv

ice w

ide s

tra

tegie

s t

ha

t w

ill e

nsure

th

e m

ed

ical

work

forc

e is a

ligne

d w

ith id

entified s

erv

ice d

eliv

ery

nee

ds,

an

d a

n a

pp

ropria

tely

qu

alif

ied, com

pete

nt

and c

rede

ntiale

d w

ork

forc

e is m

ain

tain

ed.

ME

DF

C2 (

01

) a

pp

oin

ted u

nde

r H

ealth E

mplo

yment

Dire

ctive

No.

7/1

4 e

ffective fro

m 2

2nd

April 20

14.

Medic

al O

ffic

ers

(Q

ue

ensla

nd

He

alth

) A

wa

rd -

Sta

te -

Mod

ern

Aw

ard

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Dr

No

va E

vans: 4 A

pril 20

16

to 2

Octo

ber

20

16

(T

em

pora

rily

app

oin

ted

ME

DC

2 (

03

))

94

11

2

7

- 114

Dr

Ch

risto

ph

er

Buck p

erm

an

ently

appoin

ted fro

m16

Se

pte

mbe

r 201

6

340

31

7

24

-

402

Exec

uti

ve

Dir

ecto

r N

urs

ing

& M

idw

ifery

(E

DO

NM

)

Resp

onsib

le f

or

str

ate

gic

an

d p

rofe

ssio

nal le

ad

ers

hip

of

the

nurs

ing w

ork

fo

rce

. T

he E

DO

NM

le

ads t

he

develo

pm

ent

and

im

ple

men

tation o

f H

ospital an

d H

ealth S

erv

ice w

ide s

tra

tegie

s t

ha

t w

ill e

nsure

th

e n

urs

ing

an

d m

idw

ifery

work

forc

e is a

ligne

d w

ith id

entified s

erv

ice d

eliv

ery

nee

ds.

The E

DO

NM

ensu

res a

n a

pp

ropria

tely

qu

alif

ied a

nd c

om

pete

nt n

urs

ing

an

d m

idw

ifery

wo

rkfo

rce

is m

ain

tain

ed, le

adin

g to t

he

achie

vem

ent o

f clin

ical e

xcelle

nce t

hro

ug

h

edu

cation,

pro

fessio

nal develo

pm

ent

and r

esearc

h.

NR

G1

1.3

(1

) Q

ue

ensla

nd H

ealth

Nu

rse

s &

Mid

wiv

es A

ward

- S

tate

20

12 -

Section B

Public

Hospitals

.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Chris S

mall

from

14 A

ug

ust

20

09

178

-

3

19

-

200

Toni M

urr

ay:

19 S

epte

mb

er

to 2

Octo

ber

201

6 a

nd

5 D

ecem

ber

20

16

to 1

8 D

ecem

ber

20

16 (

Actin

g)

15

15

-

1

- 31

Exec

uti

ve

Dir

ecto

r P

eo

ple

& C

ult

ure

(E

DP

AC

)

Resp

onsib

le f

or

pro

vis

ion o

f le

ad

ers

hip

and

overs

ight

of

hum

an r

eso

urc

es,

occupa

tion

al h

ealth a

nd

sa

fety

fu

nctio

ns,

work

forc

e p

lan

nin

g a

nd d

evelo

pm

ent,

In

dig

eno

us t

rain

ing

an

d d

evelo

pm

ent,

an

d c

ultura

l a

ware

ness p

rogra

ms f

or

the

Hospital a

nd

He

alth S

erv

ice.

DS

O2 T

em

pora

rily

ap

poin

ted u

nd

er

Ho

spital an

d H

ealth B

oard

s A

ct

20

11.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Wend

y Je

nse

n f

rom

26 N

ovem

ber

20

12 to

31

July

20

16

4

- -

- -

4

Raele

ne

Burk

e:

11 J

uly

20

16 t

o 2

1 A

ug

ust 2

01

6 (

Actin

g)

16

2

- 2

- 20

Christo

phe

r H

odgson:

22 A

ugust

2016

to 1

6 F

eb

ruary

20

17

(A

cting

) 66

16

1

7

- 90

Caro

line W

agner:

16 F

ebru

ary

201

7 t

o 2

4 M

arc

h 2

017 (

Actin

g)

42

2

- -

- 44

Robe

rt M

and

er:

22

Marc

h 2

01

7 t

o 3

0 J

une

20

17

40

2

1

5

- 48

78


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

17

201

7

Exec

uti

ve

Dir

ecto

r C

om

mu

nit

y a

nd

All

ied

Healt

h (

ED

CA

H)

Pro

vid

es s

ingle

poin

t accou

nta

bili

ty a

nd

lea

ders

hip

fo

r th

e p

ort

folio

of C

om

munity

an

d A

llie

d H

ealth w

ithin

the

Hospital and

He

alth S

erv

ice.

The p

ositio

n p

rovid

es h

igh level le

ad

ers

hip

, str

ate

gic

dir

ection a

nd a

dvo

cacy

in t

he

pro

fessio

nal

manag

em

en

t of

com

munity

and a

llie

d h

ealth s

erv

ice

s a

cro

ss t

he H

ospital an

d H

ealth S

erv

ice

, in

clu

din

g c

on

trib

utio

n t

o s

tate

-wid

e initia

tives.

Appoin

ted u

nd

er

Dis

tric

t H

ealth

Serv

ice

s A

ward

- S

tate

201

2 in

co

nju

nctio

n w

ith Q

uee

nsla

nd H

ealth F

ram

ew

ork

Aw

ard

- S

tate

2012

and t

he

He

alth P

ractitio

ners

' (Q

ue

ensla

nd

He

alth

) C

ert

ifie

d A

gre

em

ent

(no 2

) 2

01

1 (

HP

EB

2).

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Josh F

reem

an f

rom

5 J

anu

ary

20

15 (

tem

pora

rily

seco

nd

ed t

o a

pro

ject

positio

n fro

m 1

2 M

arc

h 2

01

7)

90

21

2

10

-

123

Vic

kie

Batterh

am

: 21 O

cto

ber

20

16 t

o 3

0 O

cto

ber

20

16 a

nd 7

Decem

be

r to

21 D

ecem

ber

20

16 (

Actin

g)

9

8

- 1

- 18

Annm

ari

e M

cE

rlain

: 13 M

arc

h 2

017

to 1

3 A

pril 2

01

7 a

nd

11

Ma

y to

17 M

ay

20

17 (

Actin

g),

19

Ju

ne 2

017 t

o 3

0 J

un

e

201

7 (

Actin

g)

17

9

- 1

- 27

Louis

a D

uft

y: 1

1 A

pril to

18

Ju

ne 2

017 (

Actin

g)

37

2

1

3

- 43

Nu

rsin

g D

ire

cto

r Q

uali

ty a

nd

Safe

ty (

ND

QS

)

Resp

onsib

le f

or

lea

din

g S

outh

West H

HS

in t

he p

rovis

ion o

f a c

linic

al g

ove

rna

nce f

ram

ew

ork

inclu

din

g a

ccre

ditation,

risk m

anag

em

ent,

rese

arc

h, m

edic

o-le

gal and

mort

alit

y re

vie

w p

rocesses a

nd

clin

ical pe

rfo

rman

ce r

eport

ing

. L

ea

ds

the Q

ualit

y and

Safe

ty U

nit in th

e S

outh

West to

en

sure

a c

ulture

of

safe

ty,

co

ntinu

ous q

ualit

y im

pro

vem

ent,

clin

ical p

ractice

sta

nd

ard

isation a

nd t

he im

ple

me

nta

tion a

nd s

usta

ina

bili

ty o

f th

e N

atio

na

l S

afe

ty a

nd Q

ualit

y H

ealthca

re

Sta

nd

ard

s.

NG

R9.2

(1)

Qu

ee

nsla

nd H

ealth N

urs

es &

Mid

wiv

es A

ward

- S

tate

201

2 -

Section B

Public

Hospitals

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

Ap

po

inte

e

Mo

ne

tary

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Rob

yn B

rum

pto

n f

rom

24 A

ugust 2

00

9

146

9

3

16

-

174

Jan

e P

eete

rs:

12 S

epte

mbe

r 2

01

6 to

10 O

cto

ber

20

16 (

Actin

g)

12

10

-

1

- 23

Lea

nn

e P

att

on: 3

1 O

cto

be

r 2

01

6 to

22 J

an

uary

201

7 a

nd 1

0 A

pril 20

17 t

o 1

8 J

une

20

17

(A

cting

) 34

-

1

4

- 39

Jodie

Turv

ey:

23 J

anua

ry 2

017 t

o 2

6 F

ebru

ary

201

7 (

Actin

g)

20

9

- 1

- 30

79


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

18

201

6

Healt

h S

erv

ice C

hie

f E

xe

cu

tive (

HS

CE

)

Resp

onsib

le f

or

the o

vera

ll le

ad

ers

hip

and

mana

gem

ent

of th

e S

outh

West H

HS

to e

nsure

th

at S

outh

West

HH

S m

eets

its

str

ate

gic

an

d o

pe

ration

al o

bje

ctives.

Th

e H

SC

E is a

ccou

nta

ble

to t

he B

oard

fo

r m

akin

g a

nd

im

ple

me

ntin

g

decis

ions a

bout

the H

ospital a

nd H

ealth S

erv

ice b

usin

ess w

ithin

the

str

ate

gic

fra

me

wo

rk s

et

by

the B

oa

rd.

s24 &

s70

appoin

ted b

y B

oard

und

er

Hospital a

nd H

ealth B

oard

s A

ct 2

01

1 (

Se

ction 7

(3))

. A

pp

oin

ted t

o 5

ye

ar

co

ntr

act in

Augu

st 2

01

4.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Gly

nis

Schultz: fr

om

11 N

ovem

ber

20

13

242

20

5

22

-

289

Phili

p D

avie

s:

27 A

ugust

20

15

to 2

Octo

be

r 2

01

5 (

Actin

g)*

-

- -

- -

-

Ch

ief

Op

era

tio

ns O

ffic

er

(CO

O)

Pro

vid

es s

ingle

poin

t accou

nta

bili

ty f

or

the f

un

ctio

ns o

f in

fra

str

uctu

re a

nd p

lan

nin

g inclu

din

g s

erv

ice p

lan

nin

g, capital w

ork

s p

lannin

g a

nd d

eliv

ery

, fa

cili

ty e

ngin

eeri

ng a

nd m

ain

ten

ance. T

his

positio

n is a

lso

accou

nta

ble

fo

r th

e f

unction

of

the p

rofe

ssio

nal, o

pera

tio

nal and

adm

inis

trative s

up

po

rt s

erv

ices.

HE

S 2

a

pp

oin

ted

un

de

r H

ospital a

nd H

ealth B

oard

s A

ct

20

11

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Mery

l B

rum

pto

n f

rom

17 N

ovem

ber

20

08

169

20

3

16

-

208

Sue L

eg

gate

: 4 A

pril 2

01

6 t

o 2

9 M

ay

2016

22

-

- 3

- 25

Exec

uti

ve

Dir

ecto

r F

ina

nce a

nd

Bu

sin

ess S

erv

ices (

ED

FB

S)

Resp

onsib

le f

or

mana

gem

ent

an

d o

vers

ight

of

the

Sou

th W

est H

HS

fin

ance f

ram

ew

ork

inclu

din

g f

ina

ncia

l accou

ntin

g p

rocesses,

fin

ancia

l risk m

an

ag

em

ent,

bu

dge

t a

nd r

even

ue s

yste

ms, activity

measu

rem

en

t a

nd r

epo

rtin

g,

perf

orm

an

ce

manag

em

en

t fr

am

ew

ork

s a

nd fin

an

cia

l corp

ora

te g

ove

rna

nce s

yste

ms. T

he E

DF

BS

is a

lso a

ccoun

table

for

the p

rom

otio

n o

f th

e lo

ng t

erm

via

bili

ty o

f th

e H

ospital an

d H

ealth S

erv

ice

.

HE

S 2

app

oin

ted u

nde

r H

ospital a

nd H

ealth B

oard

s A

ct

20

11

fro

m 1

1 A

pril 20

16. D

SO

1 u

nde

r H

ospital a

nd H

ealth B

oard

s A

ct

2011

.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Vero

nic

a C

hu

ng

: 2

3 D

ecem

ber

20

14 t

o 2

1 N

ovem

ber

201

5 (

Acting

) 53

6

1

5

- 65

Patr

icia

Byr

nes: 1

3 J

uly

201

5 to

19 J

uly

20

15 (

Actin

g)

5

- -

- -

5

Theo K

oen

de

rs:

19 O

cto

ber

201

5 t

o 1

3 A

pril 201

6 (

Actin

g)

73

10

1

8

- 92

Cra

ig W

alk

er

pe

rman

ently

ap

poin

ted f

rom

11 A

pril 20

16

31

1

1

3

- 36

*Ph

ilip

Da

vie

s w

as a

De

pa

rtm

en

t o

f H

ealth

em

plo

ye

e a

nd

re

ma

ine

d s

uch

duri

ng

this

pe

riod

. S

ou

th W

est

HH

S d

id n

ot re

imb

urs

e t

he

De

pa

rtm

en

t fo

r sa

lary

or

on

-co

sts

rela

tin

g t

o this

actin

g a

rra

ng

em

en

t.

80


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

19

201

6

Exec

uti

ve

Dir

ecto

r M

ed

ical

Serv

ice

s (

ED

MS

)

Str

ate

gic

an

d p

rofe

ssio

nal re

sp

onsib

ility

for

Sou

th W

est H

HS

medic

al w

ork

forc

e, a

nd

clin

ical g

ove

rnance. T

he E

DM

S lead

s th

e d

evelo

pm

ent

an

d im

ple

me

nta

tion o

f H

ospital an

d H

ealth

Serv

ice w

ide s

tra

tegie

s t

ha

t w

ill e

nsure

th

e m

ed

ical

work

forc

e is a

ligne

d w

ith id

entified s

erv

ice d

eliv

ery

nee

ds,

an

d a

n a

pp

ropria

tely

qu

alif

ied, com

pete

nt

and c

rede

ntiale

d w

ork

forc

e is m

ain

tain

ed.

ME

DF

C2 (

01

) a

pp

oin

ted u

nde

r H

ealth E

mplo

yment

Dire

ctive

No.

7/1

4 e

ffective fro

m 2

2nd

April 20

14.

Medic

al O

ffic

ers

(Q

ue

ensla

nd

He

alth

) A

wa

rd -

Sta

te -

Mod

ern

Aw

ard

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Dr

Thom

as G

ibso

n fro

m 2

1 J

anu

ary

20

13,

resig

ned 1

Ap

ril 2

01

6

296

13

6

18

-

333

Dr

De

ep

ak D

oshi: 2

0 J

uly

2015

to

9 A

ugust

20

15 (

Acting)

14

-

- 1

- 15

Dr

No

va E

vans: 4 A

pril 20

16 t

o 3

0 J

un

e 2

016

(T

em

pora

rily

ap

poin

ted M

ED

C2

(0

3))

82

4

2

6

- 94

Exec

uti

ve

Dir

ecto

r N

urs

ing

& M

idw

ifery

(E

DO

NM

)

Resp

onsib

le f

or

str

ate

gic

an

d p

rofe

ssio

nal le

ad

ers

hip

of

the

nurs

ing w

ork

fo

rce

. T

he E

DO

NM

le

ads t

he

develo

pm

ent

and

im

ple

men

tation o

f H

ospital an

d H

ealth S

erv

ice w

ide s

tra

tegie

s t

ha

t w

ill e

nsure

th

e n

urs

ing

an

d m

idw

ifery

work

forc

e is a

ligne

d w

ith id

entified s

erv

ice d

eliv

ery

nee

ds.

The E

DO

NM

ensu

res a

n a

pp

ropria

tely

qu

alif

ied a

nd c

om

pete

nt n

urs

ing

an

d m

idw

ifery

wo

rkfo

rce

is m

ain

tain

ed, le

adin

g to t

he

achie

vem

ent o

f clin

ical e

xcelle

nce t

hro

ug

h

edu

cation,

pro

fessio

nal develo

pm

ent

and r

esearc

h.

NR

G1

1.3

(1

) Q

ue

ensla

nd H

ealth

Nu

rse

s &

Mid

wiv

es A

ward

- S

tate

20

12 -

Section B

Public

Hospitals

.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Chris S

mall

from

14 A

ug

ust

20

09

154

-

3

17

-

174

Ann G

arr

ah

y: 2

1 S

epte

mbe

r 2

01

5 to

11

Octo

be

r 2

01

5 a

nd 4

Jan

uary

201

6 t

o 1

7 J

anu

ary

20

16 (

Acting)

22

-

- 2

- 24

Jan

e P

eete

rs:

14 D

ecem

ber

20

15

to 2

7 D

ecem

ber

20

15

(A

cting)

7

- -

1

- 8

Toni M

urr

ay:

2 M

ay

2016

to

8 M

ay

20

16 (

Acting

) 5

- -

1

- 6

Exec

uti

ve

Dir

ecto

r P

eo

ple

& C

ult

ure

(fo

rmerl

y D

irecto

r P

eo

ple

an

d C

ult

ure

) (E

DP

AC

)

Resp

onsib

le f

or

pro

vis

ion o

f le

ad

ers

hip

and

overs

ight

of

hum

an r

eso

urc

es,

occupa

tion

al h

ealth a

nd

sa

fety

fu

nctio

ns,

work

forc

e p

lan

nin

g a

nd d

evelo

pm

ent,

In

dig

eno

us t

rain

ing

an

d d

evelo

pm

ent,

an

d c

ultura

l a

ware

ness p

rogra

ms f

or

the

Hospital a

nd

He

alth S

erv

ice.

DS

O2 a

pp

oin

ted

un

de

r H

ospital a

nd H

ealth B

oard

s A

ct

20

11. A

O8 D

istr

ict H

ealth S

erv

ices E

mplo

yees A

wa

rd -

Sta

te 2

012.

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Wend

y Je

nse

n f

rom

26 N

ovem

ber

20

12

136

16

3

15

-

170

81


Not

es to

the

Fina

ncia

l Sta

tem

ents

201

6-20

17Fo

r the

yea

r end

ed 3

0 Ju

ne 2

016

So

uth

We

st

Ho

sp

ita

l a

nd

Hea

lth

Se

rvic

e

No

tes

to

th

e F

ina

nc

ial

Sta

tem

en

ts

Fo

r th

e y

ea

r e

nd

ed

30

Ju

ne

20

17

20

201

6

Exec

uti

ve

Dir

ecto

r C

om

mu

nit

y a

nd

All

ied

Healt

h (

ED

CA

H)

Pro

vid

es s

ingle

poin

t accou

nta

bili

ty a

nd

lea

ders

hip

fo

r th

e p

ort

folio

of C

om

munity

an

d A

llie

d H

ealth w

ithin

the

Hospital and

He

alth S

erv

ice.

The p

ositio

n p

rovid

es h

igh level le

ad

ers

hip

, str

ate

gic

dir

ection a

nd a

dvo

cacy

in t

he

pro

fessio

nal

manag

em

en

t of

com

munity

and a

llie

d h

ealth s

erv

ice

s a

cro

ss t

he H

ospital an

d H

ealth S

erv

ice

, in

clu

din

g c

on

trib

utio

n t

o s

tate

-wid

e initia

tives.

Appoin

ted u

nd

er

Dis

tric

t H

ealth

Serv

ice

s A

ward

- S

tate

201

2 in

co

nju

nctio

n w

ith Q

uee

nsla

nd H

ealth F

ram

ew

ork

Aw

ard

- S

tate

2012

and t

he

He

alth P

ractitio

ners

' (Q

ue

ensla

nd

He

alth

) C

ert

ifie

d A

gre

em

ent

(no 2

) 2

01

1 (

HP

EB

2).

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Josh F

reem

an f

rom

5 J

anu

ary

20

15

140

30

3

16

-

189

Annm

ari

e M

cE

rlain

: 1 J

uly

201

5 to

19 J

uly

201

5 (

Acting

) 12

-

- 1

- 13

Nin

ett

e J

oh

nsto

ne:

14 D

ecem

be

r 201

5 t

o 3

Ja

nua

ry 2

016 (

Actin

g)

11

-

- 1

- 12

Nu

rsin

g D

ire

cto

r Q

uali

ty a

nd

Safe

ty (

ND

QS

)

Resp

onsib

le f

or

lea

din

g S

outh

West H

HS

in t

he p

rovis

ion o

f a c

linic

al g

ove

rna

nce f

ram

ew

ork

inclu

din

g a

ccre

ditation,

risk m

anag

em

ent,

rese

arc

h, m

edic

o-le

gal and

mort

alit

y re

vie

w p

rocesses a

nd

clin

ical pe

rfo

rman

ce r

eport

ing

. L

ea

ds

the Q

ualit

y and

Safe

ty U

nit in th

e S

outh

West to

en

sure

a c

ulture

of

safe

ty,

co

ntinu

ous q

ualit

y im

pro

vem

ent,

clin

ical p

ractice

sta

nd

ard

isation a

nd t

he im

ple

me

nta

tion a

nd s

usta

ina

bili

ty o

f th

e N

atio

na

l S

afe

ty a

nd Q

ualit

y H

ealthca

re

Sta

nd

ard

s.

NG

R9.2

(1)

Qu

ee

nsla

nd H

ealth N

urs

es &

Mid

wiv

es A

ward

- S

tate

201

2 -

Section B

Public

Hospitals

S

ho

rt-t

erm

be

nefi

ts (

$'0

00

) O

ther

em

plo

ye

e b

en

efi

ts (

$'0

00

) ($

'000

)

M

on

eta

ry

ex

pe

nse

s

No

n-m

on

eta

ry

ex

pe

nse

s

Lo

ng

term

ex

pe

nse

s

Po

st

em

plo

ye

e

ex

pe

nse

s

Term

inati

on

be

ne

fits

T

ota

l

Rob

yn B

rum

pto

n f

rom

24 A

ugust 2

00

9

142

9

3

15

-

169

Ann J

akin

s: 5 O

cto

ber

201

5 t

o 1

8 O

cto

ber

20

15

(A

cting

) 5

- -

1

- 6

Sally

an

ne N

ort

h:

18 J

anu

ary

20

16

to 1

4 F

eb

rua

ry 2

016 (

Actin

g)

15

-

- 1

- 16

82





21

Note 8. Key management personnel disclosures (continued) Board Remuneration

The South West HHS is independently and locally controlled by the South West Hospital and Health Board (Board). The Board appoints the Health Service Chief Executive and exercises significant responsibilities at a local level; including controlling the financial management of the Service and the management of the HHS land and buildings (section 7 Hospital and Health Boards Act 2011).

Composition of the Board and remuneration paid to Board members was as follows:

2017 Short-term benefits

Monetary

expenses*

Non-

monetary

expenses

Post-

employment

expenses Total

($'000) ($'000) ($'000) ($'000)

Chairperson

Mr Jim McGowan AM: 18 May 2017 - 17 May 2019 8 - 1 9

Chairperson

Mr Lindsay Godfrey: 18 May 2013 - 17 May 2017 71 - 6 77

Deputy Chairperson (Board Member)

Mr Richard Moore: 29 June 2012 - 17 May 2017 36 - 4 40

Board member

Ms Heather Hall: 27 July 2012 - 17 May 2019 39 - 4 43

Board member

Ms Claire Alexander: 26 June 2015 - 17 May 2019 46 9 4 59

Board member

Dr John Scott: 26 June 2015 - 17 May 2018 39 - 4 43

Board member

Ms Fiona Gaske: 26 June 2015 - 17 May 2018 41 - 4 45

Board member

Mr Ray Chandler: 18 May 2017 - 17 May 2018 4 - - 4

Board member

Ms Karen Tully: 18 May 2017 - 17 May 2018 5 - - 5

Board member

Mr Stewart Gordon: 18 May 2017 - 17 May 2018 4 - 1 5

Board member

Mr James Hetherington: 7 September 2012 - 17 May 2017 39 - 4 43

Board member

Mrs Karen Prentis: 29 June 2012 - 17 May 2017 36 - 3 39

* Monetary expenses include travel reimbursement.

83





22

Note 8. Key management personnel disclosures (continued) Board Remuneration (continued)

2016 Short-term benefits

Post-

employment

expenses

Monetary

expenses*

Non-

monetary

expenses Total

($'000) ($'000) ($'000) ($'000)

Chairperson

Mr Lindsay Godfrey: 18 May 2013 - 17 May 2017 82 - 8 90

Deputy Chairperson (Board Member)

Mr Richard Moore: 29 June 2012 - 17 May 2017 37 - 3 40

Board member

Ms Heather Hall: 27 July 2012 - 17 May 2019 36 - 3 39

Board member

Mr James Hetherington: 7 September 2012 - 17 May 2017 44 - 4 48

Board member

Dr John Scott: 26 June 2015 - 17 May 2018 35 - 3 38

Board member

Ms Fiona Gaske: 26 June 2015 - 17 May 2018 40 - 4 44

Board member

Mrs Karen Prentis: 29 June 2012 - 17 May 2017 38 - 5 43

Board member

Ms Claire Alexander: 26 June 2015 - 17 May 2019 39 - 3 42

Board member

Ms Alexandra Donoghue: 26 June 2015 - 17 May 2016 35 - 3 38

* Monetary expenses include travel reimbursement.

84





23

Note 9. Related Party Transactions

Transactions with people/entities related to Key Management Personnel South West HHS has a commercial arrangement to purchase gas from a rural supplies business jointly owned by a Board member and their domestic partner. The pricing and trade terms available to South West HHS are consistent with other customers of the business. During 2016-17 South West HHS recorded gas expenses of $6,663.41 (GST exclusive) purchased from this business during 2016-17. There were no amounts receivable or payable at 30 June 2017 in relation to this arrangement.

Transactions with Queensland Government controlled entities South West HHS is controlled by its ultimate parent entity, the State of Queensland. All State of Queensland controlled entities meet the definition of a related party in AASB 124 Related Party Disclosures.

Department of Health

Procurement of public hospital services

South West HHS receives funding in accordance with a service agreement with the Department of Health as outlined in Note 3. The Department of Health receives its revenue from the Queensland Government (majority of funding) and the Commonwealth. South West HHS is funded for eligible services through block funding.

The funding from Department of Health is provided predominantly for specific public health services purchased by the Department from South West HHS in accordance with a service agreement between the Department and South West HHS. The service agreement is reviewed periodically and updated for changes in services delivered by Hospital and Health Service.

Health Service employees

As outlined in Note 7, South West HHS is not a prescribed employer and South West HHS health service employees are employed by the Department of Health and contracted to work for South West HHS.

Services received below fair value

Any associated South West HHS business expenses paid by Department of Health on behalf of South West HHS for providing these services are recouped by the Department of Health.

Queensland Treasury Corporation South West HHS has accounts with the Queensland Treasury Corporation (QTC) for general trust monies and aged care refundable deposits. South West HHS receives interest on these deposits from QTC as outlined in Note 12.

Department of Housing and Public Works South West HHS pays rent to the Department of Housing and Public Works for a number of properties used for employee accommodation, offices etc. In addition, the Department of Housing and Public Works provides vehicle fleet management services (Qfleet) to South West HHS.

Inter HHS Payments to and receipts from other Hospital and Health Services occur to facilitate the transfer of patients, drugs, staff and other incidentals.

Other Grants are also received from other governments departments and related parties but they are not individually significant transactions.

Transactions with non-Queensland Government controlled entities As disclosed in Note 24, South West HHS is a participant in the Western Queensland Primary Health Network and is a shareholder of Western Queensland Primary Care Collaborative Ltd (WQPCC).

During the 2016-17 financial year the WQPCC and South West HHS entered into service agreements whereby WQPCC provided funds for the delivery of a Healthy Ageing program at various locations within the South West HHS area and provision of visiting Physiotherapy services in to the communities of Cunnamulla and Wallumbilla. During the year South West HHS received revenue of $61,000 for the delivery of physiotherapy services and $263,468 for the provision of the Healthy Ageing program. There were no amounts receivable or payable by either party in relation to these agreements at 30 June 2017.

85





24

Note 10. Supplies and services

2017 2016

$'000 $'000

Building services 792 840

Catering and domestic supplies 1,538 1,352

Clinical supplies and services 2,751 2,424

Communications 659 574

Computer services 1,918 1,662

Consultants and contractors 13,226 15,607

Pharmaceutical supplies 1,584 1,064

Electricity and other energy 2,128 1,936

Minor works including plant and equipment 429 179

Motor vehicles 160 135

Operating lease rentals 1,885 1,764

Other travel 2,345 2,203

Outsourced supplies and services 2,268 701

Pathology, blood and parts 1,406 1,172

Patient transport 4,494 4,435

Patient travel 2,055 2,174

Repairs and maintenance 5,030 4,175

Other 2,078 1,831

46,746 44,228

Note 11. Other expenses

2017 2016

$'000 $'000

Advertising 89 59

Audit fees 421 607

Insurance 766 728

Inventory written off 57 67

Losses from the disposal of non-current assets 25 72

Other 298 135

Legal costs 154 163

Special payments - ex-gratia payments 1 11

1,811 1,842

Significant accounting policies The Department of Health insures property and general losses above a $10,000 threshold through the Queensland Government Insurance Fund (QGIF). Medical indemnity (formerly known as health litigation) payments above a $20,000 threshold and associated legal fees are also insured through QGIF. For the 2016-17 year, the premium was allocated to each HHS according to the underlying risk of an individual insured party. South West HHS is required to pay the excess of $10,000 or $20,000 per event for property and general losses or medical indemnity claims respectively. The Under Treasurer’s approval has been obtained for entering into insurance contracts.

Other includes miscellaneous hardware supplies and sundry expenditure across all sites, along with facility fee payments to Private Medical Practices.

Special payments represent ex-gratia payments that South West HHS is not contractually or legally obliged to make to other parties. South West HHS did not make any payments over $5,000 during the 2016-17 financial year.

Total external audit fees payable to the Queensland Audit Office relating to the 2016-17 financial year are estimated to be

$143,000 (2016: $143,000) including out of pocket expenses. There are no non-audit services included in this amount.

South West HHS does not have an Internal Audit team and outsources this function to an external agency. Internal audit fees

for 2016-17 were $145,790 (2016: $143,000). Other audit fees during 2016-17 included an accreditation audit ($122,088) and

coding audits.

86






25

Note 12. Cash and cash equivalents

2017 2016

$'000 $'000

Imprest accounts 7 7

Cash at bank* 16,034 17,696

QTC cash funds* 680 553

16,721 18,256

*Refer Note 22 Restricted assets.

South West HHS operating bank accounts are grouped as part of a Whole-of-Government (WoG) banking arrangement, and do not earn interest on surplus funds nor is it charged interest or fees for accessing its approved cash debit facility. Any interest earned on the WoG arrangement accrues to the Consolidated Fund.

General trust bank accounts and term deposits, included in QTC cash funds above, do not form part of the WoG banking arrangement and incur fees as well as interest. Cash deposited with Queensland Treasury Corporation earns interest, calculated on a daily basis reflecting market movements in cash funds as determined by Queensland Treasury Corporation. Rates achieved throughout the year range between 2.47% to 2.93% (2016: 2.71% to 3.05%).

Significant accounting policies For the purposes of the Statement of Financial Position and the Statement of Cash Flows, cash assets include all cash and cheques receipted but not banked at 30 June as well as deposits at call with financial institutions and cash debit facility.

Debit facility

South West HHS has access to a $1 million debit facility approved by Queensland Treasury which was fully un-drawn at 30 June 2017 (2016: $1 million).

Note 13. Receivables

2017 2016

$'000 $'000

Trade debtors 1,989 3,015

Payroll receivables 4 4

Less: Allowance for impairment (182) (156)

1,811 2,863

GST receivables 583 326

GST payable (7) (22)

576 304

2,387 3,167

Significant accounting policies Trade debtors are recognised at their carrying value less any impairment. The recoverability of trade debtors is reviewed on an ongoing basis at an operating unit level. Trade receivables are generally settled within 120 days. (Refer Note 19.)

Movement in the provision for impairment 2017 2016

$'000 $'000

Opening balance 156 102

Amounts written off during the year (55) (61)

Increase/(Decrease) in allowance recognised in operating result 81 115

Closing balance 182 156

87





26

Note 14. Property, plant and equipment

2017 Land Land Buildings Buildings Plant and

equipment

Capital works in progress Total

Categorisation of fair value hierarchy Level 2 Level 3 Level 2 Level 3

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

Gross value 311 5,288 426 210,099 19,086 2,163 237,373

Less: Accumulated depreciation - - (34) (135,025) (10,314) - (145,373) Carrying amount at end of period 311 5,288 392 75,074 8,772 2,163 92,000

Movement

Carrying amount at start of period 311 5,320 413 76,005 7,305 311 89,665 Reclassification between Level 2 and Level 3 - - - - - - - Acquisitions major infrastructure transfers - - - - - - -

Acquisitions - - - - 2,800 4,775 7,575

Disposals - - - - (35) - (35) Revaluation increments/(decrements) - - - 29 - - 29 Transfers in from Department of Health - - - 1,146 - - 1,146 Transfers out - Machinery of Government (MoG) - (32) - (18) (16) - (66)

Transfers between classes - - - 2,923 - (2,923) -

Depreciation expense - - (21) (5,011) (1,282) - (6,314) Carrying amount at end of period 311 5,288 392 75,074 8,772 2,163 92,000

2016 Land Land Buildings Buildings Plant and

equipment

Capital works in progress Total

Categorisation of fair value hierarchy Level 2 Level 3 Level 2 Level 3

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

Gross value 311 5,320 426 206,332 17,879 311 230,579

Less: Accumulated depreciation - - (13) (130,327) (10,574) - (140,914) Carrying amount at end of period 311 5,320 413 76,005 7,305 311 89,665

Movement

Carrying amount at start of period 311 5,320 434 81,952 7,662 192 95,871 Reclassification between Level 2 and Level 3 - - - - - - - Acquisitions major infrastructure transfers - - - - - - -

Acquisitions - - - 45 1,102 800 1,947

Disposals - - - - (76) - (76) Revaluation increments/(decrements) - - - (5,167) - - (5,167) Transfers in from Department of Health - - - 3,660 88 - 3,748 Transfers out - Machinery of Government (MoG) - - - - - - -

Transfers between classes - - - 681 - (681) -

Depreciation expense - - (21) (5,166) (1,471) - (6,658) Carrying amount at end of period 311 5,320 413 76,005 7,305 311 89,665

88






27

Note 14. Property, plant and equipment (continued)

Significant accounting policies Acquisition of assets

Actual cost is used for the initial recording of all non-current physical asset acquisitions. Cost is determined as the value given as consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, including architects’ fees and engineering design fees. However, any training costs are expensed as incurred. Items or components that form an integral part of an asset are recognised as a single (functional) asset.

Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland Government entity, are recognised at their fair value at the date of acquisition in accordance with AASB 116 Property, Plant and Equipment.

South West HHS holds property, plant and equipment in order to meet its core objective of providing quality healthcare that Queenslanders value. Items of property, plant and equipment with a cost or other value equal to more than the following thresholds and with a useful life of more than one year are recognised at acquisition. Items below these values are expensed on acquisition.

Buildings (including land improvements) $10,000

Land $1

Plant and equipment $5,000

Land improvements undertaken by South West HHS are included with buildings.

Purchases of clinical equipment, furniture and fittings associated with capital works projects are managed by South West HHS. These outlays are funded by the State through the Department of Health as cash equity injections throughout the year. In 2016-17 the value of these injections was $2.206 million ($4.181 million in 2015-16). Refer to Statement of Changes in Equity.

Land and Building Revaluation

Land and Buildings are measured at fair value in accordance with AASB 116 Property, Plant and Equipment, AASB 13 Fair Value Measurement and Queensland Treasury’s Non-Current Asset Policies for the Queensland Public Sector.

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 under current market conditions (i.e. an exit price) regardless of whether that price is directly derived from observable inputs or estimated using another valuation technique.

Observable inputs are publicly available data that are relevant to the characteristics of the assets/liabilities being valued, and include, but are not limited to, published sales data for land and residual dwellings.

Unobservable inputs are data, assumptions and judgements that are not available publicly, but are relevant to the characteristics of the assets/liabilities being valued. Significant unobservable inputs used by South West HHS include, but are not limited to, subjective adjustments made to observable data to take account of the specialised nature of health service buildings and on hospital site residential facilities, including historical and current contracts (and/or estimates of such costs), and assessments of physical condition and remaining useful life. Unobservable inputs are used to the extent that sufficient relevant and reliable observable inputs are not available for similar assets/liabilities.

The valuation assumes a replacement building will provide the same service function and form (shape and size) as the original building but be built consistent with current building standards.

All assets and liabilities of South West HHS for which fair value is measured or disclosed in the financial statements are categorised within the following fair value hierarchy, based on the data and assumptions used in the most recent specific appraisals:

• Level 1 – reflects unadjusted quoted market prices in active markets for identical assets and liabilities;

• Level 2 – are substantially derived from inputs (other than quoted prices included in level 1) that are observable, either directly or indirectly; and

• Level 3 – are substantially derived from unobservable inputs.

Reflecting the specialised nature of health service buildings, fair value is determined using current replacement cost methodology. Valuations prepared using current replacement cost are classified as Level 3 valuations in the fair value hierarchy.

89





28


Depreciation

Property, plant and equipment are depreciated on a straight-line basis. Annual depreciation is based on fair values and South West HHS assessments of the useful remaining life of individual assets. Land is not depreciated as it has an unlimited useful life. Assets under construction (work-in-progress) are not depreciated until they reach service delivery capacity. Service delivery capacity relates to when construction is complete and the asset is first put to use or is installed ready for use in accordance with its intended application. These assets are then reclassified to the relevant classes within property plant and equipment. Where assets have separately identifiable components that are subject to regular replacement, these components are assigned useful lives distinct from the asset to which they relate and are depreciated accordingly.

In accordance with Queensland Treasury’s Non-current Asset Policy Guideline 2, South West HHS has determined material specialised health service buildings are complex in nature. A review was undertaken to assess whether the componentisation of building assets with separate useful lives assigned to component parts would make a material difference to the depreciation expense for the year. The review indicated that the difference was not material. South West HHS will undertake a review of each complex asset for significant components where there is a material change to the complex asset, its components and /or its useful life.

Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset. The depreciable amount of improvements to or on leasehold land is allocated progressively over the shorter of the estimated useful lives of the improvements or the unexpired period of the lease. The unexpired period of leases includes any option period where exercise of the option is probable.

For each class of depreciable assets, the following depreciation rates were used: Class Depreciation rates

Buildings and improvements 1.02% - 3.33%

Plant and equipment 5.0% - 20.0%

Impairment of non-current assets

All non-current assets are assessed for indicators of impairment on an annual basis in accordance with AASB 136 Impairment of Assets. If an indicator of possible impairment exists, South West HHS determines the assets recoverable amount (higher of value in use and fair value less costs to sell). Any amount by which the assets carrying amount exceeds the recoverable amount is considered an impairment loss. An impairment loss is recognised immediately in the Statement of Comprehensive Income, unless the asset is carried at a revalued amount, in which case the impairment loss is offset against the asset revaluation surplus of the relevant class to the extent available.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase. When an asset is revalued using either a market or income valuation approach, any accumulated impairment losses at that date are eliminated against the gross amount of the asset prior to restating for the revaluation.

90






29


Land

AECOM (formerly Davis Langdon) was engaged to value land at fair value in the 2014-15 financial year. Independent revaluations are performed at least every 5 years to ensure assets are carried at fair value. South West HHS considers the valuation and indexation on a yearly basis.

The valuation of South West HHS land was assessed in the context of publically available State Valuation Services data on historical trends in land valuations for the relevant Local Government areas within which South West HHS land is located. Management’s review of this data was that the market adjustments would not be material so no change to the land valuations was required for 2016-17.

Buildings

The 2016-17 financial year was the final year in South West HHSs rolling 5 year revaluation cycle. As a result only 5 assets, representing 0.02% of carrying value were required to be revalued. South West HHS engaged independent quantity surveyors, AECOM to comprehensively revalue these buildings, and calculate relevant indices for all other assets.

In determining the asset to be revalued the measurement of key quantities include:

- Gross floor area

- Number of floors

- Girth of the building

- Height of the building

- Number of lifts and staircases

Significant judgement is also used to assess the remaining service potential of the facility, given local climatic and environmental conditions and records of the current condition of the facility.

Valuations assume a nil residual value. Significant capital works, such as a refurbishment across multiple floors of a building, will result in an improved condition assessment and higher depreciated replacement values. Presently all major refurbishments are funded by the Department of Health.

Buildings not valued in 2016-17 were indexed using the AECOM ‘Built Asset Indexation Report’. This report assessed the South West HHS region, with adjustments based on industry knowledge and feedback, and stated that due to the flat construction market there has been minimal cost escalation across the South West region for the 2016-17 financial year. Therefore no indexation has been applied.

For the 2016-17 financial year there has been consideration of the valuation methodology of assets by incorporating the potential for obsolescence (technical and economic) of each asset. This is to assess whether the book value and depreciation impacts are accurate and relevant due to the specific purpose of health facility assets.

South West HHS has assessed the overall impact of the proposed asset valuation methodology which includes an assessment for obsolescence for the reporting year ending 30 June 2017. This assessment has included the total impact based upon the Building and Land Improvement asset classes at a HHS level, as well as an assessment of each individual asset.

The impact of the change is approximately 4.5% for South West HHS assets comprehensively valued as part of the existing rolling (5) year valuation program, which excludes the assets attached to the new Roma Hospital Redevelopment project.

There are fluctuations to the Net Book Value when the new valuation approach is considered on an individual asset basis. These fluctuations, when viewed in the context of the overall immaterial impact of the changed methodology, support the approach of not adjusting asset values or useful lives until such time that a comprehensive revaluation has taken place as part of the existing rolling five (5) year revaluation program.

91






30

Note 15. Payables

2017 2016

$'000 $'000

Trade creditors 6,756 6,287

Accrued health service labour - Department of Health 2,489 2,075

Other payables 546 240

9,791 8,602

Significant accounting policies Payables are recognised for amounts to be paid in the future for goods and services received. Trade creditors are measured at the agreed purchase / contract price, net of applicable trade and other discounts. The amounts are unsecured and normally settled within 30-60 days.

Note 16. Retained surplus reconciliation

2017

$'000

2012-13 6,020

2013-14 1,929

2014-15 3,841

2015-16 2,839

2016-17 1,600

Accumulated surplus/(deficit) 16,229

Note 17. Asset revaluation surplus by class

2017 Land Buildings Total

$’000 $’000 $’000

Carrying amount at start of period 50 5,204 5,254

Asset revaluation increment/(decrement) - 29 29

Carrying amount at end of period 50 5,233 5,283

2016 Land Buildings Total

$’000 $’000 $’000

Carrying amount at start of period 50 10,371 10,421

Asset revaluation increment/(decrement) - (5,167) (5,167)

Carrying amount at end of period 50 5,204 5,254

The asset revaluation surplus represents the net effect of revaluation movements in assets.

92





31

Note 18. Reconciliation of operating result to net cash provided by operating activities

2017 2016

$'000 $'000

Surplus for the year 1,600 2,839

Adjustments for:

Depreciation and amortisation 6,314 6,658

Depreciation grant funding (6,314) (6,478)

Net (gain)/loss on disposal of non-current assets 18 52

Reversal of impairment loss receivables - -

Changes in assets and liabilities:

(Increase)/Decrease in receivables 1,052 (225)

(Increase)/Decrease in GST receivables (257) 84

(Increase)/Decrease in inventories (20) (38)

(Increase)/Decrease in prepayments 3 (33)

Increase/(Decrease) in accounts payable 775 (1,896)

Increase/(Decrease) in accrued contract labour 414 627

Increase/(Decrease) in accrued employee benefits 47 47

Increase/(Decrease) in GST payable (15) 8

Increase/(Decrease) in unearned funding revenue 200 (1,239)

Net cash from operating activities 3,817 406

Note 19. Financial instruments

Categorisation of financial instruments

South West HHS has the following categories of financial assets and financial liabilities:

2017 2016

Note $'000 $'000

Category

Financial assets

Cash and cash equivalents 12 16,721 18,256

Receivables 13 2,387 3,167

Total financial assets 19,108 21,423

Financial liabilities

Financial liabilities measured at amortised cost:

Payables 15 9,791 8,602

Total financial liabilities 9,791 8,602

Financial risk management

South West HHS activities expose it to a variety of financial risks - credit risk, liquidity risk and market risk. Financial risk management is implemented pursuant to Government and South West HHS policy. These policies focus on the unpredictability of financial markets and seek to minimise potential adverse effects on the financial performance of South West HHS. South West HHS measures risk exposure using a variety of methods as follows:

Risk exposure Measurement method

Credit risk Ageing analysis, cash inflows at risk

Liquidity risk Monitoring of cash flows by active management of accrual accounts

Market risk Interest rate sensitivity analysis

93





32

Note 19. Financial instruments (continued) Credit risk exposure

Credit risk is the potential for financial loss arising from a counterparty defaulting on its obligations. The maximum exposure to credit risk at balance date is equal to the gross carrying amount of the financial asset, inclusive of any allowance for impairment. The carrying amount of receivables represents the maximum exposure to credit risk.

Credit risk is considered minimal given all South West HHS deposits are held by the State through the Commonwealth Bank of Australia and Queensland Treasury Corporation.

No collateral is held as security and no credit enhancements relate to financial assets held by South West HHS. No financial assets and financial liabilities have been offset and presented as net in the Statement of Financial Position.

Throughout the year, South West HHS assess whether there is objective evidence that a financial asset or group of financial assets is impaired. Objective evidence includes financial difficulties of the debtor, changes in debtor credit ratings and current outstanding accounts over 120 days. The allowance for impairment reflects South West HHS’s assessment of the credit risk associated with receivables balances and is determined based on historical rates of bad debts (by category) over the past three years and management judgement. All known bad debts are written off when identified.

Current Overdue

Less than 30

days 30-60 days 61-90 days More than 90

days Total

($'000) ($'000) ($'000) ($'000) ($'000)

Financial assets 2017

Receivables 1,542 209 57 185 1,993

Total 1,542 209 57 185 1,993

Financial assets 2016

Receivables 2,476 147 74 322 3,019

Total 2,476 147 74 322 3,019

Current Overdue

Less than 30

days 30-60 days 61-90 days More than 90

days Total

($'000) ($'000) ($'000) ($'000) ($'000)

Individually impaired financial assets 2017

Receivables 5 - - 177 182

Allowance for impairment (5) - - (177) (182)

Carrying amount - - - - -

Individually impaired financial assets 2016

Receivables 8 19 3 126 156

Allowance for impairment (8) (19) (3) (126) (156)

Carrying amount - - - - -

Liquidity risk

Liquidity risk is the risk that South West HHS will not have the resources required at a particular time to meet its obligations to settle its financial liabilities. South West HHS is exposed to liquidity risk through its trading in the normal course of business and aims to reduce the exposure to liquidity risk by ensuring that sufficient funds are available to meet employee and supplier obligations at all times. All financial liabilities are current in nature and will be due and payable within twelve months. As such no discounting of cash flows has been made to these liabilities in the Statement of Financial Position.

94





33

Note 19. Financial instruments (continued)

Interest Rate Risk

The HHS is exposed to interest rate risk on its cash deposited in interest bearing accounts with Queensland Treasury Corporation and Commonwealth Bank. The HHS does not undertake any hedging in relation to interest rate risk. Changes in interest rate have a minimal effect on the operating result.

Fair value

South West HHS does not recognise any financial assets or liabilities at fair value. The fair value of trade receivables and payables is assumed to approximate the value of the original transaction, less any allowance for impairment.

Note 20. Contingencies

Litigation in progress

As at 30 June 2017, the following cases were filed in the courts naming the State of Queensland acting through the South West Hospital and Health Service as defendant:

2017 2016

No. of cases No. of cases

Federal Court - -

Supreme Court - 1

Magistrates Court - -

Tribunals, commissions and boards 5 -

5 1

Medical and general litigation is underwritten by the Queensland Government Insurance Fund (QGIF). South West HHS liability in this area is limited to an excess per insurable event of $20,000 for Medical Indemnity and $10,000 for General Liability claims. As at 30 June 2017, South West HHS has 6 Medical Indemnity (formerly known as Health Litigation) (2016: 4) and 7 General Liability (2016: 2) claims currently managed by QGIF. Some of these claims may never be litigated or result in payments to claimants (excluding initial notices under Personal Injuries Proceedings Act). South West HHS legal advisers and management believe it would be misleading to estimate the final amounts payable (if any) in respect of the litigation before the courts at this time.

Note 21. Commitments

At 30 June 2017 South West HHS had commenced capital projects, largely funded by retained earnings, which will have associated cash flow commitments of $0.822 million. These capital projects will be completed during the 2017-18 financial year. By comparison, at 30 June 2016 South West had committed to pay $2.589 million during the 2016-17 financial year for the construction of staff accommodation in Charleville and a laundry in Cunnamulla. These projects were both completed and capitalised this year.

South West HHS leases commercial and residential property from the Department of Housing and Public Works to an annual value of $819,082 on an ongoing basis (2016, $840,182). These leases have no fixed end date and are subject to periodic negotiated rental reviews. As such it is not possible to quantify the dollar value of South West HHS expenditure commitment in future years. Due to a lack of suitable alternative commercial and residential properties within the region, it is expected that South West HHS will to continue to lease these properties for the foreseeable future.

South West HHS also leases residential property from private landlords. The value of non-cancellable lease commitment for the 2017-18 year is 65,008 (2016-17, $222,824). All of these leases expire within the next 12 months.

Note 22. Restricted assets

Contributions are received from benefactors in the form of gifts, donations and bequests for stipulated purposes. South West HHS also holds Refundable Accommodation Deposits from aged care facility residents which form part of South West HHS cash balance, but are refunded to residents when they leave the facility. At 30 June 2017, amounts of $0.7 million, (2016: $0.6 million), were set aside.

95





34

Note 23. Fiduciary trust transactions and balances

2017 2016

$'000 $'000

Receipts

Patient trust receipts 1,846 1,594

Total receipts 1,846 1,594

Payments

Patient trust related payments 1,878 1,551

Total payments 1,878 1,551

Increase/(decrease) in net patient trust assets (32) 43

Patient trust assets opening balance 1 July 225 182

Patient trust assets

Current assets

Cash at bank and on hand 192 224

Patient trust and refundable deposits 1 1

Total current assets 193 225

Significant Accounting Policy South West HHS acts in a fiduciary trust capacity in relation to patient trust accounts. Consequently, these transactions and balances are not recognised in the financial statements. Although patient funds are not controlled by South West HHS, trust activities are included in the audit performed annually by the Auditor-General of Queensland.

Note 24. Associates

Western Queensland Primary Care Collaborative Limited (WQ PCC) was registered in Australia as a public company limited by guarantee on 22 May 2015. South West HHS is one of three founding members with North West Hospital and Health Service (North West HHS) and Central West Hospital and Health Service (Central West HHS), each holding one voting right in the company. The principal place of business of WQ PCC is Mount Isa, Queensland. Each founding member is entitled to appoint one Director to the Board of the company.

WQ PCC’s principal purposes as a not-for-profit organisation are to increase the efficiency and effectiveness of health services for patients in Western Queensland, particularly those at risk of poor health outcomes; and improve co-ordination to facilitate improvement in the planning and allocation of resources enabling the providers to provide appropriate patient care in the right place at the right time. These purposes align with the strategic objective of South West HHS to integrate primary and acute care services to support patient wellbeing.

Each member’s liability to WQ PCC is limited to $10. WQ PCC’s constitution legally prevents it from paying dividends to the members and also prevents the income or property of the company being transferred directly or indirectly to the members. This does not prevent WQ PCC from making loan repayments to South West HHS or reimbursing South West HHS for goods or services delivered to WQ PCC.

South West HHS’s interest in WQ PCC is immaterial in terms of the impact on South West HHS’s financial performance because it is not entitled to any share of profit or loss or other income of WQ PCC. Accordingly, the carrying amount of South West HHS’s investment and subsequent changes in its value due to annual movements in the profit and loss of WQ PCC are not recognised in the financial statements.

South West HHS does not have any contingent liabilities or other exposures associated with its interests in WQ PCC.

96






35

Note 25. Budget vs actuals comparison

Variance

Notes

Original Budget

2017 Actual 2017 Variance

Variance % of

Budget

$'000 $'000 $'000 $'000

Income

User charges 9,186 10,290 1,104 12%

Public health services funding 118,766 122,372 3,606 3%

Grants and other contributions 7,532 7,174 (358) (5%)

Interest 16 24 8 50%

Other revenue 277 1,131 854 308%

Gains on disposal minor assets - 1 1 -

Total revenue a 135,777 140,992 5,215

Expenses

Employee expenses b (8,118) (10,723) (2,605) 32%

Health service labour expenses c (70,544) (73,718) (3,174) 4%

Supplies and services d (49,632) (46,746) 2,886 (6%)

Depreciation and amortisation (6,319) (6,314) 5 (0%)

Impairment of receivables (27) (80) (53) 196%

Other expenses (1,137) (1,811) (674) 59%

Total expenses (135,777) (139,392) (3,615)

Operating result - 1,600 1,600

Other comprehensive income Items that will not be reclassified subsequently to operating result

Increase/(decrease) in asset revaluation surplus - 29 29 -%

Total other comprehensive income/(loss) - 29 29

Total comprehensive income/(loss) for the year - 1,629 1,629

97





36

Note 24. Budget vs Actual comparison (continued)

Variance

Notes

Original Budget

2017 Actual 2017 Variance

Variance % of

Budget

Assets $'000 $'000 $'000 $'000

Current assets

Cash and cash equivalents 16,076 16,721 645 4%

Receivables 1,109 2,387 1,278 115%

Inventories 693 743 50 7%

Other 10 35 25 250%

Total current assets 17,888 19,886 1,998

Non-current assets

Property, plant and equipment e 101,712 92,000 (9,712) (10%)

Total non-current assets 101,712 92,000 (9,712)

Total assets 119,600 111,886 (7,714)

Liabilities

Current liabilities

Payables 9,691 9,791 100 1%

Accrued employees benefits 211 254 43 20%

Unearned revenue 46 200 154 335%

Total current liabilities 9,948 10,245 297

Total liabilities 9,948 10,245 297

Net assets 109,652 101,641 (8,011)

EQUITY

Contributed equity 87,442 80,129 (7,313) (8%)

Asset revaluation surplus 10,421 5,283 (5,138) (49%)

Retained surplus 11,789 16,229 4,440 38%

Total equity 109,652 101,641 (8,011)

98





37


Variance Notes

Original Budget

2017 Actual 2017

Variance Variance

% of Budget

$'000 $'000 $'000 $'000

Cash flows from operating activities

Inflows

User charges 9,186 11,040 1,854 20%

Public health services funding 112,393 116,225 3,832 3%

Grants and other contributions 7,532 7,168 (364) (5%)

Interest receipts 16 24 8 50%

GST input tax credits from ATO 4,695 2,101 (2,594) (55%)

GST collected from customers - 63 63 -%

Other receipts 277 1,568 1,291 466%

f 134,099 138,189 4,090

Outflows

Employee expenses g (8,118) (10,676) (2,558) 32%

Health service labour expenses h (70,544) (73,304) (2,760) 4%

Supplies and services i (49,433) (46,347) 3,086 (6%)

GST paid to suppliers (4,698) (2,358) 2,340 (50%)

GST remitted to ATO - (78) (78) -%

Other payments (1,094) (1,609) (515) 47%

(133,887) (134,372) (485)

Net cash provided by (used in) operating activities 212 3,817 3,605

Cash flows from investing activities

Inflows:

Proceeds from sale of property, plant and equipment - 11 11 -%

Outflows

Payments for property, plant and equipment j (1,465) (7,569) (6,104) 417%

Net cash provided by (used in) investing activities (1,465) (7,558) (6,093)

Cash flows from financing activities

Inflows:

Equity injections k 1,465 2,206 741 51%

Net cash provided by (used in) financing activities 1,465 2,206 741

Net increase/(decrease) in cash held 212 (1,535) (1,747) Cash and cash equivalents at the beginning of the financial year 15,864 18,256 2,392 15% Cash and cash equivalents at the end of the financial year 16,076 16,721 645

99





38


Note a budget v actual comparison, and explanation of variances, has not been included for the Statement of Changes in Equity as major variances relating to that statement have been addressed in explanations of major variances for other statements.

The original budget has been reclassified to be consistent with the presentation and classification adopted on the financial statements.

For the purposes of these comparatives the “Original Budget” refers to the budget entered in May 2016 as part of the Service Delivery Statements (SDS) process which reflected the budget at that point in time. Since then there have been numerous adjustments to funding including, but not limited to:

• Enterprise bargaining agreements

• Deferred funding

• New funding for programs and initiatives per the Service Agreement

Explanations of major variances

Statement of Comprehensive Income

a) The $5.2M increase in revenue is due to reimbursements for PBS drugs, specific purpose funding to implement

telehealth service models and development of rural generalist nurse program in 2016-17.

b) The increase in employee expenses of $2.6M (32%) represents the cost of appointing additional senior medical

officers in 2016-17.

c) The increased health services labour impact of $3.174M (4%) is due to expanded health services in South West HHS

including increased SWHHS operated medical practices, medical services, mental health integration and the delivery

of various nursing workforce enhancement programs.

d) The reduction in supplies and services is due to a reduction in contracted clinical staff and favourable variances in the

following key areas; building services, ambulance, operating leases and travel.

Statement of Financial Position

e) The decrease of $9.712M (10%) in property, plant and equipment is due to opening balance impact of revaluations and

asset write-downs performed in 2015-16 which were not included in the original 2016-17 Budget.

Statement of Cash Flows

f) The increase in cash inflows from reimbursements for PBS drugs, specific purpose funding to implement telehealth service models and development of rural generalist nurse program in 2016-17 as detailed in note (a) above.

g) The increased employee expenses impact of $2.558M (32%) is in line with the expenditure increases explained in notes (b) above and the increase in health service labour mainly related to Enterprise Bargaining Agreements.

h) The increased health services labour impact of $2.76M (4%) is due to an increase in payments to DoH for employed clinical staff to deliver approved programs under the service agreement as outlined in note (c) above.

i) The reduction in supplies and services is due to a reduction in contracted clinical staff and favourable variances in the following key areas; building services, ambulance, operating leases and travel as outlined in note (d) above.

j) The increased payments for property, plant and equipment of $6.1M (417%) is due to significant medical equipment purchases through the Health Technology Equipment Replacement (HTER) program and capital projects undertaken by South West HHS including construction of staff accommodation in Charleville and a laundry in Cunnamulla.

k) The majority of the increase of $0.74M (51%) in equity injections is due to higher utilisation rate of HTER funding in the first year of the program 2016-17 rather than in 2017-18. The HTER program is funded via equity injections.

Note 26. Subsequent events

There are no matters or circumstances that have arisen since 30 June 2017 that have significantly affected, or may significantly affect South West HHS operations, the results of those operations, or the HHS state of affairs in future financial years.

100


Financial StatementsFor the year ended 30 June 2017

Certificate of South West Hospital and Health Service

These general purpose financial statements have been prepared pursuant to section 62(1) of the Financial Accountability Act 2009 (the Act), relevant sections of the Financial and Performance Management Standard 2009 and other prescribed requirements. In accordance with section 62(1)(b) of the Act we certify that in our opinion:

a) the prescribed requirements for establishing and keeping the accounts have been complied with in all material respects; and

b) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of South West Hospital and Health Service for the financial year ended 30 June 2017 and of the financial position of the Hospital and Health Service at the end of that year.

c) these assertions are based on an appropriate system of internal controls and risk management processes being effective, in all material respects, with respect to financial reporting throughout the reporting period.

Chair, South West HHS Board Chief Executive Officer Executive Director Finance and Business Services

101


Independent Auditor’s ReportFor the year ended 30 June 2017

To the Board of South West Hospital and Health Service

Report on the audit of the financial report

Opinion

I have audited the accompanying financial report of South West Hospital and Health Service. The financial report comprises the statement of financial position as at 30 June 2017, the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, notes to the financial statements including summaries of significant accounting policies and other explanatory information, and the management certificate.

In my opinion, the financial report:

a) gives a true and fair view of the entity’s financial position as at 30 June 2017, and its financial performance and cash flows for the year then ended

b) complies with the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and Australian Accounting Standards.

Basis for opinion

I conducted my audit in accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report.

I am independent of the 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 Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General of Queensland Auditing Standards.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Key audit matters

Key audit matters are those matters that, in my professional judgment, were of most significance in my audit of the financial report of the current period. I addressed these matters in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters.

102


Independent Auditor’s Report

Specialist buildings valuation ($75.5 million)

Key audit matter How my audit addressed the key audit matter Buildings were material to South West Hospital and Health Service at balance date, and were measured at fair value using the current replacement cost method. As part of its rolling five year program, South West Hospital and Health Service performed a comprehensive revaluation of a proportion of its buildings this year, with the balance of buildings being revalued using indexation. The current replacement cost method comprises:

• Gross replacement cost, less • Accumulated depreciation

South West Hospital and Health Service derived the gross replacement cost of its buildings at balance date using unit prices that required significant judgments for: • identifying the components of buildings

with separately identifiable replacement costs

• developing a unit rate for each of these components, including: o estimating the current cost for a

modern substitute (including locality factors and oncosts), expressed as a rate per unit (e.g. $/square metre)

o identifying whether the existing building contains obsolescence or less utility compared to the modern substitute, and if so estimating the adjustment to the unit rate required to reflect this difference.

• Indexing unit rates for subsequent increases in input costs

The measurement of accumulated depreciation involved significant judgments for forecasting the remaining useful lives of building components. The significant judgements required for gross replacement cost and useful lives are also significant for calculating annual depreciation expense.

My procedures included, but were not limited to: • Assessing the adequacy of management’s review of

the valuation process. • Assessing the appropriateness of the components of

buildings used for measuring gross replacement cost with reference to common industry practices.

• For unit rates associated with buildings that were comprehensively revalued this year: o Assessing the competence, capabilities and

objectivity of the experts used to develop the models

o Reviewing the scope and instructions provided to the valuer, and obtaining an understanding of the methodology used and assessing its appropriateness with reference to common industry practices.

o On a sample basis, evaluating the relevance, completeness and accuracy of source data used to derive the unit rate of the: § modern substitute (including locality factors

and oncosts) § adjustment for excess quality or

obsolescence. • For unit rates associated with the remaining

buildings: o Evaluating the relevance and

appropriateness of the indices used for changes in cost inputs by comparing to other relevant external indices

o Recalculating the application of the indices to asset balances.

• Evaluating useful life estimates for reasonableness by: o Reviewing management’s annual assessment of

useful lives. o At an aggregated level, reviewing asset

management plans for consistency between renewal budgets and the gross replacement cost of assets.

o Testing that no asset still in use has reached or exceeded its useful life.

o Enquiring of management about their plans for assets that are nearing the end of their useful life.

o Reviewing assets with an inconsistent relationship between condition and remaining useful life.

Where changes in useful lives were identified, evaluating whether they were supported by appropriate evidence.

103



Responsibilities of the entity for the financial report

The Board is responsible for the preparation of the financial report that gives a true and fair view in accordance with the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and Australian Accounting Standards, and for such internal control as the Board determines is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud of error.

The Board is also responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless it is intended to abolish the entity or to otherwise cease operations.

Auditor’s responsibilities for the audit of the financial report

My objectives 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 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 judgment 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 expressing an opinion on the effectiveness of the entity’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the entity.

• Conclude on the appropriateness of the entity’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 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. I base my conclusions on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the 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.

104



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.

From the matters communicated with the Board, I determine those matters that were of most significance in the audit of the financial report of the current period and are therefore the key audit matters. I describe these matters in my auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, I determine that a matter should not be communicated in my report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Report on other legal and regulatory requirements

In accordance with s.40 of the Auditor-General Act 2009, for the year ended 30 June 2017:

a) I received all the information and explanations I required. b) In my opinion, the prescribed requirements in relation to the establishment and keeping

of accounts were complied with in all material respects.

105

Term DefinitionAcute care Care in which the clinical intent or treatment goal is to:

¡¡ manage labour (obstetric)¡¡ cure illness or provide definite treatment of injury¡¡ perform surgery¡¡ relieve symptoms of illness or injury (excluding palliative care)¡¡ reduce severity of an illness or injury¡¡ protect against exacerbation and/or complication of an illness and/or injury that could threaten life or normal function¡¡ perform diagnostic or therapeutic procedures.

Ambulatory health services cover physiotherapy, speech and occupational therapy, optometry, radiography, dietetics, podiatry, social work, speech pathology, oral health and pharmacy.

General practitioner a person who is registered with the Medical Board of Australia to practice medicine in Australia, including general and specialist practitioners.

Hospital and Health Service

Hospital and Health Services (HHS) is a separate legal entity established by Queensland Government to deliver public hospital services.

Journey boards visual, interactive tool that can be utilised within clinical areas to assist with the management of patient flow, improve clinical handovers and team communication, improve discharge planning and potentially reduce patient length of stay.

Know your numbers developed to raise community awareness and detection of cardiovascular disease and type 2 diabetes (in New South Wales and Queensland). Know your numbers promotes the importance of regular blood pressure and type 2 diabetes risk assessment checks through opportunistic health checks.

Non-admitted patient a patient who does not undergo a hospital’s formal administration process.

Non-admitted patient services

an examination, consultation, treatment or any other service provided to a non-admitted patient in a functional unit of a health service facility.

Nurse practitioner a registered nurse educated and authorised to function autonomously and collaboratively in an advanced and extended clinical role. The nurse practitioner role includes assessing and managing clients using nursing knowledge and skills and may include, but is not limited to, direct referral of clients to other healthcare professionals, prescribing medications and ordering diagnostic investigations.

Outpatient non-admitted health service provided or assessed by an individual at a hospital or health service facility.

Outpatient service examination, consultation, treatment or other service provided to non-admitted non-emergency patients in a speciality unit or under an organisational arrangement administered by a hospital.

Performance indicator a measure that provides an ‘indication’ of progress towards achieving the organisation’s objectives usually has targets that define the level of performance expected against the performance indicator.

PRIME clinical incident reporting database.

Primary health care services focused on promoting healthy lifestyles to reduce the burden of disease. Services include Aboriginal and Torres Strait Islander health, child health, community health nursing, mobile women’s health, mental health (adult and child), sexual health, chronic disease management, aged care assessment team, home and community care, young people’s support program and alcohol, tobacco and other drugs services.

Productive ward The Productive Ward Program offers a systematic way of delivering safe, high quality care to patients across all clinical areas, within existing resources. The philosophy behind the program is to help front line clinicians release time to care.

Promotion, protection and prevention

services are designed to promote health, prevent disease and prolong life through communicable disease control, environmental health, health promotion, health surveillance and epidemiology and public health nutrition.

Public patient a public patient is one who elects to be treated as a public patient, so cannot choose the doctor who treats them, or is receiving treatment in a private hospital under a contract arrangement with a public hospital or health authority.

Public hospital public hospitals offer free diagnostic services, treatment, care and accommodation to eligible patients.

Registered nurse an individual registered under national law to practice in the nursing profession as a nurse, other than as a student.

Rehabilitation and extended care

services across the South West encompass residential aged care, palliative care, respite and geriatric care.

Statutory bodies a non-departmental government body, established under an Act of parliament, Statutory bodies can include corporations, regulatory authorities and advisory committees/councils.

Telehealth delivery of health-related services and information via telecommunication technologies, including:¡¡ Live, audio and/or video inter-active links for clinical consultations and educational purposes¡¡ Store-and forward Telehealth, including digital images, video, audio and clinical ( stored) on a client computer, then

transmitted securely (forwarded) to a clinic at another location where they are studied by relevant specialists¡¡ Teleradiology for remote reporting and clinical advice for diagnostic images¡¡ Telehealth services and equipment to monitor people’s health in their home.

The board South West Hospital and Health Board.

The health service South West Hospital and Health Service.

Western Queensland Primary Care Collaborative Ltd

Western Queensland Primary Care Collaborative Ltd (WQ PCC) is an organisation of the three west Queensland Hospital and Health Services to maximise the reform strategy created by the Commonwealth Department of Health under the Primary Health Network (PHN) initiative.

Glossary


106

Term Definition

ABF Activity Based Funding

ACSQH Australian Commission on Safety and Quality in Healthcare

AGPAL Australian General Practice Accreditation Limited

AHPRA Australian Health Practitioner Regulation Agency

AICD Australian Institute of Company Directors

AMS Aboriginal Medical Service

ARR Annual report requirements

AS Australian Standard

AS/NZS ISO Australian/New Zealand International Standards Organisation

ASIC Australian Securities and Investment Commission

ASQCH Australian Commission on Safety and Quality in Healthcare

ATODS Alcohol, Tobacco and Other Drug Service

ATSIC Aboriginal and Torres Strait Islander Commission

BPF Business Planning Framework

CACH Cunnamulla Aboriginal Corporation for Health

CACPs Community Aged Care Packages

CAN Community Advisory Network

CDMD Chronic Disease Multidisciplinary Care Team

CE Chief Executive

CFO Chief Finance Officer

CSCF Clinical Services Capability Framework

COAG Council of Australian Governments

COO Chief Operations Officer

CWAATSICH Charleville and Western Aboriginal and Torres Strait Islanders Community Health

DAMA Discharged Themselves Against Medical Advice

DON Director of Nursing

DPC Director of People and Culture

DSS Decision Support Systems

EDC&AH Executive Director of Community and Allied Health

EDMS Executive Director of Medical Services

EDONM Executive Director of Nursing and Midwifery

EDPC Executive Director of Director People and Culture

EEO Equal employment opportunity

FAA Financial Accountability Act 2009

FOG Flying Obstetrician and Gynaecologist

FPMS Financial & Performance Management Standard 2009

FSS Flying Specialist Services

FTE Full-time Equivalent

GEM Geriatric Evaluation and Management

GP General practitioner

HACC Home and Community Care

AcronymsTerm Definition

HHS Hospital and Health Service

HIB Health Infrastructure Branch

HR Human Resources

HHSPF Hospital and Health Services Performance Framework

IHCAC Institute for Healthy Communities Australia Certification

IPPC Interdisciplinary Pain Persistent Centre

ISO International Standards Organisation

KPI Key Performance Indicators

LSOP Long Stay Older Patients

MOHRI Minimum Obligatory Human Resources Information

MPHS Multipurpose Health Service

MRSA Methicillin Resistant Staphylococcus Aureus

NACCHO National Aboriginal Community Controlled Health Organisation

NDQS Nursing Director Quality and Safety

NHRA National Health Reform Agreement

NSMHS National Standards for Mental Health Service

NSQHS National Safety and Quality Health Service

OHO Office of Health Ombudsman

OPD Outpatients Department

OVP Occupational violence prevention

ORMIS Operating Room Management Information System

PFM Patient Flow Manager

PWD People with disabilities

QA Quality Activity

QADDS Queensland Adult Deterioration Detection System

QAIHC Queensland Aboriginal and Islander Health Council

QCP Queensland Country Practice

QMS Quality Management System

RDAQ Rural Doctors Association (Queensland)

RFDS Royal Flying Doctor Service

SAPFIR SAP Assets Procurement Finance Information Resource

SCoH Standing Council on Health

SWAPNET Statewide Anaesthesia and Perioperative Care Clinical Network

SWLASN South West Local Ambulance Service Network

South West HHS South West Hospital and Health Service

TAFE Technical and Further Education

TEMSU Telehealth Emergency Management Support Unit

TIR Telecommunications Infrastructure Replacement

VTE Venous Thromboembolism

WDU Workforce Development Unit

WOOS Weighted Occasions of Service

WQ PCC Western Queensland Primary Care Collaborative Ltd


107

Summary of requirement Basis for requirementAnnual report reference

Letter of complianceA letter of compliance from the accountable officer or statutory body to the relevant Minister/s

ARRs – section 7 1

Accessibility

Table of contents ARRs – section 9.1 3

Glossary ARRs – section 9.1 106

Public availability ARRs – section 9.2 Inside cover

Interpreter service statementQueensland Government Language Services Policy ARRs – section 9.3

Inside cover

Copyright notice Copyright Act 1968 ARRs – section 9.4 Inside cover

Information LicensingQGEA – Information Licensing ARRs – section 9.5

Inside cover

General information

Introductory Information ARRs – section 10.1 8

Agency role and main functions ARRs – section 10.2 9 - 11

Operating environment ARRs – section 10.3 12

Non-financial performance

Government’s objectives for the community ARRs – section 11.1 33

Other whole-of-government plans / specific initiatives ARRs – section 11.2 33

Agency objectives and performance indicators ARRs – section 11.3 34 - 49

Agency service areas and service standards ARRs – section 11.4 20

Financial performance Summary of financial performance ARRs – section 12.1 22 - 24

Governance – management and structure

Organisational structure ARRs – section 13.1 58

Executive management ARRs – section 13.2 57

Government bodies (statutory bodies & other entities) ARRs – section 13.3 N/A

Public Sector Ethics Act 1994 Public Sector Ethics Act 1994 ARRs – section 13.4 26

Queensland public service values ARRs – section 13.5 10

Governance – risk management and accountability

Risk management ARRs – section 14.1 59

Audit committee ARRs – section 14.2 56

Internal audit ARRs – section 14.3 60

External scrutiny ARRs – section 14.4 60

Information systems and recordkeeping ARRs – section 14.5 62

Governance – human resources

Workforce planning and performance ARRs – section 15.1 25 - 27

Early retirement, redundancy and retrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment Directive No.16/16 Early Retirement, Redundancy and Retrenchment (from 20 May 2016) ARRs – section 15.2

26

Open Data

Statement advising publication of information ARRs – section 16 24

Consultancies ARRs – section 33.1 24

Overseas travel ARRs – section 33.2 24

Queensland Language Services Policy ARRs – section 33.3 24

Financial statements Certification of financial statementsFAA – section 62

FPMS – sections 42, 43 and 50 ARRs – section 17.1101

Independent Auditor’s ReportFAA – section 62 FPMS – section 50 ARRs – section 17.2

102

Compliance ChecklistThe features of a quality annual report are that it:

¡¡ Complies with statutory and policy requirements¡¡ Presents information in a concise manner¡¡ Is written in plain English¡¡ Provides a balanced account of performance – the good

and not so good.

Financial Accountability Act 2009 (Qld)

Financial and Performance Management Standard 2009 (Qld)

Annual Report Requirements for Queensland Government agencies


108

Branch Street Address Phone

Health Service Chief Executive 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1570

Chief Operations Officer 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1565

Executive Director of Finance and Business Services 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1530

Executive Director of Medical Services 44 – 46 Bungil Street, Roma QLD 4455 (07) 4624 2868

Executive Director of Nursing and Midwifery 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1536

Executive Director of Community and Allied Health 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1513

Executive Director People and Culture 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1502

Nursing Director Quality and Safety Victoria Street, St George QLD 4487 (07) 4620 2226

Board Governance Officer 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1544

Consumer and Community Liaison Officer 44 – 46 Bungil Street, Roma QLD 4455 (07) 4505 1534

Indigenous Health Co-ordinator 44 – 46 Bungil Street, Roma QLD 4455 (07) 4624 2912

Augathella Multipurpose Health Service Cavanagh Street, Augathella QLD 4477 (07) 4656 7100

Bollon Community Clinic 37 Main Street , Bollon QLD 4488 (07) 4625 6105

Charleville Hospital 72 King Street , Charleville QLD 4470 (07) 4650 5000

Cunnamulla Hospital 56 Wick Street, Cunnamulla QLD 4490 (07) 4655 8100

Dirranbandi Multipurpose Health Service Cnr Jane and Cowildi Streets, Dirranbandi QLD 4486 (07) 4625 8222

Injune Multipurpose Health Service Fifth Avenue, Injune QLD 4454 (07) 4626 1188

Mitchell Multipurpose Health Service Ann Street, Mitchell QLD 4465 (07) 4623 1277

Morven Community Clinic Warrego Highway, Morven QLD 4468 (07) 4654 8288

Mungindi Multipurpose Health Service Barwon Street, Mungindi NSW 2406 (02) 6753 2166

Quilpie Multipurpose Health Service 30 Gyrica Street, Quilpie QLD 4480 (07) 4656 0100

Roma Hospital 197-234 McDowall Street, Roma QLD 4455 (07) 4624 2700

St George Hospital Victoria Street, St George QLD 4487 (07) 4620 2222

Surat Multipurpose Health Service Ivan Street, Surat QLD 4417 (07) 4626 5166

Thargomindah Community Clinic Dowling Street, Thargomindah QLD 4492 (07) 4655 3361

Wallumbilla Community Clinic Raslie Road, Wallumbilla QLD 4428 (07) 4623 4233

Community and Allied Health 72 King Street, Charleville QLD 4470 (07) 4650 5300

Community and Allied Health Arthur Street, Roma QLD 4455 (07) 4624 2977

Community and Allied Health Victoria Street, St George QLD 4487 (07) 4620 2222

Patient Travel Subsidy Scheme 72 King Street, Charleville QLD 4470 (07) 4650 5006

Patient Travel Subsidy Scheme 44 Bungil Street, Roma QLD 4455 (07) 4505 1511

Waroona Residential Aged Care Facility 72 King Street, Charleville QLD 4470 (07) 4650 5200

Westhaven Residential Aged Care Facility Parker Street, Roma QLD 4455 (07) 4624 2600

Contact Us

South West Hospital and Health ServicePrincipal business address Executive and Support Services, South West Hospital and Health Service 44 – 46 Bungil Street ROMA QLD 4455

Post PO Box 1006, Roma QLD 4455 Phone (07) 4505 1544 Email [email protected] Web www.health.qld.gov.au/southwest/

ABN 22 8770 419 39


109

South West Hospital and Health Service2016 - 2017 Annual Reportwww.health.qld.gov.au/southwest

south west hospital and health service › wp-content › uploads › 2018 › 04 › … · our...

Documents