Sunshine Coast Hospital and Health Service
Annual Report
2013-2014
Open data
This annual report fulfils Sunshine Coast
Hospital and Health Service’s reporting
requirement to the community and to the
Minister for Health. It summarises the Hospital
and Health Service’s results, performance,
outlook and financial position for 2013-2014.
In particular, the report outlines Sunshine
Coast Hospital and Health Service’s
performance against objectives identified in
the Sunshine Coast Hospital and Health
Service Strategic
Plan 2013 -2017, as well as the Queensland
Government’s objectives for the community
and its Blueprint for better health care in
Queensland.
Licence:
This annual report is licensed by the State of Queensland (Sunshine
Coast Hospital and Health Service) under
a Creative Commons Attribution (CC BY) 3.0 Australia licence.
We are committed to the Queensland Government’s
open data strategy and have published additional
information to form part of our 2013-14 annual report.
This information is published at:
www.qld.gov.au/data
SCHHS has published the following data on the
government’s Open Data website:
• consultancy expenditure
• overseas travel expenditure
• results against the Queensland Cultural Diversity Policy
Public availability statement:
Copies of this publication can be obtained by:
• visiting www.health.qld.gov.au/sunshinecoast/ annualreports
• phoning the Communications and Community
Engagement Unit on (07) 5470 5833
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 State of
Queensland (Sunshine Coast Hospital and Health Service).
To view a copy of the licence, visit http://
creativecommons.org/licenses/by/3.0/au/deed.en
Attribution:
• emailing SC-Communications@health.qld.gov.au
For enquiries or further information please visit our website at
www.health.qld.gov.au/sunshinecoast
Feedback can be provided through the Department of Premier
and Cabinet’s website Get Involved at
www.qld/gov.au/annualreportfeedback
Content from this annual report should be attributed as: Sunshine
Coast Hospital and Health Service Annual Report 2013–2014.
ISSN: 2202-5200
The Sunshine Coast Hospital and Health Service 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
(7)5470 5395 and we will arrange an interpreter to
effectively communicate the report to you.
© (Sunshine Coast Hospital and Health Service) 2014
2
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Contents
Table of contents
3
Sunshine Coast Hospital and Health
Board Chair’s overview
4
Sunshine Coast Hospital and Health Service
4 Our performance
48
Delivering our services
48
Service Delivery Statement
53
Chief Executive’s overview
5
KPIs - Service agreement and purchasing
2013–2014 highlights
6
framework key performance indicators
55
Letter of compliance
10
Performance against Strategic Objectives
60
1 Our organisation
11
Vision, purpose and values
11
Objectives, agency role and functions
12
Our services
13
Community profile
14
Strategic risks, opportunities and challenges
16
Machinery of government
16
Commitment to the government’s objectives
17
2 Our governance
20
5 Our future
81
6 Financial statements
85
Statement of comprehensive income
86
Statement of financial position
87
Statement of changes in equity
88
Statement of cash flows
89
Notes to the financial statements
90
20
Hospital and Health Board
21
Management certificate
135
Board committees
26
Independent auditor’s report
136
Hospital and Health Service executive
28
Glossary
138
Strategic committees
32
Compliance checklist
143
Ethics and code of conduct
32
Audit and risk management
33
Information systems and recordkeeping
36
3 Our people
Content
s
Governance and organisation structure
37
Workforce profile
40
Recruitment, engagement and retention
40
Early retirement, redundancy and retrenchment 42
Orientation and training
43
Occupational health, safety and wellbeing
46
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
3
Overvie
w
Sunshine Coast
Hospital and Health
Board Chair’s overview
It is again with a sense of significant pride and
satisfaction that I provide the Chair’s report on
behalf of the Sunshine Coast Hospital and Health
Board.
In our second year of operation, the Board has
maintained its attention on providing strategic direction and
governance to our Hospital and Health Service.
Our concentration on the current performance of the
Health Service is of course increasingly equalled by an
emphasis on the challenging and exciting journey of the
organisation becoming a tertiary health service provider.
The Board is absolutely determined to provide the
governance to ensure
the organisation develops capacity and capability to not
only bring the Sunshine Coast Public University Hospital
(SCPUH) on line in late 2016, but to also be an
organisation that is recognised nationally and internationally
for the excellent and innovative care that it provides. It is
this objective that always features in my regular meetings
with the Minister for Health.
performance. It also has responsibility in the areas of Key
Performance Indicators as detailed in our Service Agreement
with the Department
of Health. The financial performance of the Hospital and
Health Service is testament to the quality of both the
Finance and Performance Committee and the effectiveness
of the leadership and the commitment throughout the
organisation to the efficient and effective delivery of
services.
The committee structure has matured and become the
engine room of the Board’s deliberative and analytic
approach to discharging its responsibilities. A preeminent
focus of the Board is oversight of the safety and quality
of the services provided by the Hospital and Health
Service. This objective extends of course to the monitoring
of the Workplace Health and Safety performance of the
organisation. In this regard the safety and quality of care
provided to patients and the safety of the work
environment for staff are both a constant focus of the
Board. I commend Deputy Chair, Dr Lorraine Ferguson,
for her stewardship of the Safety and Quality Committee.
Recent state level feedback indicates that our Safety and
Quality Committee is one of the best informed and high
performing committees across the State.
Similarly, the Board’s Finance and Performance
Committee, led by Mr Peter Sullivan, provides strategic
review and direction of the organisation’s financial
4
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Under the leadership of Mr Cos Schuh the Board’s
Audit and Risk Management Committee ensures that
our statutory
audit requirements are satisfied and the strategic risks of the
organisation are appropriately managed.
Further devolvement of accountability to Hospital
and Health Boards and their respective Hospital
and Health
Services continued to advance during 2013-2014. The
major milestone for the Sunshine Coast Hospital and
Health Board was the successful assessment of the
Hospital and Health Service to become the Prescribed
Employer of its staff from 1 July 2014.
The Board remains committed to the strategic direction
provided in the Health Services Plan 2012–2022 and
outlook to 2026/27. It is also committed to
delivering on the Government’s Blueprint for better
health care in Queensland. In this regard the Board
has assumed the decision making role in the
contestability exercise currently being undertaken for
clinical support services for the SCPUH.
The Board has, through successive independent external
evaluations, become increasingly aware of just how
fortunate the Sunshine Coast community is to have its
Hospital and Health Service staffed by people with the
highest quality, passion and ability. The Health Service
Chief Executive (HSCE), Kevin Hegarty has proven to
be a dedicated leader in this critical period of transition
to tertiary status.
On behalf of the Board, I thank and congratulate the
HSCE and all staff of the organisation for their
contribution to a very successful year.
Emeritus Professor Paul Thomas AM – Chair
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
5
Overvie
w
Sunshine
Coast
Hospital
and
Health
Service
Chief
Executive’s overview
The 2013-2014 year, our second year as a
Hospital and Health Service was, like our first,
twelve months of exceptional challenge,
change and achievement.
Again, as is our established pattern, last year saw the
Health Service provide a record level of health services
to our com- munity. Total hospital activity increased by
almost 5% over the previous year. Our Emergency
Departments provided care to over 115,000 patients,
7,041 more than the previ- ous year. We responded to
the continued growth in demand for elective surgery by
performing almost 1000 additional elective surgery cases
than in 2012-2013.
compared to ten years ago is testament to the contribution
these skilled and dedicated resources have made.
The past year has seen the maintenance and enhancement of
our record as a health service with efficient and effective
resource management. Our small surplus evidences this and
will allow us to address strategic needs.
Increasingly, the focus of the organisation is dominated
by the necessary preparation for our transition to
Sunshine Coast Public University Hospital (SCPUH) and
equally impor- tantly, the transformation of the Hospital
and Health Service to that of a tertiary health care
provider. This transition and transformation is not about
moving the existing array of ser- vices to an additional
new location. It is about delivering on the vision that
our staff and community rightfully hold that SCPUH will
‘provide excellent care through collaboration, enquiry and
education’, within the context of the Hospital and Health
Service vision of ‘Health and wellbeing through
exceptional care’.
What we are doing has not been done in Australia for
more than two decades, creating a new rather than
replacement tertiary teaching hospital. An exponential
growth in staffing numbers between now and 2021 is
central to us successfully meeting this challenge. Our
journey over the past ten years also evidences that we
have been an organisation ‘in train- ing’ for such an
expansionary journey. In 2004 we had head count of
2,527 staff; in 2014 we have a headcount of 4,773.
That is an 88 per cent increase over the last ten years.
The range and capacity of services we offer now,
6
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our staff are the greatest asset of the Hospital
and Health Service. They are the foundation on
which our commitment to provide the highest quality
health care to our community is based. The skill,
professionalism and resilience of our team are
known and acknowledged locally. It is also consistently identified by those who visit, including
specialist colleges and other accrediting bodies.
After ten years as Chief Executive of this
organisation during its various itera- tions, I have
never been prouder or more humble to serve in
the role.
The pages of this report provide examples of our
contribu- tion to delivering on the Public Sector
Renewal Program. The advancement of our
Consumer Engagement Strategy, our clinical redesign
and ongoing focus on teaching and edu- cation
with an expansionary research agenda, are all direct
contributors to the five principles of the Program.
Overvie
w
The strategic direction and governance provided
by the Hospital and Health Board, under the
leadership of Emer- itus Professor Paul Thomas
AM, is strong and visionary. All aspects of the
organisation’s performance benefit from the rigour
applied by the Board and its Committees. The
Board’s determination to maintain a separation
between
its responsibilities and that of the operational
management responsibilities is a key enabler of
organisational capacity to perform.
I commend this annual report to you and am
pleased to share our achievements and demonstrate
absolute commit- ment to providing high quality
heath care in a consistent person centred manner.
Kevin Hegarty - Health Service Chief Executive
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
7
Highlights 2013 2014
2013
• SCHHS achieves whole of health service Australian Council on Healthcare Standards
(ACHS) accreditation – all standards met
• Outreach and sexual health clinic opens in Gympie
• Queensland Bedside Audit is conducted at SCHHS. Results show improvement
in all areas of patient care
• Annual Research Day is held and SCHHS Research Strategic Plan 2013-2016 is launched
• SCPUH - piling works for foundation substantially complete
• Annual staff awards held. Dr Christine Fawcett receives the Dr Barny Moy
Memorial Award for overall excellence
• Nambour Hospital commence using new non-invasive liver scan technology
• First public patients from SCHHS treated at Sunshine Coast Unversity Private Hospital
• SCPUH – Kawana Way duplication and carpark two completed
• Government announces clinical services at SCPUH will be delivered by SCHHS
• EOI’s sought for clinical support services at SCPUH
• Sunshine Coast Academic and Research Centre (SCARC) opens in Nambour
• Nambour Hospital auxiliary reaches $3million in donations to the SCHHS
• New dermatology outpatients clinic commences at Nambour
• Inaugural Think Health forum held in partnership with Sunshine Coast Medicare Local (SCML)
• Building and re-design project commences at Gympie Hospital
• Home and Community Care (HACC) service achieves accreditation
• Glenbrook Residential Aged Care Facility receives accreditation for a further three
years by the Aged Care Standards and Accreditation Agency (ACSAA)
• First private practice independent midwife starts at Nambour
• Approval for the construction of additional facility for 15 new community care mental
health beds at SCHHS Mountain Creek facility
• SCHHS announced as achieving prescribed employer status
8
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
9
Highlights 2013 2014
Our year in figures
87,270
people were admitted to
hospital 1796 decrease from
last year
233,455
outpatient occasions of
service were performed
24,785 increase from last year
115,342
people presented to
our emergency
departments
7,041 increase from last year
4,805
elective surgery procedures
were performed
998 increase from last year
9,607
children (0-17)
admitted to our
hospitals
1,092 increase from last year
1
0
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
2,800
babies delivered
106 increase from last year
36,291
0.3 per cent decrease from last year
patients
arriving
by
ambulanc
e 3,407
increase
from last
year
4,773
employees at 30
June 2014
180 increase from last
year
$4,350
average cost per patient
$344 less than state
average
$671,836,000
In revenue
$5,977,000
net surplus from operations
which is
0.9 per cent of total
revenue
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Highlights 2013 2014
1.9 per cent increase from
last year
1
1
Highlights 2013 2014
Financial highlights
With a diverse and extensive service profile, across a
wide geographical area, our costs and revenues must be
carefully managed. A robust accounting and reporting
system is key to ensuring satisfactory financial outcomes
and continuing sustainability.
This year again presented particular challenges. A
variety of service targets and KPIs were required to
be met along
with the achievement of financial savings. A particular
focus was on our revenue base and ensuring the
sustainability of revenue streams.
Operating income
The following chart shows the major sources of total
operating income by percentage, with the Queensland
State Government (predominately the Department of
Health) being the largest funder of total operating
income.
Particular success was achieved in Own Source Revenues
such as outpatient fees, pharmaceuticals and prosthetics.
The introduction of the contracted services through the
Sunshine Coast University Private Hospital also presented
challenges.
Our financial and operational realities have largely
been satisfied. Cost bases continue to be managed
well and revenue streams have been enhanced.
Queensland state funding
The small surplus achieved in 2013-2014 will help
ensure capacity to meet future challenges.
64% Commonwealth funding
26%
Revenue
Operating Statement financial year ending 30
June
Labour and employment related expenditure
443,319
Supplies and services
135,351
Other expenses
64,849
Depreciation and revaluation expense
22,340
Net Surplus from operations
Patient fees 7%
2014
$(000)’
s
671,836
Other grants funding
2% Other revenue 1%
Graph A: SCHHS operating income 20132014
5,977
Table 1: SCHHS operating statement 2013-2014
8
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Operating
expenditure
Balance sheet
The following chart shows the major parts of total
operating expenditure with labour and employment related
expenses being the largest component of total operating
expenditure.
As at 30 June 2014
Current assets
Non-current assets
Current liabilities
2014
$(000)’s
69,322
295,895
49,511
Non-current liabilities
-
Net assets (equity)
315,705
Table 2: SCHHS balance sheet 2013-2014
Cash and investments
Labour and related costs
As at balance date, we had $51.611 million in cash
and investments. This balance is largely a result of the
timing of payables including payroll, and the reported
surplus. Depreciation is not cash funded, but investment
in non- current assets is.
67% Clinical supplies 4%
Drugs 4%
Pathology charges 2%
Contract payments (Sunshine Coast
University Private Hospital/Noosa Hospital)
9%
1% Other expenses 10%
Depreciation and revaluation expenses 3%
Graph B: SCHHS operating expenditure 2013-2014
Current ratio: At 30 June, 2014, the current ratio
(current assets divided by current liabilities) was 1.40.
This means for every $1.00 of current liabilities payable
we hold $1.40 in current assets. A current ratio of this
magnitude indicates that we are able to meet our current
liabilities as and when they fall due.
Highlights 2013 2014
Repairs and maintenance
Financial Ratios
Quick asset ratio: The quick asset ratio is similar to
the current ratio, but provides a better indication of
our short term solvency by only including those current
assets and current liabilities of a short term nature.
We have $1.31 in liquid assets for every $1.00 of
short term liabilities.
Debt to equity ratio: We currently have no debt.
Debtors days: The average age of debtor accounts for
patient, client and resident fees at year end was 60
days.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
1
3
Letter of
compliance
2 September 2014
The Honourable Lawrence Springborg MP
Minister for Health
Member for Southern Downs
GPO Box 48
Brisbane QLD 4000
Dear Minister
I am pleased to present the Annual Report 2013-2014 and financial statements for Sunshine Coast 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 detailed requirements set out in the Annual report requirements for Queensland Government agencies.
A checklist outlining the annual reporting requirements can be found at page 145 of this annual report or
accessed at http://www.health.qld.gov.au/sunshinecoast/annual-reports/default.asp.
Yours sincerely
Emeritus Professor Paul Thomas AM
Chair
Sunshine Coast Hospital and Health Board
10
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our organisation
1
Vision, purpose and values
Sunshine Coast Hospital and Health Service is the
major provider of public health services, health
education
and research in the Sunshine Coast, Gympie and
Noosa regional council areas.
As outlined in Sunshine Coast Hospital and Health
Service’s (SCHHS) Strategic Plan 2013–2017, our
vision, purpose, values and objectives describe and
support our direction and how we work with our
community to improve people’s health and wellbeing.
Our purpose is to deliver the highest standards of safe,
accessible, sustainable, evidence based health care with
a highly skilled and valued workforce that optimises the
wellbeing of our community.
Our vision
Health and wellbeing through exceptional care.
To achieve our vision we:
• will work for the community and be part of the
community
• will provide exceptional services to ensure the community
is confident in us
• acknowledge everything we do involves people and we
will ensure they feel respected, safe, valued and
listened to and that their dignity is maintained
• commit to fundamentally changing health care delivery
across our health service including establishment of the
new Sunshine Coast Public University Hospital as a key
part of our services from 2016.
Our purpose
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
11
Letter of
compliance
Our values
The values of the
expectations within
of vision, integrity
and resilience are
service values.
SCHHS underpin the cultural
our organisation. Our original values
collaboration, influence and inspiration,
reflected in the Queensland public
We will continue to develop a culture that is
modelled on these values:
• Customers first
• Ideas into action
• Unleash potential
• Be courageous
• Empower people.
10
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
organisation
As part of our Hospital and Health Service annual
review, the decision was made to officially adopt
the Queensland public service values as our own.
Our
organisation
Objectives, role and function
Our objectives
Research
SCHHS objectives reflect our commitment to working
closely
with the Queensland Government to implement its:
We are committed to developing and delivering best
practice patient care through the development of quality
research programs. The growth of research is a high
priority for our health service in line with our strategic
vision of providing health and wellbeing through
exceptional care.
• Blueprint for better healthcare in Queensland
• Queensland Government Statement of Health Priorities
• Queensland Government’s objectives for the community
• Queensland Health Strategic Plan 2012-2016.
The SCHHS Strategic Plan 2013-2017 sets out five
interrelated objectives to deliver on our vision of health
and wellbeing through exceptional care.
Our five interrelated strategic objectives are:
1. Care is person centred and responsive
2. Care is safe, accessible, appropriate and reliable
3. Care through engagement and partnerships with
our consumers and community
4. Caring for people through sustainable, responsible
and innovative use of resources
5. Care is delivered by an engaged, competent and
valued workforce.
Our role and function
The SCHHS is an independent statutory body governed
by the Sunshine Coast Hospital and Health Board
(SCHHB). We were established as a statutory body on
1 July 2012. Our responsibilities are set out in
legislation through the Hospital and Health Boards Act
2011 and the Financial Accountability Act 2009 and
subordinate legislation.
The SCHHS Research Strategic Plan: 2013-2016
detailing the vision and goals for research within our
health service, has been an important development for
our research function.
Over the past year, we have achieved major developments in
infrastructure, including the opening of the Sunshine Coast
Academic and Research Centre (SCARC) in Nambour.
We have built on our research successes from
previous years. Our health service is moving into an
exciting phase of transition as we prepare for the
opening of the Skills, Academic and Research Centre
at Kawana in 2016.
Education
As part of our commitment to deliver care by an engaged,
competent and valued workforce, we have implemented a
Practice Development Strategy and Framework 2014–2017.
This framework consolidates training and education
services into an integrated, flexible and efficient education
program in preparation for becoming a tertiary training
facility and a successful learning organisation.
We operate according to a service agreement with the
Department of Health which identifies the services to be
provided, the funding arrangements for our services, the
performance indicators and targets to ensure outcomes
are achieved and our performance and reporting
requirements.
12
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our services
The SCHHS delivers a range of specialty and sub
specialty services in surgery, medicine, mental
health, women’s and families and community
integrated and sub-acute services.
Our facilities
At the core of our service are four main hospital/health services providing a range of acute and sub-acute services:
Nambour Hospital
Caloundra Health Service
• acute regional facility that services
Sunshine Coast and Gympie
regions
• services the southern end of
the Sunshine Coast
• 373 beds and 52 bed
alternatives
Gympie Health Service
• provides services primarily to residents
in the Gympie, Cooloola and Kilkivan
areas.
• 67 beds and 23 bed alternatives
• 67 beds and 20 bed alternatives
Maleny Soldiers Memorial
Hospital
• rural facility providing services to
the southern Sunshine Coast
hinterland
• 24 beds
Residential Aged Care
Community and
Facility - Glenbrook
other health centres
• high care residential aged care
facility in Nambour
• 25 centres located across
the SCHHS region
Our
organisation
We also have a residential aged care facility and community and other health centres:
• 25 high care beds, 18 transition beds
and 2 mental health sub-acute beds
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
13
Our
organisation
SCHHS also funds public patient services at Noosa Hospital and Sunshine Coast University Private Hospital.
14
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
The Sunshine Coast Hospital and Health Service
(SCHHS) covers approximately 10,020 square
kilometres. It encompasses the areas of the
Sunshine Coast, Gympie and Noosa Councils,
the health service reaches to Gympie as its
northern boundary down to Caloundra in the
south and out to Kilkivan in the west.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
15
Our
organisation
Growing population
Servicing a population of over 380,000,
the Sunshine Coast is one of the fastest
growing population areas in Queensland.
With annual growth of around four per cent over
the past five years, current projections have
the population reaching 403,053 by 2016
and 450,049 by 2021.
Ageing population
We have an ageing population. In 2011,
approximately 18 per cent of the population
were over 65 years of age. This is projected
to increase to approximately 22 per cent by
2026.
Compared
to the
whole of
Queensland,
our region has:
•
a faster population growth
•
similar age and health risk factors
•
significantly higher melanoma incidence
•
relatively low Socio Economic Indexes
for Areas (SEIFA)
lower avoidable hospital deaths
•
•
•
•
•
Aboriginal and Torres
Strait Islander people
•
lower percentage of Aboriginal and
Torres Strait Islander people
lower percentage of people between
the age of 15-24 years
lower diabetes mellitus separations
•
higher intentional self harm separations
•
lower stroke separations.
•
We have a higher percentage of Aboriginal and
Torres Strait Islander people in the 0-19 age
group than the Queensland average. This age
group represents 50 per cent of the total
Aboriginal and Torres Strait Island population in
the SCHHS region.
16
higher percentage of people born
in Australia
higher coronary health disease separations
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
organisation
We have a lower number of Aboriginal and
Torres Strait Islander people in our region
compared to the Queensland state average.
Aboriginal and Torres Strait Islander people
account for 1.7 per cent of the SCHHS
population compared to 3.7 per cent for
Queensland.
•
higher mortality due to mental
and behavioural disorders
higher percentage of people over 65 years
Strategic risks, opportunities
and challenges
Challenges
The SCHHS, like all health services in Australia and
internationally, operates in a complex and challenging
environment balancing efficient service delivery with
accountable, high quality health outcomes to meet the
Government’s expectation of ensuring that health care
expenditure achieves value for society.
improve efficiency and effectiveness
• improved workforce capacity through workforce redesign
utilising new technologies to enhance clinical service
delivery models and improve access.
The SCHHS faces service delivery challenges associated
with:
• rapid population growth
• older population growth
• relatively low Socio-economic Indices for Areas
(SEIFA)
• increase in chronic disease across all ages
• changing nature of service delivery relating to
innovative medical technologies
• consumer, community and government expectations
regarding access to and performance of health
services.
Opportunities
There are a number of opportunities for the SCHHS to
capitalise upon:
• evolution and progression of the SCHHS as an
independent statutory body under the governance of a
local board
• building and commissioning of the Sunshine Coast
Public University Hospital (SCPUH) as a Public
Private Partnership (PPP)
• enhancement of research and academic initiatives
including the establishment of the Skills Academic and
Research Centre (SARC) in partnership with the
University of the Sunshine Coast and the Sunshine
Coast TAFE
• enhancing consumer and community engagement in
service planning, service delivery and performance
monitoring and evaluation in collaboration and
partnership with the Medicare Local
• optimisation of expenditure and revenue activities to
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
17
Our
organisation
Risks
We have identified a number of strategic risks that may
impact
on the SCHHS:
• Workforce – capacity and capability of the workforce
(right person, right job, right time) is insufficient
to meet service and skills demands
• Health technology - ability to introduce new and
advanced technologies to improve efficiency,
effectiveness and quality of health service due to
inadequate infrastructure, resources and skills
• Financial pressures - the ability to maintain
budget integrity, increase revenue and deliver
services within a nationally efficient price while
continuing to meet consumer, community and
workforce expectations for service scope and
quality
• Change - the transition to include the Sunshine
Coast Public University Hospital (SCPUH) into the
SCHHS may have considerable impacts on staff and
the Sunshine Coast community as a result of clinical
service capability scope changes, infrastructure and
resource capabilities and heightened service delivery
expectations
• Patient safety and quality - continuing to meet the
already established and acknowledged high level of
health care commensurate to regulatory or industry
standards and community expectations
• Demand - the health needs of the Sunshine Coast
community may exceed the resource capacity of
current service delivery as the SCHHS prepares for
the opening of the SCPUH.
Machinery of Government changes
In 2013-2014 SCHHS was not subject to any Machinery of
Government changes.
18
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Commitment to the
government’s objectives
Blueprint for better healthcare
Service (SCHHS) is committed to contributing to the
Queensland Government’s statement of objectives for the
Blueprint for better healthcare in Queensland (the
Blueprint). The Blueprint sets the direction for the
structural and cultural improvements to establish
Queensland as the leader in Australian healthcare.
community, Getting Queensland back on track.
There are five government objectives:
• to grow a four pillar economy
• lower the cost of living for families by cutting waste
• deliver better infrastructure and better planning
• revitalise front-line services for families
• restore accountability in government.
In 2013 the Queensland Government released the
Our
organisation
Government’s objectives for the
community Sunshine Coast Hospital and Health
The Blueprint has four themes:
• health services focused on patients and people
• empowering the community and our health workforce
• providing Queenslanders with value in health services
• investing, innovating and planning for the future.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
19
Our
organisation
Our contribution
In keeping with the Queensland Government’s objectives
and the Blueprint, SCHHS in 2013-2014 we have:
• undergone a major contestability process in relation to
the delivery of clinical services for the SCPUH
• engaged in the contestability process for clinical
support services at the new SCPUH
• ongoing build, own, operate transfer contract with
Ramsay Health at Noosa Hospital
• returned a financial year operating surplus of
$5,977,000
• achieved full compliance with National Safety and
Quality Health Service (NSQHS) standards and
achieved whole organisation accreditation by Australian
Council of HealthCare Standards (ACHS)
• enhanced accountability and transparency through
the establishment of an internal audit function
• explored alternative options for health service
delivery through contestability
• continued construction on the Sunshine Coast Public
University Hospital (SCPUH) – a new public
tertiary teaching hospital to meet growing demand
for hospital services and train local residents to be
the health workforce of the future
• participated in eight Queensland Institute of Clinical
Redesign (QuICR) projects throughout 2013-2014
and implemented new processes as a result
• continued health service planning for the opening of
the SCPUH and the transition of services through a
review of the SCHHS Health Services Plan
• increased capacity through the commencement of the
Service Agreement at the Sunshine Coast University
Private Hospital (SCUPH) in December 2013
• consolidated our commitment to research with the
opening of the Sunshine Coast Academic Research
Centre (SCARC) at Nambour - our partnership with
the University of Queensland and the University of the
Sunshine Coast.
• increased consumer and community engagement and
refined our practices as a result
• focussed on high priority health areas to reduce the
burden of disease
• built on existing and established new partnerships for
the delivery of health care to the community
20
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
• enhanced the Telehealth capacity and capability
throughout the SCHHS.
Contestability
As part of the Queensland Government’s Renewal
Program, the Health Renewal Portfolio Office was
established in the Office of the Director General to
support the delivery of the improvements identified in
the Blueprint for better healthcare in Queensland (the
Blueprint) and other whole-of-government and internal
renewal agendas.
prepared a response to each of the seven evidence
criteria and critical indicators to confirm that the
SCHHS has the capacity and capability to be
prescribed as the employer.
The Blueprint announced that public health services
would be exposed to contestability processes, to
ensure our public
health services are affordable and sustainable.
Contestability of service delivery was also one of the
key principles recommended by the Commission of Audit
(February 2013) to assist the government in achieving
better value for money in the delivery of services.
The two major contestability processes for the SCHHS
are in relation to the delivery of clinical services and
clinical support services at the new Sunshine Coast
Public University Hospital (SCPUH) scheduled to open
November 2016.
In February 2013, the Queensland Government
announced that a contestability process would be
undertaken for the provision of all services (including
clinical) at the SCPUH. An external consultancy firm
(KPMG) was engaged to facilitate this process in
conjunction with senior executives and senior clinicians
from the SCHHS.
On the 6 December 2013, the Queensland Government
announced that clinical services at the SCPUH would be
delivered by the public sector (the SCHHS) and,
further advised it would seek expressions of interest for
contestability of clinical support services for the SCPUH.
A rigorous evaluation process continues with an outcome
expected in late 2014.
Prescribed Employer
As 1 July 2014, the SCHHS will become the
employer of all staff and therefore have greater
responsibility and accountability for all people
management related matters,
excluding the setting of terms and conditions of employment.
The SCHHS fully addressed the requirements of the
Prescribed Employer Evidence Framework and
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
21
Our
organisation
Becoming the employer is an important step in the
ongoing devolution of responsibility and accountability to
the SCHHS under the governance of our Board. This will
allow for the development and implementation of local
initiatives to deliver on the strategic objectives from the
Blueprint for better health care in Queensland, the
Queensland Public Service values and the intent of the
Hospital and Health Boards Act 2011.
Land and buildings transfer
The transfer of legal ownership of land and building
assets to the SCHHS will occur by December 2014.
In order for this ownership transfer to occur the
SCHHS has undergone an assessment (against the
endorsed framework) of our capability to sustainably
manage our land and building assets.
Following the development of a comprehensive property
portfolio, a Transfer Notice will be drafted to facilitate
the legal transfer of land and buildings from the
Department of Health to the SCHHS. This is an
exercise of a ministerial statutory power under the
Hospital and Health Boards Act 2011.
Our
organisation
22
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our governance
2
Governance and
organisational structure
Efficient, effective and ethical governance is
fundamental to achieving and moving beyond
compliance to focus on sustainable
achievement of our objectives. The Sunshine
Coast Hospital and Health Service (SCHHS)
organisational structure attempts to define the
complex network of relationships vital in
delivering health services.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
21
Our
governance
Our Board
The Sunshine Coast Hospital and Health Board (the
Board) is comprised of eight members who were
appointed by the Governor in Council on the
recommendation from the Queensland Minister for
Health in accordance with the
• approval of the hub and spoke model for the internal
audit function
• approval of the Internal Audit Charter and internal audit
strategic and annual plans
• approval of the SCHHS accounting policies and the annual
financial statements
provisions of the Hospital and Health Boards Act 2011.
The Board reports to the Minister for Health.
All Board members, on commencement, are provided with
a comprehensive interactive induction program to the
SCHHS to ensure they have a clear understanding of
their roles, responsibilities and duties as a member.
The Board is responsible for the governance of the
SCHHS. It therefore provides strategic direction and
oversight of the organisation to ensure objectives and
goals meet the needs of the community and are in line
with government health policies and directives.
The functions of the Board as articulated in the Board
Charter include but are not limited to:
• overseeing the SCHHS, including its control
and accountability systems
• providing input into and final approval of management’s
development of organisational strategy and performance
objectives, including approving the Service Agreement
with the Department of Health
• reviewing, approving and monitoring systems of
risk management, internal control and legal
compliance
• approving and monitoring the annual SCHHS budget and
financial and performance reporting.
Key Board achievements for 2013-2014 include:
• provided ongoing governance and oversight of the
contestability process for clinical support services at
the SCPUH
• input into and approval of the inaugural SCHHS
Annual Report 2012-2013
• approval of the 2013-2014 SCHHS operating budget
• approval of the annual SCHHS Service Delivery
Statements
• approval of updated Board and Committee Charters
20
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
governance
• monitoring Health Service Chief Executive
(HSCE) and senior executives’ performance
• approval of the updated SCHHS Enterprise Risk
Management Framework
• approval of the 2013–2017 (updated 2014) Strategic Plan.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
21
Our
governance
Board profiles
Emeritus Professor Paul Thomas AM
of Education, in Kuala Lumpur.
Chair
In addition, Paul is a Fellow of the Australian College of
Educators, a recipient of two Rotary International Paul Harris
Fellowships and is an advisory board member of the
National Leadership Institute.
BSc(Hons), DipEd, MA, PhD, FACE, LRPS
Emeritus Professor Paul Thomas AM has been the
inaugural Chair of the Board since his appointment by
the Governor of Queensland in 2012.
Paul has substantial board experience, well established
networks in the Sunshine Coast region and has served
on a number of boards, governing councils and
community associations spanning over 40 years. He
occupied senior posts in the British higher education
system before taking
up a position in Australia in 1976, where he became
Head of Education at Kelvin Grove and its Campus
Principal at what is now QUT.
He also became a
Professor at that University.
Paul was successful in establishing the University of the
Sunshine Coast (USC). In 1994 he was appointed
Planning President and in 1996 he became the
university’s inaugural Vice Chancellor and President until
he retired in 2010.
In 2002 Paul was one of 2000 Australians to receive a
Commonwealth Centenary Medal for service to Australian
society and higher education. In 2007 he was the
recipient of an Order of Australia Medal for services to
higher education and the establishment of the USC. In
2009 he became the first Australian Vice Chancellor to
be awarded the Asia-Pacific Chief Executive Leadership
Award by the Council for the Advancement and Support
22
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Dr Lorraine Ferguson AM
Deputy chair
RN, BSocSc, MPH, PhD, FACN, Ass.FACHSM, ACCCN
(life member), Dip Company Directors Course
Dr Lorraine Ferguson AM is a registered nurse, a
respected educator, an experienced executive, board
member and author of a number of published works
on healthcare reform, clinical management and
nursing. She was appointed a Member of the Order
of Australia in 2002 for service to critical care
nursing, particularly in clinical, management and
education disciplines, and to professional nursing
organisations.
Since 2008, Lorraine has worked as a casual
academic and independent education consultant, and
has been involved in research and development of
online educational materials for a number of tertiary
Appointed 1 July 2012 to 17 May 2016
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
institutions. Previously she held
a conjoint appointment as Associate Professor of
Nursing (Clinical Leadership and Professional
Development) with the University of Western Sydney
and the Sydney West Area Health Service.
Lorraine has held senior nursing and management
positions at The College of Nursing, Northern Sydney Area
Health Service and Royal North Shore Hospital.
She has also served as a member of nursing executive
teams, and as a member and chair of local, state and
national committees including quality, casemix, clinical costing,
health care funding, research ethics and curriculum
development.
She also held numerous board memberships and
executive positions including President and Honorary
Treasurer, New South Wales College of Nursing.
Appointed 1 July 2012 to 17 May 2016
23
Our
governance
Dr Edward
Weaver Board
member
MBBS,
FRANZCOG, FACM (Hon)
Dr Edward (Ted) Weaver is a Senior Medical Officer
within
the Department of Obstetrics and Gynaecology at
Nambour hospital. He is also an Associate Professor in
the Department of Obstetrics and Gynaecology and
Deputy Head of the Sunshine Coast Clinical School, both
within the University of Queensland (UQ).
viability of the foundation, and for overseeing the annual
awarding of eight research scholarships. He is a member of
the Recognition
of Medical Specialists committee of the Australian Medical
Council. In 2011, Ted was awarded the University of
Queensland Medical Society and School of Medicine
Distinction in Clinical Teaching Award for the Sunshine Coast
Clinical School.
From 1990-2011, he was a private specialist in obstetrics
and gynaecology in Nambour and a visiting medical
officer
at Nambour and Selangor Private Hospitals. In 2001,
he was awarded an Honorary Fellowship of the Australian
College
of Midwives in recognition of work developing collaborative
systems of maternity care.
Ted was Vice President of the Royal Australian and
New Zealand College of Obstetricians and
Gynaecologists (RANZCOG) from 2006, and
President from 2008, during a time of significant
maternity care reform in Australia.
Ted is currently the Chair of the Queensland Training
Accreditation Committee for RANZCOG, overseeing
specialist Obstetrician and Gynaecologist training in
Queensland hospitals. He was on the Board of Directors
for the
RANZCOG Research Foundation, responsible for the
financial management, fundraising and overall financial
22
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
well as major strategy and policy functions.
Sullivan
His key achievements included the
establishment of a planning and reporting
framework that allowed
the University to undertake strategic and operational
planning. He also established an audit and
assurance framework to assist the University in its
stewardship responsibilities, as well as establishing
an open and accountable system of governance
and continuous improvement processes.
Board
member
BBus(Acc),
FCPA
Mr Peter Sullivan is a highly credentialed
executive and has held a broad range of
financial leadership and strategic planning
positions in large and complex organisations.
In 2007 Peter was appointed Pro ViceChancellor (Corporate Services) and Chief
Financial Officer of the University of the
Sunshine Coast and was responsible for
overseeing a range of business functions to
facilitate the ongoing financial and planning
viability of the university. Peter provided advice
on budget and financial management issues as
Appointed 6 September 2012 to 17 May 2016
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
governance
Peter
Prior to that appointment Peter was appointed
Executive Director of Finance and Resource Planning
at the Queensland University of Technology (QUT),
where he was responsible and accountable for
corporate planning and resourcing policies and
practices of the University.
In 2007, Peter was appointed to the Board
of the Southbank Institute of Technology
where he was accountable to the Minister for
the Institute’s performance.
Appointed 6 September 2012 to 17 May 2016
23
Our
governance
Dr Mason Stevenson
executive positions within these organisations.
Board member
MB ChB
Dr Mason Stevenson has 28 years’ experience as a
General Practitioner (GP), the majority on the Sunshine
Coast. He has held senior roles within medical
associations since 1996 and owned and managed medical
practices since 1990.
Mason began his medical career in Melbourne after
completing his studies at Monash University in 1983.
He completed his internship and Junior Resident
Medical Officer training at the Queen Victoria Medical
Centre. Once completed, Mason worked as a doctor
for the Melbourne
Doctors After Hours Cooperative for a number of years
before joining the Glen Waverley Medical Centre in
Melbourne as a Principal General Practitioner (GP)
Assistant in 1988.
In 1990, Mason moved to the Sunshine Coast to open
and work in his own private practice as a GP. Mason
received his Vocational Registration – General Practitioner
in 1996. This same year he became an owner in a
group GP practice with three other doctors and Treasurer
of the Sunshine Coast Division of General Practice for
two years.
Mason has held various executive positions within medical
associations including Treasurer and President of the
Sunshine Coast Local Medical Association (SCLMA),
Treasurer and President of the Australian Medical
Association (AMA)
of Queensland, and Queensland representative for the
AMA Federal Council. From 2010 to mid 2014, Mason
worked as a GP subcontractor while continuing in
24
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Dr Karen
Woolley Board
member
PhD(MedSc),
BSc/BEd(HonsClass)
Dr Karen Woolley has more than 25 years
experience in medical research and publications
within tertiary hospital settings and the biotech and
pharmaceutical industry in North America and the
Asia Pacific.
In 2000, Karen co-founded ProScribe Medical
Communications, an internationally recognised
medical writing company that won the Queensland
Premier’s Regional Exporter of the Year in 2014.
Karen recently sold ProScribe to the Envision
Pharma group and now leads the Asia-Pacific
division.
Professionals (USA) and Chair of its Asia-Pacific
Advisory Committee. In 2011, Karen accepted Professor
(Adjunct) positions with USC, Faculty of Science
Health and Education, and UQ, Faculty of Health
Sciences.
Between 2007 and 2011, Karen was a member of The
Innovation Centre Board at USC. From 1989 to 2000,
Karen worked as a Scientific Officer and Clinical
Research Manager, and was a member of the
Queensland Government Small Business Advisory Council
from 2007 to 2010.
Karen is the recipient of an Honorary Doctorate from
USC, is a Fellow of the American Medical Writers
Association, a Life Member of the Association of
Regulatory and Clinical Scientists and has received
several business awards (including the Telstra
Business Woman of the Year Award). She is also a
Certified Medical Publication Professional.
In 2012, Karen was appointed as Director of the
International Society for Medical Publication
Appointed 1 July 2012 to 17 May 2017
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Appointed 18 May 2013 to 17 May 2017
25
Our
governance
Brian Anker
Cosmo
Board member
Schuh Board
MAICD
member
Brian Anker has held senior executive roles within the
Queensland Government. Until November 2010 he was the
Deputy Director-General, Innovation of the former
Queensland Department of Employment, Economic
Development and Innovation, and worked in partnership
with leaders in industry, science and technology.
CA, CPA
In 2011, Brian established Anker Consulting Pty Ltd, to
provide strategic advice and planning particularly to the
research and industry sector. He has undertaken strategic
reviews for the USC, assisted UQ and QUT on specific
funding projects, and assisted the Sunshine Coast
Regional Council on project assessments. In addition he
provides employee mentoring to corporations.
Cosmo Schuh has worked as a Public
Accountant in Gympie and South East
Queensland for more than 35 years. After
graduating from the University of Southern
Queensland in 1976, he moved to
Gympie and developed an accounting business, servicing
the Gympie area and extending throughout rural
Queensland.
Cosmo has been involved extensively in property
development and syndication, financial management,
estate planning and strategic management for small to
medium businesses. He sits on a number of boards for
private and public companies and is a Director of a
family Charitable Foundation. He is also a Registered
Company Auditor.
Brian has an extensive background in the business and
industry sectors. He is a current member of the
Australian Institute of Company Directors, and has been
a member on a number of boards and committees.
Brian has also served as a government representative
on review bodies for the Australian Institute of
Bioengineering and Nanotechnology,
Australian Tropical Forest Institute, Australian Tropical
Science and Innovation Precinct, and the Institute for
Molecular Bioscience.
24
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
governance
Brian is currently Chair of the Education Investment Fund,
Research Data Storage Infrastructure (RDSI) Project, and
Chair of the Sunshine Coast Education and Research
Taskforce. He has also acted as strategic advisor to a
number of Queensland based universities.
BBus,
Appointed 18 May 2013 to 17 May 2017
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Appointed 18 May 2013 to 17 May 2017
25
Our
governance
Board Committees
The Board has legislatively prescribed
committees which assist the Board to discharge
its responsibilities. Each committee operates in
accordance with a Charter that clearly
articulates the specific purpose, role, functions
and responsibilities.
The committees are:
• Executive Committee
• Audit and Risk Committee
• Finance and Performance Committee
• Safety and Quality Committee.
Executive Committee
The role of the Executive Committee is to support the
Board in its role of controlling our organisation by
working with the
HSCE to progress strategic priorities and ensure
accountability in the delivery of services.
Committee members:
• Emeritus Professor Paul Thomas AM (Chair)
• Dr Lorraine Ferguson AM
• Dr Ted Weaver.
Audit and Risk Committee
The purpose of the Audit and Risk Committee is to
provide independent assurance and assistance to the
Board on:
• the organisations risk, control and compliance frameworks
• the Board’s external accountability responsibilities as
prescribed in the Financial Accountability Act
2009, the Hospital and Health Boards Act 2011,
the Hospital and Health Boards Regulation 2012
and the Statutory Bodies Financial Arrangements
Act 1982.
The Audit and Risk Committee has observed the terms of
its charter and had due regard to the Treasury’s Audit
Committee Guidelines.
26
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
The Audit and Risk Committee is responsible for
overseeing, advising and making recommendations to the
Board on the following matters, including but not limited
to:
• appropriateness of the SCHHS financial statements
ensuring compliance with relevant accounting policies and
standards
• monitoring and advising the Board about the internal
audit function
• consulting with Queensland Audit Office (QAO) – the
external auditor in relation to proposed audit strategies
and annual audit plans
• reviewing the findings and recommendations of
external audit (including from performance audits)
and the management response
• reviewing the risk management framework for identifying,
monitoring and managing significant risks, including fraud
• assessing and contribute to the audit planning
processes relating to the risks and threats to the
SCHHS
• reviewing, through the internal and external audit
functions, whether relevant policies and procedures
are in place and complied with, including those for
management and exercise of delegations.
Committee members:
• Mr Cos Schuh (Chair)
• Mr Brian Anker
• Mr Peter Sullivan.
Finance and Performance Committee
The Finance and Performance Committee oversees the
financial position, performance and resource management
strategies of the SCHHS in accordance with relevant
legislation and regulations. It also provides advice and
recommendations to the Board on the following matters
including, but not limited to:
• assessing the budgets and ensuring they are
consistent with the organisational objectives and
appropriate having regard to the organisations funding
to enable the approval of the annual budgets by the
Board
• monitoring the financial and operating performance of the
SCHHS
• monitoring activity performance against
prescribed indicators and targets
• monitoring the SCHHS’s performance against relevant
Service Agreement KPIs specifically related to
performance and funding
• monitoring human resource indicators and compliance
with the SCHHS strategic workforce planning.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
27
Our
governance
Committee members:
• Mr Peter Sullivan (Chair)
• strategies to minimise preventable patient harm
• Mr Brian Anker
• improving the experience of patients and carers of
the SCHHS in receiving health services
• reducing unjustified variations in clinical care
• Mr Cos Schuh
• Dr Mason Stevenson.
• promoting improvements in the safety and quality of
health services being provided.
Safety and Quality Committee
Committee membership:
• Dr Lorraine Ferguson AM (Chair)
The role of the Safety and Quality Committee is to
ensure a comprehensive approach to governance of
matters relevant to safety and quality of health services
is developed and monitored.
• Dr Mason Stevenson
• Dr Ted Weaver
• Dr Karen Woolley.
The Committee is also responsible for advising the
Board on matters relating to safety and quality of
health services provided by the SCHHS including:
Board member meeting attendance 2013-2014
SCHHB
meetings
Executive
Committee
Finance and
Performance
Committee
11
1
12
Total Number of Meetings
Audit and
Risk
Committee
4
Emeritus Professor Paul Thomas AM
8
1
Dr Lorraine Ferguson AM
10
1
Dr Edward Weaver
9
Peter Sullivan
10
10
Dr Mason Stevenson
10
10
Dr Karen Woolley
9
Brian Anker
11
12
4
Cosmo Schuh
10
12
4
Safety and
Quality
Committee
4
3
3
3
4
4
Table 3: Board member meeting attendance 2013-2014
Our
governance
28
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Executive Leadership Team
Reporting to the Health Service Chief Executive
(HSCE) are executives who are responsible for a
portfolio within the organisation. Together they
form the Executive Leadership Team (ELT).
Kevin Hegarty
Rodney Margetts
Health Service Chief
Executive
Chief Finance
BBus(Acc), MAICD, MCHSM
The Health Service Chief Executive (HSCE) is
accountable to the board for all aspects of our
performance, including the overall management of
human, material and financial resources and the
maintenance of health service and professional
performance standards. The HSCE, with the board, is
also responsible for ensuring the development of our
strategic direction.
Officer
BCom (Acc),
CA(NZICA), MAICD
Coast Institute of TAFE.
Kevin has served in senior positions in Queensland Health
since joining the organisation in 1995, including District
Manager of the Rockhampton Health Service, District
Manager of the Sunshine Coast Health Service, and
District Chief Executive (CE) of the Sunshine Coast Wide
Bay Health Service. As of 1 November 2010, the
Sunshine Coast Health Service District became an entity in
its own right with Kevin remaining as its District CE.
Kevin is committed to engaging with employees at all
levels. He is passionate about improving the quality,
safety and sustainability of health services, particularly in
the areas
of mental health and Aboriginal and Torres Strait Islander
health. Kevin has specific interests in working with other
key organisation within the health sector.
Kevin is also passionate about education and
research and has developed strong links with the
University of the Sunshine Coast and the Sunshine
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
29
Our
governance
The Chief Finance Officer (CFO)
provides
leadership and strategic advice on the financial
performance and the financial management of our
organisation to the board, CE, ELT and senior
management. The CFO supports the CE in strategic
negotiations with Health, and has an over-arching
responsibility to enable the maximisation of our
revenue streams.
Rod commenced employment as Chief Finance Officer
in April 2009. Prior to this he worked in the
Department of Education and Training as Director
Business Analysis (TAFE) and as Chief Operating
Officer for SkillsTech Australia. He has also previously
worked in Queensland Health from 1997 to 2004,
assisting with the implementation of accrual accounting,
as Director of the Goods and Services Tax (GST)
Implementation Project and Team Leader Financial
Business Improvement. During this time, he also
worked in the Townsville Health Service District as
Executive Director, Corporate Services.
Rod is committed to providing the best possible health
services through the most effective utilisation of the
resources available.
30
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Scott Lisle
Executive Director
Planning and Capacity
Development
Graham Wilkinson
Executive Director
Nursing and Midwifery Services
RN, BAppSc (Nursing), MHA, Wharton Fellow - University of Pennsylvania
BPhty, MHA
The Executive Director, Planning and Capacity
Development’s (EDP&CD) responsibilities extend to all
service planning within our organisation including
Information and Communication Technology, and workforce
planning. They also lead the strategic direction,
governance and support for the planning and development
of the Sunshine Coast Public University Hospital
(SCPUH)
Scott commenced with Queensland Health in January
2010, after almost four years as Executive Director
Service Planning and Development in South Metropolitan
Area Health Service in Perth. He was a senior executive
on the Fiona Stanley Hospital project, a position similar
to his current role in the development of SCPUH.
Graham has worked as a nurse with Queensland
Health for more than 35 years, commencing as an
enrolled nurse. He has a diverse clinical background
having held positions of Charge Nurse and Nurse
Unit Manager in surgical, medical and oncology
units. Over the past
20 years, Graham has worked in senior management
positions, including District Director of Nursing at West
Moreton prior to his current position. He currently
holds an Adjunct Professorship with the University of
the Sunshine Coast (USC) and has held similar
appointments with the University of Queensland (UQ)
and Griffith University.
Our
governance
Scott is committed to ensuring we continue to deliver on
community expectations and work towards providing the
majority of services on the Sunshine Coast. He is
committed to delivering health services of a high quality
and balancing available resources with growing demands.
The Executive Director of Nursing and Midwifery
Services (EDN&MS) is the professional lead for
nursing and midwifery services. They lead the
strategic direction, clinical governance and professional
support for all nursing and midwifery services. The
role also focuses
on research, innovation, education, the nursing
and midwifery workforce, and the future
development of these services.
Graham strives to bridge the gap between theory
and practice, and provide nursing services to the
community which are contemporary, sustainable and
enriching for the nurses and midwives involved.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
31
Our
governance
Executive Leadership Team
Dr Piotr Swierkowski
Dr Jeremy Long
Executive Director, Medical Services
Chair, Clinical Leadership Group
BSc (Biochem), MBBS(Hons), FRACGP, FRACMA, MHA, EMBA, GAICD
MB BCh, FCP(SA), FRACP
The Executive Director of Medical Services (EDMS) is
the professional lead for all medical practitioners. The
EDMS leads the strategic direction, governance and
professional support for the patient safety agenda,
including the functions of patient safety management,
patient complaints, maintenance of clinical standards and
compliance with
the National Standards for Safety and Quality in
Health Care, medical administration including
credentialing and recruitment, and medical education
and research.
The Clinical Leadership Group (CLG) is a forum for the
strategic engagement of clinicians. This group enables the
opportunity for clinicians to have formal input by providing
advice and decisions that are considered part of our
strategic and operational planning processes.
Piotr (pronounced Peter), commenced his role as
EDMS in March 2009, after moving from the Central
Coast of NSW where he worked as Director of Medical
Services. His clinical background is in general practice,
with continuing limited clinical practice and the Fellowship
of the Royal Australian College of General Practitioners.
He has worked clinically in various settings, both in
Australia and the United States of America. His particular
interest is in data analysis and financial mathematics and
he is pursuing a PhD in a related area.
30
Jeremy
in July
member
decision
was appointed as inaugural Chair of the CLG
2011. He is included in the CLG as a
of the ELT, to support the organisation’s
making processes.
Originally trained in South Africa, Jeremy moved to
New Zealand to continue his work as a Medical
Oncologist, becoming a Fellow of the Royal
Australasian College of Physicians in 1998. Jeremy
has directed the Cancer Unit at Waikato hospital in
New Zealand, was a member of the cancer treatment
working party of the Ministry of Health, and was the
inaugural clinical Chair of the Midland Cancer Network.
Jeremy is a clinician with an interest in service
development and is active in teaching and contributing
to clinical trials.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Tracey Warhurst
Executive Director, Strategy and
Performance
Vacant
Chief Operating Officer
RN, BN, GCM
The Executive Director of Strategy and Performance
(EDSP) is primarily responsible for overseeing and
leading the effective program management and alignment
of key strategic initiatives. The core accountabilities of the
EDSP include strategic planning, risk management, audit
and compliance, quality systems, administrative records
management, procedural development, organisational
performance, and communications and community
engagement.
Originally trained as a Registered Nurse and later on a
Clinical Nurse, Tracey has also held roles as the Manager
Corporate Development and Administration, and the
Manager Allied and Community Health Services, both
within the Gympie Health Service District prior to the
amalgamation.
A temporary appointment to the role will remain
in place until a permanent appointment is
made.
Our
governance
Tracey commenced in the role of EDSP in February
2011. Prior to this, she was the Director of Nursing at
Gympie Health Services for six and a half years. During
this time she played a key role in the amalgamation of
the Gympie Health Service District with the Sunshine
Coast Health Service District.
As at 30 June 2014, the position of Chief Operating
Officer (COO) was vacant.
Tracey is committed to working collaboratively to build and
sustain a world-class health service that is personcentred, outcome focussed and responsive to the health
needs of the community.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
31
Our
governance
Strategic committees
We have established several strategic committees
to assist in carrying out the HSCE’s responsibilities.
The Executive Leadership Team (ELT) is the
overarching body within our committee structure.
To support the operation of the organisation, SCHHS has
developed a strategic level committee system. Each
strategic level committee has terms of reference clearly
describing their respective purpose, functions and authority.
These committees are all chaired by an ELT member
who has the appropriate sub-delegation relevant to the
function and purpose of the committee. The committees
are a vehicle for providing essential integration and
uniformity of approach to health service planning, patient
safety and quality, service development, workforce,
resource management, information, communication and
technology, performance management and reporting.
Our strategic committees:
• Clinical Leadership Group
• Patient Safety and Quality Committee
• Health Planning and Infrastructure Committee (HPIC)
• Workforce and Human Resource Committee (WHRC)
• Safe Practice and Environment Committee
• Resource Management Committee
• Information, Communication and Technology Committee
• Education Council.
Executive Leadership Team
Workforce and Human Resources Committee
Number
of
meeting
43
s
5 Clinical Leadership Group
10
Patient Safety and Quality Committee
Health Planning and Infrastructure
Committee
Safe Practice and Environment Committee
forum Resource Management Committee
Information, Communication and
Technology Committee
Education Council
11
32
6
10 + 1
11
9
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
(commenced in Dec 2013)
6
Table 4: ELT and strategic committee meetings for 2013-2014
Establishing expectations
SCHHS is committed to ensuring the highest level of
ethical behaviour through all aspects of our activities.
We uphold our responsibility to the community to
conduct and report on our business transparently and
honestly while maintaining processes that ensure our
staff, at all levels, understand these responsibilities.
The SCHHS is a prescribed public service agency
under the Public Sector
Ethics Regulation 2010 and therefore the Code of
Conduct for the Queensland Public Service is
applicable to all employees of the SCHHS.
Employees at all levels within our organisation are
required to follow the standards of behaviour and
conduct set out in the Code of Conduct for the
Queensland Public Service (available at
www.premiers.qld.gov.au/publications/categories/ policiesand-codes/code-of-conduct.aspx). The code contains
the ethics principles and their associated set of values
which are prescribed in the Public Sector Ethics Act
1994 (PSEA). It also contains standards of conduct
for each ethics principle.
The ethics principles are:
• integrity and impartiality
• promoting the public good
• commitment to the system of government
• accountability and transparency.
All employees are expected to uphold the code by
committing to and demonstrating the intent and spirit of
the ethics principles and values.
At the end of 2013–2014 88.7 per cent of our
employees had completed the Code of Conduct training
(see page 43) Employees are required to participate
in the course every two years, or when the code is
revised.
We strongly support and encourage the reporting of
Public Interest Disclosures. All employees have a
responsibility to disclose suspected wrongdoing and to
ensure any disclosure is in accordance with our ethical
culture. This responsibility is
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
33
Our
governance
again reinforced by the Public Sector Ethics Act
1994, as well as our Public Interest Disclosures
Policy and Public Interest Disclosure Management
Procedure.
Ethics awareness and fraud control
Ethics awareness and fraud control is a new
mandatory training topic introduced in November 2013.
Face to face training commenced February 2014.
Online training is available however it must also
include facilitation. It will soon be incorporated into
the mandatory training suite.
Aligned to the Australian/New Zealand Standard for Risk
Management - Principles and Guidelines (AS/NZ ISO
31000:2009), the ERMF is also consistent with Department of
Health risk management policy and implementation standard.
The ERMF reinforces the SCHHB and ELT commitment to
effectively managing its risks through the application of
Right to information
Access to documents and records we hold may be
requested under the Right to Information Act
2009 and the Information Privacy Act 2009.
Community members wishing to access non personal
documents should apply in writing to our Clinical
Information Access Unit either by post or email
(details available at www.health.qld.gov.au/
sunshinecoast/html/disc_log.asp).
This year, 328 applications were received (2012–13:
377), with 50 withdrawn by the applicant and 277
finalised in the year. Total number of pages released
including full and part access was 60,393, with 235
pages refused in full. Fees collected for these
applications under the Right to Information Act
2009 totalled $6,591.60.
Audit and risk management
Risk management
Our Enterprise Risk Management Framework (ERMF)
provides the foundations and outlines the
organisational requirements for managing risk across
the SCHHS.
The ERMF conveys the SCHHS approach and
attitude to risk management and emphasises the
Board’s role in championing a risk management
culture across the organisation.
34
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
best practice risk management principles and
practices. This includes the designation of
risk accountabilities and responsibilities at
appropriate levels across the organisation.
maturity.
The ERMF clearly states that risk
management is a responsibility of all staff
and includes defined risk accountabilities
allocated to specific officers and
management levels across the
organisation. We have integrated risk
management into our existing
organisational systems and processes and
it is a key consideration for our planning
activities.
The SCHHS continues to use the Queensland
Health Integrated Risk Management Information
System (colloquially known as ‘QHRisk’) to
record risks at senior management, executive and
strategic levels.
The SCHHS remains engaged with the
Department of Health and other HHSs
through its participation in the Health System
Risk Working Group. We have been an
active contributor to the development of draft
health system risks and the development of
a community of practice across all HHSs.
Key achievements for 2013-2014:
• revision of the SCHHS Enterprise Risk
Management Framework (approved by
the Board June 2014)
to enhance, strengthen and streamline
our risk management approach
• development of guidance material to
assist with the identification, analysis,
evaluation and treatment of SCHHS risks
• reassessment of all risks registered on
QHRisk against our new, best practice risk
matrix
Our
governance
• introduction of an expanded suite of risk
analysis tools, including implementation of a
new, best practice risk matrix
• consultation with operational, senior and
executive management levels regarding
progression of contemporary risk
management practices to evolve our risk
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
35
Our
governance
responsible for the implementation of audit
recommendations)
Internal audit
The internal audit function provides independent
assurance and advice to the Board through the Board
Audit and Risk Board Committee, the Health Service
Chief Executive (HSCE) and senior management.
For the period July 2013 to February 2014, internal
audits were commissioned as required through the
Executive of the SCHHS. From 1 March 2014, the
Sunshine Coast, Wide Bay and Central Queensland
Hospital and Health Services established an internal
audit unit under a hub and spoke,
co-sourced model. This model ensures the effective,
efficient
and economical operation of the function.
• liaised with the Queensland Audit Office (QAO) to ensure
there was no duplication of ‘audit effort’
• supported management by providing advice on corporate
governance and related issues including fraud and
corruption prevention programs and risk management
• allocated audit resources to those areas considered to
present the greatest risk and where the work of
internal
The internal audit function enhances the SCHHS’s
corporate governance environment through an objective,
systematic approach to evaluating the effectiveness and
efficiency
of corporate governance processes, internal controls and
risk assessment. This is in keeping with the role and
responsibilities detailed in Part 2, Division 5 of the
Financial and Performance Management Standard
2009.
The role, the operating environment and reporting
arrangements of the function are established in an
internal audit charter that has due regard to the
professional standards and the Audit Committee
Guidelines: Improving Accountability and Performance
issued by Queensland Treasury and Trade.
Since March 2014, the internal audit function has
operated in accordance with a strategic and annual plan
approved by the Board Audit and Risk Committee. The
internal audit function is independent of management and
the external auditors. The function has:
• discharged the responsibilities established in the charter
by executing the annual audit plan prepared as a result
of risk assessments, materiality and contractual and
statutory obligations
• provided reports on the results of audits undertaken to
the HSCE and the Board Audit and Risk Committee
• monitored and reported on the status of the
implementation of audit recommendations to the Board
Audit and Risk Committee. (Management is
36
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
audit can be valuable in providing positive assurance or
identifying opportunities for positive change
of audit: Hospital and Health Services entities
2012-13.
• reviewed the SCHHSs annual financial statements prior to
presenting them to the Audit and Risk Committee.
The audit team are members of professional bodies
including the Institute of Internal Auditors and CPA
Australia.
External scrutiny
SCHHS is subject to regular scrutiny from external
oversight bodies.
These include:
• Queensland Audit Office (QAO)
• Office of the State Coroner
• Australian Council on Healthcare Standards (ACHS)
• Aged Care Standards and Accreditation Agency (ACSAA)
• Office of the Information Commissioner (OIC)
• National Quality Management Committee of
BreastScreen Australia (NQMC)
• Health Quality and Complaints Commission
• Postgraduate Medical Education Council of Queensland
• Medical colleges
• National Association of Testing Authorities (NATA)
• Baby Friendly Health Initiative (BFHI)
• Institute for Healthy Communities Australia (IHCA)
Queensland Audit Office
In 2013-14, Queensland Audit Office (QAO) has
performed two interim audits and an annual audit as
agreed in their client strategy with the SCHHS.
The two interim audits focussed on the SCHHSs
control environment with QAO conducting assessment of
key internal controls and included two cross sector,
matters of emphasis audits on risk management and
financial delegations. Overall results of these audits are
expected to be incorporated in the 2013-14 Auditor
General’s Report to Parliament (due to be tabled late
October 2014).
The SCHHS was included in three Auditor-General’s
Report to Parliament in the period:
• July 2013 - Report 1: 2013-14 – Right of private
practice in Queensland public hospitals.
• February 2014 - Report 13: 2013-14 - Right of private
practice: Senior medical officer conduct.
• November 2013 – Report 8: 2013-14 - Results
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
37
Our
governance
Office of the State Coroner
SCHHS had one coronial inquest in this financial
year. There were no adverse findings and the
coroner made no recommendations.
Australian Council on Healthcare
Standards accreditation
Right to Information
Act 2009 and Information Privacy Act 2009 in June 2014.
The audit found the SCHHS webpage was generally userfriendly and made some recommendations for website updates to
ensure compliance with the legislation. These recommendations
have been implemented.
SCHHS achieved full accreditation in all ten
mandatory National Safety and Quality Health
Standards (NSQHS) standards and five EQuIP
standards by the Australian Council of Healthcare
Standards (ACHS) in August 2013. The
accreditation survey covered the entire delivery of
services, from clinical care to the support and
corporate functions that assist high quality patient
care to occur.
The accreditation, valid for a full four years until 9
December 2017, was granted after the ACHSs
extensive organisation wide assessment.
The accreditation recognised our commitment to
high quality patient centred care.
The ACHS recognised the SCHHS has proactively
managed several organisational restructures and was
impressed with the positive staff culture within the
SCHHS.
Another area positively highlighted by the surveyors
was the SCHHSs active engagement of consumers
and community members.
Australian Aged Care Quality Agency
Our Glenbrook Residential Aged Care Facility
(RACF) at Nambour received accreditation for a
further three years by the Aged Care Standards and
Accreditation Agency (ACSAA) in April 2014.
The accreditation process involved examining
procedures and processes. Glenbrook met all the
expected outcomes and the audit team made no
recommendations for improvements.
Office of the Information Commissioner
The Office of the Information Commissioner
conducted a desktop audit of SCHHS website
compliance against legislative requirements under the
38
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Board in General Surgery
Nambour Hospital underwent accreditation
of our surgical education and training on
5 June 2014 by the Board in General
Surgery from the Royal Australasian
College of Surgeons. All standards
were met and accreditation was
achieved.
Postgraduate Medical Education Council
of Queensland The Postgraduate Medical
Education Council of Queensland
accreditation survey of SCHHS occurred in
October 2013. Full accreditation was
maintained.
Australasian College for Emergency
Medicine Nambour Hospital Department
of Emergency Medicine (DEM)
underwent Australasian College for
Emergency
Medicine (ACEM) five yearly reaccreditation
in April 2014. Nambour DEM retained full
accreditation with ACEM for training in
emergency medicine until 14 June 2019.
BreastScreen Australia
The SCHHS BreastScreen Queensland
Service underwent a data audit on 8 and 9
May 2014, and an accreditation site visit
from 3 to 5 June 2014. Feedback from
the onsite auditors was positive. We await
formal notification of the results of the
accreditation process.
Baby Friendly Health Initiative
Both Nambour and Gympie Hospitals have
received re- accreditation with the
internationally recognised Baby Friendly
Health Initiative (BFHI) status for a
further three years.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
governance
Institute for Healthy Communities Australia
In March 2014 the Institute for Healthy
Communities Australia conducted an onsite
audit of our Home and Community Care
(HACC) services at both Gympie and
Sunshine Coast and our Continence
Advisory Service. All services conformed
with all 15 Human Service Quality
Standards that were audited.
39
Our
governance
Information systems and
recordkeeping
Administrative and functional records
management The SCHHS aims to establish and
maintain an effective and compliant program for the
management of administrative
records. An effective program enables records to be used
as
a valuable source of organisational knowledge, support
the efficient conduct of business and support the
facilitation of high quality, evidence based health care.
To further this aim, the SCHHS approved the creation of
a full- time Information and Records Manager role. This
position was filled in February 2014.
Priorities were set having regard to the Public Records
Act 2002 and Information Standards and Guidelines
approved by Queensland State Archives.
A number of identified steps have been taken to
continue improvements in recordkeeping governance and
education. These include:
• administrative recordkeeping sessions at Nambour Hospital
and Gympie Hospital
• re-drafting of recordkeeping policy and procedures
including the assignment of roles and responsibilities
for recordkeeping
• review and update of the administrative
records management intranet site
• review and update of delegations by the HSCE
for the destruction and transfer of public records
• review and update of online learning modules
• support and assistance to individual staff, including
one- on-one meetings and advice.
In March 2014 SCHHS endorsed the continued
implementation of the Business Classification Scheme
(BCS) to manage administrative and functional
records. The Business Classification Scheme (BCS) is
a records management tool used to title and organise
administrative and functional records in a consistent
manner.
40
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
The BCS assists organisations to comply with their
statutory, regulatory and business requirements. The BCS
is a pre- requisite to the implementation of an electronic
document management system (eDRMS).
Health information management
Health records are managed at the four hospitals
and at all community-based sites within the
SCHHS by Health Information Management Services
under the direction of
qualified health information managers and skilled
specialist administrative officers. Training is provided to
relevant staff on health record management. Procedures
to support the management of health records and patient
information are on the SCHHS intranet for staff
reference. The health information managers are actively
involved in state-wide initiatives relating to health
information management.
• the development of a five year plan for the management of
health record storage within the SCHHS.
Bi-annual auditing of health records against
documentation standards is undertaken. Health record
security is achieved by ensuring restricted access via
physical barriers (locked medical record departments)
and by ensuring that requests for access to patient
information is managed in accordance with policy and
the Information Privacy Act 2009. Education is
regularly provided to administrative officers and clinicians
in relation to information privacy.
The disposal of health records is undertaken in
accordance with the Public Records Act 2002.
Destruction of health records has been suspended due
to the Royal Commission into Institutional responses to
child sexual abuse in Australia.
Developments in relation to the management of health
records and patient information include:
• the review of the process associated with the
management of medical typing. We plan to
implement an end-to-end software application for the
management of the dictation, typing, verification and
despatch of outpatient letters to improve efficiency
• the commissioning of a health record secondary
storage facility on site in late 2014 to enable the
return of 8,000 archive boxes of health records
from off-site storage
• the commencement of a project to develop a
business case for health record scanning at Nambour
Hospital. Health record scanning at Nambour
Hospital will facilitate the smooth transition to a
paper-light environment at the SCPUH
• the involvement in the development of the
requirements for an Electronic Medical Record at the
SCPUH
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
41
3
Our people
Workforce profile
Committed employees delivering quality services.
The contribution of skilled and committed professionals
across all roles within our organisation ensures that we
are able to deliver a quality health service. Our highly
skilled and valued workforce remain a priority as we
meet the
challenges of future health needs and the changing workforce
environment.
2012-2013
Note 1
2013-2014
Note 2
Managerial and Clerical3
572.36
634.52
Medical incl VMOs
481.84
512.68
1,525.54
1,566.06
Operational
501.86
494.66
Trade and Artisans
14.00
13.00
Professional and Technical
34.15
35.06
Health Practitioners
444.80
457.59
3,574.55
3,713.57
Employment category
Nursing
Total
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
people
As at 30 June 2014, we employed more than 3,700
Full Time Equivalent (FTE) people, representing a
Minimum Obligatory Human Resources Information
(MOHRI) Headcount of 4,773 employees. Over the last
financial year our workforce (MOHRI Occupied FTE)
increased by 139.02 FTE or 3.9 per cent. Clinical
streams accounted for 61 per cent of the increase.
Graph C: Employee percentage by profession
Nursing accounts for the highest percentage of the
workforce at 42.2 per cent. The clinical streams
amount to 69.2 per cent of the workforce.
37
Our
governance
Table 5: Our workforce profile- MOHRI Occupied FTE
Notes:
1. Includes all full time, part time and casual SCHHS employees at the end of June 2013
2. Includes all full time, part time and casual SCHHS employees at the end of June 2014
3. Includes ward clerks, outpatient administration and clinical reception
38
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
100%
90%
2.9%
2.7%
17.2%
19.1%
19.6%
18.4%
19.3%
75.4%
76.5%
77.1%
78.7%
78.0%
7.4%
Average age
80%
As at 30
June 2010
As at 30
June 2013
As at 30
June 2014
Managerial and clerical
46.87
47.66
47.98
Medical incl VMO’s
38.76
39.01
38.29
Nursing
46.10
46.82
46.61
Operational
46.11
47.81
48.26
Graph D: Five-year workforce status comparison: based on MOHRI Trade and artisans
occupied FTE
Professional
50.06
52.49
53.47
42.54
42.89
43.76
Health practitioners
41.99
42.41
42.63
Technical
39.70
42.18
0.00A
All paypoints
45.02
45.60
45.55
70%
60%
50%
40%
30%
20%
10%
0%
2009-10
Permanent
In 2013-2014
2010-11
Temporary
2011-12
2012-13
2013-14
Casual
the proportion of permanent employees was
78 per cent, casual staff dropped slightly to 2.7 per cent
temporary employees increased from 18.4 per cent to
and
19.3
per cent.
101.03,
2.7%
Full time
Part
time
Casual
Employment
category
Table 6: Average workforce age
NOTE A: Currently no permanent employee within this category
Over the last five years there has been an increase in
the proportion of employees aged over 55 years, with an
increase from 19.4 per cent in 2009-2010 to 22.5 per
cent in 2013- 2014. The ageing workforce has been
identified as a factor in our Strategic Workforce Plan.
1472.88,39.7%
, 57.6%
Graph E: Our worforce profile - Employee type
Over the period from 2009-2010 to 2013-2014,
the proportion of part time employees has remained
steady at around 40 per cent of MOHRI Occupied
FTE. Full time employees increased from 53 per
cent to 57.6 per cent.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Graph F: Age distribution comparison over five
years (MOHRI occupied FTE)
39
Our
people
Graph G: Permanent retention rate percentage
The SCHHS maintained a permanent employee
retention rate of around 96 per cent from 20092010 to 2011-2012. The rate dropped in 2012-2013
and 2013-2014 (92 per cent and
92.8 per cent respectively).
The permanent separation rate for 2013-2014 was
7.17 per cent of employees compared to 7.99 per
cent in 2012-2013.
Retaining the right people is a key element in the
SCHHS Employee Retention Plan 2012-2017 as we
undergo significant workforce growth over the next few
years.
40
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Percentage of female employees
Employment category
Managerial and clerical
2010-2011
2011-2012
2012-2013
88.3%
87.5%
89.2%
Medical incl VMO’s
33.0%
Nursing
87.5%
Operational
Trade and artisans
59.4%
0%
2013-2014
87.1%
36.3
%
87.0
36.2%
39.4%
86.7%
86.8%
%
58.4
0%%
58.7%
59.3%
64.1%
62.8%
77.8%
76.6%
0%
Professional
58.0%
Health practitioners
78.3%
69.2
%
77.7
Technical
100%
%
100%
100%
Total
75.9%
75.8%
75.7%
0%
0%
75.8%
Table 7: Percentage of female employees
The SCHHS workforce has consistently been
composed of around 76 per cent females.
The highest representation of female is in the nursing
stream
– currently at 86.8 per cent. The lowest is in the
Trades and Artisans stream which has all male staff.
The female
representation in Medical and VMOs has increased from
33 per cent in 2010-2011 to 39.4 per cent in 20132014.
Diversity Action Plan
The SCHHS Diversity Plan 2014-2015 has been
approved and implementation is ongoing. Three action
plans are included within the Diversity Plan including
Aboriginal and Torres Strait Islander Health Action Plan
(Closing the Gap), Disability Action Plan and the
Multicultural Action Plan.
Our
people
SCHHS currently employs 72 staff who have identified as
Aboriginal and Torres Strait Islanders, which represents
1.51 per cent of SCHHS employees. While this is a
slight increase from the previous year it is still below
our target of 2.13 per cent of our workforce. Taking
into account the SCHHS regional Aboriginal and Torres
Island population is
1.7 per cent, our workforce figure is comparable.
Increasing Aboriginal and Torres Strait Islander
representation in employment is an integral part of the
Health Services commitment to closing the gap between
Indigenous and non-Indigenous Australians.
The SCHHS encourages and supports linguistically
diverse backgrounds across all occupational streams.
As at 30 May 2014, 7.84 per cent of our workforce
are from a non- English speaking background.
SCHHS supports the As One Public Service Disability
Employment Strategy. As at June 2014 1.96 per
cent of the workforce (approximately 94 employees)
had identified as having a disability.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
41
Our
people
Employee recruitment, engagement
and retention strategies
SCHHS is working to ensure we have a sustainable
and highly qualified workforce to meet the future
needs.
There are a number of challenges facing the future
growth of our organisation, including the commissioning
of new services, opening of the Sunshine Coast Public
University
Hospital (SCPUH), an ageing workforce, significant
population growth on the Sunshine Coast and a multigenerational workforce.
In 2013-2014 SCHHS has developed workforce projections
that identify the indicative future workforce requirements for
the SCPUH and the remainder of the SCHHS in 20162017.
In order to meet the challenging needs of the health
service environment, it is critical we continue to invest in
our people.
We have undertaken workforce planning supporting
innovation and reform initiatives across the SCHHS to
enhance workforce capability and capacity for efficient
and effective service delivery.
Strategic Workforce Plan
The provision of health services in the SCHHS will
undergo significant change over the coming years. It is
estimated that the SCPUH will require approximately
2,760 FTE in 2016- 2017. The attraction, recruitment
and retention of these estimated workforce requirements
represent a significant challenge for the SCHHS.
We will also face challenges associated with service
demand, increasing population and the prevalence of
chronic diseases, as well as the transition of services, the
creation and expansion of new tertiary services at the
SCPUH, and the transformation of the remainder of the
SCHHS.
The SCHHS Strategic Workforce Plan 2011-2021 has
been developed to ensure workforce planning and
development are a priority for the organisation.
40
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Workforce planning and
development is integral to the success of the SCHHS
attracting and retaining a workforce of skilled health
professionals who support our role as a leader in health
care services in this region.
Our workforce planning and development plan will place
the SCHHS in a strong position to meet these future
challenges.
It is critical that we continue to invest in our current
workforce and grow and source the workforce required
for future service requirements.
Employee life cycle
In recognition of the value of our employees and to
ensure they continue to develop and perform to
their highest potential, a new Employee Life Cycle
process has been created.
r
s
Cu
f
e
l
u
Pe
p
er
tlu
u
C
la
seu
V
This process enables us to map the employee’s
experience and journey within the health service. The
process maps milestones and developmental opportunities
that will meet the employees career development needs
from recruitment to completion of service.
Employee engagement
As part of our substantial service redesign and major
workforce growth, our Employee Engagement Strategy
2013– 2016 was released in 2013 and we are
continuing with its implementation.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
41
Our
people
In the past year we have:
• reviewed and revised the staff communication
mechanisms to create more opportunities for interaction
between
the Executive Leadership Team (ELT),
management and employees
• increased the executive and senior managers visible
profile by their attendance at service group and other
group meetings
• created the new SCHHS Diversity and Equity Plan
incorporating action planning to raise awareness and
commitment to people from a multi-cultural background
or those with a disability
• developed a network of employees (called the Culture
Club) to collaborate in creating positive change within
the workplace
• highlighted positive contributions employees have made
to their respective teams and work environments through
a
celebration of ‘good news’ in our publications and the
Chief Executive all staff forum
• commenced roll out of Communications Toolbox
sessions to educate employees about different types
of communication, roadblocks to effective
communication, and provided strategies that can be
applied everyday within the workplace.
Employee retention
In 2012-2013 we developed our Employee Retention
Plan 2012-17 and the Employee Recruitment Plan
2012-2017.
Throughout 2013-2014 we have:
• created and implemented a new, innovative, values
based, people centred Welcome (Orientation) program
with an emphasis on the patient and employee
experience
• reformed
the
SCHHS
performance
and
development process to provide a clearer link
between the SCHHS Strategic Plan and the
employees’ individual plan
• the SCHHS has identified the need to facilitate and
promote flexibility in the workplace. Line managers
respond to requests for flexible arrangements on an
individual basis, taking into account the needs of the
employee and the organisation
• utilised the Aboriginal and Torres Strait Islander
40
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Workforce Advisory Group to provide expert advice on
improving recruitment, retention and career development
opportunities for our current and future Aboriginal and
Torres Strait Islander workforce
• exit surveys continue to be an area of focus in our
overall retention plan, though take up remains lower
than expected at around 33 per cent.
In an effort to improve the exit survey completion
rate, the process has been enhanced through the
introduction of a line manager fact sheet for employee
completion of service that identifies the purpose of the
survey, highlights the line manager’s responsibilities
and provides a completion of service checklist.
Employee recruitment
Over the past year, there has been significant progress
in actions outlined in the Employee Recruitment Plan
2012- 2017. The objective of this plan is to adopt
person centred and streamlined recruitment practices.
A number of new initiatives have been delivered to
ensure the SCHHS makes the most of potential
employee enquiries and enables the selection of the
right people to the right roles.
Employee recruitment achievements include:
• promotion of the SCHHS employment brand with the
launch of a job seeker webpage providing prospective
employees with information about the SCHHS as an
employer
• creation of SCHHS talent pools to capture the
interest of current and prospective employees who
are seeking
employment opportunities within the SCHHS including
the SCPUH
• improvements in candidate care have occurred with the
launch in June of the SCHHS Welcome Kit in reflecting
the vision and brand of the SCHHS and the
creation of an exclusive SCHHS Welcome webpage
for new employees providing them with information
on the organisational structure, service configuration,
dining and parking options and employment benefits
offered as part of the employment journey with the
SCHHS
Our
people
• the introduction of eRecruitment software which
has enabled the streamlining of requests for
advertising,
accessing
applications
and
shortlisting online
• the introduction of a SCHHS recruitment intranet
site providing line managers and employees with
a suite of tools and resources to support the
recruitment and selection process
• the implementation in May 2014 of an entry
survey to measure the candidate’s recruitment
and onboarding experience providing the SCHHS
an opportunity to better understand its
performance across the process. As yet this data
has not been analysed.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
41
Our
people
Working for Queensland survey 2013
In 2013, the Queensland Public Service Commission
(QPSC) contracted an external provider (ORC
International) to undertake a Public Service wide
employee opinion survey. The purpose of the survey was
to explore various dimensions of workplace climate, such
as leadership, management, job satisfaction, and employee
engagement through the eyes of employees.
The SCHHS had a survey response rate of 32 per cent,
which was the fourth highest of all hospital and health
services in the state. The results were analysed and
reported at a service group level utilising a top
three/bottom three methodology. The top three
‘celebrations’ for each group were reported as well as the
bottom three improvements for each area.
Overall collaboration, job engagement and performance
review were some of the best performing themes within
the survey results for the SCHHS. Within the workplace
the areas of role clarity and goal alignment, learning and
development, job empowerment and performance
assessment were also celebrations.
Areas for improvement across the SCHHS involved
workload and health, workplace change and workplace
fairness, and organisational trust. This was not entirely
surprising given the significant redesign and change
throughout the SCHHS.
Actions for areas of improvement across each service
group and facility were embedded into the respective
operational plans. Progress against these plans is
reported quarterly at Service Group meetings.
In 2014, the Working for Queensland survey was
conducted over the period 5 to 30 May 2014 and the
SCHHS had an interim response rate of 31.4 per cent.
The results of this survey will be available in July
2014.
Reward and recognition
Our Annual Service and Staff Excellence Awards
recognise employees who have dedicated many years
to the delivery of public health services, as well as
those who have made exceptional contributions over
the past year.
42
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Awards cover categories of innovation, engagement, patient
safety and quality, leadership, patient flow, Aboriginal and
Torres Strait Islander commitment, and the overall award –
the Dr H H (Barny) Moy Memorial Medal.
The Barny Moy Medal recognises individual contribution
to the SCHHS. The 2013 Barny Moy recipient was Dr
Christine Fawcett, Director of Clinical Training for the
Medical Education Unit. Dr Fawcett was recognised for
her unwavering commitment to education and clinical
training. She is a staunch advocate for junior doctors,
spends many hours mentoring and working towards
improvements in education and research opportunities.
Length of Service Awards were also presented to
staff in recognition of their years of service within
Queensland Health (20, 25, 30 and 40 years),
and their contribution and dedication to the delivery
of health services. One staff member, Mary Kiernan,
celebrated 40 years of service with Queensland
Health.
Throughout 2013-2014, 635 employees received service
certificates for 5, 10, 15, 20, 25, 30, 35, and 40
years of continuous service. Recognition of meritorious
performance also occurs at the monthly Chief
Executive all staff forums.
Early retirement, retrenchment and
redundancy
During the period, 52 employees received
redundancy packages at a cost of $3.723 million.
Employees who did not accept an offer of a
redundancy were offered case
management for a set period of time, where
reasonable
attempts were made to find alternative employment
placements.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
43
Our
people
Employee relations
At SCHHS our employee relations team provide support
and advice related to industrial awards and
agreements, the Code of Conduct, employee
entitlements, performance management, complaint
management and discipline. This
support includes management, investigation and resolution
of SCHHS matters that may require external reporting,
for example to the Crime and Misconduct Commission
Queensland (under the Crime and Misconduct Act
2001), and conciliation and advocacy within the
Queensland Industrial Relations Commission or other
external bodies.
The obligation to report allegations of suspected official
misconduct to the Crime and Misconduct Commission
(CMC) rests with the Health Service Chief Executive.
To ensure reporting requirements are achieved, Employee
Relations, People and Culture, is the central point within
the SCHHS to
receive, assess and refer allegations of suspected official
misconduct to the Crime and Misconduct Commission.
During 2013-2014, SCHHS had carriage of 166 new
matters, of which 48 new suspected official misconduct
matters were referred to the CMC and 118 other ethical
and employment related matters that did not involve
suspected official misconduct.
Of the 48 new suspected official misconduct matters
that were referred to the CMC, 11 matters were
substantiated, 15 were not substantiated and 22
matters are still being managed.
44
At SCHHS our orientation and training reflects our
commitment to ensuring care is delivered by an
engaged, competent and valued workforce.
Mandatory training compliance
There are currently 13 mandatory training modules.
The current compliance rates are:
Mandatory
training
module
Target
%
30/06/13
30/06/14
Complian
ce
rate
Complian
ce
rate
95
78.0
90.2
Cultural practice
program
70
39.5
Health care ergonomics
95
81.8
90.2
OHS orientation
95
81.1
90.1
PAD compliance
95
74.7
58.72
SCHHS orientation
95
69.4
75.6
Cultural diversity
70
73.9
95
83.3
89.9
80.9
95
83.3
90.8
Code of conduct
95
83.5
88.7
Infection control
(non-clinical)
95
80.7
82.3
Emergency codes
95
87.9
79.54
Fire - first response and
general evacuation
95
90.2
80.34
Public interest
disclosures
(whistleblowers
)
Infection control
(clinical)
Occupational violence
presentation (DVD)
45.4
1
3
Table 8: Mandatory training compliance
Note 1: The number of staff who have undertaken the cultural
practice program has increased since last year. While we are just
below the state target of 50 per cent, we have rationalised
elements of the program. Improvements in meeting the local target
of 70 per cent are expected.
Note 2: There was a significant drop in the Performance,
Appraisal and Development (PAD) compliance rate. To address
this, the SCHHS has developed and trialled a training program
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
people
A Health Service Consultative Forum and a number of
local consultative forums, representative of our
workforce disciplines are established in line with the
Public Service Commission Guidelines for Consultative
Forums. These forums enable a strong focus and
commitment to local
resolution and provide a robust framework for
consultation between management and unions on matters
arising out of industrial instruments, workforce change or
other workforce matters.
Orientation and training
with emphasis on the developmental benefits. Coupled
with the developmental pathway benefits of the new
learning management system. Significant improvement in
the PAD compliance rate is anticipated.
Note 3: Infection control (clincial) rates have dropped. A
combination of face-to-face and DVD training is being
delivered to improve compliance. Note 4: Emergency code
and fire first response evacuation mandatory training rates are
below the target. We generate non-compliance reports for
each service line. Individual services have implemented
actions to improve compliance such as training time specifically
dedicated to fire training and running the mandatory training
DVD for all staff. Compliance rates are expected to improve
as a result.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
45
Our
people
Orientation
The new SCHHS Welcome (Orientation) Program,
focussing on a person centred approach, commenced in
March 2014.
Presenters include members of the Executive Leadership
Team, employees (both clinical and non-clinical), patients
and their families.
‘This is the best orientation I have ever
attended in ten years of nursing. It was
uplifting, emotive, inspiring – It was
amazing. I feel excited to be part of the
SCHHS and proud to be joining a place with
such good values.’
SCHHS Welcome (Orientation) program
participant feedback – March 2014
Other newly introduced development and awareness training
that is delivered by SCHHS:
Training module
Number of sessions
Number of staff attended
Values Training Program: these promote the Queensland Public
Service values which have been embraced as the SCHHS values.
Pilot workshops commenced in January 2014.
6
124
Communication Toolbox Sessions: this training was developed to
promote good communication practices and to provide employees
with the skills to handle difficult conversations. Sessions
commenced in March 2014.
6
83
1
23
Performance Appraisal and Development (PAD) Program: this
training session was developed to promote better understanding of
the PAD pathway and frameworks for development. The trial
session was delivered in May 2014.
Occupational Prevention Training: until January this was provided
using external resources, but SCHHS now has the capability to
deliver this in- house.
July 2013 to December 2013 external 47
293
January 2014 to July 2014 internal 49
340
Table 9: Training modules and staff attendance numbers 2013-2014
Human resources training
Other HR training sessions are facilitated through
external providers include:
46
• pre-employment Processes and Screening – Fraud. This
training is aimed at recruitment panel and aspiring panel
members
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
• Practical People Management Matter - this
five day course provides line managers and
emerging line managers with practical skills to
supervise their team by building their
knowledge and understanding of good people
management, developing confidence, and an
understanding their role as a
supervisor/manager.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
47
Our
people
Clinical Training
At SCHHS a range of ongoing clinical training occurs for
nursing, medical and allied health staff. Graduate clinical
education is also supported across clinical streams with
graduate placement in medicine, mental health, nursing
and midwifery, medical imaging, pharmacy and allied
health. Education for undergraduates and post graduate
students is provided collaboratively with other education
providers.
2012
2013
undergraduates
758
781
midwifery
24
23
general graduates
52
52
undergraduates
174
180
new graduates
56
30
5301
6377
interns
49
45
junior and senior house officers
105
95.5
148.5
164
65
65
Nursing
disciplines. The model will support the transition to a
tertiary training facility and underpin a contemporary
interdisciplinary education service.
Simulation based learning
Simulation based learning is utilised at SCHHS as a
vehicle for clinical training and development. Simulation
units are located at Nambour, Gympie and Caloundra.
Commedia dell’Arte simulation centre at Nambour Hospital
is a multi-purpose scenario based learning facility
providing simulation with a focus on delivering learning
opportunities and procedural based and clinical
communication education.
Allied health
student days taken
Medical
postgraduates through UQ
Table 10: Number of students at SCHHS in 2013 academic year
The SCHHS Practice Development Model for nursing
and midwifery education service delivery has
demonstrated success across a range of outcomes.
The model has been recognised at state, national
and international levels as providing an example of
leadership in learning culture development.
48
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
people
registrars and principal house
officers
The success of the model within the SCHHS nursing and
midwifery has led to progressing discussions and
exploring opportunities for adaptation of the framework
across all
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
49
Our
people
Occupational health safety and
wellbeing
The development of a robust safety culture and
proactive wellbeing program is a key element in
establishing the SCHHS as an employer of choice
and attracting new employees.
WorkCover performance
We have met our WorkCover absenteeism Key
Performance Indicator (KPI) target with an average of
0.38 hours lost
as a percentage of occupied FTE in 2013-2014
which is a reduction from 0.56 in 2012-2013.
Patient and manual handling related injuries continue to
be the most prevalent factor contributing to WorkCover
claims. The ageing of the workforce in the nursing and
operational stream also presents an increased exposure
to patient and manual handling related injury.
Preventative measures that have been implemented
include provision of additional patient and manual
handling equipment, changes to work practices, provision
of training and enforcement of safe work practices.
Our average number of WorkCover claims is slightly
above industry average however, significant improvement
has occured in the previous four years indicating OHS
strategies are having a positive effect on reducing
claims.
50
Graph I: New WorkCover claims v industry average
Following the implementation of the injury management
improvement plan in December 2012 and the ongoing
development of additional strategies, the WorkCover
performance has continued to show improving return to
work outcomes and performance against the WorkCover
and injury management KPIs . Claims management
improvement strategies have assisted in achieving a
better than industry average result.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Graph H: Workcover hours lost v occupied FTE
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
51
Our
people
20092010
20102011
20112012
20122013
20132014
SCHHS average
first return to
work day
22.18
25.88
24.64
25.88
16.39
Industry average
21.58
24.10
21.44
20.99
17.10
Table 11: Average days to first return to work
Promoting a ‘Be Safe’ culture
The Be Safe message continues to be applied in raising
safety awareness and building a culture of safety and
wellbeing. To complement this, the Safe You Safe Me
initiative was implemented this year. A series of ten
posters were developed to deliver key safety messages
built around a uniform approach to safety and minimising
safety risks to patients and staff. Each month one of
the key messages was highlighted through additional
education and awareness activities.
There has been a reduction in our number of incidents
and near misses reported in 2013-2014.
Governance and compliance
In accordance with the Department of Health Safety
Assurance Program annual requirements we completed
the
following:
Legislative
Compliance
Checklist
• Safety
Management
System
Executive Review.
Additional compliance measures include external and
internal AS/NZ Standard 4801 Safety Management
Systems audit with the next external audit due in 2015.
The safety assurance program is complemented by the
SCHHS internal OHS monitoring systems which include
annual OHS assessments and quarterly work unit
inspections.
The SCHHS Safety Management System is also assessed
against the requirements of the ACHS EQuIP National
Guidelines. The SCHHS Safety Management System
was assessed as having met the compliance criteria for
both the ACHS and AS4801 requirements in 2013.
The SCHHS is currently considering software solutions to
streamline OHS auditing and inspections processes which
is considered essential with the SCPUH coming online in
late 2016.
Wellbeing program
Our
people
We support health and wellbeing programs for
employees. These programs can reduce the risk of
injury and illness leading to a healthier workforce,
greater productivity and improved delivery of healthcare
services. Through the SCHHS Healthy Lifestyles
Committee and support from Wishlist a range of
information, programs and activities are delivered.
Graph J: Number of incidents/near misses reported
52
Our sick leave rate has seen a reduction this year.
The 2012-2013 rate was 3.8 per cent of occupied
FTE. This year it is 3.58 per cent for the
financial year.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our performance
4
Our performance
The Sunshine Coast Hospital and Health
Service (SCHHS) performance is monitored
through a Service Agreement with
Department of Health and is underpinned by
a performance framework.
Delivering our services
In 2013-2014 SCHHS has delivered services to our
growing population. The tables below provide
information on the services we have delivered in this
financial year.
Number of separations 2011/12 2012/13 2013/14
Nambour
Gympie
Caloundra
Maleny
SCHHS total
50,669
13,739
13,168
1,271
78,847
53,267
13,621
13,471
1,402
81,761
53,604
13,320
13,115
1,467
81,506
Source: BARA June bed count of available beds
Number of beds by facility 2011/12 2012/13 2013/14
Nambour
Gympie
Caloundra
Maleny
SCHHS total
379
67
71
24
541
388
67
68
24
547
373
67
67
24
531
Source: BARA June bed count of available beds
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
53
Number of bed alternatives
2011/12
2012/13
2013/14
Nambour
53
53
53
Gympie
22
22
23
Caloundra
20
20
20
0
0
0
95
95
96
Maleny
SCHHS total
Source: BARA June bed count of available bed alternatives
Occupied bed days by facility
2011/12
Nambour
2012/13
161,156
2013/14
155,885
155,279
Gympie
25,937
26,056
26,418
Caloundra
31,491
30,785
30,719
7,590
7,556
Maleny
6,628
Noosa
13,331
12,641
SCUPH
11,096
12,747
SCHHS total
238,543
232,957
243,815
Source:TII clinical costing system
Average length of stay by facility (inc. day only)
2011/12
2012/13
2013/14
3.22
2.93
2.90
Gympie
1.89
1.91
1.98
Caloundra
2.39
2.29
2.34
Maleny
5.21
5.41
5.15
Noosa
1.85
1.73
1.92
SCUPH
2.57
SCHHS total
2.79
2.62
2.79
Source:TII clinical costing system
Average length of stay by facility (overnights)
2011/12
2012/13
2013/14
Nambour
4.95
4.50
4.40
Gympie
3.51
3.91
3.93
Caloundra
5.30
4.93
5.95
Maleny
7.35
8.16
8.81
SCUPH
3.73
SCHHS total
Source:TII clinical costing system
48
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
4.83
4.54
5.16
Our
performance
Nambour
Day only episodes by facility
2011/12
Nambour
2012/13
2013/14
21,943
23,922
23,749
Gympie
8,880
9,347
8,855
Caloundra
8,907
9,070
9,557
428
538
687
5,397
5,533
4,150
Maleny
Noosa
SCUPH
2,629
SCHHS total
45,555
48,410
49,627
Source:TII clinical costing system
% Day Only Episodes by facility
2011/12
2012/13
2013/14
Nambour
44%
45%
44%
Gympie
65%
69%
66%
Caloundra
68%
67%
73%
Maleny
34%
38%
47%
Noosa
25%
24%
28%
49%
SCUPH
SCHHS total
53%
54%
57%
Source:TII clinical costing system
Inpatient episodes by facility
2011/12
2012/13
2013/14
Nambour
50,076
53,268
53,604
Gympie
13,740
13,621
13,320
Caloundra
13,171
13,471
13,115
Maleny
1,271
1,402
1467
Noosa
7,216
7,304
5,764
SCUPH
5,340
SCHHS total
85,474
89,066
87,270
Source:TII clinical costing system
Outpatient occasions of service by facility 2011/12
Nambour
2012/13
2013/14
138,643
159,421
184,539
Gympie
27,983
28,572
29,164
Caloundra
23,058
20,032
19,082
944
645
670
190,628
208,670
233,455
Maleny
SCHHS total
Source:DSS Panorama
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
51
Our
performance
Department of Emergency
attendances by facility
2011/12
2012/13
2013/14
41,559
45,775
49,493
Gympie
29,598
30,846
31,604
Caloundra
25,068
26,469
29,827
5,597
5,211
4,418
101,822
108,301
115,342
Nambour
Maleny
SCHHS total
Source:EDIS
Total cost for inpatient episodes
Nambour
2011/12
$239,472,519
2012/13
2013/14*
$243,511,854
$144,554,943
Gympie
$32,439,608
$34,500,344
$ 19,630,581
Caloundra
$29,932,308
$32,795,926
$18,646,152
$6,458,664
$7,701,356
$4,225,046
$308,303,099
$318,509,480
$187,056,722
Maleny
SCHHS total
Source:TII clinical costing system
*2013/2014 average cost for July 2013 - January 2014 (as at 11 July and subject to change)
Average cost per inpatient episode
2011/12
2012/13
2013/14*
$4,756
$4,608
$4,653
Gympie
$2,421
$2,594
$2,488
Caloundra
$2,274
$2,430
$2,570
Maleny
$5,155
$5,509
$4,879
$3,944
$3,931
$3,973
SCHHS total
Source:TII clinical costing system (excl boarders)
*2013/2014 average cost for July 2013 - January 2014 (as at 11 July and subject to change)
Average Cost per OBDS
Nambour
(occupied bed days)
2011/12
2012/13
2013/14*
$1,489
$1,573
$1,586
$1,280
$1,346
$1,306
Caloundra
$958
$1,063
$1,033
Maleny
$981
$1,016
$910
$1,376
$1,455
$1,451
Gympie
SCHHS total
Source:TII clinical costing system (excl boarders)
*2013/2014 average cost for July 2013 - January 2014 (as at 11 July and subject to change)
50
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
performance
Nambour
Our
performance
Total number of births
2011/12
Nambour
2012/13
2013/14
2323
2326
2447
Gympie
359
367
353
Maleny
2
1
0
2,684
2,694
2800
SCHHS total
*includes live, multiple and still births
Aboriginal and Torres Strait Islander (inpatient episodes)
2011/12
2012/13
2013/14
Nambour
923
1200
1325
Gympie
561
532
521
Caloundra
115
160
189
22
22
30
1,621
1,914
2065
Maleny
SCHHS TOTAL
Source:TII clinical costing system
Casemix by type (no. episodes)
2011/12
2012/13
2013/14
Medical
Nambour
40,579
42,130
41,878
Gympie
12,466
12,669
12,270
Caloundra
11,710
12,076
12,104
1,269
1,402
1,465
66,024
68,277
67,717
7,927
8,539
8,814
642
677
689
1,275
1,307
867
2
0
2
9,846
10,523
10,372
2,163
2,598
2,912
Gympie
631
275
361
Caloundra
183
88
144
0
0
0
Maleny
SCHHS total
Surgical
Nambour
Gympie
Caloundra
Maleny
SCHHS total
Other
Nambour
Maleny
52
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
SCHHS total
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
2,977
2,961
3,417
53
Our
performance
Service Delivery Statement
Our performance against the Service Delivery Statements as set out in the State Budget
2013-2014 is outlined below.
2013-14
Target/Est
.
2013-14
Est.
Actual
2013-14
Actual
Category 1 (within 2 minutes)
100%
100%
99.56%A
Category 2 (within 10 minutes)
80%
86%
83.53%
Category 3 (within 30 minutes)
75%
68%
66.79%B
Category 4 (within 60 minutes)
70%
72%
72.59%
Category 5 (within 120 minutes)
70%
88%
87.27%
Notes
Service standards
Percentage of patients attending emergency
departments seen within recommended timeframes:
All categories
1
-
74%
Percentage
of
emergency
department
attendances who depart within four hours of
their arrival in the department
2
80%
75%
77.62%C
Median wait time for treatment in
emergency departments (minutes)
20
19
20
Median wait time for elective surgery (days)
25
27
26
Category 1 (30 days)
100%
95%
89.63%D
Category 2 (90 days)
91%
73%
69.54%D
96%
97%
95.18%
Category 1 (30 days)
68%
70%
79.51%
Category 2 (90 days)
36%
34%
36.55%
90%
55%
54.95%E
Acute Inpatients
59,064
61,629
61,338
Outpatients
10,243
14,353
11,390
as at 30 Jun 2014
Percentage of elective surgery patients treated
within clinically recommended times:
2
Percentage of specialist outpatients waiting within
clinically recommended times:
Category 3 (365 days)
3
Total weighted activity units:
54
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
performance
Category 3 (365 days)
Sub acute
6,202
5,846
5,735
Emergency Department
12,418
14,690
15,177
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
55
Our
performance
Notes
Notes
Mental Health
Interventions and Procedures
4, 5
Average cost per weighted activity unit for
Activity Based Funding facilities
2013-14
2013-14
st.
Target/Est.
2013-14
2013-14
Est.
Est. Actual
Actual
2013-14
2013-14
Actual
Actual
5,739
6,986
5,638
14,277
10,406
10,707
$4,461
$4,054
$4,337
Rate of healthcare associated Staphylococcus
aureus (including MRSA) bloodstream (SAB)
infections/10,000 acute public hospital patient
days
6
0.7
1.0
0.5
Number of in-home visits, families with newborns
7
3,730
4,009
4048
>60%
63.7%
66.4%
8
<12%
12.8%
12.9%
9, 10
61,219-75,133
58,794
57,818
Rate of community follow-up within 1-7 days
following discharge from an acute mental health
inpatient unit
Proportion of readmissions to an acute mental
health inpatient unit within 28 days of discharge
Ambulatory mental health service contact duration
VARIANCE NOTES:
A. A data integrity issue for April Cat 1 data is contaminating our Cat 1 results. Internal data shows 100 per cent of Cat 1 patients were seen within the recommended timeframe.
B. The performance at Nambour Hospital DEM has lowered the overall SCHHS result in this category. Nambour DEM have introduced a model of care that ensures patients are seen by
senior clinicians earlier. This will result in improved performance.
C. Our NEAT performance over the 2013-2014 year did not meet the targets. The percentage of emergency department attendances who depart within four hours of their arrival in the
department has seen slight increase on last year’s performance( 2012-13: 77.1%). SCHHS result of 77.62 per cent compares favourably with the overall Queensland Health
performance of 76.18 per cent.
D. SCHHS capacity to meet elective surgery recommended timeframes was challenged due to the implementation of a new business model to transfer patient care to the
Sunshine Coast University Private Hospital in late 2013 – which included waitlist reverse-flows from MetroNorth Hospital and Health Service.
E. The volume of Cat 1 and Cat 2 referrals take up the majority of available appointments. SCHHS is implementing waitlist management strategies relating to improved utilisation of
appointments, alternate pathways of care and introducing additional clinics to reduce the Cat 3 waitlist.
Notes:
1. A target is not included as there is no national benchmark for all triage categories, however the service standard has been included (without a target) as it is a nationally recognised
standard measure.
2. The 2013-14 targets have been set as the midway point between the 2013 and the 2014 calendar year National Elective Surgery Target and National Emergency Access Target, as per
the National Partnership Agreement on Improving Public Hospital Services.
3. There is no nationally agreed target for these measures. Targets are based on maintenance of 2012-2013 estimated actual performance for Categories 1 and 2, and on the target set by
the Blueprint for better healthcare in Queensland of 90% for Category 3. 2012-13 estimated actual is based on preliminary data as at 1 May 2013.
4. The existing ‘Total weighted activity units’ (WAUs) measure has been amended to reflect the continued refinement of the Activity Based Funding (ABF) model and implementation of the
national ABF model. WAUs relating to Interventions and Procedures have been added; these include services which may be delivered in inpatient or outpatient settings, for example
chemotherapy, dialysis and endoscopies.
5. The 2012-13 Target/Est. has been amended to reflect Phase 16 ABF model WAUs to enable comparison with both 2012-13 Est. Actuals and 2013-14 Target/Est. figures.
6. Staphylococcus aureus are bacteria commonly found on around 30% of people’s skin and noses and often cause no adverse effects. Infections with this organism can be serious,
particularly so when they infect the bloodstream. The data reported for this service standard are for bloodstream infections with Staphylococcus aureus (including MRSA) and are
reported as a rate of infection per 10,000 patient days aggregated to HHS level.
7. The 2012-13 Est. Actual and the 2013-14 Target/Est. are based on preliminary data sets using comparable data collections from the previous four years and an increase in home visiting
numbers with the implementation of the Mums and Bubs commitment.
8. The 2013-14 Target/Est. has been revised to <12%. This is in line with the national target and aligns with HHS Service Agreements.
9. The previous measure ‘Number of ambulatory service contacts (mental health)’ has been amended to ‘Ambulatory mental health service contact duration’, which is considered a more
robust measure of services delivered. This is a measure of community mental health services provided by HHSs, which represent more than 50% of the total expenditure on clinical
mental health services in Queensland.
10. Targets have been set based on methodologies utilised in other jurisdictions. This more clearly articulates performance expectations based on state and national investment in the
provision of community mental health services. Due to issues associated with the capture of data there may be under reporting of current activity,
however improvements in reporting practices are expected in 2013-14.
56
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Effectiveness - Safety and Quality
The table below shows SCHHS performance against KPIs contained in our Service Agreement that are not included in
the Service Delivery Statement.
Key Performance Indicator (KPI)
Actual
Performan
ce
Target
National Safety and Quality Health
Service Standards Compliance
Home based renal dialysis
All actions met
All actions met
50% YTD
45.39% as end May 2014
Equity and Effectiveness Access
Key Performance Indicator (KPI)
Target
Treating elective surgery patients in turn
% of elective surgery patients who were
treated in turn
60%
Actual
Performan
ce
53.56%
Shorter maximum wait for elective surgery
Maximum waiting time of elective surgery
patients waiting
365 days
0
ENT
657
General Surgery
392
Gynaecology
369
Ophthalmology
288
Orthopaedics
703
Neurosurgery
Not applicable
Plastic and Reconstructive Surgery
0
Urology
234
Vascular Surgery
293
* as at 30 June 2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
performance
Cardiothoracic
57
Our
performance
Equity and Effectiveness Access
Key Performance Indicator (KPI)
Actual
Performan
ce
Target
Aboriginal and Torres Strait Islander potentially
preventable hospitalisations
Less than or equal to 17.7
Jun-Sep 13: 15.5%
Oct-Dec 13: 13.4%
Jan-March 14: 11.1%
April -Jun 14: Not available
Jul to Sep 2013 – 1.7%
Oct to Dec 2013 – 1.5%
1.8%
2.5%
Jan to Mar 2014 – 1.4%
1.4%
Apr to Jun 2014 – 1.2%
Not available
Less than or equal to 4.9
4.4% as at end of March
2014
Aboriginal and Torres Strait Islander discharge
against medical advice
Potentially preventable hospitalisations –
chronic conditions
BreastScreen Queensland screening activity
Proportion of the annual breastscreening target
achieved
98%
105%
Dental waiting lists
Number of patients waiting more than the
clinically recommended maximum time for
their general dental care
0
0
≥ 5% more than
2010 Volume
target 4098
4805
Maintain surgical Elective
Surgery Volume
Fewer Long Waiting Patients
Elective surgery patients waiting more than the clinically
recommended timeframe for their category:
Category 1: within 30 days
Category 2: within 90 days
Category 1: 0- ≤ 2% with no
patients waiting longer than
60 days.
Category 2: 0- ≤ 2%
2013: 0%
2014: 3.6%
2013: 9.20%
2014: 17.2%
Category 3: within 365 days
Category 3: 0- ≤ 2%
2013: 0.13%
2014: 2.06%
58
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Efficiency - Efficiency and financial performance
Key Performance Indicator (KPI)
Target
Full Year Forecast Operating Position
Actual
Performan
ce
Balanced
(agreed position between the Department of Health
and SCHHS)
surplus
Balanced or
Year to date operating position
Balanced or surplus
Surplus
Purchased activity monitoring
Variance between YTD purchased activity and
actual activity
0% to + / - 2%
2%
0% to +/-2%
Average QWAU cost
Average cost per Queensland weighted
activity unit (QWAU)
$4,350*
At or below the
Queensland ABF price
(below Qld
ABF price)
*at 11 Aug
YTD MOHRI FTE
MOHRI FTE – number of MOHRI year to date
No more than 3,650 FTE
3,713.57
0.4
0.38
WorkCover absenteeism
Hours lost (WorkCover) vs Occupied FTE
Key Performance Indicator (KPI)
Target
Emergency department patient experience
Actual
Performan
ce
Emergency Department Patient Experience
Survey (EDPES)
21%
Question 1A: 40%
Question 2B: 40%
32%
Question 3C: 60%
41%
D
Question 4 : 90%
Our
performance
Effectiveness - Patient experience
72%
NOTES:
Emergency Department Patient Experience Survey questions:
A: Patients who had to wait to be examined were told how long they might have to wait to be
examined B: Patients who had to wait to be examined were told why they had to wait to be
examined
C: Patients who were discharged from the DEM were given written or printed information about their condition or treatment
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
59
Our
performance
D: Patients who were discharged from the DEM were advised who to contact if they were worried about their condition or treatment after leaving the DEM
60
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Patient safety and quality snapshot and
key performance indicator report
This table provides a snapshot of patient safety and
quality indicators for the third quarter - March 2014 as
provided to the Department of Health Patient Safety
Board.
Note: data for the fourth quarter is not currently
available.
Surgical
Mental Health
Medical
Variable Life Adjusted Display (VLAD)
Routine measures
Indicator
Target
SCHHS
Notes
Colorectal Carcinoma Complications of Surgery¹ ²
Upper or not sig.
Fractured Neck of Femur Complications of Surgery¹ ²
Upper or not sig.
L3
A
Fractured Neck of Femur In-hospital Mortality¹ ²
Upper or not sig.
U2
B
Hip Replacement Complications of Surgery¹ ²
Upper or not sig.
Hip Replacement Longstay¹ ²
Upper or not sig.
Hip Replacement Readmissions within 60 days¹ ²
Upper or not sig.
Knee Replacement Complications of Surgery¹ ²
Upper or not sig.
Knee Replacement Longstay¹ ²
Upper or not sig.
Knee Replacement Readmissions within 60 days¹ ²
Upper or not sig.
Laparoscopic Cholecystectomy Longstay¹ ²
Upper or not sig.
Laparoscopic Cholecystectomy Readmissions¹ ²
Upper or not sig.
Prostatectomy Complications of Surgery¹ ²
Upper or not sig.
L2
C
Paediatric Tonsil & Adenoid Longstay¹ ²
Upper or not sig.
Paediatric Tonsil & Adenoid Readmission¹ ²
Upper or not sig.
Acute Myocardial Infarction In-hospital Mortality¹ ²
Upper or not sig.
U3
D
Acute Myocardial Infarction Longstay¹ ²
Upper or not sig.
U1
E
Acute Myocardial Infarction Readmission¹ ²
Upper or not sig.
Heart Failure Longstay¹ ²
Upper or not sig.
U3
F
Heart Failure Readmission¹ ²
Upper or not sig.
Pneumonia In-hospital Mortality¹ ²
Upper or not sig.
U3
G
Stroke In-hospital Mortality¹ ²
Upper or not sig.
Depression Longstay¹ ²
Upper or not sig.
L2
H
Depression Readmission¹ ²
Upper or not sig.
Schizophrenia Longstay¹ ²
Upper or not sig.
Schizophrenia Readmission¹ ²
Upper or not sig.
Selected Primip Caesarean Section (Public mothers)¹ ²
Upper or not sig.
Selected Primip Caesarean Section (Private mothers)¹ ²
Upper or not sig.
Selected Primip Induction of Labour¹ ²
Upper or not sig.
U1
I
Selected Primip Instrumental Delivery¹ ²
Upper or not sig.
Selected Primip (Assisted) Episiotomy / 3rd & 4th Degree
Tears¹ ²
Upper or not sig.
U3
J
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
61
Our
Selected Primip (Unassisted)
performance
Tears¹ ²
62
Episiotomy / 3rd & 4th Degree
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Upper or not sig.
Abdominal Hysterectomy Complications of Surgery¹ ²
Upper or not sig.
L2
K
Vaginal Hysterectomy Complications of Surgery¹ ²
Upper or not sig.
L1
L
Death or neurological damage as a result of Intravascular gas
0
embo- lism
Procedures involving the retention of instruments or other
0
material after surgery
Procedures involving the wrong patient or body part resulting
0
in death or major permanent loss of function
Death or likely permanent harm as a result of bed rail
0
entrapment or entrapment in other bed accessories
Death or likely permanent harm as a result of haemolytic
0
blood transfusion reaction resulting from ABO incompatibility
0
Accreditation Compliance¹
Met all core
actions
Systemwide
Routine measures
Infants discharged to the wrong family
– No text : Last
re- view prior
Full
1/1/13
– Mid : Mid
review after
100%
1/1/13
>=Full80%
–
: Full
Complaints Acknowledged within 5 Calendar Days
Complaints Resolved within 35 Calendar Days
SAC 1 incidents with an analysis completed in 90 Calendar days¹ >=
70%
review
after
Antimicrobial utilisation¹ Not sig.
1/1/13
Not
sig.
Healthcare-Associated Staphylococcus aureus bacteraemia
<= 2
100%
(86/86)
95%
(198/208)
40% (2/5)
per 10,000 total patient days¹
Hospital Standardised Mortality Ratio
Not sig.
Death in Low Mortality DRGs
Not sig.
Hospital Acquired 3rd and 4th Stage Pressure Injuries
<= 5% of
Existing: >=
Acute Stroke Care in Recognised Stroke Unit
75% Developing:
>= 50%
Seclusion rate (adults and older persons)
< 10
Seclusion rate (children and adolescents)
< 10
Consumer Perceptions of Care (CPoC)¹
>= 7
Hospital and Health Service exceeds target
Hospital and Health Service has met target
Hospital and Health Service is below target
Hospital and Health Service is well below target
Not Applicable
1.
2.
3.
¹ Reporting period different to Jan - Mar 2014
² Green cell without a result denotes the VLAD indicator is monitored,
however has not flagged.
* Diagonal line in accreditation compliance denotes facilities in
the SCHHS have undergone accreditation at different times and
there are two results for the SCHHS
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Note
A
B
C
D
E
F
G
H
I
J
K
L
Descriptor
Lower level
Upper level
Lower level
Upper level
Upper level
Upper level
Upper level
Lower level
Upper level
Upper level
Lower level
Lower level
3
2
2
3
1
3
3
2
1
3
2
1
1.8
6.3
Our
performance
2011/2012 actuals
Variance
75% higher or lower than expected
50% higher or lower than expected
75% higher or lower than expected
100% higher or lower than expected
75% higher or lower than expected
100% higher or lower than expected
75% higher or lower than expected
75% higher or lower than expected
30% higher or lower than expected
30% higher or lower than expected
75% higher or lower than expected
50% higher or lower than expected
63
Our
performance
Performance against strategic
objectives
Care is person centred
and responsive
Our Strategic Plan 2013–2017 creates a very real,
concrete and shared picture of the service we
aim to deliver.
Strategic objective one
The SCHHS Integrated Strategic Planning Framework
facilitates the identification and development of our priorities
into the SCHHS Strategic Plan. These are further refined
and cascaded throughout the organisation through health
service, enabling, operational and individual plans.
Care that is person centred and responsive to our
consumers is at the forefront of our service delivery.
From our board right through the entire SCHHS staff we
are committed to ensuring our approach is focused on the
needs of the patient. We are constantly seeking to
improve the patient care experience and empower and
assist consumers to manage their own health.
Progress towards the achievement of our strategic
objectives is monitored by the SCHHB.
We are listening to our consumers and making changes
to our services in response to the feedback we receive.
Our strategic objectives are:
Best Practice Australia survey
Objective 1 - Care is person centred and responsive
Objective 2 - Care is safe, accessible, appropriate and
reliable
Objective 3 - Care through engagement and partnerships
with our consumers and community
Objective 4 - Caring for people through sustainable,
responsible and innovative use of resources
Objective 5 - Care is delivered by an engaged,
competent and valued workforce.
A survey of our patients was carried out in April 2014
by Best Practice Australia. We had a 28 per cent
response rate (862 surveys distributed, 244
respondents).
SCHHS rated above the benchmarking figure for nurses
attention to their requirements for privacy, nurses advice
about choices available to them and the explanation of
any procedures that affected them. Our doctors also
rated above the benchmark for courtesy and respect
towards patients.
Attribute
Satisfied that nurses
demonstrated attention to their
requirements for privacy
Satisfied that nurses
provided advice about the
choices available to them
Satisfied that nurses provided
explanation
of
any
procedures
that
affected
them
Satisfied that the nurses
demonstrated a professional
manner
Satisfied that the nurses
demonstrated an efficient
manner
Satisfied that the doctors
60
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
SCHHS
rating
Benchmarki
ng partner
norm
treated them with respect
Satisfied that the doctors
treated them with courtesy
97%
96%
92%
98%
93%
97%
93%
92%
93%
88%
97%
91%
99%
94%
Table 12: Best Practice Australia survey result highlights
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
61
Our
performance
The survey indicated areas for improving patient
experiences in relation to the variety of menu items
offered, quality of food and the restfulness of the
environment.
SCHHS will use this feedback to assess the way we
deliver services and improve on areas where patients have
expressed dissatisfaction.
85%
of respondents are satisfied that
the hospital met their most
important expectations of it
92%
of respondents are satisfied that
the nurses met their most
important expectations of them
94%
of respondents are satisfied with
the overall quality of their most
recent admission
Table 13: Best Practice Australia survey overall satisfaction
results
Hearing Voices Support Group
As a result of mental health consumer feedback a Hearing
Voices Support Group initiative commenced in February
2014. A pilot self-help evidenced based group for voice
hearers was implemented. The hearing voices groups are
consumer led and facilitated by consumers trained with
using the model. The focus is one of empowerment for
the consumer to assist in their recovery.
Emergency Department Patient Experience
Survey The Emergency Department Patient Experience
Survey (EDPES) 2013 results showed Caloundra and
Nambour DEM performed above the state average when
patients were asked to rate
the care they received. Gympie DEM was slightly below
the Queensland average. EDPES results indicated the
results relating to patient’s delay in leaving the DEM at
Nambour was below average.
Table x: Emergency Department Patient Experience
Survey 2013 results relating to how patients rated the
care they received.
Consumer Perceptions of Care Survey
SCHHS participates in the Consumer Perceptions of
Care
(CPoC) survey of mental health consumers and families
of youth consumers annually. The SCHHS implements an
annual
action plan based on the results and feedback received.
Our 2013 results highlight that consumers receiving care
from the Child and Youth Mental Health team rate the
service to be above the state benchmark.
SCHHS ranked in the top four amongst peer hospitals
for ‘Staff treated me with respect’ (ranked second
amongst peer group), ‘Staff spoke with me in a way
that I understand’ (ranked third) and ‘Staff respected
my family’s religious/ spiritual beliefs’ (ranked fourth).
The 2013 survey also highlighted a need to develop
strategies to assist consumer’s understanding of
pharmacological areas for their treatment.
An action plan
has been developed for this area.
Consumer Companion Program
The role of the consumer companion is to engage with
consumers within the Mental Health Acute Inpatient Unit
60
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Excellent
or
very
good
Good or fair
(MHAIU). The 2013-2014 data reflects a significant
uptake and growth since the inception of this program. As
a result the number of consumer companions was increased
from six to ten staff to cover ten shifts per week in the
MHAIU so more consumers are able to access this service.
Caloundra
76%
22%
Gympie
73%
23%
Nambour
77%
21%
QLD average
74%
23%
Table 14: Emergency Department Patient Experience Survey
results
• the availability and/or visibility of information
about how a patient can give feedback about
the care they received
• providing the patient with information about
their expected wait time and why they had
to wait
• changes to the model of care plan to reduce
waiting times and decrease delays in leaving
DEM .
Our
performance
As a result of the survey, action plans have
been implemented to improve on a number of
survey areas including:
Cultural Healing Program
The SCHHS Mental Health Service (MHS) has a
dedicated Aboriginal and Torres Strait Islander mental
health program. A multidisciplinary with access to a
psychiatrist, nursing, allied health and Aboriginal and
Torres Strait Islander mental health workers.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
61
Our
performance
This program continues to see demonstrable engagement
with Aboriginal and Torres Strait Islanders in the region
through the continuation of initiatives such as:
• the Black Swans Sunshine Coast program
• the ‘Wanna Be Deadly’ annual rugby carnival
• the Deadly Murri’s leadership group.
Seclusion rate lowest in state
As a result in change of clinical practice and effective
engagement with consumers, SCHHS has consistently been
the lowest in the state for the rate of seclusion and
restraint per 1000 bed days for consumers within mental
health service inpatient units.
At the end of May 2014 the statewide average was
10.8 and the SCHHS rate was 2.2 seclusion events
per 1000 bed days which is the best result across the
18 Queensland mental health service organisations. The
2013-2014 target is equal to or less than 10 per cent.
SCHHS developed and implemented the “Opening
Doors” program for all inpatient staff (nursing, allied
health and medical officers). This
training provides a platform for improving workplace
culture and consumer outcomes.
Aussie Passport for diabetes
In January 2014, a pilot study was introduced to
establish ways for people with diabetes to remain involved
in their diabetes care when they require support and
assistance from carers, family members, and nursing staff.
The aim of the ‘My Aussie Passport for Diabetes’ project
is to reduce the
number of preventable hospital presentations of patients
with hypoglycaemia over the age of 65 years.
The study aimed to determine the effectiveness of a
communication tool and educational resource for patients
and
Not at all
carers and evaluate the most effective communication and
education elements required to support a simple, useful
and sustainable solution.
A draft personalised communication and education
booklet was produced and feedback from consumers
and an expert panel refined the contents of the
booklet. The booklet provides personalised information
to ensure that carers are aware of the specific signs,
symptoms, treatments and preferences of how individual
patients would like their diabetes managed.
In June 2014, stage two involved the booklet being
trialled. Feedback was sought from the patients and
medical professionals. Participation in the trial was offered
to patients who were identified in an audit of 2013
hypoglycaemic presentations to DEM in 2013. All those
who participated in the trial had presented to DEM with
severe hypoglycaemia that may have been avoidable.
Of the 13 people who trialled the booklet, feedback has
been very positive. All 13 participants found the booklet
easy to use and nine of the participants said it was
helpful.
SCHHS will continue to monitor those 13 people who
trialled the booklet regarding readmission/presentation to
DEM and followed up by phone consult.
The booklet will be put into use through the
Credentialed Diabetes Educator (CDE), with Geriatric
Emergency Department Intervention (GEDI) nurses and
through further education within Glenbrook Residential
Aged Care Facility. Community nursing and GPs may
also be targeted as part of the expansion of the future
use of booklet.
Easy to use
Find it
helpfu
l
Increase
d my
learning
Liked
layout
Find it
useful
0
1
2
0
Receivin
g better
care
1
Helpful for
others
with
chronic
disease
1
2
Kno
w
mor
e
now
1
A little
0
0
2
1
0
0
2
2
A fair bit
0
2
0
0
0
0
2
1
62
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Yes, a lot
Not answered
Total
13
9
8
11
11
11
5
8
0
1
1
1
1
1
2
1
13
13
13
13
13
13
13
13
Table 15: Patients with diabetes responses to the diabetes communication booklet
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
63
Our
performance
Mental Health Acute Inpatient Unit
Over the last four years consumers, carers and mental
health staff have provided consistent feedback around
the environment within the Mental Health Acute
Inpatient Unit.
(increase from 92 per cent last financial year). We
resolved 93 per cent of complaints (up until end of May
2014) within 35 calendar days.
This feedback often related to three specific themes:
• the environment was not conducive to the provision
of contemporary mental health care
• lack of space resulted in limited ability to
provide structured activities for consumers to
participate in evidenced based interventions within
the ward area
• limited confidential work areas for clinical consultation
and work with consumers and family and the multidisciplinary team.
Refurbishment of both mental health inpatient areas
commenced in 2013-14. The refurbishments, when
complete, will provide additional space to accommodate the
increasing demands, including additional designated mental
health beds for consumers requiring admission and provide
an environment conducive to the provision of contemporary
mental health care.
The SCHHS capital allocation for this project for this
financial year has been $250,000. In 2014-2015 a
further $650 000 will be spent on the completion of
stage two.
Oral Health
Our Oral Health Service offers half day clinics in Gympie,
Caloundra and Nambour specifically designated for
Aboriginal and Torres Strait Islander patients.
The service is delivered by dentists and oral health
assistants who have received cultural diversity training.
Aboriginal and Torres Strait Islanders can access the
booking service through the Aboriginal and Torres Strait
Islander liaison officer or directly with the dental clinic.
Patient feedback
In 2013-2014 we received 2001 compliments on our
service and 890 complaints.
We acknowledged all complaints within five calendar days
64
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
2012-2013
2013-2014
Compliments
2029
2001
Complaints
805
890
92%
100%
87%
93%
Acknowledged within five days
Resolved within 35 days
(up to end May 2014)
Table 16: 2013-14 patient complaints and compliments
Website information
We are working to expand the information provided on
the SCHHS so clients can access more information to
make informed health decisions. The information
includes managing care, how to obtain a referral,
informs patients about eligibility criteria. It contains a
range of communication materials so that patients can
access information at a time and in a manner that
suits them.
Consumer testing
All our brochures undergo consumer testing by the
proposed target audience to ensure they meet the
needs of our clients. The information contained is
evaluated on clarity, relevance and design. Changes
are made to the publication based on the feedback to
ensure the final document meet consumer needs.
Our
performance
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
65
Our
performance
Care is safe, accessible,
appropriate and reliable
Strategic objective two
In the past 12 months the SCHHS has implemented
practices to improve the health outcomes for our
community. We
have delivered programs that provide accessible services
to patients in hard to reach or at risk groups. Our
commitment to safety and appropriate care also resulted
in SCHHS achieving full ACHS accreditation.
at Maleny Soldiers Memorial Hospital. This service provides
paediatric consultation and management for paediatric patients
at both Maleny and Gympie Hospitals. The aim of this
service is to decrease inter-hospital transfers of patients and
to maintain current paediatric skill levels in our staff at both
Gympie and
Telehealth
To further the strategic aim to maximise the use of
technology to improve care, in February 2014, SCHHS
appointed a permanent Telehealth Coordinator.
Installing Telehealth equipment, engaging clinicians and
fine tuning the electronic booking system for Telehealth
have been the first steps in increasing the use of
Telehealth within SCHHS.
The Telehealth Coordinator has conducted education
and training for both the recipient and provider end
users to enable further uptake of Telehealth services
across the SCHHS.
Utilisation of Telehealth equipment fitted to
Gastroenterology procedure suites commenced in April
2014. This involves the live broadcast of procedures
across the SCHHS for education purposes to clinical staff
on a weekly basis. In the future it is planned to launch
this experience across the state and into universities.
A Telehealth pathway between the Nambour paediatric
ward and the Paediatric Intensive Care Unit (PICU) at
the Royal Children’s Hospital has been implemented. This
service will enable sick children to remain at Nambour
Hospital longer and potentially avoid aeromedical transfer
to PICU. This service will also provide expert medical
advice to support our clinicians on the ground at
Nambour Hospital.
Telehealth inpatient ward round for paediatrics began in
April 2014 at Gympie Health Service and in May 2014
66
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Maleny Hospitals.
Another Telehealth inpatient ward round is planned
for palliative care to provide consultation and
management for admitted palliative care patients of
Gympie and Maleny Hospitals. This is scheduled to
commence in August 2014.
An outpatient Telehealth trial was conducted in May
2014, to examine our strengths and weaknesses using
Telehealth in the outpatient setting. This trial has
enabled the fine tuning of our booking system to
ensure our staff are prepared for the changes that
Telehealth will bring to each service group.
Meetings with Sunshine Coast Medicare Local have
taken place to examine the use of Telehealth in
the primary care setting, as well as to enable
better access to care for Aboriginal and Torres
Strait Islander people in our region.
In 2013-2014 SCHHS conducted 46 inpatient
Telehealth occasions of service. Inpatient consultations
via Telehealth can remove the need for a patient to be
transferred to another facility. Inpatient Telehealth is
expected to continue to grow over the next 12 months.
With the increase in face-to-face in paediatric and
diabetes services being delivered at Gympie Health
Service, there has been a decline in the number of
Telehealth outpatient occasions of service. Telehealth
figures will rebuild once our permanent clinics begin
in August 2014.
Timely treatment for cardiac patients
Refinements in our care pathway have improved our care for
patients suffering a heart attack.
In the 2013 -2014 financial year, the cardiac catheter
laboratories in Nambour have a median door to balloon
(DTB) time of 42 minutes and 87.90 per cent of
patients are treated in under 90 minutes*.
*The Cardiac Society of Australia and New Zealand
(CSANZ) Guidelines recommend that 75% of
patients requiring treatment should have a ‘door to
balloon’ time (DTB) of less than 90 minutes for
at least 75 per cent of patients.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
67
Our
performance
The implementation of an innovative preactivation care
pathway and a collaborative system of care with
Queensland Ambulance Service (QAS) and the SCHHS
Departments of Emergency Medicine (DEM) in
Caloundra, Maleny and Gympie has resulted in the
improved DTB results.
Since opening in January 2014, the dermatology clinic has
seen 699 patients. Prior to this SCHHS clinic opening,
these patients would have to travel to a Brisbane public
health service or alternatively see a private provider.
Caring for our aged population
The Geriatric Emergency Department Intervention (GEDI)
Orthopaedic assessment
Through the introduction of an Orthopaedic Assessment
Unit (OAU) at Nambour in February 2013, orthopaedic
patients are accessing orthopaedic assessment in a more
timely manner.
In 2011, 22 per cent of SCHHS patients at Nambour
stayed in hospital for over 48 hours. The new unit has
resulted in a reduction of Occupied Bed Days (OBD)
by 1.14 per day. The OAU has also improved the
planned access to theatre and increased referrals back
to primary health providers.
Hip fracture time to surgery
In 2012, 64 per cent of SCHHS patients at Nambour
with a fractured neck of femur were treated within 48
hours. This percentage is now consistently over 80 per
cent, which meets and exceeds the required 80 per cent
target required for the purchasing framework.
During 2013, a new process was designed to expedite
the patient’s journey to surgery and optimise patient
recovery, rehabilitation and quality of life outcomes.
Changes to the theatre template and increased
communication through the implementation of
multidisciplinary clinical network meetings has resulted in
the improved treatment timelines for fractured neck of
femur patients.
New dermatology service for the Sunshine
Coast
A new dermatology clinic commenced at Nambour Hospital
in January 2014. Services offered include biopsies,
consultation on skin conditions, patch allergy testing and
minor dermatological day surgical procedures.
From May 2014, the clinic also offered narrowband UVB
phototherapy for treatment of psoriasis and other skin
conditions. The clinic is staffed with two consultant
dermatologists and a registrar and offers services three to
four days a week.
68
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
program introduced in February 2014 delivers
safer and more efficient care for our aged
patients in the Nambour Department of Emergency
Department (DEM).
The GEDI program has already resulted in improved
NEAT (National Emergency Admissions Targets) time
for patients over 65 years of age from 38 to 48 per
cent.
Shorter waiting times, higher staff morale, lower
cancellations and lower patient’s failure to attend
rates in the cardiac and respiratory outpatient’s
service at Nambour Hospital have occurred in the
last 12 months.
The GEDI program, staffed by Clinical Nurses, is
targeted at all patients over the age of 65 and works
to rapidly identify patients who will benefit from a
comprehensive geriatric assessment to support medical
and nursing staff at Nambour DEM.
NEAT performance targets for patients from nursing
homes has also seen an improvement from 28 per
cent to 58 per cent.
Patients from nursing homes have also had lower
hospital admission rates as a result of the GEDI
program. Where previously 80 per cent of DEM
presentation from nursing homes resulted in hospital
admission, the GEDI program has seen this figure
reduced to 60 per cent. This has resulted in a
predicted saving of 80 bed days per month. It is
projected that this bed day saving will further increase
as the GEDI service becomes more established.
Reducing paediatric waitlists
The new role is responsible for reviewing paediatric
referrals, streamlining children’s clinics, completing
assessments and where appropriate, referring to
other providers. Prior to the new position
commencing there were 395 patients on the
paediatric waiting list. In the four months since
the inception of the role this figure has dropped to
317 as at 30 June 2014.
Our
performance
A new role at SCHHS has resulted in a reduction of
paediatric patients on waiting lists. SCHHS
implemented an advanced allied health position in the
children’s outpatients department. The new role
commenced in March 2014 and has already reduced
wait times to see a paediatrician. As part of the
initiative, guidelines were developed on referral
pathways to services.
Improving cardiac and respiratory
outpatients service
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
69
Our
performance
The cardiac and respiratory outpatients service was part
of a Queensland Institute of Clinical Redesign (QuICR)
program. This QuICR program aimed to improve staff
satisfaction, improve KPIs and create a service model
that could be implement across other outpatients service.
Initial stakeholder consultation identified the service as
safe, but inefficient with staff showing low morale. Twelve
months after the QuICR project all the identified solutions
have been successfully implemented and sustained.
The team is now consistently meeting waiting time
KPIs and National Standards. The recommendations
from the
project are being rolled out across other parts of the
medical outpatient service.
Hospital initiated
cancellations
Cardiac
outpatients
service
improvement
59%
percentage
rate from patients in regards to the service and being
able to achieve their care plan.
Liver clinic wait times reduced
A specialist hepatologist, increased staff numbers and a
scheduling restructure for hepatology clinics has achieved
significant reduction in Category 1 hepatology patients who
are waiting for longer than 30 days. In January 2013,
we had 80 Category 1 patients who were waiting for
over 30 days
to see hepatology specialist. The staff in the hepatology
department worked to streamline the scheduling and
introduced nurse-led clinics at both Caloundra and
Nambour Hospital. By April 2014, the number of long
wait Category 1 patients had been reduced to one
patient.
Respiratory
outpatient service
improvement
percentage
81%
Patient failure to attend
21%
7%
Category 1 waiting times
88%
Meeting KPI
Category 2 waiting times
30%
75%
Category 3 waiting times
6%
5%
Patient seen in clinic
24%
28%
Triage within 5 days
maintain 100%
maintain 100%
Graph K: 2013/2014 Category 1 hepatology patients
Table 17: Improvement in cardiac and respiratory outpatients
Reduced orthopaedic surgery wait times
In March 2014 SCHHS implemented a new service model
to reduce orthopaedic surgery wait time through early
outpatient assessment and streaming non-operative and
operative patients into separate pathways.
The Musculoskeletal Pathway of Care (MPC) model
assesses non-operative pathway patients through
attendance at
an outpatient appointment. A care plan is established in
consultation with each patient and sent to their general
practitioner with recommendations.
Of the 1325 referrals triaged from the Category 2
orthopaedic wait list, 722 (46 per cent) were referred
to MPC, indicating nearly 50 per cent of patients may
not be suitable for surgery and could be treated
conservatively.
70
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
11 per cent (35 patients) were assessed as not requiring
management and therefore discharged off the wait list.
Of the 274 patients seen so far, 226 GP care plans have
been developed and sent to the patients GP with
recommendations for management. The data indicates a
very high satisfaction
Transition Care Program
Redesigning our processes and changing workload
management and allocation has allowed our Transition
Care Program (TCP) to assist more clients with safe
and timely discharge following an acute or sub-acute
hospital stay.
Since implementing the changes to the TCP in March
2014, the service has continually increased the
number of TCP packages utilised. We have seen a
consistent increase, in July 2013 we were meeting
the 80 per cent target, we now
consistently operate at above 100 per cent take up and
in June 2014 we were achieving 140 per cent of target.
This increase has delivered more care to more patients
and has had an impact on hospital bed management
and patient flow.
Gympie Gold
Within the last 12 months our oral health team at Gympie
has achieved a reduction in patient wait time from over
six years down to two years.
The team undertook a redesign project through
Queensland Institute of Clinical Redesign (QuICR) to
improve safe access to oral health services and reduce
patient wait time. At the commencement of the project
the general assessment waiting
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
71
Our
performance
list time was 6.5 years and one year later this wait time
has been reduced by four years.
A review of practices and the resultant implementation of
improvements in administrative work practices, scheduling
and sterilisation methods produced the efficiencies that
have led to the significant wait time reduction.
Queensland Bedside Audit
The Queensland Bedside Audit (QBA) is a major annual
benchmarking event within Queensland Health. The QBA
ensures collection, analysis, benchmarking and feedback of
Training in paediatric life support
In August 2012 we introduced a four hour Resus 4
Kids course. The course has both online and face-toface components. Resus 4 Kids was designed mainly
for staff on paediatric wards and Department of
Emergency Medicine (DEM) staff. This new course
has increased the number of staff trained in paediatric
life support . In 2012-2013 there were 55 staff trained
in paediatric resuscitation, in 2013- 2014 this figure
increased to 77 staff.
Improving our engagement
Five educators and clinicians from SCHHS undertook the
Certificate in Public Participation through the International
Association for Public Participation. The course provided
an introduction and overview of community engagement in
the Australasian context. Staff learnt about the key
concepts upon which to plan, design, facilitate and
implement successful community and stakeholder
engagement processes. This learning will then be adapted
into our localised context to create a suite of awareness
and training modules for our volunteers and employees.
Research projects
Over the past year, 63 research projects were authorised
to commence in our health service, including 17 clinical
trials of drugs or interventions, 18 clinical projects, and
28 health/ social sciences projects. This represents a
23.5 per cent increase in projects from the previous
year, with the most significant increase occurring in
relation to clinical trials.
The key clinical areas undertaking new research projects
over the previous year were: oncology, renal,
anaesthetics and pain management, nutrition and dietetics,
geriatric medicine, intensive care, obstetrics and
gynaecology, emergency, gastroenterology, mental health,
physiotherapy, speech pathology, surgery, cardiology,
diabetes/endocrinology, infectious diseases, ophthalmology,
orthopaedics, respiratory medicine and stroke.
72
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
clinical data to all HHSs.
It is a prevalence audit that
collects data at a particular point in time. The 2013
QBA took place at SCHHS in October 2013. Of the
44 indicators that were measured, SCHHS ranked
above the state average for 34 measures, equal to
the state average on two measures and slightly below
the state average on eight measures. Action plans
have been implemented to improve these outcomes
and increase patient safety.
The 2013 QBA data collected includes some of the
known highest risks for patient safety and quality,
such as falls, malnutrition, pressure injury, medication
safety, patient identification and recognition and
management of the deteriorating patient. The 2013
QBA results for the SCHHS demonstrate significant
improvements across all categories of indicators
compared to the previous audit in 2012
Recognition of the deteriorating patient
On 1 July 2012, SCHHS commenced the roll out of
education for staff in the early recognition of a
patient whose condition
was deteriorating. Deteriorating patient/Queensland Adult
Deterioration Detection System (Q-ADDS) education
has resulted in increased pre-calls and may have
contributed to decreased mortality.
Graph L: Increase number of pre-calls since introduction of Q-ADD
Our
performance
Graph M: Decreased in overall hospital mortality for
patient over 15 years of age (excludes same day
admissions and boarders).
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
73
Our
performance
Falls prevention
The 2013 QBA showed an improvement in our falls
indicators. The QBA showed we were above state
benchmarks in all falls indicators except for
identification of patients at risk of falls.
As part of the SCHHS commitment to
appropriate care for patients, we have
Falls Action
Group (FAG) and have introduced a
Officer to develop action plans
education initiatives to improve falls
prevention and management at a
operational level.
safe and
a dedicated
Falls Resource
and implement
risk screening,
strategic and
Throughout the year our focus on falls prevention has
included:
• revision of the person centred care plan
• introduction of a Falls Assessment and
Management Plan (FAMP)
• an ‘April No Falls Campaign 2014’ to raise
awareness of falls risk assessments and prevention
strategies
74
• implementation of a consumer awareness campaign
including the development and distribution of
awareness posters and brochures for patients and
staff
• implemented a falls self-directed learning
package (SDLP) and associated education to
include how to report, document, manage and
follow up falls
• introduced non slip socks to the wards and
facility kiosks
• conducted face-to-face in-service education
• conducted a bi annual chart and environmental
audit during the months of April and May 2014
• communication of falls risks at bedside
handover - ‘scrumming’
• productive ward safety boards placed in wards
• falls information included in nursing and
medical orientation and induction packages
• introduction of the amended Queensland Adult
Deterioration Detection System (Q-ADDS) tool
usage in DEM to included a falls risk screen
• purchase of low low beds.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Graph N : SCHHS falls prevention results QBA 2013
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
75
Our
performance
A falls review tool has also been developed to assist in
the review of falls that result in patient harm. The aim
of the tool is to identify if all appropriate falls risk
assessments and falls risk mitigations strategies were
implemented prior to the reported fall. Incident review
recommendations address identified risk factors and assist
in the implementation of strategies to reduce the risk of
falls and subsequent patient harm.
Caloundra Hospital East ward is also piloting the
statewide falls prevention productive ward module. The
aim is to use a systematic quality improvement
approach , involving all members of the multidisciplinary
team, to identify and implement future fall prevention
strategies. The pilot will
dovetail with the falls prevention work being undertaken
by the SCHHS and provide an additional level of
scrutiny to the activities undertaken.
The trial
commenced the first week
of June 2014 with the collection of baseline data and will
be rolled out over a 12-16 week time frame. The results
from this trial will inform the SCHHS future actions for
falls prevention.
Extensive work has been done by staff of the
Service to formalise and streamline
communication processes with patients and
carers generally, including a specific strategy
aimed at falls prevention.
ACHS Accreditation Report
‘Scrumming’ reduces falls
As part of the SCHHS falls prevention plan, our medical
wards introduced a clinical handover process called
‘scrumming’ in September 2013. Scrumming involves all
ward staff meeting together to review all patients on the
ward at the change of shift. By involving all staff in the
handover, we ensure that all staff are aware of the status
of all patients. A reduction in the number of patient falls
as a result of scrumming.
92
76
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
85
83
Infection control
Wound care
SCHHS has recently implemented an evidence based
wound care program to ensure delivery of best
practice wound care for patients and the community.
In September 2013 an organisation wide assessment of
chronic wounds and wound care practices was
completed. In addition to patient demographics and
patient safety indicators, the audit identified wound
prevalence and distribution, prevalence of pressure
injuries, current wound practices and documentation.
Objectives of the SCHHS wound care program
include improvements designed to:
• re-allocate bed days to health care priorities
• re-allocate nursing hours and hospital resources
Our
performance
Effective hand hygiene is the most effective strategy in
preventing healthcare associated infections. Our focus on
hand hygiene includes awareness activities and regular
communication relating to hand hygiene and infection
control. Overall SCHHS had a 77 per cent hand
hygiene compliance rate across the four audit periods for
2013-2014. As at March 2014 the national hand
hygiene compliance rate was 80 per cent. Our SCHHS
Infection Management Team continues to work to raise
staff awareness in order to improve our hand hygiene
results. This included the introduction of the ‘Bare
below the elbows’ campaign to encourage staff to have
no sleeves, no jewellery, short nails and no nail
adornments to prevent the spread of infection Our
dress code for staff is in accordance with Hand
Hygiene Australia and the World Health Organisa- tion
recommendations.
documentation and rationalisation of our product formulary
– all supported by
a comprehensive educational curriculum. The aim of the
program is to empower staff to mange wounds in line
with the principles of contemporary best practice and to
reduce the risk of pressure injuries and surgical site
infections.
• decrease DEM re-presentations and waiting times
• reduce average patient length of stay and
surgery waiting lists
• improved patient surgery and patient satisfaction
• reduce number of wound-related follow up visits for
The initiative includes the consolidation of clinical
protocols, action to ensure consistency in our
10
Graph O: Medical services - Falls incidents 2013-2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
clinicians
• optimal management of surgical wounds to
reduce hospital re-admissions
• reduced incidence and severity of pressure injuries.
77
Our
performance
Pressure injury prevention
The 2013 QBA results relating to
consistent improvement in pressure
management. The QBA found that
this category were better than the
pressure injuries show a
injury prevention and
all SCHHS indicators in
state-wide benchmark.
two per cent in 2013 to less than one per cent in 2014.
In 2013- 2014 there were no incidents causing permanent
harm or death as a result of a medication incident.
On the date of the audit there were 255 patients
throughout the SCHHS who consented to a full skin
inspection. Of theses patients:
• 49 of these patients had one or more non surgical
wounds present.
• there were nine (4 per cent) patients with a hospital
acquired pressure injury. This is a significant
improvement from 2011 where 11 per cent of pressure
injuries were hospital acquired and 2012 where eight
per cent of pressure injuries were hospital acquired.
Throughout 2013-2014 our wound care practices continue
to ensure best practice care for our patients. There has
been
one Stage 3 hospital acquired pressure injury and no
Stage 4 pressure injuries throughout the year.
Graph P: SCHHS pressure injuries 2013-2014
Medication safety
The SCHHS reported medication safety incident rates
remain consistent. There were 435 incidents for the six
month period January to June 2014 compared to 443 in
the same period of 2013. The severity rating of the
incidents remains consistent with approximately 90 per cent
of reported incidents causing no harm and approximately
ten per cent causing minimal harm.
Incidents causing temporary harm have decreased from
70
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
The medication safety results from the 2013
Queensland Bedside Audit (QBA), showed overall
improvement in all our medication safety indicators.
Further improvement is
required regarding the application of patient identification on
all pages of the medication chart.
of processes. This supports risk reduction not only to the
organisation, its patients and staff, but also to the greater
Sunshine Coast community.
Emergency response management
As a result of two years work, our emergency
response operational plans, training and education is
now recognised as a model for other health services.
Following recommendations from an external review of
SCHHS emergency response capabilities two years ago,
SCHHS made changes to improve our capability for
emergency response.
As part of these changes, improved governance and
reporting processes have been implemented.
An important part of the redesign of our emergency response
capabilities was the review and redevelopment of our staff
education and training and supporting materials. We have
developed comprehensive training resources and education
programs relating to emergency response.
Standardised practice for emergency response
across all areas of the health service has been
introduced and a
complete review of incident reporting has ensured that
we capture and report on all events.
We have developed and continue to maintain vital
working relationships with local and district council
disaster management groups to ensure that in
emergency situations we work cohesively with external
agencies.
Working in conjunction with Queensland Fire Emergency
Services (QFES), an emergency response simulation
occurred in the DEM at Nambour Hospital in June
2014. The exercise tested both internal and joint
responses to a chemical spill threatening the safety of
the facility.
The exercise saw both SCHHS and
QFES working together to support the care and safety
of staff, patients and the wider community.
The SCHHS emergency response team has developed
a range of emergency response plans to ensure the
organisation is prepared to respond to major incidents
that impact business continuity. These plans are
tested as part of the annual compliance and auditing
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
71
Our
performance
Care through engagement and
partnerships with our consumers
and community
Strategic objective three
of interest process.
At SCHHS we know that we can deliver better
services for our community, now and into the future
if we work in partnership with our consumers and
our community.
Initial feedback has been sought on overall hospital design,
access and wayfinding. As a result of the consumer group’s
feedback, architects and planners have adjusted the proposed
location of parking for people with
We are working to develop and enhance our working
partnerships with education providers, volunteers,
research partners, local councils, Sunshine Coast
Medicare Local (SCML) and other organisations and
health providers.
Connecting with our community
Over the past 12 months we have improved
connections with our community. We have sought
feedback from our consumers through patient
surveys, a critical friends group and the formation of
a Consumer Advisory Group (CAG).
We have commenced implementation of our Consumer
and Community Engagement Strategy and
Implementation Plan 2013-2016. We have endeavoured
to engage and inform our community with regular media
articles (approximately 14 media releases per month)
on events and achievements and in particular provide
information about the construction of the new public
hospital at Kawana.
Members of a SCHHS Consumer Advisory Group have
been selected and will commence meeting in 20142015.
Consumer input into new hospital
Over 40 Sunshine Coast community members have
been involved with the planning and design of the new
Sunshine Coast Public University Hospital (SCPUH)
providing valuable feedback into the aspects of design
of the new hospital, located at Kawana.
Consumer groups were formed through an expression
70
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
a disability and also changed the carpark levels to reflect
the accessible hospital level.
In September 2014 consultation will continue
with a focus on interior design and
landscaping of the new site.
Volunteers
At SCHHS we are fortunate to have a
dedicated group of volunteers helping out at all
our facilities.
Auxiliaries
Volunteers with the auxiliaries at Nambour,
Caloundra and Maleny all carry out valuable
roles within the SCHHS. Volunteers help with
patient shopping, gardening, greeting visitors,
staffing kiosks, reading to patients and
assisting with administration tasks.
This year, the total value of funding support
from auxiliaries for equipment amounted to
$215,792.
Some of the equipment purchased this financial
year through auxiliary fundraising has included a
bronchial ultrasound machine, cots for the birth
suite, pressure area mattresses, an observation
machine and a humidified ventilator.
Wishlist, the Sunshine Coast Health Foundation, providing
$1million each year to the needs of the local
public health system, including Nambour,
Caloundra, Maleny and Gympie hospitals, as
well as local ancillary health services.
Our
performance
WishList
This year Wishlist committed $1,166,566 in
funding support through four areas, including
equipment ($530,270), service support
($452,217) and research ($172,830).
Education support included $11,249 for the
annual staff scholarship grant to subsidise
training for the service’s clinical and
administrative staff.
Two of our executives and two SCHH Board
members also sit on the Wishlist Board.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
71
Our
performance
Wishlist Foundation commitment to research
Wishlist dedicates funding for local research efforts
through an annual research grants scheme. In 2013,
$125,334 in funding was awarded for five projects
across novice and experienced grant categories. In
addition, Wishlist provided sponsorship for our Annual
Research Day and committed
an additional $75,000 towards a post-graduate scholarship
Palliative Care
As part of Project PalliAPP (see page 74) SCML has
collaborated with the SCHHS Palliative Care Team to
implement a palliative care GP education program.
(funding to commence in 2014-2015).
Partnering with Medicare Local
Throughout 2013-14 SCHHS has worked in partnership
with the SCML to deliver a range of programs and
initiatives including:
GP liaison
SCHHS’s GP Liaison Officer (GPLO) works closely with
the SCML GPLO to promote primary/secondary integration.
To support the achievement of the SCHHS KPIs, specific
actions have been developed to assist in addressing the
patient journey in accessing appropriate quality care.
These include:
• the development of integrated care pathways
• improved referral management and referral guidelines
• the development of integrated care pathways to
reduce variation in practice and quality of care
• improved access to specialist advice through
joint redesigning processes.
Geriatric Emergency Department Intervention (GEDI)
Project Three GEDI Clinical Nurses have been employed
within the Nambour Department of Emergency Medicine
(DEM) to reduce avoidable admissions of older patients.
(see page 65 for outcomes). The University of the
Sunshine Coast (USC) are seeking ethics approval for
this research.
End of life care group
A group has been formed to discuss End of Life Care
and Advance Care Planning for the Sunshine Coast
region. Participants include representatives from SCHHS
and SCML.
Advance Care Planning
SCHHS and SCML delivered three education and
awareness practical workshops around Advance Care
Planning (ACP) targeting SCHHS service staff, general
practice and aged care employees.
72
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Respiratory Program
A Respiratory Reference Group has been established
to focus on improving the patient’s journey.
Meetings of this
reference group have included SCML, SCHHS, practice
nurses, GPs, Queensland Ambulance Service (QAS) and
University of Sunshine Coast (USC).
including:
• the Healthy Tucker program that rolls out to schools
and works with parents/caregivers of Aboriginal and
Torres Strait Islander students. The program provides
information about healthy products that do not cost too
much and how to cook them for lunches and dinners
After Hours Services
SCHHS and SCML have been working in partnership
to establish quality and consistent after hours
services across the Sunshine Coast and Gympie
regions to assist with the reduction of unnecessary
hospital presentations including:
• Gympie Health Service (GHS) received funding
toward an After Hours Nurse Practitioner service
to be co-located adjacent to the DEM which will
commence in July 2014
• gpExtend, a weekend after hours service in Maleny
to decrease the number of non-urgent presentations
to the Maleny Memorial Soldiers Hospital Emergency
Department. Over the six month pilot over six
hundred patients were seen in the after hours period
on Saturday afternoons and Sundays.
Think Health
The inaugural Think Health event was held in
February 2014. Think Health involved 190
participants in discussion about health priorities in the
SCHHS region. The event was conducted in
partnership with the SCML, Sunshine Coast Council,
Noosa Shire Council, USC, Sunshine Coast Institute
of TAFE and Gympie Regional Council. Participants
included educators, health care professionals,
business leaders and politicians.
High chronic disease rates in the Gympie region has
been recognised as a priority for health initiatives.
Think Health resulted in the formation of the Gympie
Collaborative Network (GCN). Its purpose is to
provide a framework for the establishment of
collaborative approaches to health services. The GCN
will provide opportunities to network with a purpose to
form partnerships and to explore innovative solutions to
meeting the health needs of the Gympie region.
Closing the Gap
SCHHS Aboriginal and Torres Strait Islander Team
has partnered with SCML for the past year on a
range of Closing the Gap (CTG) initiatives
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
73
Our
performance
• home visits for Aboriginal and Torres Strait Islander
community members who have been released from
hospital and need access to knowledge regarding a
health care plan
• home visits to support consumers who are at risk of
mental health issues
• the purchase of bags and ongoing support for
schools programs involved healthy choices and
education
• joint program support planning for NAIDOC Week and
building cultural sensitivity and capacity across the
region.
Caring for patients with a disability
A working group was formed in 2013 with a focus on
promoting improvements in training and support for
students and clinicians in delivering care which is safe,
accessible and appropriate for those in our community
with special needs.
Representatives from SCHHS, USC, Central Queensland
University, Sunshine Coast TAFE and the Regional
Disability Council have established a productive working
partnership.
The working group is considering how clinicians of all
disciplines are currently trained and the support available
for current practitioners when caring for patients with
disabilities. This will include reviewing current practice,
curriculum and exploring new or varied training
opportunities for undergraduate and qualified clinicians to
support well prepared professionals.
Housing
For consumers with complex mental health issues,
finding suitable accommodation is often a barrier to
their recovery. What began five years ago in
identification of improving support and effective
partnerships with housing services for consumers has
seen significant achievements. These achievements are:
• clear pathways of communication between SCHHS
mental health workers and housing services to work
together
to find appropriate housing for consumers with complex
issues and to provide support in sustaining
tenancies
• regular meetings between the agencies ensuring
74
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
appropriate triage and supported housing referrals from
SCHHS to housing services
• development and access to dedicated six beds within
the Rendu Lodge (St Vincent De Paul) for mental
health consumers as transitional housing
• the System Gap Initiative, a supported accommodation
partnership project, for people with severe mental illness,
to provide them with support when discharged from
hospital to minimise the risk of homelessness or untimely
readmission. SCHHS developed a consortium with multiple
local stakeholders, which saw the SCML successfully bid
for
Partners in Recovery (PIR) funding of $8 million
over three years
• as a result of the funding, the PIR consortium was
able to develop and implement the PIR program
for consumers with serious and persistent mental
health issues.
Partnering with GPs, residential aged care facilities
(RACF), Wishlist and the palliative care team at
SCHHS has produced significant improvement in our
care and the resources available for palliative care
patients as part of a
Transitional Recovery Program
The SCHHS Mental Health Service (MHS) Mountain
Creek Community Care Unit is a residential support
facility for people with severe and enduring mental
illness. A formal partnership with Graceville – a nongovernment organisation
has resulted in the implementation of the
Transitional Recovery Outreach program. This program
has a support worker from Graceville collocated within
the clinical team to support clients with a mental illness
transition to suitable accommodation (independent or
supported) and provide non- clinical support to assist
the consumer to regain functional capacity in the
community.
During 2013-2014, this partnership resulted in 30 per
cent of the residents being successfully discharged into
appropriate accommodation.
Integrated Employment Program
To date this program has achieved positive outcomes
for consumers. A Department of Education,
Employment and Workplace Relations (DEEWR) interim
report (2012) states that 17 per cent is the highest
placement rate for this client group.
Our
performance
SCHHS and STEPS Employment agency have been
in partnership for the last six years. This initiative is
based on research for best practice employment
models that demonstrated the collocation of
employment consultants within clinical mental health
teams to improve the social
inclusion and employment outcomes for people with
mental illness. Embedding employment partnerships
within mental health service provision enhances
consumer flow and improves outcomes.
Of the consumers referred to the Integrated Employment
Program, an average of 53 per cent were engaged in
vocational activity. An average of 19 per cent of the
cohort were in competitive employment over the 20132014 year.
Palliative care project
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
75
Our
performance
Palliative Admission Prevention Program (Project
PalliAPP).
Project PalliAPP aimed to identify key opportunities for
developing an integrated approach to reduce avoidable
admissions to SCHHS facilities for palliative care
patients.
Prior to Project PalliAPP only 40 per cent of Enterprise
Discharge Summaries (EDS) were forwarded to GPs
within 48 hours of the patient being discharged. As a
result of the project all RACF clients and palliative care
patients must have an EDS in order to be discharged
from Department of Emergency Medicine (DEM).
Project PalliAPP is a Queensland Institute of Clinical
Redesign (QuICR) project driven by the SCHHS Palliative
Care Service. The project looked at gaps in palliative care
services and developed an evidence based model of care.
It was identified, as part of Project PalliAPP, that there
was a lack of patient/carer support and resources which
resulted in increased carer stress. A fridge magnet
contact card with urgent contact details for use when
required after hours was developed and distributed.
A
resource pack including a core list of resources was also
developed for patients and their carers.
The resource packs were funded through a Wishlist grant.
Project PalliAPP identified a need to work closely with
General Practitioners (GPs) as the primary providers of
palliative care in the community. Building a relationship
with the GPs was vital for the improved care of palliative
patients. The project aimed to engage, educate and
provide resources to GPs in relation to palliative care.
As part of the program GPs are invited to join ward
rounds and outpatient clinics to upskill GPs in palliative
care.
Project PalliAPP also worked with Residential Aged Care
Facilities (RACF) to provide staff with information,
education and contacts. This education and information
helped staff resolve symptom issues prior to admission to
acute facilities and assisted with ongoing care postdischarge to prevent avoidable readmissions.
The lack of clinical handover, poor discharge planning,
poor communication and inadequate palliative support in
the community were also recognised as contributing to
avoidable admissions. Project PalliAPP worked with
medical services to improve the discharge planning and
ensure the patients/ carers are well equipped to be at
home and therefore prevent avoidable readmissions.
76
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Project PalliAPP introduced a coordinated,
standardised and consistent approach to an education
program that will be delivered to all disciplines in
hospital and community settings.
GP Clozapine - Shared Care program enables consumers
who are prescribed Clozapine, to enter into a shared care
arrangement with their nominated GP.
Private practice midwives at Nambour
The Nambour Hospital Maternity Unit, local obstetricians
and private midwives on the Sunshine Coast have
forged a unique agreement which allows private
midwives to book in and admit mothers to Nambour
Hospital Maternity Unit.
This new service enables pregnant women to have
their babies at Nambour Hospital under the care of
their own private midwives. The collaborative
agreement is part of the Queensland Government’s
commitment to the National
Maternity Services Plan aimed at providing women with
more choices in pregnancy and childbirth.
The new model of care has benefits including increased
birthing choices for local women, strengthening the
process for mothers to have continuity of care and
seamless transfer of care from midwife to medical care.
Once private practice midwives are credentialed and
licenced, they can book in and admit mothers to
Nambour Hospital Maternity Unit as private patients
under their care. These midwives can also continue to
provide midwifery care while the mother is an inpatient.
Another key aspect of this collaborative arrangement is
that if the mother requires more specialised care, the
midwife can consult with or refer to a SCHHS
obstetrician.
Primary care liaison officer
A partnership between SCHHS Primary Care Liaison
Officer (PCLO) and local GPs has improved care for
mental health consumers through shared care and
shared discharge pathway for consumers with a mental
illness to experience a seamless transition back into
their communities
This partnership, including GP practice visits by the
PCLO, has improved communications and the sharing of
information between SCHHS and GPs ensuring our
consumers continue to receive ongoing support in
maintaining their wellness.
The PCLO role also supports the GP Clozapine Shared
Care program within the Continuing Care Team. The
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
77
Our
performance
Since the Clozapine Shared Care program commenced
in June 2012, 67 consumers have entered into the
shared care pathway. Of these, 52 have been
discharged from Continuing Care Team case
management and have progressed to GP support with
six monthly reviews with a SCHHS psychiatrist. Eight
consumers have progressed to complete management
through a private provider partnership, while seven
consumers remain open to case management.
Research
Sunshine Coast Academic and Research Centre
This shared care pathway improves consumer’s ongoing
mental and physical care by facilitating communication
and information sharing between GPs and SCHHS.
A partnership between the University of Queensland,
our health service and the University of the Sunshine
Coast has seen the development of a new teaching
and research facility situated opposite Nambour Hospital.
The Sunshine Coast Academic and Research Centre
incorporates lecture rooms and office space for
university and health service
researchers to promote integration and collaboration
across teaching and research activities. The facility
opened in late 2013.
Partnering with NCACCH
Cluster for health improvement
Through the SCHHS partnership with the North Coast
Aboriginal Corporation for Community Health (NCACCH)
a registered nurse (Health Advocate) is employed. The
Health Advocate provides advocacy, health information
and support to clients with a chronic condition who are
registered with HealthTrax and who have been referred
by the North Coast Aboriginal Corporation for Community
Health.
The Cluster for Health Improvement is a new
collaborative research initiative between the University of
the Sunshine Coast and SCHHS and is aimed at
fostering the development of collaborative research
projects and mentoring novice researchers across Allied
Health disciplines. The Cluster was officially launched in
June 2014
The Health Advocate works with clients to improve their
health and quality of life by assisting them to better
understand their chronic condition, follow their care plans
and gain skills and knowledge to more effectively self
manage their condition which may include referral to a
specialist or an allied health practitioner. Chronic
conditions include diabetes, respiratory disease, heart
disease and renal disease.
2012 - 2013
2013 - 2014
114
173
Table 18: HealthTrax health advocate occasions of service
Conjoint and academic appointments
Our health service continued to foster the development
of academic appointments with university partners,
including the University of Queensland and University of
the Sunshine Coast. We currently have over 110
academic title holders and eight conjoint appointed staff
in medicine and nursing which represents a 40 per cent
increase in academic titles from the previous year.
This year, we commenced a visiting fellow program.
Our
performance
Health advocate
occasions of
service
Nursing, midwifery and allied health research
steering group
To facilitate and foster research initiatives in nursing,
midwifery and allied health disciplines a steering group
was formed. The steering group provides governance
and guidance to support the growth of research
capability and comprises health service and university
representatives to maximise collaborative efforts.
These appointments allow university personnel to become
visiting staff of our health service to provide university
researchers with greater access to our resources and to
foster mentoring relationships with our staff. Six visiting
fellows in nursing and midwifery have been appointed.
78
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Caring for people through
sustainable, responsible and
innovative use of resources
Strategic objective four
We have evaluated and redesigned the way we deliver
services, where there has been opportunity, we have
changed the way we use our resources and improved the
care we deliver and the way in which we deliver it. We
have recognised the need to streamline our practices and
redesign our services to ensure our community receives
the maximum benefit from our organisation. Our
responsible fiscal management, audit controls and the
optimisation of revenue opportunities in the last 12 months
will further enhance our future service delivery.
Own source revenue
Our own source revenue has increased in 2013-2014 by
40 per cent. In 2012-2013 we receipted over $9 million
dollars
Budget process
During 2013-2014 the SCHHS introduced an improved
methodology for the budget process across all services.
All business management staff and management
accounting staff were trained in the Budget Planning
Tool (BPT). BPT is a Department of Health (DoH)
sponsored financial tool that develops budgets at a cost
centre level for:
• revenue
• expenditure
• full time equivalent staff (FTE)
The system is a large data base and has the ability to
use both current FTE, expenditure and revenue patterns
and planned FTE, expenditure and revenue to develop
budgets. Cost centre level budgets then roll up to service
group, facility and health service level budgets.
The advantage for the SCHHS is that budgets can be
developed for the commencement of the new year and
maintained throughout the year thus allowing the budgets
to be available and on system much earlier. At all
levels of our business, budget development is applied
consistently and transparently. Further we have a lower
risk of system failure as the BPT system is corporately
managed and maintained.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
79
Our
performance
(excluding accommodation amounts)
and in 20132014 this has increased to $13,325,205.
Minor new works program
Major capital projects are managed and financed by the
Department of Health. Within the minor new works
(capital) program managed within the SCHHS, the major
items completed during 2013-2014 totalled $2.974 million.
Works included:
• Ward 1E refurbishment at Nambour Hospital
• communications room upgrade at Gympie Hospital
• replacement of chillers at Gympie DEM and main building.
Major areas of works in progress, valued at $1.158 million
include:
• refurbishment of lifts at Nambour Hospital
• network fire panels upgrade
• records storage building
• refurbishment of specialist outpatients department
at Gympie.
Maintenance program
The SCHHS has a target to spend 2.15 per cent of
its overall Asset Replacement Value (ARV) of
buildings on maintenance each year.
In 2013-2014, the SCHHS expended $7,021,256 or
1.69 per cent of the ARV ($7,592,107 or 1.83 per
cent in 2012-2013).
Information and Communication Technology
In line with our Information and Communication Technology
(ICT) priority planning, throughout 2013-2014 SCHHS
has committed funding and/or provided technical assistance
and project support to the following ICT activities:
• commenced a million dollar upgrade to the Agfa
Picture Archiving and Communication System
(PACS) used by the medical imaging department
• implementing chair side computers and digital
imaging systems for oral health units
• Local Area Network (LAN) upgrade at Nambour Hospital
• wireless network upgrade at Gympie Health Service
80
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
• HBCIS infrastructure replacement and consolidation
research This year, we received over $307,600 in
• transition from the Groupwise to Outlook email system
funding through sponsored clinical trials, grants and other
• established the ICT system and infrastructure to
support the referral and transfer of patients to the
SCUPH
research funding sources.
• planning and scoping of ICT projects for several
SCHHS services including Persistent Pain Management
Service, Trauma Service, Perinatal Service which will
be continued in 2014-15
Efficiency in patient transfers
Installation of a centralised patient transport booking system
at SCHHS in June 2013 has resulted in increased
efficiencies in resources use and allocation.
• commenced detailed planning of ICT applications
required for the SCPUH.
Cost per patient
SCHHS continues to deliver services at a cost per
WAU (Weighted Activity Unit) of $4,350 (YTD June
2014). The Queensland Health YTD average cost per
WAU in the same period was $4,694. We are
providing services at seven per cent lower cost per
patient than the Queensland average.
Average length of stay
Reductions in the length of stay for patients results in
reduced bed days and results in a decrease in HHS
costs. The length
of stay in our medical wards had been reduced through
new initiatives introduced in our medical services
departments.
An increase in the hours a senior consultant is available
in the general medical ward has resulted in a reduction
in length of stay in this ward. Previously a senior
medical consultant was available eight hours per day, this
has been extended
to 12 hours of availability per day. With a senior
consultant available on the ward for longer, more patients
are able to be discharged, thereby reducing the length of
stay and benefiting both the patient and the HHS.
An increased focus on our discharge planning has also
helped with the reduction in length of stay in medical
services. Discharge planning includes weekly meetings to
assess patients who have been hospitalised for an
extended time. Monthly meetings are also held to assess
patients with more complex discharge requirements.
Revenue from grants and sponsored
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
81
Our
performance
The Recording all Facility Transports
(RaFT) program
allows bookings for patient transfers to occur within one
centralised hub location.
The RaFT system codes patient transfer criteria to
assess whether a patient requires a Paramedic or a
Patient Transport Officer (PTO) for transport.
decreased. There are currently no patients waiting
longer than the recommended time frame of two
years for a general dental check up as per KPI
2.17. In this financial year we have issues 4655
emergency dental vouchers, 3338
general dental vouchers and 318 vouchers for prosthetics
(dentures).
Previously, paramedic crews may have been utilised
when a PTO may have been more appropriate. The
implementation of the RaFT program at SCHHS has
seen an increase in use of PTO transfers which has
resulted in significant cost savings. RaFT links directly
to Queensland Ambulance Service (QAS) ensuring the
correct allocation of resources and increased resource
efficiency as multiple patient transfers may be
combined within the one transfer.
In the 2012-2013 financial year, an average of 53 per
cent of patients were transferred via a PTO. The new
RaFT system has seen this rate increased to 60 per
cent of patients utilising PTO transportation. The cost
difference between a PTO and
a paramedic transfer is $701.40 per transfer. The average
saving to the SCHHS in the first half of this financial year
was
$188,011 attributed to RaFT coding to appropriate clinical
need of the patients.
With increased transfer activity as a result of patient
movement to the Sunshine Coast University Private
Hospital (SCUPH), the centralised patient transfer
program and
link with QAS has further ensured our resource usage is
appropriate.
the implementation of a voucher system that allows
dental patients to use private providers. The SCHHS
oral health
service received $4million of Federal Government National
Partnership Agreement Funding to reduce dental
waitlists. Additional funds were received from the
Federal Child Dental Benefit Scheme revenue. The
funding provides a voucher system so emergency
patients or long wait dental patients on the SCHHS
oral health waitlist can be provided dental services
through a private provider.
As a result, oral health waiting lists have
82
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
performance
Private providers help reduce dental
waitlist Dental waitlists are being reduced through
Care is delivered by an engaged,
competent and valued workforce
Strategic objective five
Our workforce is our most valuable asset. We
implemented plans to ensure we continue to have the
right people in the right roles as our health service
expands. We are committed to building the workforce of
the future and enhancing the skills and development of
our existing staff. We recognise our staff commitment and
the range of talented and dedicated staff we have here at
SCHHS.
Our strategic plan informs our workforce planning and
employee engagement, recruitment and retention. For
further detail on these achievements see Section 3 of this
document
- Our People.
Strategic Plan 2013 - 2017
each discipline to an “Education Hub”. This relocation
has created a collegial work environment to share
ideas and learning opportunities, practice of different
teaching
strategies and the smarter utilisation of teaching resources.
Our continuing commitment is to become a centre of
excellence in the provision of education and training
for health professionals.
The framework consolidates training and education services
into an integrated, flexible and efficient education service.
The integrated education service encompasses a
range of activities within the scope of education,
training and professional development. It addresses
clinical, organisational and professional learning
including:
• orientation and induction
• transition to practice
• continuing and ongoing education and research.
Strategic Workforce Plan 2011-2021
Employee
Engagement
Strategy 2013-2016
Employee
Retention
Plan 20122017
Employee
Recruitment
Plan 2012-2017
Education
As part of our commitment to deliver care by an
engaged,
competent and valued workforce (Strategic Plan 2013 2017), we have implemented a Practice Development
Strategy and Framework 2014 – 2017.
Examples of successful and sustained workforce
development initiatives that have been developed and
delivered through the SCHHS Practice Development
Strategy and Framework, include:
• The Clinical Coach Framework – provides point of
care clinical education
• The Supported Practice Framework – provides a model to
address breaches in practice standards
• The Portfolio Framework – provides a tool to enable
accountability for key indicators against nurse
sensitive indicators
• The High School Health Care Engagement Program
– an innovative replacement for work experience
explores opportunities to bring together various disciplines,
whilst still maintaining the unique aspects of practice and
learning.
In the past 12 months, we have co-located educators from
This strategy, facilitated through the Education Council,
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
83
•
Our
performance
The Diploma of Nursing Collaborative
– on site
clinical school of nursing
• The Commedia Dell ‘Arte – scenario based learning
centre providing simulation specialisation.
Significant outcomes as a result of the framework have
been
achieved service-wide during the year including:
• allied health and medical education officers are
now offering an interprofessional Teaching on the
Run (TOTR) course. TOTR, initially established
for hospital-based
84
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
clinicians supervising junior doctors, has now been
extended to other health professionals including
nursing and midwifery, and allied health
• allied health educators have established an allied
health interprofessional program, in the form of Allied
Health grand rounds. This program runs a monthly
session designed to provide education to health
professionals in line with health service priorities and
staff learning needs
be adopted as the framework to govern education across the
public health system on the Sunshine Coast.
Contemporary and responsive clinical education provides a
safety net to underpin clinical practice. The Practice
Development Service Model of education enables staff
confidence and competence and provides necessary support
• Advanced Cardiac Life Support Program: endorsement
with the Australian College of Rural and Remote
Medicine has been extended to specialties
• the development of standardised education resources
including CATs (Clinical Assessment Tools) and EGs
(Education Guidelines) for patient rounding and
clinical handover at the bedside has reduced
duplication and ensures a consistent education
approach across service lines. CATs are tracked and
measured to provide evidence of clinical competence
• Requisite Education Frameworks (REFs) established
for clinical units ensuring staff are informed of
mandatory and requisite training requirements and
resources
• enrolled nurse position integrated into the
Caloundra Department of Emergency Medicine
(DEM) workforce
• nursing rounds have been introduced into the
Intensive Care Unit – encouraging the use of
ISBAR and critical thinking
• Commedia dell’Arte was awarded accreditation as a
skills centre
• creation of the Nurse Educator: research position
and a Women’s and Families research fellow
• Reflective Practice Groups are occurring in a
number of clinical units and have been the subject
of a master’s thesis.
Leading the way in nursing and midwifery
education
The SCHHS Practice Development Model for nursing and
midwifery education service delivery has demonstrated
success across a range of outcomes. Our model has
been recognised at state, national and international levels
as providing an example of leadership in learning culture
development. The success of the model within our nursing
and midwifery service led to the recommendation that it
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
85
Our
performance
novice practitioners in order
to
to ensure the safety of
patients in highly technical and acute care settings.
Clinical education continues to evolve and innovate as it
responds to constant change.
was what I wanted
to do. I really enjoyed the experience and will
recommend it to other students in the future.
The Clinical Coach
In 2008 the SCHHS developed The Clinical Coach
program. This innovative program has received a
Director General’s encouragement award for excellence.
The aim of the clinical coach is to deliver clinical
education at the point of care within a contemporary
and measurable education framework.
In 2013 - 2014 we have focussed on increasing
the skills sets of all the clinical coaches. We have
also been actively succession planning with six
coaches moving into educator roles in the lead up
to the transition to SCPUH.
High school health care
In order for the future workforce to develop the
appropriate skills, competencies and qualifications in the
health industry, the SCHHS is working in collaboration
with Sustainable Partnerships Australia by providing a
unique opportunity for 80 Year 10 students to attend a
two day hands-on experiential program at SCHHS.
The 2014 High School Engagement Program is
the eighth year this program has run in the
SCHHS. We received 123 applications up from 96
applications in 2013, from 22 different schools,
around the district through our partnership broker
Sustainable Partnerships Australia Limited.
The basic life support (CPR) helped me
to decide that emergency medicine
86
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
performance
The program has received consistently positive
feedback and several young people commenced a
Queensland Health career through school-based
traineeships The program was awarded “Best
Demonstration of Queensland Health Values” and was
mentioned in the Queensland Parliament.
Partners are now working to increase participation
from disadvantaged youth to ensure career
opportunities are available to all.
A longitudinal
study is also under way to be able to assess the
level of future engagement of these students in the
health sector.
Research
Commitment to research
In line with the Research Strategic Plan, our health
service committed over $460,000 to new operationally
funded research support positions, to be established
throughout 2014. Our Private Practice Trust Fund also
provided funding for a new Clinical Trials Manager position
and committed over
$200,000 towards supporting local research projects.
developed for nurses; providing a mechanism through which
they, and now other clinicians can maintain and develop
self-awareness, provide each other with support and reflect
on their clinical practice; particularly those very important, but
often overlooked, interpersonal aspects of health care delivery.
Annual research day
The Annual Research Day was held on Wednesday 30
October 2013 at Nambour Hospital. The day allowed
SCHHS staff to showcase their research efforts and
provided a networking opportunity for health service and
university researchers.
Education and training
In the last year, we have established a Research Forum
as an opportunity for researchers to obtain peer review
of projects under development.
Our Nursing and Midwifery Practice Development team
established a Publication Syndicate to support nursing
staff in developing high quality publications and to foster
the publication of research outcomes.
Our Private Practice Trust Fund committed over $175,000
towards supporting education and training of our staff
through attendance at conferences or supporting postgraduate studies in research.
Mental health first aid
SCHHS has adopted the Mental Health First Aid
(MHFA) Adult two-day training package to increase the
mental health literacy for administrative staff and other
staff working within the SCHHS, employees of Mental
Health Non government partners, Government agencies
and undergraduate students (tertiary and TAFE).
This program provides high quality, evidence-based
mental health first aid education. 2013-2014 has seen
91 participants access and complete the training.
Feedback remains positive and there are wait lists on
the programs.
Reflective Practice Groups
SCHHS has adopted a model for reflective practice groups
(RPG) developed by consultation liaison psychiatry nurse,
Mr. Chris Dawber. These groups were originally
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
81
RPG provides the opportunity for nurses, and other
health workers, to explore the interpersonal aspects of
their work; including difficult clinical situations, distressing
incidents, workplace stress, plus existential and ethical
dilemmas. There are currently 17 of these groups running
in SCHHS, making
it one of the largest and longest running clinical
supervision programs for general nurses in Australia.
Regular evaluations have indicated a high degree of
satisfaction from group participants and three peer
reviewed papers have outlined the development and
evaluation of the model, the practicalities of
implementing nursing RPG and their impact in different
nursing environments.
The RPG’s may have assisted with our employee
retention and reduction in sick leave rates (see page
38).
Increasing learning opportunities
SCHHS is working to enhance opportunities for staff
education and improve the capacity and capability of
staff within the organisation.
In August 2014, a new system for staff training will
be implemented. The new learning system will improve
staff access to educational activities. The new online
learning portal will contain all the training offered by
the SCHHS. Staff will be able to access learning tools
from work or home and on any web-enabled smart
phone, tablet or computer. New staff will also be
able to complete their mandatory training prior to
commencement.
The increased use of Telehealth in clinical settings will
further
increase
staff
professional
development.
TeleHealth provides the ability to access training and
improve skills through links with specialist units and
other facilities.
80
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our future
5
Our future
The Sunshine Coast Hospital and Health Service
(SCHHS) is planning for the future health needs of
our communities.
Health Service Plan
align with the changing needs of the community.
The SCHHS Health Service Plan 2012 -2022 was
developed through consultation and engagement with
consumers, our staff and the wider community. It
provides essential direction to ensure our transition
towards the health service organisation we aim to be
in 2016 and beyond is achieved.
The Health Service Plan (HSP) provides information
on:
• how our communities’ health needs will change over
the next 15 years
• the SCHHS responses to meeting these needs
• service priorities between 2012 and 2016-2017.
A key part of the strategy for addressing the SCHHS
health needs is the opening of the Sunshine Coast
Public University Hospital (SCPUH) in 2016. Since
this plan was prepared government priorities, data,
planning and
funding methodologies have evolved. As a result, in
2014- 2015 SCHHS will review and refresh HSP to
ensure future service provision across the SCHHS and
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
81
Transformation and Transition
In 2013-2014 the SCHHS has worked to
advance the Transformation and Transition
(TnT) program of works. Key achievements
include:
• finalising the design phase of the new SCPUH
• delivering obligations to meet public private
partnership transition program requirements
• advancing design and planning for ICT
• advancing planning for services across the SCHHS
• managing partnerships with key stakeholders.
80
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Our
future
The commissioning of the new hospital presents a
significant opportunity for the SCHHS to transform
the way health services are delivered on the
Sunshine Coast supporting innovative service
models, increased capacity and capability and
a significant expansion in our workforce. A
priority focus area for the SCHHS in 20132014 was planning the transformation of
public health services on the Sunshine Coast
including the transition to the new SCPUH.
Our
future
In June 2014 the SCHHS, in partnership with the
Department of Health, commenced the TnT Program,
including establishing a program management office
(PMO) to ensure the success of the complex
program of work required to deliver the new Sunshine
Coast Public University Hospital and the
transformational change agenda. Deloitte have been
engaged to support this function for the next 18
months.
Strategic workforce development and planning is integral to the
SCHHS as we move closer to the opening of the SCPUH in
2016.
We have implemented a SCHHS Strategic Workforce Plan
2011-2021.
Care of the older person
To provide opportunities for patients to receive care
in the most appropriate setting, SCHHS will lead
planning for care of the older person in 20142015. The plan will explore opportunities for care in
the acute setting including sub acute, community
and home settings. As the SCHHS has an ageing
population, care of the older person is a focus for
2014-2015. We will undertake further planning to
identify innovative approaches to caring for the older
person.
Hospital avoidance
We will focus on helping our community members
with chronic disease avoid being admitted to
hospitals. Future planning around hospital avoidance
programs to better support the management of
chronic conditions in partnership with the primary care
sector.
We will also increase:
• Hospital In the Home (HITH) – allowing
patients to access care in their own homes
• wound care at home – caring for patients with
wounds as an outreach service.
New models of care
In 2014-2015 we will focus on exploring a range of
new models of care. New models will include:
• Nurse Practitioners located at Gympie to assess
people presenting in DEM with less complex
conditions.
• increase in nurse-led clinics
• centralised referral processes
• increase in advanced scope allied health roles.
Strategic workforce planning
82
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
It is estimated that the SCPUH will require
approximately 2,760 FTE in 2016-2017. The
attraction, recruitment and retention of these
estimated workforce requirements represent a
challenge for the SCHHS.
It is also critical that we continue to invest in
our current workforce and grow and source the
workforce required for future service requirements.
SCHHS will introduce a tiered model of alcohol and
drug services including harm reduction, early
intervention, targeted prevention and self management to
reduce the adverse effects of alcohol and substance
abuse. Included in the new model will be improved
access and integrated services with more services
provided in community settings. Ensuring continuum of
care over time and treatment targeted specialist services
will also be part of the new service delivery.
Further information relating to our
workforce planning and development can
be found in this document in Section 3Our People.
Employee recruitment
SCHHS will continue to be guided by actions
from the Recruitment Plan 2012-2017.
Our future focus will include:
• tailored selection resources to assess a
range of relevant skills and attributes
specific to professional employment
streams
• broaden the exposure of the SCHHS as
a prospective employer through
consistent marketing messages
• creation of SCHHS role description library
for professional streams of employment
detailing generic role descriptions to be
used for benchmarking and/or the role
description creation process
• continued refinement of recruitment
services internal work practices to include
greater use of eRecruitment software to
gain efficiencies in transactional
components of recruitment for example,
pre- employment screening
• increase line manager understanding
of the recruitment and selection
process to support its precise
execution.
Drug and alcohol services
Future SCHHS alcohol and drug services
will be targeted to provide higher level
capability services for clients with alcohol
and drug dependencies. SCHHS alcohol
and drug services will be required to grow
in response to population growth and
demand increase for these services.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
83
Our
future
A plan for Gympie Health Services
Maintaining health services at Gympie is a priority for
the SCHHS. A Gympie Health Service Plan will be
undertaken to describe Gympie Health Service’s role
over the next five years with a ten year outlook. The
project will develop future directions for Gympie Health
Service in the context of the SCHHS Strategic Plan
and Health Service Plan.
• establishment of two nurse practitioners in partnership
SCML to provide primary care clinic for category
4 and 5 DEM attendances. This will improve patient
and create a new more cost effective service model.
will include management of patients back to the care
GP.
The Gympie Health Service Plan will analyse population
projections, health service needs of the population,
clinical capability, service profiles and partnership
arrangements along with infrastructure requirements. This
project will identify the mix and breadth of services to
be delivered from Gympie Health Service, improve
equity of access, improve health outcomes and enable
a coordinated and cost-effective approach to service
delivery in the Gympie region.
Gympie Service redesign and relocation
In 2013 Gympie Health Service developed a strategy
and action plan to implement contemporary models of
patient centred care by redesigning the service delivery
areas.
Building at the Gympie Hospital has commenced and
the new design will feature:
• relocation of administrative services to the Red
Cross building
• additional short stay emergency and surgical beds
• relocation and expansion of outpatients services
to deliver on the key outpatient service priorities
of the SCHHS Health Services Plan including:
○ cardiology and respiratory services
○ relocation of Simulation Training Unit to provide
accessible education programs across all
services
The redesign within the Gympie Hospital will result in
more efficient utilisation of staff and increased expertise.
These staffing increases at Gympie will include;
• establishment of a paediatric principle house officer
as a training position rotating from Nambour Hospital
to improve the medical support for paediatric
services and to provide services seven days a week
• integration of the paediatric services to the Women’s
Health Unit to provide a Families and Children’s
Service and better utilisation of nursing staff
84
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
with
access
This
of a
Sleep Clinic
SCHHS has recognised there is an unmet
demand for sleep study facilities in the region.
In the coming 12 months a sleep study service
will open at Nambour Hospital. This service will
be the only public sleep service in the region.
Currently patients suffering from sleep apnoea
are only able to be treated at a private facility
or be placed on an extensive waiting list at
Brisbane public hospitals that offer the service.
and equipment selection
• ongoing discussions to progress appointment of
a medical school partner
• development of a SARC blueprint to progress and
define the scope of education and research services
provided by each member and how these will meet
the workforce and training requirements.
Skills, Academic and Research Centre
The Skills, Academic and Research Centre
(SARC) vision is to provide the tools and
training opportunities that will grow and
maintain the best possible health workforce for
the Sunshine Coast, for the present and into
the future.
A key philosophy behind the SARC is that
by working in collaboration with education,
training and research partners, far greater
outcomes can be achieved than if working
in isolation.
An overview of the SARC was provided at
the Chief Executive All Staff forum on 1 May
to update SCHHS staff on the progress made
in bringing this important component of the
SCPUH to life. The SARC is a collaboration
between Queensland Health, the Sunshine
Coast Hospital and Health Service and leading
education and training providers including USC
and Sunshine Coast TAFE.
Our
future
The facilities will include a range of areas for
learning and research (including an
auditorium, lecture theatre, simulation rooms,
computer labs and research laboratories),
with a blend of dedicated and shared spaces
available for use by all parties. The SARC
has been designed to maximise collaboration
between the
SARC parties and ensure best utilisation of
the education, training and research facilities at
our new public hospital.
SARC activities for 2014
• finalisation of the SARC design, including internal fit-out
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
83
Our
future
Telehealth
As we continue to
across the SCHHS
Telehealth clinic in
is scheduled to go
implement additional Telehealth initiatives
we will see the first permanent
operation. This cardiac Telehealth clinic
live in August 2014.
Planning is also underway with paediatrics, obstetrics, renal,
the Pre Admission Evaluation Unit (PAEU), immunology,
palliative care, mental health, physiotherapy, genetics,
persistent pain and respiratory clinics.
Our Telehealth services will improve patient access
to specialist care and reduce the burden of travel
for our patients.
Community Care Unit
SCHHS Mountain Creek facility will be expanded to
accommodate 15 new community care beds. The new
infrastructure will augment the 20 community care beds
currently located at Mountain Creek. Extensive planning has
occurred and construction is expected to begin in September
2014.
Information and Communication Technology
The major focus of ICT activities in 2014-2015 will be on
planning for the delivery of ICT applications and infrastructure
required for SCPUH. This will include detailed design
and procurement of systems where necessary, as well as
developing solutions for the integration of SCPUH with the
broader health service.
84
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial statements
6
Sunshine Coast Hospital and Health
Service 30 June 2014
Contents
Statement of comprehensive
income Statement of financial
position Statement of changes in
equity Statement of cash flows
Notes to the financial
statements Management
certificate
Independent auditor's report Sunshine Coast Hospital and Health Service
General information
Financial
Statements
The financial report covers the Sunshine Coast Hospital and Health Service (SCHHS) as an individual
entity. The financial report is presented in Australian dollars, which is the functional and presentation
currency of SCHHS.
SCHHS was established on 1 July 2012 as a statutory body under the Hospital and Health Boards Act 2011.
SCHHS is controlled by the State of Queensland which is the ultimate parent.
The head office and principal place of business of SCHHS is:
Nambour General
Hospital Hospital Road
Nambour QLD 4560
A description of the nature of SCHHS operations and principal activities are included in the Notes to the financial
statements.
For information in relation to the financial statements of SCHHS, please call 07 5470 6600,
email caroline_mcmahon@health.qld.gov.au or visit the SCHHS website at
http://www.health.qld.gov.au/ sunshinecoast
85
Financial
Sunshine Coast Hospital and Health Service
Statement of comprehensive income
For the year ended 30 June 2014
Note
2014
2013
$’000
$’000
Income
Health service funding
5
601,605
605,434
User charges
6
44,567
29,293
Grants and other contributions
7
17,893
14,698
Other revenue
8
7,769
9,337
Gains
9
2
39
671,836
658,801
Total income
Expenses
Employee expenses
10
Health service employee expenses
11
(435,846)
Supplies and services
12
(188,615)
Grants and subsidies
13
(8,729)
Depreciation and amortisation
14
(19,638)
Impairment losses
15
(623)
Other expenses
16
(8,513)
Revaluation loss on land assets
22
(2,702)
Total expenses
Operating result for the
(1,193)
(1,288
)
(420,412
)
(150,101
)(50,130
)
(19,446
) (88)
(6,799
)
(2,476
(665,859)
)
(650,740)
5,977
8,061
year Other comprehensive
income
Items that will not be reclassified subsequently to operating result
Gain on the revaluation of building assets
22
1,416
425
Other comprehensive income for the year
1,416
425
Total comprehensive income for the year
7,393
8,486
The above statement of comprehensive income should be read in conjunction with the accompanying notes
86
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health
Service
Statement
of financial position
As at 30 June 2014
Note
2014
2013
$’000
$’000
Assets
Current assets
Cash and cash equivalents
18
51,610
48,023
Trade and other receivables
19
9,293
6,801
Inventories
20
4,221
3,644
Other
21
4,072
2,398
69,196
60,866
295,894
318,597
Total non-current assets
295,894
318,597
Total assets
365,090
379,463
Total current assets
Non-current assets
Property, plant and equipment
22
23
48,944
47,608
Trade and
other payables
Accrued
employee
benefits
24
24
53
Unearned revenue
25
416
-
Total current liabilities
49,384
47,661
Total liabilities
49,384
47,661
315,706
331,802
299,827
323,316
1,841
425
14,038
8,061
315,706
331,802
Net assets
Equity
Contributed equity
Asset revaluation surplus
Accumulated surpluses
Total equity
26
Financial
Statements
Liabilities
Current
liabilities
The above statement of financial position should be read in conjunction with the accompanying notes
Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014
87
87
F inancial
Sunshine Coast Hospital and Health Service
Statement of changes in equity
For the year ended 30 June 2014
Contributed
equity
$’000
$’000
Balance at 1 July 2012
-
-
Operating result for the year
-
-
Other comprehensive income for the year
-
425
Total comprehensive income for the year
-
425
Transactions with owners in their capacity as owners:
Net assets received on 1 July 2012
Equity injections
Equity withdrawals
$’000
8,061
8,061
Tota
l
equit
y
$’000
8,061
425
8,486
316,681
-
- 316,681
25,641
-
-
(19,006)
-
- (19,006)
25,641
323,316
425
8,061 331,802
Note Contributed
equity
Asse
Tota
Balance at 30 June 2013
Accumulat
t
ed
revaluatio
surpluse
n
s
surplu
s
l
equit
y
$’000
$’000
$’000
$’000
323,316
425
8,061
331,802
Operating result for the year
-
-
5,977
5,977
Other comprehensive income for the year
-
1,416
-
Total comprehensive income for the year
-
1,416
5,977
7,393
7,644
-
-
7,644
-
-
(31,133
)
Balance at 1 July 2013
88
Asse Accumulat
t
ed
revaluatio
surpluse
n
s
surplu
s
Transactions with owners in their capacity as
Equity injections
owners:
27
Equity withdrawals
27
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
(31,133)
1,416
Sunshine Coast Hospital and Health
Service
Balance at 30 June 2014
299,827
1,841
The above statement of changes in equity should be read in conjunction with the
accompanying notes
14,038 315,706
Statement of cash flows
For the year ended 30 June 2014
Note
2014
2013
$’000
$’000
585,250
583,317
User charges
37,907
28,467
Grants and other contributions
17,893
14,698
Interest received
133
130
GST collected from customers
830
594
Cash flows from operating activities
Health service funding
GST input tax credits
11,913
Other revenue
7,638
Employee expenses
(1,222)
Health service employee expenses
(448,963)
Supplies and services
(174,952)
Grants and subsidies
(8,729)
GST paid to suppliers
(12,670)
GST remitted
(850)
Other expenses
Net cash from operating activities
39
11,666
9,208
(1,235
)
(407,264
)
(133,201
)(50,130
)
(12,892
) (446
(8,472)
)
(6,799
)
5,706
36,113
(5,091)
(7,658
) 351
Cash flows from investing activities
Payments for property, plant and equipment
Proceeds from sale of property, plant and equipment
3
(5,088)
(7,307
)
Proceeds from equity injections
2,969
19,217
Net cash from financing activities
2,969
19,217
Net increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the
financial year
3,587
48,023
48,023
-
Cash flows from financing activities
Cash and cash equivalents at the end of
the financial year
18
51,610
Financial
Statements
Net cash used in investing activities
48,023
The above statement of cash flows should be read in conjunction with the accompanying notes
Sunshine
Hospital
and Health
90Sunshine
Coast Coast
Hospital
and Health
ServiceService
AnnualAnnual
ReportReport
2013
2014
2013
- 2014
89
89
F inancial
SunshineCoast
CoastHospital
Hospitaland
andHealth
Health Service
Sunshine
Service
Notes to the financial statements
30 June 2014
Note 1:
Objectives and principal activities of the Sunshine Coast Hospital and Health Service
Note 2:
Significant accounting policies
Note 3:
Critical accounting judgements, estimates and
assumptions Note 4:
Major services, activities and other events
Note 5:
Health service funding
Note 6:
User charges
Note 7:
Grants and other contributions
Note 8:
Other revenue
Note 9:
Gains
Note 10:
Employee expenses
Note 11:
Health service employee
expenses Note 12: Supplies and services
Note 13:
Grants and subsidies
Note 14:
Depreciation and amortisation
Note 15:
Impairment losses
Note 16:
Other expenses
Note 17:
Revaluations decrements summary
Note 18:
Current assets – cash and cash
equivalents Note 19:
Current assets – trade and
other receivables Note 20: Current assets – inventories
Note 21:
Current assets – other
Note 22:
Non-current assets – property, plant and
equipment Note 23:
Current liabilities – trade and other
payables
Note 24:
Current liabilities – accrued employee benefits
Note 25:
Current liabilities – unearned
revenue Note 26: Equity – asset revaluation surplus
Note 27:
Equity injections and equity
withdrawals Note 28:
Financial instruments
Note 29:
Fair value measurement
Note 30:
Key management personnel
disclosures Note 31:
Remuneration of auditors
Note 32:
Contingent assets
Note 33:
Contingent liabilities
Note 34:
Commitments
Note 35:
Patient Trust transactions and balances
Note 36:
Arrangements for the provision of public infrastructure by other
entities Note 37: Events after the reporting period
Note 38:
Right of Private Practice arrangement
Note 39:
Reconciliation of operating result to net cash from operating
activities Note 40: General Trust
90
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health
Service
Notes to the financial statements
30 June 2014
Note 1. Objectives and principal activities of the Sunshine Coast Hospital and Health Service
Sunshine Coast Hospital and Health Service (SCHHS) was established on 1 July 2012 as an independent
statutory body under the Hospital and Health Boards Act 2011 as part of National Health Reform.
SCHHS is governed by a local Board with responsibility for providing public health services in South-East
Queensland from Caloundra in the south, inland to west of Kilkavan and north to Rainbow Beach.
SCHHS serves a population of around 390,000 people.
This includes direct management of facilities within the geographical boundaries including:
-
Caloundra Hospital
-
Gympie Hospital
-
Maleny Soldiers Memorial Hospital
-
Nambour General Hospital
SCHHS provides services and outcomes as defined in a publicly available service agreement with the Department of Health
(as manager of the public hospital system).
The key strategic objectives for 2013-17 are:
-
Care is person centred and responsive
-
Care is safe, accessible, appropriate and reliable
-
Care through engagement and partnerships with our consumers and community
-
Caring for people through sustainable, responsible and innovative use of resources
-
Care is delivered by an engaged, competent and valued workforce
Funding is obtained predominately through the purchase of health services by the Department of Health (the
Department) on behalf of the State and Australian Governments. In addition, health services are provided on a
fee for service basis.
Note 2. Significant accounting policies
(a)
Statement of compliance
Financial
Statements
The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies
have been consistently applied to all the years presented, unless otherwise stated.
SCHHS 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 and Trade’s Minimum Reporting Requirements for the year ending
30 June 2014, and other authoritative pronouncements.
With respect to compliance with Australian Accounting Standards and Interpretations, as SCHHS 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.
Any new, revised or amending Accounting Standards or Interpretations that are not yet mandatory have not
been early adopted.
(b)
Reporting entity
The financial statements include the value of all revenues, expenses, assets, liabilities and equity of the Sunshine Coast
Hospital and Health Service.
Sunshine Coast Hospital and Health
Service
Sunshine Coast Hospital and Health Service Annual Report 2013 - 2014
90
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
91
91
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 2. Significant accounting policies (continued)
(c)
Trust transactions and balances
SCHHS acts in a trust capacity in relation to patient trust accounts. These transactions and balances are not
recognised in the financial statements. Although patient funds are not controlled by SCHHS, trust activities are
included in the audit performed annually by the Auditor-General of Queensland. Note 35. Patient Trust
transactions and balances provides additional information on the balances held in patient trust accounts.
SCHHS controls the General Trust. Refer to Note 40. General Trust. The General Trust receives contributions
primarily from private practice clinicians. Refer to Note 38. Right of Private Practice arrangements. Contributions are
also received by the general trust from external entities.
The purpose of the General Trust is to provide for education, study and research.
(d)
User charges
User charges and fees are controlled by SCHHS when they can be deployed for the achievement of SCHHS
objectives. User charges and fees are recognised as revenues when earned and can be measured reliably with a
sufficient degree of certainty. This involves either invoicing for related goods/services and/or the recognition of
accrued revenue. Revenue in
this category primarily consists of hospital fees (private patients), reimbursements of pharmaceutical benefits and the sale
of goods and services.
User charges and fees are controlled by SCHHS where they can be deployed for the achievement of the
organisation’s objectives.
(e)
Health service funding - change in policy
Health service funding primarily comprises Department funding (State and Commonwealth streams). There has been
a change in the recognition of Department funding from grants and other contributions in 2013-14 to Health service
funding. Comparatives have been restated to reflect this change in policy. Refer to Note 5. Health service funding
for details.
Health service funding controlled by SCHHS is recognised as revenue when the revenue has been earned and can
be measured reliably with sufficient degree of certainty. Health service funding is controlled by SCHHS where they
can be deployed for the achievement of the organisation’s objectives.
Funding from the Department is provided predominantly for specific public health services purchased by the
Department from SCHHS in accordance with a service agreement between the Department and SCHHS. The service
agreement is reviewed periodically and updated for changes in activities and prices of services delivered by SCHHS.
The funding from the Department is received fortnightly in advance. At the end of the financial year, a financial adjustment
may be required where the level of services provided is above or below the agreed level.
(f) Depreciation offset
SCHHS receives an offset from the Department to cover depreciation costs. However, as depreciation is a noncash expenditure item, the Minister of Health has approved a withdrawal of equity by the State for the same
amount, resulting in a non-cash revenue and non-cash equity withdrawal.
Refer to Note 27. Equity injections and equity withdrawals.
(g)
Minor capital works
Purchases of clinical equipment, furniture and fittings associated with capital works projects are managed by SCHHS. These
outlays are funded by the State, through the Department, as equity injections throughout the year.
(h) Grants and contributions
Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year
in which SCHHS obtains control over them. Where grants are received that are reciprocal in nature, revenue is
progressively recognised as it is earned, according to the terms of the funding arrangements.
Contributed assets are recognised at their fair value. SCHHS receives corporate services support from the Department
92
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 2. Significant accounting policies
(continued)
for no cost. Corporate services received include payroll services, finance transactional services (including accounts
payable), banking services, administrative services and taxation 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.
(i) Other revenue
Other revenue primarily reflects recoveries of payments for contracted staff from third parties such as universities and
other government agencies. Refer to Note 8. Other revenue.
(j) Special payments
Special payments include ex gratia expenditure and other expenditure that SCHHS is not contractually or legally
obligated to make to other parties. In compliance with the Financial and Performance Management Standard 2009,
SCHHS maintains a register setting out details of all special payments exceeding $5,000. The total of all special
payments (including those
of $5,000 or less) is disclosed separately within Note 16. Other expenses. However, descriptions of the nature of
special payments are only provided for special payments greater than $5,000.
(k)Revenue recognition
Revenue is recognised when it is probable that the economic benefit will flow to SCHHS and the revenue can be reliably
measured. Revenue is measured at the fair value of the consideration received or receivable.
(l) Cash and cash equivalents
Cash and cash equivalents includes cash on hand and deposits held at call with financial institutions.
Debit Facility
SCHHS has access to the Whole of Government debit facility with limits approved by Queensland Treasury and
Trade. The current approved limit is $6 million. The drawdown balance as at 30 June 2014 is nil.
(m)
Trade and other receivables
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 90 days while other receivables may take longer than twelve months.
Financial
Statements
Accommodation billing makes up the majority of aged receivables. It takes approximately 20 days from the date of
discharge for billing to be sent for payment. There is then a four week turn around before receipt. If health funds require
additional information (e.g. pre-existing forms, accident forms, acute care certificates) this can further extend the
collection period.
Any allowance for impairment is based on loss events disclosed in Note 19. Current assets - trade and other receivables.
All known bad debts are written off when identified, and, approved by senior management.
(n) Inventories
Inventories consist mainly of pharmaceutical and medical supplies held for distribution in hospitals and are
provided to patients at a subsidised rate. Inventories are measured at weighted average cost, adjusted for any
loss in service potential. Refer to Note 20. Current assets – inventories.
Unless material, inventories do not include supplies held for ready use in the wards throughout the hospital
facilities. These items are expensed on issue from storage facilities.
Consignment inventory
Supplies may be held on site under arrangements with external suppliers. The terms for the consumption of these
goods by SCHHS are outlined in the agreement with the relevant supplier. The goods do not form part of the
inventory holding of SCHHS and are not valued within the financial statements.
SCHHS does not pay for the goods until they are consumed. The value of the goods is charged to, and expensed
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
93
Sunshine Coast Hospital and Health
Service
by, SCHHS in the period they are consumed.
94
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Sunshine Coast Hospital and Health Service
Notes
to the
financial
statements
30 June 2014
Notes
to the
financial
statements
30 June
2014
Note
2. Significant
accounting
policies (continued)
Note
2. Significant
accounting
policies
(continued)
(o)
Transfer of land and buildings
Legal title to land and buildings has not been transferred as at 30 June 2014. The Department retains legal
ownership, however control of these assets was transferred to SCHHS, via a concurrent lease representing its right
to use the assets. Under the Deed of Lease SCHHS has full exposure to the risks and rewards of asset
ownership.
SCHHS has the full right of use, managerial control of land and building assets and is responsible for maintenance.
The Department generates no economic benefits from these assets. In accordance with the definition of control under
Australian Accounting Standards, each Hospital and Health Service (HHS) must recognise the value of these assets
on their Statement of financial position.
Legislation to enable the transfer the ownership of land and buildings was passed by State Parliament on 20 June
2012. A sub committee with representatives from the HHSs and the Department has been established to develop
protocols to enable this transfer to occur. A project is in place to facilitate this process with ownership transfer to all
HHSs to be completed by mid 2015.
The transfer to SCHHS is expected to be completed by 31 December 2014.
reporting period.
(p)
Refer to Note 37. Events after the
Property, plant and equipment
Sunshine Coast Hospital and Health Service holds property, plant and equipment in order to meet its core objective
of providing quality healthcare.
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.
Class
Threshold
Buildings
$10,000
Land
$1
Plant and Equipment
$5,000
Dwellings (residential properties) are not separately identified as an asset class due to the immaterial value of the
portfolio.
They are incorporated within the Buildings asset class.
Land improvements undertaken by SCHHS are included in the Buildings class.
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, such as architects’ fees and engineering design fees. However, any training costs are
expensed as incurred.
Where assets are received free of charge from another Queensland Government entity (whether as a result of a
machinery- of-Government change or other involuntary transfer), the acquisition cost is recognised as the gross
carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated
depreciation.
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.
Land and buildings are subsequently measured at fair value in accordance with AASB 116 Property, Plant and
Equipment, AASB 13 Fair Value and Queensland Treasury and Trade’s Non-Current Asset Policies for the
Queensland Public Sector.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
95
Sunshine Coast Hospital and Health
Service
In respect of these asset classes, the cost of items acquired during the financial year have been judged by management to
materially reflect the fair value at the end of the reporting period.
Assets under construction are not revalued until they are ready for use.
96
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 2. Significant accounting policies
(continued)
Land and building revaluations
For financial reporting purposes, the land and building revaluation process is overseen by the Board and coordinated by
Senior Management and support staff.
The fair values reported by SCHHS are based on appropriate valuation techniques that maximise the use of
available and relevant observable inputs and minimise the use of unobservable inputs. Refer to Note 29. Fair
value measurement.
Where assets have not been specifically appraised in the reporting period, their previous valuations are materially kept upto-date via the application of relevant indices.
The independent valuers/quantity surveyors provide assurance of their robustness, validity and appropriateness for
application to the relevant assets.
Early in the reporting period, SCHHS reviewed all fair value methodologies in light of the new principles in AASB 13
Fair Value Measurement (AASB 13). Some minor adjustments were made to methodologies to take into account the
more exit- oriented approach to fair value under AASB 13, as well as the availability of more observable data for
certain assets ( e.g. land and residential buildings). Such adjustments in themselves did not result in a material
impact on the values for the affected property, plant and equipment classes.
Land is measured at fair value using indexation or asset specific independent revaluations, both being provided by
the State Valuation Service (SVS). Independent asset specific revaluations are performed with sufficient regularity to
ensure land assets are carried at fair value. In accordance with Queensland Treasury and Trade Non Current Asset
Policy the independent revaluations occur at least once every five years. In the off cycle years indexation is
applied where there is no evidence of significant market fluctuations in land prices.
Land indices are based on actual market movements for the relevant locations and asset category and are applied
to the fair value of land assets on hand.
Reflecting the specialised nature of health service buildings and on hospital-site residential facilities, fair value is
determined by applying depreciated replacement cost methodology or an index which approximates movement in
market prices for construction labour and other key resource inputs, as well as changes in design standards as at
reporting date. Both methodologies are executed on behalf of SCHHS by the independent quantity surveyor Davis
Langdon Australia Pty Ltd (Davis Langdon).
Depreciated replacement cost is determined as the replacement cost less the cost to bring an asset to current
standards. In determining the depreciated replacement cost the independent quantity surveyors consider a number of
factors such as age, gross floor area, number of floors, number of lifts and staircases, functionality and physical
condition. In assessing the condition of a building the following ratings are applied by the quantity surveyors.
Financial
Statements
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
97
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 2. Significant accounting policies (continued)
Category Condition
Description
1
Very good condition
Only normal maintenance required
2
Minor defects only
Minor maintenance required
3
Maintenance required to bring to
acceptable level of service
Significant maintenance required (up to 50% of capital replacement
cost)
4
Requires renewel
Complete renewal of internal fitout and services (up to 70% of capital
replacement cost)
5
Asset unserviceable
Complete asset replacement required
The cost to bring to current standards is the estimated cost of refurbishing the asset to bring it to current design
standards and in an as new condition. This estimated cost is linked to the condition factor of the building assessed
by the quantity surveyor. It is also representative of the deemed remaining useful life of the building. The condition
of the building is based on visual inspection, asset condition data, guidance from asset managers and previous
reports.
For residential buildings held by SCHHS on separate land titles fair value is determined by reference to independent market
revaluations. Davis Langdon subcontracts out this service to suitably qualified valuers.
Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation surplus of the
appropriate class, except to the extent it reverses a revaluation decrement for the class previously recognised as an
expense. A decrease in the carrying amount on revaluation is charged as an expense, to the extent it exceeds the
balance, if any, in the revaluation surplus relating to that asset class.
On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the
asset and the change in the estimate of remaining useful life.
Materiality concepts under AASB 1031 Materiality are considered in determining whether the difference between the
carrying amount and the fair value of an asset is material.
Plant and equipment is measured at cost net of accumulated depreciation and any impairment in accordance with
Queensland Treasury and Trade Non-Current Asset Policies for the Queensland Public Sector.
Consignment equipment
Equipment is held on site under arrangements with external suppliers. The terms for the use by SCHHS are
outlined in the agreement with the relevant supplier. The items do not form part of the asset base of SCHHS
and are not valued within the financial statements.
Depreciation
For each class of depreciable assets the following depreciation methodologies are employed:
Property, plant and equipment are depreciated on a straight-line basis. Land is not depreciated as it has an
unlimited useful life. Assets under construction (AUC) are not depreciated until ready for use.
98
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 2. Significant accounting policies
(continued)
Any expenditure that increases the capacity or service potential of an asset is capitalised and depreciated over the
remaining useful life of the asset. Major components purchased specifically for particular assets are capitalised and
depreciated on the same basis as the asset to which they relate.
Clas
s
Buildings
Plant and equipment
Depreciation
Rates Used
1.1% - 4.6%
4.4% - 20%
Useful lives
22 - 90 years
5 - 23 years
Leased property, plant and equipment
Operating lease payments, being representative of benefits derived from the leased assets, are recognised as an
expense of the period in which they are incurred. SCHHS had no assets under finance lease as at the reporting
date.
(q)
Impairment of non-current assets
A review is conducted annually in order to isolate indicators of impairment in accordance with AASB 136 Impairment
of Assets. If an indicator of impairment exists, SCHHS determines the asset’s recoverable amount (the higher of
value in use or fair value less costs of disposal). Any amount by which the asset’s 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.
(r) Intangible assets
SCHHS has not recognised any intangible assets.
Payments for service are charged to the statement of comprehensive income of SCHHS.
(s) Financial instruments
Financial
Statements
The Health Service Information Agency managed by the Department provides a comprehensive network information
and communication technology service on a fee-for-service basis. The service includes access to network
infrastructure,
software applications and business development intelligence and advisory services. The associated risks and rewards
of ownership are held by the Department.
A financial instrument is any contract that gives rise to both a financial asset of one entity and a financial liability or
equity instrument of another entity. SCHHS holds financial instruments in the form of cash, receivables and payables.
SCHHS accounts for its financial instruments in accordance with AASB 139 Financial Instruments: Recognition and
Measurement
- For Not-For-Profit Entities, and, reports instruments under AASB 7 Financial Instruments: Disclosures - For Not-For-Profit
Entities.
Recognition
Financial assets and financial liabilities are recognised in the Statement of Financial Position when SCHHS becomes
party to the contractual provisions of the financial instrument.
Classification
Financial instruments are classified and measured as follows:
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
99
Sunshine Coast Hospital and Health
Service
- Cash and cash equivalents -held at fair value through profit or loss
- Receivables - held at amortised cost
- Payables -held at amortised cost
10
0
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Statements
Sunshine Coast Hospital and Health Service
Notes
to the
financial
statements
30 June 2014
Notes
to the
financial
statements
30 June
2014
Note 2. Significant accounting policies
Note 2. Significant accounting policies (continued)
(continued)
SCHHS does not enter into transactions for speculative purposes, nor for hedging.
SCHHS holds no financial assets classified at fair value through profit or loss.
Apart from cash and cash equivalents,
All other disclosures relating to the measurement and financial risk management of financial instruments held by SCHHS are
included in Note 28. Financial instruments.
(t) Trade and other payables
These amounts represent liabilities for goods and services provided to SCHHS prior to the end of the financial year
and which are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted.
The amounts are unsecured and are usually paid within 30 - 60 days of recognition.
(u) Employee benefits
Under section 20 of the Hospital and Health Boards Act 2011 (HHB Act) a HHS may employ health executives,
and (where regulation has been passed for the HHS to become a prescribed service) a person employed
previously in the Department, as a health service employee. Where a HHS has not received the status of a
“prescribed service”, non-executive staff working in a HHS legally remain employees of the Department.
(i) Department employees engaged as contractors
In 2013-14 the Sunshine Coast Hospital and Health Service was not a prescribed service and accordingly all nonexecutive staff were employed by the Department. Provisions in the HHB Act enable HHS to perform functions and
exercise powers to ensure the delivery of its operational plan.
Under this arrangement:
The Department provides employees to perform work for SCHHS, and the Department acknowledges and
accepts its obligations as the employer of these departmental employees.
SCHHS is responsible for the day to day management of these departmental employees.
SCHHS reimburses the Department for the salaries and on-costs of these employees.
As a result of this arrangement, SCHHS treats the reimbursements to the Department for departmental employees in these
financial statements as health service employee expenses which are detailed in Note 11. Health service employee expenses.
At the end of the reporting period where work is performed by the Department’s health service staff, but not yet
paid, SCHHS will recognise this obligation.
Refer to Note 23. Current liabilities - trade and other payables.
In addition to the employees contracted from the Department, SCHHS has engaged employees directly. The information
detailed below relates specifically to the directly engaged employees.
(ii) SCHHS directly engaged employees
SCHHS classifies salaries and wages, sick leave, annual leave and long service leave levies and employer superannuation
contributions as employee benefits in accordance with AASB 119 Employee Benefits. Refer to Note 10. Employee expenses.
Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at
current salary rates. As SCHHS expects such liabilities to be wholly settled within 12 months of reporting date,
the liabilities are recognised at undiscounted amounts.
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.
Payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an
employee’s total remuneration package. They are not employee benefits and are recognised separately as employee
related expenses.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
10
1
Sunshine Coast Hospital and Health
Service
Note 2. Significant accounting policies (continued)
Annual Leave and Long Service Leave
SCHHS participates in the Annual Leave Central Scheme and the Long Service Leave Scheme.
Under the Queensland Government’s Annual Leave Central Scheme and the Long Service Leave Central Scheme, levies
are payable by SCHHS to cover the cost of employees’ annual leave (including leave loading and on-costs) and long
service leave. These levies are expensed in the period in which they are payable. Amounts paid to employees for
annual leave and long service leave are claimed from the schemes quarterly in arrears which is currently facilitated by
the Department.
No provision for annual leave or long service leave is recognised in the financial statements of SCHHS, as the
liability for these schemes 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.
Superannuation - directly engaged employees
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 payable and the obligation of SCHHS 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 Financial Reporting.
Therefore no liability is recognised for accruing superannuation benefits in these financial statements.
Key management personnel and remuneration
Key management personnel and remuneration disclosures are made in accordance with Section 5 of the Financial
Reporting Requirements for Queensland Government Agencies issued by Queensland Treasury and Trade. Refer to Note
30. Key management personnel disclosures for information key executive management personnel and remuneration.
(v)
Insurance
The Insurance Arrangements for Public Health Entities Health Service Directive (Directive number QH-HSD-011:2012)
enables Hospital and Health Services to be named insured parties under the Department’s policy. For the 2013-14
policy year, the premium was allocated to each HHS according to the underlying risk of an individual insured party. The
Hospital and Health Service premiums cover claims from 1 July 2012. Pre 1 July 2012 claims remain the responsibility
of the Department.
Property and general losses above a $10,000 threshold are insured through the Queensland Government Insurance
Fund (QGIF). Health litigation payments above a $20,000 threshold and associated legal fees are also insured
through QGIF. Premiums are calculated by QGIF on a risk assessed basis.
(w)
Fair value measurement
Financial
Statements
The Department of Health pays premiums to Work Cover Queensland on behalf of all Hospital and Health Services in
respect of its obligations for employee compensation. These costs are reimbursed on a monthly basis to the
Department.
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
10
2
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
characteristics
of the assets/liabilities being valued. Significant unobservable inputs used by SCHHS include, but are
2014
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 construction 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.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
10
3
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Statements
Note 2. Significant accounting policies (continued)
A fair value measurement of a non-financial asset takes into account a market participant’s ability to generate
economic benefit by using the asset in its highest and best use or by selling it to another market participant that
would use the asset in its highest and best use. Pursuant to AASB 13 Fair Value (AASB 13) Measurement the
current use of the asset is deemed to be its highest and best use.
All assets and liabilities of SCHHS 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 - represents fair value measurements that reflect unadjusted quoted market prices in active markets for identical
assets and liabilities
Level 2 - represents fair value measurements that are substantially derived from inputs (other than quoted prices
included in level 1) that are observable, either directly or indirectly
Level 3 - represents fair value measurements that are substantially derived from unobservable inputs.
None of SCHHS valuations of assets or liabilities are eligible for categorisation into level 1 of the fair value hierarchy.
As 2013-14 is the first year of application of AASB 13 by SCHHS, there were no transfers of assets between fair
value hierarchy levels during the period.
More specific fair value information about SCHHS property, plant and equipment is outlined in Note 29. Fair
value
measurement.
(x) Contributed equity
Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State Public Sector entities as
a result of machinery-of-Government changes are adjusted to contributed equity in accordance with Interpretation
1038 ‘Contributions by Owners Made to Wholly-Owned Public Sector Entities’.
(y)Goods and Services Tax (‘GST’) and other similar taxes
The only federal taxes that SCHHS is assessed for are Fringe Benefit Tax (FBT) and Goods and Services Tax (GST).
All FBT and GST reporting to the Commonwealth is managed centrally by the Department, with payments/ receipts
made on behalf of SCHHS reimbursed to/from the Department on a monthly basis. GST credits receivable from, and
GST payable to the Australian Tax Office (ATO), are recognised on this basis. Refer to Note 19. Current assets
- trade and other receivables.
Both SCHHS and the Department satisfy section 149-25(e) of the A New Tax System (Goods and Services) Act
1999 (Cth) (the GST Act). Consequently they were able, with other Hospital and Health Services, to form a
“group” for GST purposes under Division 149 of the GST Act.
Any transactions between the members of the
“group” do not attract GST. However, all entities are responsible for the payment or receipt of any GST for their
own transactions. As such, GST credits receivable from and payable to the ATO are recognised and accrued. Refer
Note 19. Current assets - trade and other receivables.
(z) Issuance of financial statements
The financial statements are authorised for issue by the Chief Executive and the Chief Finance Officer of the
Sunshine Coast Hospital and Health Service, and, the Chairman of the Sunshine Coast Hospital and Health Board as
at the date of signing the Management Certificate.
(aa) Rounding of amounts
Amounts in this report have been rounded off to the nearest thousand dollars, or in certain cases, the nearest dollar.
(ab) Comparatives
Comparative information has been restated where necessary to be consistent with disclosures in the current reporting
100
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
period.
particular,
separate 30
disclosure
Notes
to theIn financial
statements
June of government funding (Note 5. Health service funding), previously part of
Note
7.
Grant
and
other
contributions,
has resulted in comparative figures being restated.
2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
101
Sunshine Coast Hospital and Health
Service
Note 2. Significant accounting policies (continued)
(ac) New Accounting Standards and Interpretations not yet mandatory or early adopted
Australian Accounting Standards and Interpretations that have recently been issued or amended but are not yet
mandatory, have not been early adopted by SCHHS for the annual reporting period ended 30 June 2014. The
assessment of the impact of these new or amended Accounting Standards and Interpretations, most relevant to
SCHHS, are set out below.
AASB 9 Financial Instruments and its consequential amendments
AASB 9 Financial Instruments and AASB 2010-7 Amendments to Australian Accounting Standards arising from
AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136,
137, 139, 1023 & 1038 and
Interpretations 2, 5, 10, 12,19 & 127] will become effective for reporting periods beginning on or after 1 January 2017.
The main impacts of these standards on SCHHS are that they will change the requirements for the classification,
measurement and disclosures associated with the financial assets of SCHHS. Under the new requirements, financial
assets will be more simply classified according to whether they are measured at amortised cost or fair value.
Pursuant to AASB 9, financial assets can only be measured at amortised cost if two conditions are met. One of
these conditions is that the asset must be held within a business model whose objective is to hold assets in order
to collect contractual cash flows. The other condition is that the contractual terms of the asset give 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 is minimal.
AASB 10 Consolidated Financial Statements
This compiled Standard does not apply mandatorily for Not-For-Profit entities. However, early application is permitted for
annual reporting periods being on or after 1 January 2013 but before 1 January 2014.
AASB 10 redefines and clarifies the concept of control of another entity, and is the basis for determining which
entities should be consolidated into an entity’s financial statements. AASB 2013-8 applies the various principles in
AASB 10 for determining whether a not-for-profit entity controls another entity. On the basis on those accounting
standards, SCHHS has reviewed the nature of its relationships with entities that SCHHS is connected with to
determine the impact of AASB 2013-8. Currently SCHHS does not have control over any other entities.
AASB 11 Joint Arrangements
Financial
Statements
This compiled Standard applies for NFP entities to annual reporting periods beginning on or after 1 January 2014.
Early application is permitted for annual reporting periods beginning on or after 1 January 2013 but before 1 January
2014.
AASB 11 deals with the concept of joint control and sets out new principles for determining the type of joint
arrangements that exist, which in turn dictate the accounting treatment. The new categories of joint arrangements
under AASB 11 are more aligned to the actual rights and obligations of the parties to the arrangement. SCHHS has
assessed its arrangements with other entities to determine whether a joint arrangement exists in terms of AASB 11.
Based on present arrangements, no joint arrangements exist. However, if a joint arrangement does arise in the
future, SCHHS will need to follow the relevant accounting treatment specified in either AASB 11 or the revised AASB
128 Investment in Associates and Joint Ventures, depending on the nature of the joint arrangement.
100
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 2. Significant accounting policies (continued)
AASB 13 Fair Value Measurement and AASB 2011-8 Amendments to Australian Accounting Standards arising from
AASB 13
AASB 13 Fair Value Measurement became effective from reporting periods beginning on or after 1 January 2013.
AASB 13 sets out a new definition of ‘fair value’ as well as new principles to be applied when determining the
fair value of assets and liabilities. The new requirements apply to all of SCHHS assets and liabilities (excluding
leases) that are measured and/or disclosed at fair value or another measurement based on fair value. The impact
of AASB 13 relates to the fair value measurement methodologies used and financial statement disclosures made in
respect of such assets and liabilities.
SCHHS reviewed its fair value methodologies (including instructions to valuers, data used and assumptions made)
for land and buildings measured at fair value to assess whether those methodologies comply with AASB 13. To the
extent that
the methodologies didn’t comply, changes were made and applied to the valuations. None of the changes to valuation
methodologies resulted in material differences from the previous methodologies.
AASB 13 has required an increased amount of information to be disclosed in relation to fair value measurements for
both assets and liabilities. For those fair value measurements of assets or liabilities that substantially are based on
data that is not ‘observable’ (i.e. not accessible outside SCHHS), the amount of information disclosed has
significantly increased. Note 2 (w) - Fair value measurement explains some of the principles underpinning the
additional fair value information disclosed.
AASB 119 Employee Benefits (September 2011) and AASB 2011-10 Amendments to Australian Accounting
Standards arising from AASB 119 (September 2011).
A revised version of AASB 119 Employee Benefits became effective for reporting periods beginning on or after 1
January 2013 with the majority of changes to be applied retrospectively.
Given SCHHS circumstances, the only
implication for SCHHS were the revised concept of ‘termination benefits’ and the revised recognition criteria for
termination benefit liabilities. If termination benefits meet the timeframe criterion for ‘short-term employee benefits’
they will be measured according to the AASB 119 requirements for “short-term employee benefits’. Otherwise,
termination benefits need to be measured according to the AASB 119 requirements for ‘other long-term employee
benefits’.
Under the revised standard, the recognition and measurement of employer obligations for ‘other long-term employee
benefits’ will need to be accounted for according to most of the requirements for defined benefit plans.
The revised AASB 119 includes changed criteria for accounting for employee benefits as ‘short-term employee benefits’.
However, as SCHHS is a member of the Queensland Government central schemes for annual leave and long service
leave this change in criteria has no impact on the HHS’s financial statements as the employer liability is held by the
central scheme.
The revised standard also includes changed requirements for the measurement of employer liabilities/assets arising from
defined benefit plans, and the measurement and presentation of changes in such liabilities and assets. SCHHS makes
employer superannuation contributions to the QSuper defined benefit plan and the corresponding QSuper employer
benefit obligation is held by the State. Therefore, those changes to AASB 119 will have no impact on SCHHS.
AASB 1053 Application of Tiers of Australia Accounting Standards
AASB 1053 became effective for
differential reporting framework for
Tiers of reporting requirements Accounting Standards - Reduced
reporting periods beginning on or after 1 July 2013. AASB 1053 establishes a
those entities that prepare general purpose financial statements, consisting of two
Australian Accounting Standards (commonly referred to as ‘Tier 1’), and Australian
Disclosure Requirements (commonly referred to as ‘Tier 2’).
Tier 1 requirements comprise the full range of AASB recognition, measurement, presentation and disclosure
requirements that are currently applicable to reporting entities in Australia. The only difference between the Tier 1
and Tier 2 requirements is that Tier 2 requires fewer disclosures than Tier 1.
Pursuant to AASB 1053, public sector entities such as SCHHS may adopt Tier 2 requirements for their
general purpose financial statements. However, AASB 1053 acknowledges the power of a regulator to require
application of the Tier 1 requirements.
In the case of SCHHS, Queensland Treasury and Trade is the
102
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
regulator.
Notes
to the financial statements 30 June
2014
Queensland Treasury and Trade has advised that it is its policy decision to require adoption of Tier 1 reporting by
all Queensland Government departments and statutory bodies (including SCHHS) that are consolidated into the
whole-of- Government financial statements. Therefore, the release of AASB 1053 and associated amending
standards has had no impact on SCHHS.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
103
Sunshine Coast Hospital and Health
Service
Note 2. Significant accounting policies (continued)
AASB 1055 Budgetary Reporting
AASB 1055 Budgetary Reporting applies to reporting periods beginning on or after 1 July 2014. SCHHS will need
to include in its 2014-15 financial statements the original budgeted figures from the Income Statement, Balance
Sheet, Statement of Changes in Equity, and Cash Flow Statement as published in the 2014-15 Queensland
Government’s Service Delivery Statements.
The budgeted figures will need to be presented consistently with the corresponding (actual) financial statements,
and will be accompanied by explanations of major variances between the actual amounts and the corresponding
original budgeted figures.
All other Australian accounting standards and interpretations with new or future commencement dates are either not
applicable to SCHHS activities, or, have no material impact on SCHHS.
Note 3. Critical accounting judgements, estimates and assumptions
The preparation of the financial statements requires management to make judgements, estimates and assumptions
that affect the reported amounts in the financial statements. Management continually evaluates its judgements and
estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses.Management bases its
judgements, estimates and assumptions on historical experience and on other various factors, including expectations
of future events, management believes to be reasonable under the circumstances. The resulting accounting
judgements and estimates
will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant
risk of causing a material adjustment to the carrying amounts of assets and liabilities (refer to the respective
notes) within the next financial year are discussed below.
Allowance for impairment of receivables
The allowance for impairment of receivables assessment requires a degree of estimation and judgement. The level
of allowance is assessed by taking into account the ageing of receivables, historical collection rates and specific
knowledge of the individual debtor’s financial position. Refer to Note 19. Current assets - trade and other
receivables.
Allowance for impairment of inventories
The allowance for impairment of inventories assessment requires a degree of estimation and judgement. The
level of the allowances is assessed by taking into account the ageing of inventories and other factors that
affect inventory obsolescence. Refer to Note 20. Current assets - inventories.
Fair value measurement
Fair value measurement can be sensitive to the various valuation inputs selected. Refer to Note 29. Fair value
measurement.
Financial
Statements
SCHHS is required to classify all assets and liabilities, measured at fair value, using a three level hierarchy, based
on the lowest level of input that is significant to the entire fair value measurement, being: Level 1: Quoted prices
(unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement
date; Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability,
either directly or indirectly; and Level 3: Unobservable inputs for the asset or liability. Considerable judgement is
required to determine what is significant to fair value and therefore which category the asset or liability is placed in
can be subjective.
Estimation of useful lives of assets
SCHHS determines the estimated useful lives and related depreciation charges for its property, plant and equipment
. The useful lives could change significantly as a result of technical innovations or some other event. The
depreciation charge will increase where the useful lives are less than previously estimated lives, or technically
obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.
Contingencies
104
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
Contingent
assets and liabilities require a degree of judgment as to the occurrence or non-occurrence, timing and
2014
magnitude of uncertain future events. Accordingly, contingent assets and liabilities are assessed continually to
ensure that developments are appropriately reflected in the financial statements.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
105
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 4. Major services, activities and other events
Major activities of SCHHS
Clinical Services including Inpatient, Outpatient, Ambulatory, Outreach and Telehealth services
Primary health and community services including (amongst others) Oral Health, Aboriginal and Torres Strait Islander
Health
Alcohol Tobacco and Other Drug Services, Child Health, Mental Health and Community Rehabilitation
Communicable Disease Control and Immunisation Services
Sexual Health and Viral Hepatitis Services
Cancer Screening Services
Preventative Health Services
Management of Health Services Infrastructure and Processes
Management of Residential and Aged Care Facilities
Management of Mental Health Facilities and Services
Teaching, Training and Research activities
Payroll system
Whilst employees are currently paid under a service arrangement using the Department’s payroll system, the responsibility
for the efficiency and effectiveness of this system remains with the Department.
SCHHS continues to monitor the inputs, processes and outputs associated with the payroll system as it impacts the
financial
records of SCHHS.
Note 5. Health service funding
2014
$’000
2013
$’000
18,616
40,637
State Government - activity based funding
306,130
261,829
State Government - other funding
101,554
150,275
10,888
17,675
164,417
135,018
601,605
605,434
State Government - block funding
Australian Government - block funding
Australian Government - activity based funding
Health service funding has been reclassified from grants and other contributions. Refer to Note 2(e). This represents
service procurement from the Department (State and Commonwealth streams). The comparatives have been restated
with a total impact of $605.434m now being classified in the prior year as health service funding.
Prior year comparatives totalling $15.448m have been reclassified from Australian Government - activity based funding
to State Government - activity based funding. This was necessary to more accurately reflect the nature of the
transactions and counterparty involved.
As a result of the reclassifications and other revenue and expense restatements elsewhere, the prior period Statement
of cash flows has been restated. There has been no change to the net cash movement or closing balance of cash
and cash equivalents in the prior period.
106
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 6. User charges
2014
$’000
2013
$’000
472
658
Hospital fees
25,477
18,814
Pharmaceutical Benefits Scheme reimbursement
18,618
9,821
44,567
29,293
Sale of goods and services
Pharmaceutical Benefits Scheme (PBS) reimbursement
Revenue formerly recognised in Sale of goods and services is now separately disclosed to reflect the nature of the
underlying transactions.
Prior year restatement of Sale of goods and services
$4.272m of billing to the Department has been reclassed to Contract Staff Recoveries ($3.215m) and Other
Recoveries ($1.057m). Refer to Note 8. Other Revenue.
A further $0.414m of billing to the Department has been reclassed to Other Grants. Refer to Note 7. Grants and
other contributions.
These adjustments were necessary to reflect the nature of the underlying transactions.
Note 7. Grants and other contributions
2013
$’000
$’000
Australian Government - nursing home grants
1,328
1,451
Australian Government - other grants
8,254
8,279
Other grants
7,063
3,995
Donations other
1,230
961
18
12
17,893
14,698
Donations non-current physical assets
Financial
Statements
2014
Restatement of prior year donations other
The 2013 comparative figure for Donations other has been increased by $0.861m. The 2013
comparative figure for Other recoveries has been reduced by an equal and offsetting amount. Refer to
Note 8. Other revenue.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
107
Financial
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Note 8. Other revenue
2014
2013
$’000
$’000
133
130
Rental income
37
29
Labour recoveries - other hospital and health services
22
44
-
1
4,547
5,962
963
1,307
1,704
1,196
363
668
7,769
9,337
Interest
Sale proceeds of non-capitalised assets
Contract staff recoveries
Workcover recoveries
Other recoveries
Other
Contract staff recoveries
There are arrangements where SCHHS staff are placed with external organisations. Fees are charged by SCHHS
to recover staffing and other costs related to the arrangements.
Other recoveries
Other recoveries includes invoicing to external organisations for costs incurred on their behalf.
Note 9. Gains
2014
$’000
2013
$’000
Gain on sale of property, plant and equipment
2
12
Asset stocktake gain
-
27
2
39
2014
$’000
2013
$’000
Wages and salaries
934
1,034
Employer superannuation contributions
107
107
Annual leave levy
98
99
Long service leave levy
19
20
Workers’ compensation premium
19
14
Payroll tax
16
14
1,193
1,288
Note 10. Employee expenses
108
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
The number
of directly
engaged
as at 30 June 2014 is 4. (5 as at 30 June 2013)
Notes
to the financial
statements
30 employees
June
2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
109
Sunshine Coast Hospital and Health
Service
Note 11. Health service employee
expenses
Health service employee expenses
2014
2013
$’000
$’000
435,846
420,412
SCHHS through service arrangements with the Department has engaged a further 3710 full time equivalent
roles in a contracting capacity as at 30 June 2014 (3570 as at 30 June 2013). These personnel
remain employees of the Department.
The number of health service employees reflects full-time and part-time health service employees
measured on a
full
time
equivalent
basis.
Refer to Note 37 - Events after the reporting period, relating to SCHHS becoming a Prescribed
Employer.
Note 12.
services
Supplies
and
2013
$’000
$’000
Other consultants and contractors
7,234
3,695
Ambulance service
7,032
6,084
Electricity and other energy
3,583
3,034
51,234
24,337
2,134
1,294
Other travel
705
648
Water
369
453
Building services
780
720
Computer services
338
514
Motor vehicles
408
564
Communications
926
693
Repairs and maintenance
6,836
7,394
Expenses relating to capital works
1,037
2,286
Operating lease rentals
4,066
4,745
Drugs
26,419
23,836
Clinical supplies and services
40,545
37,012
5,917
5,701
Services purchased from private hospitals
Patient travel
Catering and domestic supplies
Pathology, blood and parts
16,230
Other supplies and services
12,822
9,950
188,615
150,101
17,141
Services purchased from private hospitals
During the year $21.859m was expensed in relation to the agreement with Ramsay Healthcare for the
110
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Statements
2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
provision of health services to public patients within The Noosa Private Hospital ($24.275m as at 30
June 2013).
A further $29.313m was expensed in relation to the agreement with Ramsay Healthcare for the provision
of health services to public patients within the Sunshine Coast University Private Hospital. Refer to Note
36. Arrangements for the provision of public infrastructure by other entities.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
111
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Statements
Note 13. Grants and subsidies
SCUPH Availability Fee
Home, community and rural health services
2014
2013
$’000
$’000
8,730
50,070
(33)
69
Medical research programs
11
(9)
Other
21
-
8,729
50,130
SCUPH Availability Fee
An amount of $8.730m was expensed in relation to the agreement with Ramsay Health Care for an
Availability Fee ($50.070m as 30 June 2013). This fee was applied to the construction of the Sunshine
Coast University Private Hospital. The amount represents part of the overall Availability Fee payable to Ramsay
Health Care under the agreement. Refer to Note 36. Arrangements for the provision of public infrastructure by
other entities.
Note 14. Depreciation and amortisation
Buildings
Plant and equipment
2014
$’000
2013
$’000
12,323
12,786
7,315
6,660
19,638
19,446
Queensland Treasury and Trade’s Non-Current Asset Policies for the Qld Public Sector (NCAP 2) requires
where significant components of a building are replaced at varying intervals due to differing useful lives,
and the impact is material to depreciation expense, the significant components must be depreciated
separately from the rest of the building.
An assessment of the replacement cycle for components within special purpose buildings (representing 94%
of the Net Book Value) and the impact on depreciation expense was undertaken in 2013-14.
Special purpose buildings (complex assets) were deemed to be hospital facilities and nursing homes.
The assessment indicated that there was no material differences in depreciation expense when applying the
componentised scenario. Accordingly the special purpose buildings will continue to be depreciated as single
assets.
Note 15. Impairment losses
112
2014
$’000
2013
$’000
Impairment losses on receivables
397
Bad debts written off
226
(74
)
162
623
88
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes
theNote
financial
30 June
Referto to
19. statements
Current assets
- trade and other receivables for details of the recognised impairment loss.
2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
113
Sunshine Coast Hospital and Health
Service
Note 16. Other expenses
2014
2013
$’000
$’000
232
245
7,285
5,681
Inventory written off
39
105
Losses from the disposal of non-current assets
44
311
Audit fees
Insurance
Special payments - donations/gifts
-
1
40
17
Other legal costs
360
129
Other
513
310
8,513
6,799
Special payments - ex-gratia payments
Insurance
Certain losses of public property and health litigation costs are insured with the Queensland Government
Insurance Fund. The claims made in respect of these losses have yet to be assessed by QGIF and the
amount recoverable cannot be estimated reliably at reporting date. Upon notification by QGIF of the
acceptance of the claims, revenue will be recognised for the agreed settlement amount and disclosed as
Other Revenues - Insurance compensation from loss of property.
Special Payments
During the year several ex gratia payments were made to employees and third parties. These included
$36,598.19 paid to two separate patients for out of pocket medical expenses and private hospital fees.
Audit Fees
Refer to Note 31. Remuneration of auditors.
Financial
Statements
Note 17. Revaluation decrements summary
In accordance with AASB 116 Property, Plant and Equipment a decrement incurred as a result of revaluation
is charged as an expense, to the extent that it exceeds the balance of the revaluation surplus relating to that
asset class.
The prior period decrement was recognised entirely in the statement of comprehensive income.
Subsequent increments can be recognised in the statement of comprehensive income, to the extent
that they reverse this prior period decrement.
The summary below outlines the history and current position of revaluation decrements.
Prior period revaluation decrements and current
result
Land revaluation decrements carried forward from prior periods
2,476
Land revaluation decrement for the current period recognised
in the statement of comprehensive income
2,702
114
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Total decrements carried forward to the next period
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
5,178
115
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 18. Current assets - cash and cash equivalents
Cash at bank and on hand
24 hour call deposits
2014
2013
$’000
$’000
48,148
44,712
3,462
3,311
51,610
48,023
A deposit is held with the Queensland Treasury Corporation reflecting the value of the Sunshine Coast
Hospital and Health Service General Trust Fund. The value of this deposit as at 30 June 2014 was
$3,462,339.18 ($3,310,595.40 as at 30 June 2013) and the Annual Effective Interest Rate was
3.43% (3.59% as at 30 June 2013).
For further information on the General Trust refer to Note 40. General Trust. The operating bank
accounts do not earn interest.
Note 19. Current assets - trade and other receivables
2014
2013
$’000
$’000
Trade receivables
7,836
2,832
Less: Allowance for impairment of receivables
(649)
7,187
(251
)
2,581
GST input tax credits receivable
1,983
1,226
GST payable
(128)
(148
)
1,078
1,855
Health service funding in arrears
Other
249
3,111
2
31
9,293
6,801
Impairment of receivables
At the end of each reporting period SCHHS assesses whether there is objective evidence that a financial
asset is impaired. Objective evidence includes financial difficulties of the debtor, the class of debtor,
changes in debtor credit ratings and current outstanding accounts over 60 days. The allowance for
impairment reflects the assessment of the credit risk associated with receivables balances.
Movements in the provision for impairment of receivables are as follows:
2014
2013
$’000
$’000
Opening balance
251
-
Additional provisions recognised
624
411
(226)
(160
)251
Receivables written off during the year as uncollectable
Closing balance
110
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
649
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Ageing of past due but not impaired as well as impaired financial assets are disclosed in the following tables
Financial assets not impaired 2014
$’000
Not
overdue
1 -30
days
overdue
31-60
days
overdue
61 -90
days
overdue
More than
90 days
overdue
Total
Receivables
2,398
3,145
1,292
104
248
7,187
Total
2,398
3,145
1,292
104
248
7,187
Financial assets not impaired 2013
$’000
Not
overdue
1 -30
days
overdue
31-60
days
overdue
61 -90
days
overdue
More than
90 days
overdue
Total
Receivables
1,314
661
194
98
313
2,581
Total
1,314
661
194
98
313
2,581
Individually impaired financial assets 2014
$’000
31-60
days
overdue
61 -90
days
overdue
More than
90 days
overdue
Total
Receivables (gross)
10
21
7
611
649
Allowance for impairment
(10)
(21)
(7)
(611)
(649)
Carrying amount
-
-
-
-
-
Individually impaired financial assets 2013
Financial
Statements
1 -30
days
overdue
$’000
1 -30
days
overdue
31-60 days
overdue
61 -90
days
overdue
More than
90 days
overdue
Total
Receivables (gross)
0
2
14
235
251
Allowance for impairment
0
(2)
(14)
(235)
(251)
Carrying amount
-
-
-
-
-
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
111
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Statements
Note 20. Current assets - inventories
Medical supplies and equipment
Catering and domestic
Less: Provision for impairment
Engineering
Other
2014
2013
$’000
$’000
4,204
3,643
39
50
(38)
(65
)
2
2
14
14
4,221
3,644
2014
$’000
2013
$’000
3,683
2,223
389
175
4,072
2,398
Note 21. Current assets - other
Accrued revenue
Prepayments
Accrued revenue relates mainly to Pharmaceutical Benefits Scheme (PBS) claims revenue, Transition Care
Programme (TCP) occupancy revenue from the Commonwealth Government and other miscellaneous
revenue items.
Note 22. Non-current assets - property, plant and equipment
2014
$’000
2013
$’000
57,227
71,430
393,856
388,705
(193,322)
200,534
(179,362
)209,343
Plant and equpiment - at cost
73,753
67,882
Less: Accumulated depreciation
(36,778)
(30,336
)
37,546
Land - at fair value
Buildings - at fair value
Less: Accumulated depreciation
36, 975
Capital works in progress - at cost
112
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
1,158
278
295,894
318,597
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 22. Non-current assets - property, plant and equipment (continued)
Reconciliations
Reconciliations of the written down values at the beginning and end of the current and previous financial year are
set out below:
Land
$’000
Buildings
$’000
Plant and
equipme
nt
$’000
Capit
al
works
in progress
$’000
Total
$’000
Balance at 1 July 2012
-
-
-
-
Additions
-
4,590
6,049
622
11,261
73,906
202,463
36,903
679
313,951
Disposals
-
(274
) -
-
Revaluation increments
(38
)
425
(312
)425
Revaluation decrements
(2,476
)
-
-
-
-
14,688
1,527
-
(12,785
)
(6,659
)
-
(19,444
)
71,430
209,343
37,546
278
318,597
Additions
-
905
4,444
1,851
7,200
Disposals
-
-
-
Revaluation increments
-
1,416
(44
) -
(44
)
1,416
Revaluation decrements
(2,702
)
-
-
-
-
479
3,751
-
-
(38
)
257
-
Transfer from the Department of Health
Transfers in/(out)
Depreciation expense
Balance at 30 June 2013
Transfers in *
(11,500)
Transfers between classes
-
714
Adjustment to accumulated depreciation
on transfers in
-
-
Depreciation expense
-
(12,323
)
200,534
Balance at 30 June 2014
57,227
(1,626
)
(7,315
)
36,975
(1,023)
-
(971)
1,158
(2,476
)
15,192
(2,702
)4,230
(11,538
)
-
Financial
Statements
Transfers out **
-
-
(1,626
)
(19,638
)
295,894
* Transfers in during the current period included $18k of donated assets and $4.149m related to
transfers from the Department.
** During the year the land parcel at 53 Dalton Drive, Maroochydore was transferred back to the Department.
The asset was identified by the State as part of a project to divest certain assets no longer required. The
value of the parcel at transfer was $11.5m.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
113
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Statements
Note 22. Non-current assets - property, plant and equipment (continued)
Land
Land revaluations were measured at fair value using independent valuations, or, indexation by the State
Valuation Service. Refer to Note 2 (p) Property, plant and equipment for further detailed information on
the revaluation methodologies employed.
Land assets which had indexation applied, were last comprehensively revalued as at 30 June 2011, with
one parcel being comprehensively revalued as at 30 June 2013. The result of the indexation assessment
for the year ending 30 June 2014 was 0%, or, an immaterial impact to low value residential sites.
Accordingly, no adjustment has been made to the carrying value of the indexed assets.
The land assets revalued by way of reference to independent valuations resulted in a decrement of
$2.702m to the carrying amount of land. This is a decrement of 4.51% to the land portfolio as at 30
June 2014.
Buildings
Buildings were revalued at fair value using independent market valuations for residential properties,
depreciated replacement cost methodology for some on-site building assets and indexation for the
remaining asset base. Valuations were conducted or subcontracted and reviewed by Davis Langdon.
Refer to Note 2 (p) Property, plant and equipment for further detailed information on the revaluation
methodologies employed.
Of the buildings which had indexation applied, these were last comprehensively revalued as at 30 June
2012 or as at 30 June 2013. The result of the indexation assessment for the year ending 30 June
2014 was 0%. Accordingly, no adjustment has been made to the carrying value of the indexed assets.
Under the depreciated replacement cost method, the assets were valued on the basis that the value is the
estimated replacement cost of the asset, or the likely cost of construction including fees and on costs if
tendered on the valuation date. The assets were priced using Brisbane rates. Location factors have been
applied where applicable (per industry benchmarks).
The estimate is based on the assumption that the asset to be replaced will be of the same function and
area of the original asset. Davis Langdon physically inspected each asset to be revalued using
depreciated replacement cost methodology. The observed Condition Assessment Rating was then applied to
the asset in order to estimate ‘Cost to Bring the Asset to Current Standards’ (Refer Note 2 (p)
Property, plant and equipment). The ‘Depreciated Replacement Cost’ is the result of the ‘Replacement
Cost’ less the ‘Cost to Bring the Asset to Current Standards’.
The differential between the Net Book Value and the Depreciated Replacement Cost (using the same useful
lives) was then computed. The net differential for an asset is a Revaluation Decrement or Revaluation
Increment.
The building revaluation program resulted in an increment of $1.416m to the carrying amount of buildings.
This is an increment of 0.71% to the building portfolio as at 30 June 2014.
Fair Value in relation to land and buildings
For further detail on the categorisation of land and buildings under the fair value hierarchy and an
assessment of Level 3 valuation inputs and relationship to fair value, refer to Note 29. Fair value
measurement.
Plant
SCHHS has plant and equipment with an original cost of $0.190m and a written down value of zero still being
used in the provision of services. Most of the items identified were medical equipment assets.
These medical equipment assets will be replaced under the Health Technology Equipment Replacement
114
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes
to the financial
statements
30 June
(HTER)
programme,
however
the timing will be dependent on the age, condition and priority status of the
2014
assets.
Replacement of other fully depreciated plant and equipment assets will be dependent on age, condition
and funding availability.
There are no plant and equipment assets identified as idle or restricted in use.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
115
Sunshine Coast Hospital and Health
Service
Note 23. Current liabilities - trade and other payables
Trade payables
Health service employee expenses
Other payables
2014
2013
$’000
$’000
40,451
25,993
8,492
21,609
1
6
48,944
47,608
2014
2013
$’000
$’000
22
47
2
6
24
53
2014
$’000
2013
$’000
415
-
1
-
416
-
2014
2013
$’000
$’000
1,841
425
Refer to Note 28. Financial
instruments.
Note 24. Current liabilities - accrued employee benefits
Salaries and wages accrued
Other employee benefits payable
Note 25. Current liabilities - unearned revenue
Unearned health service funding
Unearned other revenue
Asset revaluation surplus - buildings
Movement in asset revaluation surplus
Movement in the asset revaluation surplus during the current year are set out
below:
Revaluati
on surplus
$’000
Balance at 30 June 2013
425
Balance at 1 July 2013
425
116
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Statements
Note 26. Equity - asset revaluation surplus
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Building revaluation - gross
Balance at 30 June 2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
1,416
1,841
117
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Financial
Note 27. Equity injections and equity withdrawals
During the year various equity injection and equity withdrawal transactions occurred.
$4.675m of capital assets including building upgrades and medical equipment were contributed to SCHHS by the
Department, representing the State. These were non-cash transactions.
A further $2.969m was contributed in cash for capital works and capital
acquisitions. The total value of all equity injections for the period was $7.644m.
Depreciation expenses to the value of $19.633m were offset by non-cash adjustments through equity
withdrawals. The transfer of the 53 Dalton Drive land asset back to the Department was recorded as an
equity withdrawal. Refer to Note 22. Non-current assets - property, plant and equipment.
2014
2013
$’000
$’000
Cash injection for capital works and acquisitions
2,969
6,845
Non cash injection of capital assets
4,675
18,795
Non cash withdrawal for depreciation offset
(19,633)
Non cash withdrawal for asset transferred to the Department
(11,500)
(19,006
)
-
Net equity injections and equity withdrawals for the period
(23,489)
6,634
2014
2013
$’000
$’000
51,610
48,023
9,293
6,801
60,903
54,824
Equity injections and equity withdrawals
Note 28. Financial instruments
(a)
Categorisation of financial instruments
SCHHS has the following categories of financial assets and financial
liabilities.
Financial Assets
Cash and cash equivalents
Trade and other receivables
Total Financial Assets
Refer Note 18. Current assets - cash and cash equivalents and Note 19. Current assets - trade
and other
2014
2013
$’000
$’000
48,944
47,608
Financial liabilities
Trade and other payables
Refer to Note 23. Current liabilities - trade and other payables
118
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
No financial assets and financial liabilities have been offset and presented as net in the Statement of
financial position.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
119
Sunshine Coast Hospital and Health
Service
Note 28. Financial instruments (continued)
(b)
Financial risk management
SCHHS is exposed to a variety of financial risks - credit risk, liquidity risk and market risk.
Financial risk management is implemented pursuant to Queensland Government and SCHHS policies. The
policies provide principles for overall risk management and aim to minimise potential adverse effects of risk
events on the financial performance of SCHHS. SCHHS 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 management
Market risk
Interest rate sensitivity analysis
(c)
Credit risk
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 allowance for impairment reflects the occurrence of loss events. If no loss events have arisen in
respect of a particular debtor, or group of debtors, no allowance for impairment is made in respect of that
debtor / group of debtors. If SCHHS determines that an amount owing by such a debtor does become
uncollectable (after deploying appropriate debt recovery actions), that amount is recognised as a bad debt
expense and written-off directly against receivables. In other cases where a debt becomes uncollectable but
the uncollectable amount exceeds the amount already allowed for impairment of that debt, the excess is
recognised directly as a bad debt expense and written-off directly against receivables.
The carrying amount of trade receivables represents the maximum exposure to credit risk. Refer to Note
19. Current assets - trade and other receivables for further information.
Credit risk on cash deposits is considered minimal given all SCHHS deposits are held by the State through
Queensland Treasury Corporation.
(d)
Liquidity risk
Financial
Statements
Liquidity risk is the risk that SCHHS will not have the resources required at a particular time to meet its
obligations to settle its financial liabilities. SCHHS is exposed to liquidity risk through its trading in the
normal course of business. SCHHS aims to reduce the exposure to liquidity risk by ensuring that sufficient
funds are available to meet employee and supplier obligations at all times.
An approved debt facility of $6m under Whole-of-Government banking arrangements to manage any short
term cash shortfalls has been established. No funds had been withdrawn against this debt facility as at 30
June 2014.
The only financial liabilities which expose SCHHS to liquidity risk are trade and other payables. All
financial liabilities are current in nature and will be due and payable within twelve months. As such
no discounting of cashflows has been made to these liabilities in the Statement of Financial Position.
Refer to Note 23. Current liabilities - trade and other payables.
(e)
Market risk
Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market prices. Market risk comprises foreign exchange risk, interest rate risk and other price
risk.
SCHHS does not trade in foreign currency and is not materially exposed to commodity price changes.
(f)
Price risk
SCHHS is not exposed to any significant price risk.
120
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
(g)
Interest rate risk
Sensitivity analysis indicates that the impact on revenue due to interest rate swings is immaterial for SCHHS.
SCHHS has minimal interest rate exposure on the 24 hour call deposits. There is no interest rate risk on
the main operating accounts as these do not earn interest. Refer to Note 18. Current assets - cash and
cash equivalents.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
121
Financial
Statements
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 29. Fair value measurement
Categorisation of fair values recognised as at 30 June 2014
The following tables detail SCHHS assets, measured or disclosed at fair value, using a three level hierarchy,
based on the lowest level of input that is significant to the entire fair value measurement, being:
Level 1: Quoted prices (unadjusted) in active markets for identical assets that the entity can access at
the measurement date
Level 2: Inputs other than quoted prices included within Level 1 that are observable for the assets, either
directly or indirectly
Level 3: Unobservable inputs for the assets
2014
Level 1
$’000
Level
2
$’000
Level
3
$’000
Total
$’000
Assets
Land
-
57,227
-
57,227
Buildings (residential)
-
2,580
-
2,580
Buildings (health service sites)
-
-
197,954
197,954
Total assets
-
59,807
197,954
257,761
There were no transfers between levels during the financial year.
The carrying amounts of trade and other receivables and trade and other payables are assumed to
approximate their fair values due to their short-term nature.
Valuation techniques for fair value measurements categorised within level 2 and level 3
Land has been valued based on similar assets, sales market data, location and market conditions.
Residential buildings have been valued based on similar assets, sales market data, location and market
conditions.
Health service site buildings have been valued based on approximating prices and movements in prices for
construction costs and other key resource inputs, as well as changes in design and current condition
assessments.
Level 3 assets
Movements in level 3 assets during the current financial year are set out below:
Building
s (Health
service sites)
$’000
Balance at 30 June 2013
Adoption of fair value level
Acquisitions
3
207,378
Depreciation for the year
(12,233
)
Transfers from the Department of Health
122
-
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
1,620
479
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Revaluation increment adjustment to acquisition value
Revaluation increment adjustment to accumulated depreciation
Balance at 30 June 2014
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
1,836
(1,126
)
197,954
123
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 29. Fair value measurement (continued)
Level 3 significant valuation inputs and relationship to fair value
The fair value of health service site buildings is computed by quantity surveyors. The methodology is
known as the Depreciated Replacement Cost valuation technique. The following table highlights the key
unobservable (Level 3) inputs assessed during the valuation process and the relationship to the estimated
fair value.
Description
Buildings –
health service sites
(fair value
$197.954m)
Significant
unobservable
inputs
Replacement
cost estimates
Unobservable inputs
quantitative measures.
Ranges used in
valuations
Hospitals
$9,200,000
to $86,200,000
Other buildings
$27,000 to
$13,300,000
Unobservable
inputs - general
effect on fair value
measurement
Replacement cost is based on tender pricing
and historical building cost data. An increase
in the estimated replacement cost would
increase the fair value of the assets. A
decrease in the estimated replacement cost
would reduce the fair value of the assets.
5 years to 29 years
The remaining useful lives are based
on industry benchmarks. An increase
in the estimated remaining useful
lives would increase the fair value of
the assets. A decrease in the
estimated remaining useful lives would
reduce the fair value of the assets.
Costs to bring
to current
standards
Hospitals
$Nil to
$38,132,000
Costs to bring to current standards
are based on tender pricing and
historical building cost data. An
increase in the estimated costs to
bring to current standards would
reduce the fair value of the assets.
A decrease in the estimated costs to
bring to current standards would
increase the fair value of the assets.
Other buildings
$14,000 to
$3,381,000
Condition rating
1 to 4
The condition rating is based on
the physical state of the assets.
An
improvement in the condition rating
(possible high of 1) would increase
the fair value of the assets. A
decline in the condition rating
(possible low of
5) would reduce the fair value of the
assets.
For further information on Condition Ratings refer to Note 2(p) Property, plant and equipment.
Usage of alternative quantitative values (higher or lower) for each unobservable input that are
reasonable in the circumstances as at the revaluation date would not result in material changes in the
reported fair value.
124
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Statements
Remaining
lives estimates
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
The condition rating of an asset is used as a mechanism to determine the cost to bring to current
standards and also to estimate the remaining useful life.
There are no other direct or significant relationships between the unobservable inputs which materially impact
fair value.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
125
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Financial
Statements
Note 30. Key management personnel disclosures
Name and position
of incumbents
Responsibilities
Chief Executive Kevin Hegarty
Provide strategic leadership and direction, promote effective
and efficient use of resources, develop health service plans, S24/S70 Hospital and Health
workforce plans and capital works for the delivery of public Boards Act 2011 Section 33
sector health services in the Sunshine Coast area.
1 July 2012
Chief Finance Officer and
Acting Executive Director,
People and Culture Rodney Margetts
Provide strategic leadership and operational control of the
finance and human resources functions.
HES3-1 Hospital and Health
Boards Act 2011 Section 74
1 July 2012
HES2-4 Hospital and Health
Boards Act 2011 Section 74
1 July 2012 to 16
August 2013
HES3-5 Hospital and Health
Boards Act 2011 Section 74
19 August 2013
to 2 May 2014
Chief Operating Officer Jacheline Hanson
Chief Operating Officer Karen Roach
Provide strategic leadership and manage the operations of
SCHHS including evaluating each of the Health Service
Groups.
Provide strategic leadership and manage the operations of
SCHHS including evaluating each of the Health Service
Groups.
Contract classification and
appointment authority
Appointment
date
MMOI2 District Health Services Senior Medical Officers and
5 May 2014
Resident Medical Officers Award
- State 2012
MMOI2 District Health Services Executive Director, Medical Professional leader for all medical practitioners and control
Senior Medical Officers and
Services - Dr. Piotr
of the patient safety agenda, credentialing, education and
1 July 2012
Resident Medical Officers Award
Swierkowski
research
- State 2012
MMOI2 District Health Services Acting Executive Director,
Professional leader for all medical practitioners and control
Senior Medical Officers and
Medical Services - Dr.
of the patient safety agenda, credentialing, education and
5 May 2014
Resident Medical Officers Award
Mauritius Du Toit
research.
- State 2012
Acting Chief Operating
Officer - Dr. Piotr
Swierkowski
Provide strategic leadership and manage the operations of
SCHHS including evaluating each of the Health Service
Groups.
Executive Director, Nursing Provides leadership and strategic direction, clinical
and Midwifery Services governance and professional support for all nursing and
Graham Wilkinson
midwifery services.
Executive Director, Planning
and Capacity Development Scott Lisle
Executive Director, Strategy
and Performance - Tracey
Warhurst
Chair Clinical Leadership
Group (CLG) - Dr. Jeremy
Long
Chairperson Prof. Paul Thomas, AM
Deputy Chairperson Dr. Lorraine Ferguson, AM
120
Provide strategic leadership and direction for all service
planning within SCHHS including Information
Communications Technology and workforce planning
Provide strategic leadership, management and high level
authoritative advice and support on all matters relating to
the performance of SCHHS.
The CLG is a forum for the strategic engagement of
clinicians. The Chair governs the activities of the CLG.
Provides feedback link for the Chief Executive and
Executive Leadership Team.
Provide strategic leadership and guidance and effective
oversight of management, operations and financial
performance.
Provide strategic leadership and guidance and effective
oversight of management, operations and financial
performance.
Board Member Dr. Mason Stevenson
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Board Member Mr Peter Sullivan
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Board Member Dr. Edward Weaver
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Board Member Dr. Karen Woolley
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Board Member Mr Brian Anker
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Board Member Mr Cosmo Schuh
Provide strategic guidance and effective oversight of
management, operations and financial performance.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
NRG11-4 Queensland Health
Nurses and Midwives Award State 2012
1 July 2012
HES2-5 Hospital and Health
Boards Act 2011 Section 74
1 July 2012
HES2-2 Hospital and Health
Boards Act 2011 Section 74
1 July 2012
MMOI2 District Health Services Senior Medical Officers and
Resident Medical Officers Award
- State 2012
Chairperson Hospital and Health
Boards Act 2011 Section 25 (1)
(a)
Deputy Chairperson Hospital
and Health Boards Act 2011
Section 25 (1) (b)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
Board Member Hospital and
Health Boards Act 2011 Section
23 (1)
1 July 2012
1 July 2012
1 July 2012
1 July 2012
6 Sept 2012
6 Sept 2012
18 May 2013
18 May 2013
18 May 2013
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Key management personnel remuneration - Executive Leadership Team (ELT)
Section 74 of the Hospital and Health Boards Act 2011 provides 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.
• Short term employee base benefits which includes salary, allowances, salary sacrifice component and
leave entitlements expensed for the entire year or for that part of the year during which the employee
occupied the specified position.
• Short term non-monetary benefits consisting of provision of vehicle and other non-monetary benefits
including FBT exemptions on benefits.
• Long term employee benefits include amounts expensed in respect of long service leave.
Financial
Statements
Remuneration policy for key executive management personnel is set by direct engagement common law
employment contracts and various award agreements. The remuneration and other terms of employment
for the key executive management personnel are also addressed by these common law employment
contracts and awards. The remuneration packages provide for the provision of some benefits including
motor vehicles.
Remuneration packages for key management personnel comprise the following components:
• Post-employment benefits include amounts expensed in respect of employer superannuation obligations.
• Redundancy payments are not provided for within individual contracts of employment. Contracts of
employment provide only for notice periods or payment in lieu of notice on termination, regardless
of the reason for termination.
• Performance bonuses are not paid under the contracts in place.
• Total fixed remuneration is calculated on a ‘total cost’ basis and includes the base and non-monetary
benefits, long term employee benefits and post-employment benefits.
Note 30. Key management personnel disclosures (continued)
Key management personnel - Board
The Sunshine Coast Hospital and Health Service is independently and locally controlled by the Hospital and
Health Board (The Board). The Board appoints the health service chief executive and exercises
significant responsibilities at a local level, including controlling the financial management of SCHHS and the
management of SCHHS land and buildings (Section 7 Hospital and Health Boards Act 2011).
Board members are remunerated for their services. The value of remuneration received by Board
Members in their capacity as Board Members, and, the ELT, are disclosed in the following sections.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
121
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
2014
Name and position
Chief Executive Kevin Hegarty
128
PostNonMonetary
employment
monetary
$’000
benefits
$’000
$’000
Longterm
benefits
$’000
Termination
benefits
Total
$’000
$’000
301
19
36
6
-
362
Chief Finance Officer and Acting Executive Director, People and Culture - Rod
198
Margetts
-
18
4
-
220
Chief Operating Officer Jacheline Hanson
39
4
3
1
-
47
Chief Operating Officer Karen Roach
140
13
17
3
-
173
Executive Director, Medical Services and Acting Chief Operating Officer Piotr Swierkowski
457
16
33
5
-
511
Acting Executive Director, Medical Services - Mauritius Du Toit
68
-
5
1
-
74
Executive Director, Nursing and Midwifery Services Graham Wilkinson
172
12
19
4
-
207
Executive Director, Planning and Capacity Development - Scott Lisle
191
3
21
4
-
219
Executive Director, Strategy and Performance - Tracey Warhurst
173
-
19
4
-
196
Chair Clinical Leadership Group - Jeremy Long
371
8
31
5
-
415
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 30. Key management personnel disclosures
(continued)
Monetary
$’000
Nonmonetary
$’000
Postemployment
benefits
$’000
Long-term
benefits
$’000
Termination
benefits
$’000
Total
$’000
Professor Paul Thomas
- Chairperson
70
-
6
-
-
76
Dr. Lorraine Ferguson
- Deputy Chairperson
33
-
3
-
-
36
Dr. Mason Stevenson
- Board Member
41
-
3
-
-
44
Mr. Peter Sullivan
- Board Member
34
-
3
-
-
37
Dr. Edward Weaver
- Board Member
33
-
3
-
-
36
Dr. Karen Woolley
- Board Member
33
-
3
-
-
36
Mr. Cosmo Schuh
- Board Member
34
-
3
-
-
37
Mr Brian Anker
- Board Member
34
-
3
-
-
37
2014
Name and position
Notes to the financial statements 30 June 2014
Note 30. Key management personnel disclosures (continued)
Short-term benefits
2013
Name and position
PostLongNonTermination
Monetary
employment term
monetary
benefits
Total
$’000
benefits
benefits
$’000
$’000
$’000
$’000
$’000
Chief Executive Kevin Hegarty
329
7
33
(12)
-
357
Chief Finance Officer & Acting Executive
Director, People and Culture - Rod Margetts
184
-
17
3
-
204
Chief Operating Officer Jacheline Hanson
160
16
19
(5)
-
190
Executive Director, Medical Services - Piotr
Swierkowski
412
11
28
4
-
455
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
129
Sunshine Coast Hospital and Health
Service
130
Executive Director, Nursing and Midwifery
Services Graham Wilkinson
157
8
17
3
-
185
Executive Director, Planning and Capacity
Development – Scott Lisle
169
8
19
4
-
200
Executive Director, Strategy and Performance 127
Tracey Warhurst
-
16
3
-
146
Chair Clinical Leadership Group - Jeremy Long
346
-
26
4
-
376
Executive Director, People and Culture (Position
190
vacant) - formerly Annabelle Kirwan
-
15
(2)
89
292
Executive Director, Allied Health (Position
abolished) - formerly Karen Hayes
-
10
3
141
242
88
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 30. Key management personnel disclosures
(continued)
Short-term benefits
Monetary
$’000
Nonmonetary
$’000
Postemployment
benefits
$’000
Long-term
benefits
$’000
Termination
benefits
$’000
Total
$’000
Professor Paul Thomas
- Chairperson
67
-
5
-
-
72
Dr. Lorraine Ferguson
- Deputy Chairperson
29
-
2
-
-
31
Dr. Mason Stevenson
- Board Member
29
-
2
-
-
31
Mr. Peter Sullivan
- Board Member
24
-
2
-
-
26
Dr. Martine Pop
– Board Member
27
-
2
29
Mr. Bradley Elms
– Board Member
27
-
2
29
Dr. Karen Woolley
- Board Member
2
-
-
-
-
2
Mr. Cosmo Schuh
- Board Member
2
-
-
-
-
2
Dr. Edward Weaver
- Board Member
2
-
-
-
-
2
Mr Brian Anker
- Board Member
0
-
-
-
-
0
2013
Name and position
Note 31. Remuneration of auditors
During the financial year the following fees were paid or payable for services provided by Queensland Audit Office,
the auditor of SCHHS, and its network firms
2014
$
2013
$
235
235
Audit services - Queensland Audit
Office
Audit of the financial statements
Other services - unrelated firms
Internal financial audit
Internal operational audit
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
-
2
8
131
Sunshine Coast Hospital and Health
Service
-
132
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
10
Financial
Sunshine Coast Hospital and Health Service
Notes
to the
financial
statements
30 June 2014
Notes
to the
financial
statements
30 June
2014
Note
Contingent
assets
Note
30.32.
Key
management
personnel disclosures
(continued)
Flood damage and consequent insurance claim
In January 2013 the Gympie facility was impacted by a flood event in the region. As a result of the
flood the facility incurred losses of approximately $0.5m related to business continuity and building
related repairs. SCHHS has lodged a claim with supporting documentation with the Queensland
Government Insurance Fund (QGIF).
As the claim has not been assessed the estimated claim receivable can not be estimated.
Note 33. Contingent liabilities
Litigation in progress
As at 30 June 2014, the following cases were filed in the courts naming the State of Queensland acting
through
the Sunshine Coast Hospital and Health Service as defendant:
2014
No. of cases
Ne
w
case
s
Complet
ed
cases
2013
No. of cases
Court
-
-
(1)
1
District Court
2
2
-
-
Tribunals, commissions and boards
2
2
(1)
1
Health litigation is underwritten by the Queensland Government Insurance Fund (QGIF). SCHHS liability in this area is
limited to an excess per insurance event of $20,000. Refer Note 2(v) Insurance. SCHHS is responsible for claims
from 1 July 2012 with pre 1 July 2012 claims remaining the responsibility of the Department.
The maximum exposure of SCHHS under this policy is up to $20,000 for each insurable event. SCHHS 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.
All SCHHS indemnified claims have been managed by QGIF. As at 30 June 2014 there were 34 claims managed by
QGIF on behalf of SCHHS (19 claims as at 30 June 2013), some of which may never be litigated or result in
payment of claims. Tribunals, commissions and board figures represent the matters that have been referred to QGIF for
management.
Restatement of prior period number of claims
QGIF claims as at 30 June 2013 were erroneously disclosed as 14. The figure of 19 more accurately reflects QGIF
claims in progress at that time.
Native Title
The Queensland Government Native Title Work Procedures were designed to ensure that native title issues are
considered in all of the Department’s land and natural resource management activities.
All business pertaining to land held by or on behalf of the Department must take native title into account before
proceeding. Such activities include disposal, acquisition, development, redevelopment, clearing, fencing of real property
including the granting of leases, licences or permits. Real property dealings may proceed on SCHHS owned land where
native title continues to exist, provided native title holders or claimants receive the necessary procedural rights.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
133
Sunshine Coast Hospital and Health
Service
The Department undertakes native title assessments over real property when required and is currently negotiating a
number of Indigenous Land Use Agreements (ILUA) with native title holders. These ILUAs will provide trustee leases
to validate the tenure of current and future health facilities. The National Title Tribunal reported there are no title
claims in relation to the real property holdings of SCHHS.
134
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 33. Contingent liabilities (continued)
SCUPH Service Contract
A claim may be made by Ramsay Health Care with respect to the contract for hospital services provided by
the Sunshine Coast University Private Hospital. Refer to Note 36. Arrangements for the provision of public
infrastructure by other entities. The legal enforceability, value and timing of any such claim can not be
ascertained at this time.
Note 34. Commitments
2014
2013
$’000
$’000
695
225
695
225
427,005
508,251
3,786
3,334
Capital commitments
Committed at the reporting date but not recognised as liabilities,
payable:
Capital commitments
Capital commitments
Committed at the reporting date but not recognised as liabilities, payable:
Within one year
Other commitments
Committed at the reporting date but not recognised as liabilities, payable:
Services
Repairs and maintenance
430,791
511,585
Within one year
101,779
78,061
One to five years
303,329
380,782
25,683
52,742
Other commitments
Committed at the reporting date but not recognised as liabilities, payable:
More than five
years
430,791
511,585
Financial
Statements
Leases
Most operating leases are entered into by the Department, with the Department being the legal leasee.
Accordingly, lease commitments relating to SCHHS premises and operations are disclosed within the accounts
of the Department. SCHHS is party to an operating lease relating to land leased in Gympie. The land is
used as a helipad site. The lease value per annum is at a ‘peppercorn’ rate of $100 plus CPI. The lease
expires in 2020.
SCHHS is not party to any finance leases.
Services
These commitments partly relate to health services provided to public patients by the Noosa Private
Hospital ($142.97m). There will also be commitments incurred ($284.04m) relating to health services
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
135
Sunshine Coast Hospital and Health
Service
provided to public patients by the Sunshine Coast University Private Hospital (SCUPH). Refer to Note
36. Arrangements for the provision of public infrastructure by other entities.
Correction of prior period error
The 2013 comparative amount for repairs and maintenance commitments has been restated to more
accurately reflect estimated commitments as at 30 June 2013. The net result is a reduction in the
estimated commitments for repairs and maintenance as at 30 June 2013 of $1.329m to $3.334m.
136
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Financial
Sunshine Coast Hospital and Health Service
Notes
to the
financial
statements
30 June 2014
Notes
to the
financial
statements
30 June
2014
Note 35. Patient Trust transactions and balances
SCHHS acts in a custodial role in respect of these transactions and balances.
recognised
in the financial statements but are disclosed for information purposes.
As such, they are not
2014
2013
$’000
$’000
684
680
684
680
Amounts paid to or on behalf of Patients
(681)
(680)
Total payments
(681)
(680)
Cash held and bank deposits
65
62
Total assets
65
62
Patient Trust receipts and
payments
Receipts
Amounts receipted on behalf of Patients
Total receipts
Payments
Trust assets and liabilities
Assets
Note 36. Arrangements for the provision of public infrastructure by other entities
SCHHS has entered into contractual arrangements with Ramsay Health Care for the construction and
operation of public infrastructure facilities on SCHHS land. After an agreed period of time, ownership of
the facilities will pass to SCHHS. Arrangements of this type are known as Public Private Partnerships
(‘PPP’).
SCHHS does not control the building facilities associated with these arrangements, therefore these facilities
are not recorded as assets. Consequently, SCHHS has not recognised any rights or obligations that may
be attached to those arrangements, other than those recognised under Australian Accounting Standards.
Facilit
Facility
y
Hospital and Health
Hospital and Health Service Counterparty
Agreement Date
Noosa Hospital and Specialist Centre
SCHHS
Ramsay Health Care 20 years September 1999
Ramsay Health Care 5 years
December 2013
U Sunshine Coast University Private Hospital SCHHS
Service
n
i
Noosa Hospital and Specialist Centre
The agreement has been structured to transfer substantially all the risks associated with the operation of a public hospital
to Ramsay Health Care. The Noosa Hospital and Specialist Centre commenced operations in September 1999.
Under this arrangement, SCHHS funds the operators for the provision of services to public patients. The level of
services and the amount paid is subject to annual review. A capital recovery charge is paid to the operator as part
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
137
Sunshine Coast Hospital and Health
Service
of the service agreement for the purpose of maintaining public infrastructure. An estimate of the value of assets to
be transferred on completion of the agreement has not yet been determined. The operator is not permitted to charge
any fees to public patients other than those normally charged for a service in a public hospital.
138
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 36. Arrangements for the provision of public infrastructure by other entities (continued)
Sunshine Coast University Private Hospital (SCUPH)
The agreement has been structured to ensure that service capacity is available for, and supplied to, public
patients within the facility. The SCUPH operations commenced in December 2013.
The facility will provide health services to public patients over the next five years. The service capacity will
transition to the Sunshine Coast Public University Hospital from 2016 - 2017.
The operator is not permitted to charge any fees to public patients other than those normally charged for a
service in a public hospital. After the 5 year service term, Ramsay Health Care will continue to operate the
entire facility as a private provider of health services for a further 45 years.
At the end of the 50 year period the building asset will be transferred to SCHHS. An estimate of the
value of the asset to be transferred on completion of the agreement has not yet been determined.
The financial impacts of the contracts for the year ending 30 June 2014 are summarised in the table below.
These values are incorporated within the main financial statements of SCHHS for the year ending 30 June
2014. Refer also to Note 33. Contingent liabilities.
2014
2013
$’000
Revenue
expenses
$’000
and
Revenu
e
Health
59,902
Total
59,902
service
funding
74,345
from
the
Department
of
Health
revenue
74,345
Expense
s
Service
(51,172)
fee
Grants
(8,730)
Ramsay
Health
paid
Care
SCUPH
(50,070)
Total
(59,902)
Assets
liabilities
to
(24,275)
expenses
(74,345)
and
s
Land
6,400
Land
2,109
Total
8,509
asset
6,602
asset
Noosa
Kawana
site
(SCUPH)
site
2,700
assets
Financial
Statements
Asset
9,302
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
139
Sunshine Coast Hospital and Health
Service
Liabilitie
s
Service
fee
due
(9,004)
(9,004)
to
Ramsay
Health
Care
(2,055) Grant due to Ramsay Healthcare (SCUPH)
Total
liabilities
(4,789)
(6,844)
The recognised fair value of the entire land asset at Kawana is $27.5m ($30m as at 30 June 2013). This is the site of the future Sunshine
Coast Public University Hospital.
The portion of the site dedicated to the Sunshine Coast University Private Hospital (Ramsay Health Care facility) is 7.67% with an estimated value
of $2.109m ($2.7m as at 30 June 2013).
As part of separately negotiated contracts, SCHHS places a small portion of its own medical staff within the Noosa and SCUPH facilities to ensure
continuity of service and medical resourcing needs are met. SCHHS charges staff cost recoveries to Ramsay Health Care at rates pursuant to the
underlying contracts.
140
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes
to the
financial
statements
30 June 2014
Notes
to the
financial
statements
30 June
2014
Note 36. Arrangements for the provision of public infrastructure by other entities (continued)
Restatement of prior year funding from the Department and prior year expenses
Labour and other costs totalling $0.330m as at 30 June 2013 have been omitted from the comparatives.
Funding from the Department is quoted at $0.330m less as at 30 June 2013 also. This is necessary to
more accurately disclose only those expenses and revenue directly attributable to the PPP arrangements with
Ramsay Health Care.
1 year or less Between 1 Between 5
and 5 years and 10 years
$’000
$’000
$’000
Indicative cash flows
Inflows
Health service funding from
the Department of Health
Outflows
Service fees related to Noosa
Total
Over
10
years
$’000
$’000
99,361
301,961
25,683
-
(22,047
)
(77,314
(95,239
)
(206,722
(25,683)
-
427,005
- (142,969
) (284,036
)
)
Net indicative cash flows
)
The indicative cashflows for Noosa are prepared by applying a CPI uplift factor to the current -underlying
Service fees related to SCUPH
-
budgeted cashflows.
The indicative cashflows for SCUPH are prepared in accordance with the contracted fee schedule over the five
year
term.
Note 37. Events after the reporting period
Hospital and Health Services to be prescribed as employers
Currently, all staff, except Health Service Chief Executives and health executive service employees, are
employed by the Director-General, Department of Health. In June 2012, amendments were made to the
Hospital and Health Boards Act 2011, giving Hospital and Health Boards more autonomy by allowing them
to become the employer of staff working for their HHS. HHSs will become prescribed employers by
regulation.
Once an HHS becomes prescribed to be the employer, all existing and future staff working for the HHS
become its employees. The HHS, not the Department, will recognise employee expenses in respect of
these staff. The Director-General, Department of Health, will continue to be responsible for setting terms
and conditions of employment, including remuneration and classification structures, and for negotiating
enterprise agreements. SCHHS has demonstrated its readiness to become an employer and will be
prescribed as an employer on 1 July 2014.
Senior Medical Officer and Visiting Medical Officer Contracts
Effective 4 August 2014, Senior Medical Officers (SMO) and Visiting Medical Officers (VMO) will transition
to
individual employment contracts.
Individual contracts means senior doctors will have a direct employment relationship with SCHHS and employment
terms and conditions tailored to individual or medical specialty circumstances (within a consistent state-wide
framework).
As a direct employment relationship will be established between contracted medical officers and SCHHS,
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
131
Sunshine Coast Hospital and Health
Service
employee-related
costs for contracted SMOs and VMOs will be recognised by SCHHS (not the Department)
from the date the contracts are effective.
Non-contracted SMOs and VMOs will remain employed under current award arrangements. As SCHHS is a
prescribed employer from 1 July 2014, they will also be employed by SCHHS.
130
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 37. Events after the reporting period (continued)
Transfer of legal ownership of health service land and buildings to SCHHS
Commencing 1 July 2014 the legal title of health service land and buildings will progressively transfer
from the Department to SCHHS. As SCHHS currently controls these assets, through a Deed of Lease
arrangement, there will be no material impact to the accounts of the Department or SCHHS upon
transfer.
Buildings which are currently used by the Department which reside on SCHHS land will be leased back
to the Department by SCHHS.
Legal title transfer is currently expected to occur within three tranches, according to when both entities have
mutual confidence that the respective HHS has the capacity and capability to be effective asset managers.
SCHHS is earmarked in tranche two with the transfer expected to be finalised by December 2014.
Transfer of general purpose housing to the Department of Housing and Public Works
As part of a whole-of-Government initiative, management of all non-operational housing transitioned to the
Department of Housing and Public Works (DHPW) on 1 January 2014. Legal ownership of housing assets
will transfer to the DHPW on 1 July 2014.
As at 30 June 2014, SCHHS held non-operational housing assets with a total net book value of $3.963m
under a Deed of Lease arrangement with the Department of Health. Effective 1 July 2014, the Deed of
Lease arrangement in respect of these assets will cease, and the assets will be transferred to the
Department of Health at their net book value, prior to their transfer to the DHPW.
As this transfer will be designated as a Contribution by Owners, the transfer will be undertaken through the
equity account of SCHHS. Therefore, this transaction will have no impact on the Statement of
Comprehensive Income in the 2014-15 Financial Year.
SCHHS is currently assessing its longer term requirements for staff accommodation. It is anticipated that
some of the properties transferred back to DHPW will subsequently be leased to SCHHS as tenant. In
other instances, SCHHS will source lease accommodation on the open market.
Non adjusting events
Note 38. Right of Private Practice arrangement
Financial
Statements
SCHHS deems the identified events after the reporting period to be non-adjusting events. Accordingly,
SCHHS will not adjust any amounts recognised in its financial statements relating to the non-adjusting
events.
No other matter or circumstance has arisen since 30 June 2014 that has significantly affected, or may
significantly affect SCHHS operations, the results of those operations, or SCHHS state of affairs in future
financial years.
SCHHS has a Right of Private Practice (ROPP) arrangement in place. This arrangement covers Option
A and Option B Doctors.
ROPP Option A
The revenue from ROPP Option A is assigned to SCHHS and is recognised as revenue to SCHHS. The Option
A
doctors are employees of the Department contracted to SCHHS. Refer to Note 2(u) Employee Benefits.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
131
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Note 38. Right of Private Practice arrangement (continued)
ROPP Option B
The revenue from ROPP Option B is partly payable to the private practice Option B doctors. Option B
doctors receive a portion of the generated revenue up to an established annual cap. Amounts over the
cap are split 1/3 to the doctor and 2/3 to the Private Practice Trust Fund.
The Private Practice Trust Fund has been established to fund various educational, study and research
programmes for SCHHS staff. The Private Practice Trust Fund is a component of the overall General Trust.
Refer to Note 18. Current assets - cash and cash equivalents and Note 40. General Trust.
Recoverables (administration costs etc) in respect of ROPP Option B, which SCHHS is entitled to, are
recorded in the statement of comprehensive income of SCHHS.
Three doctors practice under agreements separately negotiated with SCHHS directly. The financial impacts of
these arrangements are included in the Option B financial impacts highlighted below.
2014
2013
$’000
$’000
Billing - Option A doctors
8,087
5,226
Billing - Option B doctors
5,239
4,262
17
14
ROPP Revenues and
Expenses
Interest
Payments to SCHHS for Option A
(8,100)
(5,237)
Payments to Option B doctors
(2,565)
(2,021)
To SCHHS for recoverable costs related to Option B
(1,471)
(1,246)
To SCHHS for the Private Practice Trust Account
(1,207)
(998)
-
-
The only asset of the arrangement is cash, the balance of which is held in the Private Practice bank
account. This account does not form part of the cash and cash equivalents of SCHHS. As at 30 June
2014 the balance was
$1.443m ($0.678m as at 30 June 2013).
Payables due to SCHHS for Option A doctors, Option B doctors directly, SCHHS for recoverable costs and
the Private Practice Trust Fund as at 30 June 2014 were $1.417m ($0.663m as at 30 June 2013).
The activity conducted through the ROPP arrangement is audited by the Queensland Audit Office (QAO)
on an annual basis. The fee for this service is incorporated in the total fee charged by QAO for the full
audit of the Annual Financial Report. Refer to Note 31. Remuneration of auditors.
132
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Sunshine Coast Hospital and Health Service
Notes to the financial statements 30 June
2014
Note 39. Reconciliation of operating result to net cash from operating activities
Operating result for the year
2014
2013
$’000
$’000
5,977
8,061
19,638
19,444
41
(39
)
2,476
Adjustments for:
Depreciation and amortisation
Net loss/(gain) on sale of non-current assets
Revaluation loss on land assets
Depreciation offset from the Department of Health
Impairment losses on receivables
2,702
(19,633)
398
(19,006
) 251
Change in operating assets and liabilities:
Decrease/(increase) in trade and other receivables
Decrease/(increase) in GST receivables
(777)
(1,877
)
(1,078
Decrease/(increase) in inventories
(577)
) 303
(1,460)
Decrease/(increase) in accrued revenue
(2,113)
Decrease/(increase) in prepayments
(214)
(2,223
) 130
Increase/(decrease) in trade and other payables
1,336
29,618
Increase/(decrease) in accrued employee benefits
(29)
Increase/(decrease) in unearned revenue
416
-
5,706
36,113
Net cash from operating activities
53
Restatement of prior year non-cash impairment losses on receivables
Impairment losses on receivables of $0.251m, originally recorded within Increase in trade and other
receivables, have now been separately disclosed.
Note 40. General Trust
SCHHS receives cash contributions primarily from private practice clinicians (Refer Note 38. Right of
Private Practice arrangement) and from external entities to provide for education, study and research in
clinical areas. Contributions are also received from benefactors in the form of gifts, donations and
bequests for stipulated purposes. Contributions are collected and held within the General Trust (“the
Trust”).
Financial
Statements
Other receivables have been renamed to GST receivables to more accurately reflect the nature of the underlying
movements.
Payments are made from the General Trust for specific purposes in accordance with the General Trust Policy.
Correction of prior period error
The 2013 comparative amounts for “Revenue received during the year” and “Expenditure during the
year” have been restated to more accurately reflect the flows through the Trust during the period. The
closing position of the Trust and cash held by the Trust remains unchanged as at 30 June 2013.
Sunshine Coast Hospital and Health Service Annual Report 2013 2014
133
Sunshine Coast Hospital and Health
Serviceto the financial statements 30 June 2014
Notes
Note 40. General Trust (continued)
2014
2013
$’000
$’000
Opening balance
3,291
2,652
Revenue received during the year
2,518
2,006
General trust
Expenditure during the year
Balance of the General Trust
(2,478)
(1,367
)
3,331
3,291
The closing cash balance of the General Trust is $3.500m ($3.311m as at 30 June 2013). This is
held on deposit with the Queensland Treasury Corporation ($3.462m) and the Commonwealth Bank
($0.038m).
134
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Sunshine Coast Hospital and Health Service
Management certificate
30 June 2014
These general purpose financial statements have been prepared pursuant to s.62(1) of the Financial
Accountability Act 2009 (the Act), section 43 the Financial and Performance Management Standard 2009
and other prescribed requirements . In accordance with s.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 financial statements have been drawn up to present a true and fair view, in accordance with
prescribed accounting standards , of the transactions of Sunshine Coast Hospital and Health Service for
the financial year ended 30 June 2014 and of the financial position of the Sunshine Coast Hospital and
Health Service at the end of that year ; and
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.
Emeritus Professor
Paul Thomas AM
Chairperson
Sunshine Coast
Hospital and Health Board
71
Kevin Hegarty B Bus
Health Service Chief Executive
Sunshine Coast Hospital and
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Rodney Margetts CA
Chief Finance Officer
Sunshine Coast Hospital and
INDEPENDENT AUDITOR'S REPORT
To the Board of Sunshine Coast Hospital and Health Service
Report on the Financial Report
I have audited the accompanying financial report of Sunshine Coast Hospital and Health
Service, which comprises the statement of financial position as at 30 June 2014, the statement
of comprehensive income, statement of changes in equity and statement of cash flows for the
year then ended, notes comprising a summary of significant accounting policies and other
explanatory information, and certificates given by the Chairperson, Health Service Chief
Executive and Chief Finance Officer.
The Board's Responsibility 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 prescribed accounting requirements identified in the Financial
Accountability Act 2009 and the Financial and Performance Management Standard 2009,
including compliance with Australian Accounting Standards. The Board's responsibility also
includes such internal control as the Board determines is necessary to enable the preparation
of the financial report that gives a true and fair view and is free from material misstatement,
· whether due to fraud or error.
Auditor's Responsibility
My responsibility is to express an opinion on the financial report based on the audit. The audit
was conducted in accordance with the Auditor -General of Queensland Auditing Standards,
which incorporate the Australian Auditing Standards. Those standards require compliance
with relevant ethical requirements relating to audit engagements and that the audit is planned
and performed to obtain reasonable assurance about whether the financial report is free from
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial report. The procedures selected depend on the auditor's
judgement, including the assessment of the risks of material misstatement of the financial
report, whether due to fraud or error. In making those risk assessments, the auditor considers
internal control relevant to the entity's preparation of the financial report that gives a true and
fair view in order to design audit procedures that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the effectiveness of the entity's internal control,
other than in expressing an opinion on compliance with prescribed requirements. An audit
also includes evaluating the appropriateness of accounting policies used and the
reasonableness of accounting estimates made by the Board, as well as evaluating the overall
presentation of the financial report including any mandatory financial reporting requirements
approved by the Treasurer for application in Queensland.
I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for
my audit opinion .
Independence
The Auditor-General Act 2009 promotes the independence of the Auditor-General and all
authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities
and can be removed only by Parliament.
136
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
The Auditor-General may conduct an audit in any way considered appropriate and is not
subject to direction by any person about the way in which audit powers are to be exercised.
The Auditor-General has for the purposes of conducting an audit, access to all documents and
property and can report to Parliament matters which in the Auditor-General's opinion are
significant.
Opinion
In accordance with s.40 of the Auditor-General Act 2009(a)
I have received all the information and explanations which I have required; and
(b)
in my opinion (i)
the prescribed requirements in relation to the establishment and keeping of
accounts have been complied with in all material respects; and
(ii)
the financial report presents a true and fair view, in accordance with the
prescribed accounting standards, of the transactions of the Sunshine Coast
Hospital and Health Service for the financial year 1 July 2013 to 30 June 2014
and of the financial position as at the end of that year.
Other Matters - Electronic Presentation of the Audited Financial Report
Those viewing an electronic presentation of these financial statements should note that audit
does not provide assurance on the integrity of the information presented electronically and
does not provide an opinion on any information which may be hyperlinked to or from the
financial statements. If users of the financial statements are concerned with the inherent risks
·arising from electronic presentation of information, they are advised to refer to the printed copy
of the audited financial statements to confirm the accuracy of this electronically presented
information.
B R Steel CPA
(as Delegate of the Auditor-General of Queensland)
Queensland Audit Office
Brisbane
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Accessible
Accessible healthcare is characterised by the ability of people to obtain appropriate healthcare at the right place and right time, irrespective
Glossary
of income, cultural background or geography.
Activity Based Funding
A management tool with the potential to enhance public accountability and drive technical efficiency in the delivery of health services by:




ABF

•
•
•
•
capturing consistent and detailed information on hospital sector activity and accurately measuring the costs of delivery
•
providing mechanisms to reward good practice and support quality initiatives.
creating an explicit relationship between funds allocated and services provided
strengthening management’s focus on outputs, outcomes and quality
encouraging clinicians and managers to identify variations in costs and practices so they can be managed at a local
level in the context of improving efficiency and effectiveness
ACHS
Australian Council on Healthcare Standards
ACP
Advanced Care Planning
Acute
Having a short and relatively severe course.
Care in which the clinical intent or treatment goal is to:
Acute care








•
•
•
•
•
•
•
•
manage labour (obstetric)
cure illness or provide definitive 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.
Q-ADDS
Queensland Adult Deterioration Detection System
Admission
The process whereby a hospital accepts responsibility for a patient’s care and/or treatment. It follows a clinical decision, based on
specified criteria, that a patient requires same-day or overnight care or treatment, which can occur in hospital and/or in the patient’s
home (for hospital-in-the-home patients).
Admitted patient
A patient who undergoes the formal admission process as an overnight-stay patient or same-day patient.
Allied health staff
Professional staff who meet mandatory qualifications and regulatory requirements in the following areas: audiology; clinical measurement
sciences; dietetics and nutrition; exercise physiology; leisure therapy; medical imaging; music therapy; nuclear medicine technology;
occupational therapy; orthoptics; pharmacy; physiotherapy; podiatry; prosthetics and orthotics; psychology; radiation therapy; sonography;
speech pathology and social work.
Ambulatory care
The care provided to hospital patients who are not admitted to the hospital, such as patients of emergency departments and outpatient
clinics. Can also be used to refer to care provided to patients of community-based (non-hospital) healthcare services.
Australian Standard
4801
Australian Standard 4801 sets out all requirements for implementing a occupational health and safety management system.
Bed alternative
An item of furniture (trolley or chair) which is used exclusively or predominantly to provide accommodation for same day admitted
patients.
Benchmarking
Involves collecting performance information to undertake comparisons of performance with similar organisations.
Best practice
Cooperative way in which organisations and their employees undertake business activities in all key processes, and use benchmarking that
can be expected to lead to sustainable world class positive outcomes.
CAT
Clinical Assessment Tool
138
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Clinical governance
A framework by which health organisations are accountable for continuously improving the quality of their services and safeguarding high
standards of care by creating an environment in which excellence in clinical care will flourish.
Clinical practice
Professional activity undertaken by health professionals to investigate patient symptoms and prevent and/or manage illness, together with
associated professional activities for patient care.
Clinical workforce
Staff who are or who support health professionals working in clinical practice, have healthcare specific knowledge / experience, and
provide clinical services to health consumers, either directly and/or indirectly, through services that have a direct impact on clinical
outcomes.
CPoC
Consumer Perception of Care survey
DAMA
Discharge Against Medical Advice
DEM
Department of Emergency Medicine
DoH
Department of Health
EDPES
Emergency Department Patient Experience Survey
The category system ensures all patients who need surgery can be treated in order of priority. There are three urgency categories, where
1 is most urgent and 3 is least urgent.
Elective surgery
categories
Category 1 – A condition that could worsen quickly to the point that it may become an emergency. The patient should have surgery
within 30 days of being added to the waiting list.
Category 2 – A condition causing some pain, dysfunction or disability, but is not likely to worsen quickly or become an emergency. The
patient should have surgery within 90 days of being added to the waiting list.
Category 3 – A condition causing minimal or no pain, dysfunction or disability, which is unlikely to worsen quickly and does not have the
potential to become an emergency. The patient should have surgery within 365 days of being added to the waiting list.
ELT
Executive Leadership Team
Emergency
department waiting
time
Time elapsed for each patient from presentation to the emergency department to start of services by the treating clinician. It is calculated
by deducting the date and time the patient presents from the date and time of the service event.
Equal Employment Opportunities
EEO
Requires that all employees have equal access to employment opportunities, employment decisions are made on the basis of the individual
merit and requirements of the role, and the workplace is managed to ensure absence of harassment
ERMF
Emergency Response Management Framework
FTE
GEDI
Full-time equivalent
Refers to full-time equivalent employees currently working in a position. Several part-time all casual employees may add to one FTE.
Geriatric Emergency Department Intervention
Glossary
GP
General Practitioner
GPLO
General Practitioner Liaison Officer
Head count
The number of employees based on each data record representing an individual employee.
Health outcome
Change in the health of an individual, group of people or population attributable to an intervention or series of interventions.
Health reform
Response to the National Health and Hospitals Reform Commission Report (2009) that outlined recommendations for transforming the
Australian health system, the National Health and Hospitals Network Agreement (NHHNA) signed by the Commonwealth and states and
territories, other than Western Australia, in April 2010 and the National Health Reform Heads of Agreement (HoA) signed in February
2010 by the Commonwealth and all states and territories amending the NHHNA.
HSCE
Health Service Chief Executive
Hospital
Healthcare facility established under Commonwealth, state or territory legislation as a hospital or a free-standing day-procedure unit and
authorised to provide treatment and/or care to patients.
Hospital and Health Board
HHB
Made up of a mix of members with expert skills and knowledge relevant to managing a complex health care organisation
Hospital and Health Service
HHS
A separate legal entity established by Queensland Government to deliver public hospital and health services.
Hospital-in-the-home
HITH
Provision of care to hospital-admitted patients in their residence, as a substitute for hospital accommodation
Hospital Standardised Mortality Ratio
HSMR
Is the ratio of observed in-hospital deaths in comparison with expected in-house deaths based on the patient’s characteristics. For our
result to be favourable, the HSMR value is not to be significantly higher than the expected rate. A HSMR of 100 indicates that there is
no difference.
Inpatient
A patient who is admitted to hospital for treatment or care.
A communication tool used to rapidly communicate clinical issues:
Identification of Patient
Situation and status
Background and history
Assessment and action
Recommendation/responsibility
ISBAR
Long wait
A ‘long wait’ elective surgery patient is one who has waited longer than the clinically recommended time for their surgery, according to
the clinical urgency category assigned. That is, more than 30 days for a category 1 patient, more than 90 days for a category 2 patient
and more than 365 days for a category 3 patient.
Key Performance Indicator
KPI
A measure that provides an indication of progress towards achieving the organisation’s objectives. It usually has targets that define the
level of performance expected against the performance indicator.
Medicare Local
Established by the Commonwealth to coordinate primary health care services across all providers in a geographic area. Works closely with
HHSs to identify and address local health needs. The Sunshine Coast Medicare Local (SCML) covers the SCHHS region.
MHAIU
Mental Health Acute Inpatient Unit
MHS
Mental Health Service
140
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
MOHRI
Minimum Obligatory Human Resources Information Whole-of-Government defined measures. Includes only active and paid employees.
Excludes employees on extended unpaid leave, and casuals that did not work. MOHRI is used for the majority of external reporting and
is based on the terms that an employee is employed to work, not the actual worked hours.
NCACCH
North Coast Aboriginal Corporation for Community Health
NEAT
National Emergency Access Target
The percentage of patients who left the emergency department within four hours, irrespective of triage category or departure status.
NEST
National Elective Surgery Target
Part 1
The percentage of patients treated within the clinically recommended time frame, and the volume of patients treated
NEST
Part 2
Never events
National Elective Surgery Target
The average days that ‘long wait’ patients waited over the clinically recommended time, and removal from the waiting list of the 10 per
cent longest-waiting patients (the cohort).
The total number of events which resulted in one or more of the six never events including:
1. death or neurological damage as a result of intravascular gas embolism
2. retained instrument or other material after surgery, requiring re-operation or further surgical procedure
3. procedures involving the wrong patient or body part resulting in death or major permanent loss of function
4. death or likely permanent harm as a result of bed rail entrapment or entrapment in other bed accessories
5. death or likely permanent harm as a result of haemolytic blood transfusion reaction resulting from ABO (blood type) incompatibility
6. infants discharged to the wrong family.
NGO
Non-government organisation
NSQHS
National Safety and Quality Health Standards
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.
Occupied FTE
(MOHRI)
FTE of employees currently working in a position. Excludes the FTE of employees on extended unpaid leave.
Occupied headcount
(MOHRI)
Represents heads actively employed, for instance a permanent employee on recorded leave, with leave paid in advance, is included in
this value.
Outpatient
Non-admitted health service provided or accessed by an individual at a hospital or health service facility.
Overnight-stay
patients
A patient who is admitted to, and separated from, the hospital on different dates (not same-day patients).
Patient flow
Optimal patient flow means the patient’s journey through the hospital system, planned or unplanned, happens in the safest, most
streamlined and timely way to deliver good patient care.
Permanent
separation rate
Calculated by dividing the number of permanent employees who separated during a period of time by the number of permanent employees
in the organisation. The period for the annual report is 12 months.
PIR
Partners in Recovery
Primary care
First level healthcare provided by a range of healthcare professionals in socially appropriate and accessible ways and supported by
integrated referral systems. It includes health promotion, illness prevention, care of the sick, advocacy and community development.
Glossary
Private hospital
A private hospital or free-standing day hospital, and either a hospital owned by a for-profit company or a non-profit organisation and
privately funded through payment for medical services by patients or insurers patients admitted to private hospitals are treated by a doctor
of their choice.
PPP
Public Private Partnerships
Public hospital
Offers free diagnostic services, treatment, care and accommodation to eligible patients
Q-ADDS
Queensland Adult Deterioriation Detection System
QAO
Queensland Audit Office
QBA
Queensland Bedside Audit
QFES
Queensland Fire Emergency Services
RACF
Residential Aged Care Facility
REF
Requisite Education Framework
SCHHS
Sunshine Coast Hospital Health Service
SCHHB
Sunshine Coast Hospital Health Board
SCML
Sunshine Coast Medicare Local
SCUPH
Sunshine Coast University Private Hospital
SCPUH
Sunshine Coast Public University Hospital
Separation
The process by which an episode of care for an admitted patient ceases.
Statutory body
A non-departmental government body, established under an Act of Parliament.
Sustainable
A health system that provides infrastructure, including workforce, facilities and equipment, and is innovative and responsive to emerging
needs, including research and monitoring within available resources.
Telehealth
Delivery of health-related services and information via telecommunication technologies and information technology.
Turnover rate
Percentage of the number of workers that had to be replaced in a given time period to the average number of workers
Variable Life Adjusted Display
VLAD
A system implemented to monitor the quality of services provided. It provides graphical overview of clinical outcomes over time and
provides a system for identifying trends. It plots the cummulative difference between expected and acutal outcomes.
WAU
Weighted Activity Unit
142
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
A measure of the health service activity expressed as a common unit. It provides a way of comparing and valuing each public hospital
service, by weighting it for its clinical complexity.
WorkCover
WorkCover provides workers compensation insurance for employers, compensating and helping workers with their work-related injuries
YTD
Year to date
Compliance Checklist
Summary of requirement
Basis for requirement
Letter of compliance
• A letter of compliance from the accountable officer
or statutory body to the relevant Minister
ARRs – section 8
Accessibility
• Table of contents
• Glossary
ARRs – section 10.1
ARRs – section 10.1
• Public availability
ARRs – section 10.2
Annual report
reference
page 10
page 3
page 139 - 144
page 2
Queensland Government
• Interpreter service statement
Language Services Policy
ARRs – section 10.3
page 2
• Copyright notice
Copyright Act 1968
ARRs – section 10.4
page 2
QGEA – Information
General information
• Information Licensing
Licensing
ARRs – section 10.5
• Introductory Information
ARRs – section 11.1
• Agency role and main functions
ARRs – section 11.2
• Operating environment
• Machinery of government changes
Non-financial performance
Financial performance
Governance – management and
structure
ARRs – section 11.3
ARRs – section 11.4
• Government’s objectives for
the community
ARRs – section 12.1
• Other whole-of-government plans / specific
initiatives
ARRs – section 12.2
• Agency objectives and performance indicators
ARRs – section 12.3
• Agency service areas, and service standards
ARRs – section 12.4
• Summary of financial performance
ARRs – section 13.1
• Organisational structure
ARRs – section 14.1
• Executive management
ARRs – section 14.2
• Related entities
ARRs – section 14.3
page 2
page 5
page 11-15
page 16
page 16
page 17
page 17
page 60-81
page 53
page 12
page 20
page 28-31
Not applicable
Glossary
Governance –
• Government bodies
ARRs – section 14.4
• Risk management
ARRs – section 15.1
risk management and accountability • External scrutiny
ARRs – section 15.2
• Audit committee
ARRs – section 15.3
• Internal audit
ARRs – section 15.4
• Public Sector Renewal
ARRs – section 15.5
• Information systems and recordkeeping
ARRs - section 15.6
• Workforce planning, attraction and retention, and
performance
ARRs – section 16.1
Governance – human resources
• Early retirement, redundancy and retrenchment
• Open Data
page 26-27, 33
page 34-35
page 26
page 34
page 5
page 36
page 37-42
Directive No.11/12 Early
Retirement, Redundancy and
Retrenchment
ARRs – section 16.2
Open Data
Not applicable
ARRs – section 17
page 42
page 2
FAA – section 62
Financial statements
• Certification of financial statements
FPMS – sections 42, 43
and 50
page 135
ARRs – section 18.1
FAA – section 62
• Independent Auditors Report
FPMS – section 50
page 136-137
ARRs – section 18.2
• Remuneration disclosures
Financial Reporting
Requirements for
Queensland Government
Agencies
page 122-125
ARRs – section 18.3
FAA - Financial Accountability Act 2009
FPMS - Financial and Performance Management Standard 2009
ARRs - Annual report requirements for Queensland Government agencies
Summary of requirement
144
Sunshine Coast Hospital and Health Service Annual Report 2013- 2014
Basis for requirement
Annual report
reference