2012-2013 Annual Report

Annual
Report
2012-2013
Better health in our community
MonashHealth
+ Hospitals
MELBOURNE CBD
Greater Dandenong Community Health Service

Cardinia Casey Community Health Service
Monash
Medical Centre
Moorabbin
Kingston
Centre
Monash
Medical Centre
Clayton
Springvale
Cockatoo
Dandenong Hospital
Dandenong
Doveton
Berwick
Casey Hospital
Pakenham
Cranbourne
Cranbourne
Integrated
Care Centre
About
us
vision
Monash Health is proud to provide

integrated health care to one quarter
of Melbournes population.
Better health in our community
We uniquely provide health care across

the entire life-span from newborns
and children, to adults, the elderly, their
families and carers.
purpose
We improve the health of our community

through:
Prevention
Early intervention
Community based treatment and
rehabilitation
Highly specialised surgical and medical
diagnosis, treatment and monitoring
services
Hospital and community based mental
health services
Comprehensive sub-acute and aged care
programs
Palliative care
Research
Education
2
Our
Monash Health Annual Report 2012-2013
Our
To plan and deliver quality, patient

centred health care and services,
education and research that meets the
needs of our community.
Our
values
We remain firmly committed to our

iCare values of:
Integrity
Compassion
Accountability
Respect
Excellence
iCare
2012-2013
Our care at a glance
2.44 million episodes
986,000 occasions
Total episodes of care
Outpatient services
193,000 people
9,000 babies
more than 2.44 million episodes of

care provided across our services to the
community.
Hospital admissions
more than 986,000 occasions of service

provided by our outpatient clinics.
Births
more than 193,000 people admitted to

our hospitals.
more than 9,000 babies delivered.
180,000 people
29,000 children
Emergency presentations
Paediatric admissions
46,000 arrivals
235,000 contacts
more than 180,000 people came to

our three Emergency Departments for
treatment.
more than 29,000 admissions of children

under age 19 to our childrens wards and
neonatal units.
Ambulance arrivals
Mental health
39,000 operations
185,000 hours
more than 46,000 ambulance arrivals

handled by our Emergency Departments.
Surgical operations
more than 39,000 operations performed.
more than 235,000 client contacts.
Community health services
more than 185,000 hours of direct

primary care and home and community
care services provided in our community.
Report of
Operations
Contents
2
About Monash Health
2012-2013 at a glance
Report of the Chair of the

Board and Chief Executive
and achievements against
Strategic Goals
16
Our sites, services and staff
23
Governance
24
Our Board of Directors
28
Organisational structure
30
Statutory compliance
31
Disclosure index
32
Attestations
34
Key financial and service

performance reporting
39
Summary of financial results
41
Financial summary
42
Financial statements and

explanatory notes
43
Declaration
44
Independent Auditors Report
Report of the
Chair of the Board
and Chief Executive
In accordance with the Financial Management Act 1994, we are pleased to

present the Report of Operations for Monash Health for the year ending
30 June 2012.
The many achievements presented
in this report reflect the teamwork
and dedication of our wonderful
staff.
2012-2013 has been an exciting
year across the organisation
as together we have continued
to deliver the highest quality
healthcare for the people in
Melbournes south-east and
beyond.
We are delighted to report that
Monash Health has exceeded
budget by $0.6million in 20122013 with an operating surplus of
$1.1million - the first time in seven
years.
Our Means priority and the strong

engagement and leadership of our
staff.
wide priority has continued to result

in improvements in patient flow and
patient care.
In May 2013, we renamed our

organisation Monash Health.
This new name gives appropriate
recognition of our role in the
delivery of high-quality health
services, research and clinical
education.
During the last year we have also

invested considerable time in the
development of our new Strategic
Plan for 2013-2018 including
a comprehensive consultation
process with staff, patients and our
partners.
The new name also builds on

several of our recognisable brands
including Monash Childrens,
MonashHeart, Monash Cancer
Centre, Monash Health Foundation
and Monash Doctors.
The result is four new key priorities

for Monash Health which will help
us provide exceptional care for our
patients; patients first, innovation,
partnerships and sustainability.
This has allowed us to invest in

equipment, projects and capital
works that will ensure we are a
sustainable organisation into the
future.
During the past 12 months we

have seen an increase in demand
for services in our Emergency
Departments and demand in other
areas including outpatients and
mental health has also increased.
This significant achievement has

been made possible through our
organisation wide Living Within
We have also continued our focus

on delivering outstanding patient
centred care. This organisation
This is the final year of the 20102013 Strategic Plan and we are
very proud to highlight some of our
many achievements against our
five Strategic Goals:
A heartfelt thank
you to each and

every individual who
has played a part in
providing care for
our community in
2012-2013.
Report of the Chair of the Board and Chief Executive
Strategic Goal 1:
Safe and effective patient

centred care
The Intensive Care Unit (ICU) at

Monash Medical Centre Clayton
is conducting a world-first trial
of innovative software that runs
within a patient monitor to turn
raw patient data into a course of
care. This will allow the users
to have access to therapeutic
guidance rather than just raw
data which will lead to improved
patient outcomes. The software
is the result of pioneering work
by Associate Professor Geoffrey
Parkin and his ICU colleagues.
The decision support device is
a standalone touchscreen that
communicates with the bedside
monitor.
Our Central Production
Kitchen won the 2012 Aged
Care Hospitality Award for
Catering Innovation of the
Year. The Awards recognise
the contributions of hospitality
staff and outstanding catering
units in aged care facilities. Our
submission was for the provision
of the multicultural/vegan/gluten
free meals that are provided
at Monash Health sites as well
as a number of other external
providers.
Our clinical stroke team has
developed an innovative model
of care for transient ischaemic
attack (TIA) patients which is
a first in Australia. Traditional
care has meant a median stay
of four days following admission,
conducting investigations and
commencing treatment before
discharge. However the new
outpatient model of care and has
a median stay of only two days.
The new model maintains patient
safety while providing more timely
access to care.
Casey Hospital has continued to
introduce a range of initiatives to
improve hospital care for patients
with delirium and dementia.
These have included developing
activity boxes, manuals, a
sensory room and garden. The
support extended to appointing
a dementia support worker,
and expanding the aged care
nurse consultant role to include
cognition management, and
enhanced work with volunteers.
The Patient Centred Care staff

training module, commissioned
by the Patient Centred Care
Steering Committee, has been
designed in response to a request
to create a shared understanding
across Monash Health of how to
put the patient and their family
at the centre of our thinking. In
addition to designing this twohour program, a series of oneday Train the Trainer programs
has been delivered to nominated
employees from across the
organisation.
MonashHeart performed the
world first-in-man new Lotus
heart valve procedure, which
allows cardiologists to insert a
replacement aortic heart valve
without the need for open heart
surgery. This new technology
is for elderly patients suffering
from severe life-threatening
aortic stenosis, or a narrowing
of their aortic heart valve, where
a replacement Lotus valve was
inserted on the end of a wire
through a small puncture in the
groin. The first five cases were
performed by MonashHeart and
all patients have experienced
exceptional outcomes to date.
Our commitment to safe and
effective patient centred care
has seen the introduction of a
number of initiatives across our
three Emergency Departments
(Monash Medical Centre Clayton,
Dandenong Hospital and Casey
Hospital), wards and access
teams.
These initiatives are providing
better care for our emergency
department patients as well
as leading to favourable
achievements toward the National
Emergency Access Targets
(NEAT). The initiatives have been
implemented through our Four
Hours Will Be Ours priority.
At Dandenong Hospital,
strategies to improve patient flow
have included improved staff
identification; increased use of
the transit lounge; development
of a patient bookmark that
outlines key information; and
weekly meetings with medical,
nursing and allied health staff
reviewing performance.
At Casey Hospital our clinical

leadership team has also
conducted in-depth planning to
improve models of care for our
emergency patients.
These changes in our models of
care will ensure our patients have
access to even better emergency
care and we anticipate significant
improvement in our NEAT targets
over the coming year.
Patient journey boards have
been installed on a number
of wards at Monash Medical
Centre Clayton and Dandenong
Hospital. The boards are a visual
tool used to assist with improved
communication on the wards
and serve to enhance patient
outcomes and flow.
The boards are consistent across
all wards and sites to assist nonward based and rotating staff.
Many units are also holding their
multidisciplinary team meetings
at the board enabling team
communication and plans to be
documented in a central location
and updated daily.
A new patient menu has been
introduced at Monash Childrens
Hospital which comprises six
dishes free from the nine major
food allergens. These dishes are
available at each of our Monash
Childrens sites and provides
parents of children with food
allergies the confidence that we
can provide appropriate meals for
their child.
Under the direction of Professor
Tim Buckenham, Consultant
Vascular and Interventional
Radiologist, our new Endovenous
laser therapy clinic offers
minimally invasive treatment for
the longest waiting patients on
the varicose vein waiting list.
This clinic, the first of its kind
in a Victorian public hospital, is
for patients with severe venous
disease which often results in a
significant reduction in quality of
life due to recurrent ulcers and
oedema. Under this treatment
protocol around 70% of patients
with varicose veins are able
to access this method of care
compared to traditional operating
room based procedures.
To help combat the national

problem of malnutrition of
patients in hospital, our dietetics
and nursing teams commenced
the rollout of the Malnutrition
Universal Screening Tool (MUST)
across all bed-based services
excluding mental health, palliative
care, maternity and paediatrics.
The implementation of nutrition
screening has allowed a multidisciplinary team approach
to identification and early
intervention for those patients
deemed to be at nutritional risk.
Information Technology
investment is continuing to
drive improved patient care and
productivity as our staff have
improved access to web based
services and electronic patient
records. Internet speed is now
20 times faster across all sites;
WiFi is now available in many
priority clinical areas, and across
significant parts of our service;
while an audit of the PC fleet has
seen the replacement of 1,200
outdated PCs and mobile devices
within clinical areas.
The South Eastern Centre

Against Sexual Assault
(SECASA) has created an
application (app) for iPhones,
iPads and androids which allows
people to report sexual assault
and harassment anonymously.
Reporting anonymously can be
a useful healing strategy and the
process of completing a report
via an app or website is less
intimidating than going to a police
station. SECASA will use the data
to identify trends, unsafe areas
and patterns of offending which
is then passed onto police on a
regular basis.
The think before you cannulate

campaign was launched in June
2013 to reduce infection rates
associated with the insertion
of unnecessary peripheral
intravenous catheters (PIVC).
This quality and safety initiative
is being led by the Monash
Emergency Department and
infection control team to provide
better care for our patients. The
campaign has included staff
education, equipment changes,
Emergency Department screen
savers, regular monitoring and
publishing of unused PIVCs rates,
doctor and nurse champions and
guidelines.
The Monash Health Human

Research Ethics Committees
(HRECs) have been ranked as
the top two performing HRECs
in Victoria allowing patients more
timely access to approved trials.
HREC A, chaired by Professor
Mel Korman, topped the list
with 89% of all research project
applications reviewed and
approved within 30 days. HREC
B, chaired by Dr Simon Bower,
came second with an 80% project
application process.
Our commitment to food safety
was recognised with the awarding
of the City of Monash Golden
Plate Awards highest food safety
assessment rank. The perfect
20/20 scorecard was awarded
in March 2013 with an overall
excellent grading across the eight
food safety categories; receiving,
storing, processing, displaying,
packaging, transporting, health
hygiene and food disposal.
Monash Health has continued to
receive a 5-star ranking since the
Golden Plate program began in
2011.
built a reputation for providing

excellent cardiac care and they
have increased their program
from two elective cardiac surgical
cases to approximately 500
cases per year.
Strategic Goal 2:
Responsive and
accessible services
We were absolutely delighted to

receive the confirmed support
and commitment of funding from
the Victorian Government for the
new Monash Childrens Hospital
to be built onsite at Monash
Medical Centre Clayton.
This dedicated childrens hospital,
due to commence construction in
2014, will allow us to build a new
healing environment that meets
the needs of our young patients
and their families. We are
committed to providing the best
facility possible and have begun
consulting widely and involving
young people and their families
in many levels of decision
making through planning and into
development phases.
Our Cardiothoracic Surgical Unit
conducted its 10,000th cardiac
surgical procedure on 1 March
2013 at Monash Medical Centre
Clayton. Since the unit began in
1991, the dedicated team have
A physiotherapist-led shoulder
clinic has been established to
manage patients who do not need
to be seen by an orthopaedic
surgeon. For those patients who
meet assessment criteria they are
seen by a physiotherapist which
significantly reduces waiting
times.
A $1.1 million catheterisation
laboratory upgrade was unveiled
at Monash Medical Centre
Clayton in September 2012. The
laboratory will see more than
1,000 highly specialised and
life-saving cardiac procedures a
year. The types of procedures will
include pacemaker implantation,
defibrillator implantation, left
heart catheterisation, coronary
angioplasty, and aortic heart
valve replacement.
Our Ambulatory and Community
Care services are now known
as Monash Health Community.
The previous title of the program
Ambulatory and Community
Care was poorly understood
both internally and externally to
the organisation. As part of this
change, a new ambulatory care
precinct is being developed in
Dandenong which will consolidate
services that are currently
delivered from several locations
making it easier for patients to
access the care they need.
We welcomed one of Victorias
first Nurse Endoscopist Deanne
Bonney into our Gastroenterology
Department. The program is
evaluated locally by the Deakin
Monash Health Nursing
Research Centre, and will help to
address the growing demand for
endoscopy services following the
introduction of the National Bowel
Cancer Screening Program.
The new program will provide
improved access to those on the
Gastroenterology wait lists by
performing approximately 450
colonoscopies over the next year.
Two Acute Assessment Units

opened during the year which are
co-located with the Emergency
Departments (ED) at Dandenong
Hospital and Monash Medical
Centre Clayton.
The units allow patients who
require no more than 24-36
hours of in-patient care to
have early assessment and
treatment outside of the ED. This
significantly improves patient
care and also enhances patient
flow from the ED which in turn
improves our National Emergency
Access Target performance.
Work has continued on Stage 2
of the Dandenong Mental Health
development which will open in
August 2013. The addition of this
state of the art, 120 bed building
will make our Dandenong mental
health service the largest single
service in Victoria.
A $1 million grant has allowed the
Perinatal Mother and Baby Unit
to be upgraded into a modern
family friendly facility which is due
to be completed in July 2013.
Following patient surveys, the
dietetics team, Central Production
Kitchen and Monash Medical
Centre Moorabbin team have
developed 10 pre-prepared
frozen meals for patients
undergoing treatment such as
chemotherapy or dialysis. The
meals are produced by the
Central Production Kitchen and
are available for purchase from
a vending machine at Moorabbin
Hospital.
The Dandenong Youth Prevention
and Recovery Centre (Y-PARC)
opened in April 2013. The service
offers a youth-focussed response
to the health and mental health
needs of young people aged
under 25. The 10 bed Y-PARC
provides short term residential
care for people who no longer
need hospital treatment, while
also providing early intervention
care and an alternative to hospital
admission. The service is a
collaboration between Monash
Healths Early in Life Mental
Health Service (ELMHS), Mind
Australia (Mind) and Youth
Support and Advocacy Service
(YSAS).
The Narre Warren Adult

Prevention and Recovery Centre
(PARC) and extended PARC
opened in March 2013. The
two 10 bed units provide a step
down - step up service for people
experiencing mental health
issues in the Casey Cardinia
population. The extended PARC
allows people who require a
longer period of stabilisation
accommodation and supported
care. This facility functions in
operation with Mind Australia
(Mind).
A seven-day primary contact
physiotherapy service has been
established in the Emergency
Department at Casey Hospital.
Emergency physiotherapist
practitioners assess and
formulate management plans
for patients with specific
musculoskeletal disorders. By
managing a specific cohort of
patients, the service improves
doctors availability for patients
of higher acuity and is improving
patient flow through the
Emergency Department.
South Eastern Centre Against
Sexual Assault (SECASA) has
distributed information packs
aimed to educate young people
about the dangers of sexting
(sending pictures to others of
themselves naked, in suggestive
poses or having sex). The
sexting information pack was
developed following feedback at
primary and secondary SECASA
school programs and online
forum feedback. A grant from
the Victoria Law Foundation has
allowed the pack to be produced
and distributed to over 2,200
Victorian schools.
A new procedure for creating
written information for patients
is ensuring that all patient
information is appropriate for the
health literacy levels of our local
community. The procedure details
easy English writing principles,
guidelines for consumer input and
appropriate design templates.
The Making Rights Reality pilot
project is being delivered by the
Sexual Assault (SECASA)
and Springvale Monash Legal
Service. The program aims to
increase access to justice and
support for adults who have

been sexually assaulted and
have a cognitive impairment and/
or communication difficulties.
Clients can receive access to
communication support, transport
and attendant care/support
workers counselling and meetings
with police, legal advocates or the
Office of Public Prosecutions.
Strategic Goal 3:
Collaboration and
engagement
We are proud to be a part of the

newly formed Monash Partners
Academic Health Science Centre
which combines public and
private health care providers with
some of the countrys leading
biomedical research institutions.
The Centre has been created
to deliver improved outcomes
to benefit people living in
Melbournes south and south east
by improving translation research
findings into clinical practice.
Other member organisations
include Monash University,
Alfred Health, Baker IDI, Burnet
Institute, Cabrini Health, Epworth
HealthCare and Prince Henrys
Institute.
In November 2012 Monash
Health, Dandenong and District
Aborigines Co-operative Limited
and the Department of Health
signed a Statement of Intent,
which highlights the commitment
of all organisations to Close the
Gap for our Aboriginal community.
To further this commitment
Monash Health hosted the official
signing of the Memorandum of
Understanding in June 2013.
The parties have agreed to
document their intent to work
together to evaluate and
improve their response to
the health service needs of
Aboriginal people attending
both the Dandenong and District
Aborigines Co-operative Limited
and Monash Health.
Our oral health services team
are working closely with City of
Greater Dandenong to deliver
a new initiative to 25 local
kindergartens, childcare centres
and family day-care centres.
Participating organisations will be
supported to improve childrens
oral health through a one-hour
family information session on

oral health and hygiene, an
on-site oral screening program
for children aged three to four
years old and the delivery of an
oral health learning curriculum,
personal development training
and education sessions for staff
and educators.
Participants had access to

health checks and education
tools regarding a range of issues
including finance, education,
employment, housing, family
issues, and physical activities.
The day was funded by the
Grosvenor Trust and the Victorian
Womens Trust.
Planning of the Monash Health

Translation Precinct (MHTP)
Translational Research Facility
has continued for this landmark
development a partnership of
Monash Health, Prince Henrys
Institute, Monash Institute of
Medical Research and Monash
University. Construction will
begin in late 2013 and will be
completed by mid-late 2015.
The services provided by our

Asylum Seeker and Refugee
Health Clinic (AS&RHC) were
expanded in partnership with Red
Cross and South East Medicare
Locals to address issues of
access and equity through
responsive person-centred care.
Monash Health and the

Dandenong and District
Aborigines Co-Operative held a
Back to School Day at Bulla Bulla
in Cranbourne where 150 young
Aboriginal community members
gathered for a day promoting
good health and educational
messages.
Following Monash BreastScreens
(MBS) accreditation site visit in
October 2012 and months of
preparation, MBS achieved its
four-year accreditation status.
MBS has maintained four-year
accreditation status, the highest
level achievable, over the 20
years it has operated.
Monash Health has partnered
with the City of Casey, Shire
of Cardinia and City of Greater
Dandenong to tackle the growing
problem of family violence and
to drive change through the
Challenge Family Violence
project.
The project is funded through the
violence against women and their
children grants program and is
supported by an intensive social
marketing campaign across local
government.
An Aboriginal Womens and
Childrens Health Day was held
in October 2012. The day saw
several hundred Aboriginal
women and children gather
together to join with Monash
Health and a range of service
providers to race towards good
health.
We joined the healthy lifestyle

team from the Dandenong and
District Aborigines Co-Operative
to attend the Yalukit Wilum
Ngargee Festival which is the
Wominjeka (Boon Wurrung
language for welcome) festival
opening the St Kilda Festivals
nine-day program. The Monash
Health stall provided healthy
lifestyle messages with a focus
on reducing or quitting smoking,
a major issue for the Aboriginal
community.
During 2012-2013 we continued
our relationship with Rotary
Oceania Medical Aid for Children
(ROMAC) to provide life saving
and dignity restoring surgery
for children from developing
countries.
meeting review, Patient Centred

Care, Quality and Safety,
Aboriginal Health, Cultural
Responsiveness, Accreditation
(National Standards) and Capital
Planning and Development.
We have continued to improve
our teaching and training
facilities by upgrading our lecture
theatre equipment and extending
our Wi-Fi coverage for staff and
students in partnership with the
Monash University Business
School.
During the past year our
Population and Primary Care
Committee has had a particular
involvement with the three
Medicare Locals and the refugee
and asylum seekers health
strategy across the south east of
Melbourne.
Strategic Goal 4:
Financial accountability
We are immensely proud of

achieving our operating surplus of
$1.1million.
Through our Living Within Our
Means priority we consulted widely
with staff and actively reviewed
areas of the organisation in which
we could streamline our operations
and improve efficiencies resulting
in increased funds to direct towards
patient care.
The State Minister for Health

David Davis MP visited the
Monash Cancer Centre to
officially launch the Joy of Life
art project, to raise awareness of
breast cancer and assist patients
with their individual journeys.
Involving more than 100 breast
cancer sufferers, the project
was designed by Breast Screen
ambassador and artist Dr Julie
Gross McAdam.
Some of our achievements include:
The Community Advisory

Committee (CAC) and its
members are involved in a
number of strategic committees,
nationally, State-wide and across
Monash Health.
A streamlined approach to
inventory management where
data is uploaded directly to
the procurement system has
now been implemented to all
wards. As part of this initiative,
Monash Health was able to
reduce its inventory holding by
approximately $4million.
The CAC also has a watching

brief of strategic committees as
part of regular reporting at each
CAC meeting including: Monash
Health Board of Directors
The bed-based interpreter

service has reduced the use
of contractors by employing
additional staff to improve the
provision of interpreting services
to patients while at the same
time reducing overall costs.
Additional Mandarin/Cantonese,
Greek, Khmer and Vietnamese
interpreters have been employed.
Our subscription to the social

media site LinkedIn is significantly
improving our recruitment efforts
with a targeted approach to
finding employees. The service
allows us to directly advertise to
appropriately matched LinkedIn
professionals. This approach
allows us to present our career
opportunities, employer brand
and organisational information
to a broader range of candidates
we would otherwise have been
unable to reach while saving
recruitment costs.
Strategic Goal 5:
Workforce innovation and

knowledge
Monash Health has been awarded

the Australian Sonographers
Association Employer of the Year
at the 2013 Annual Scientific
Meeting of the Australian
Sonographers Association.
Our environmental performance
We proudly opened Australias first

3D imaging laboratory at Monash
Medical Centre Clayton allowing
doctors to view much clearer and
more detailed picture of organs,
skeletal problems and tumors
making it ideal for oncologists,
cardiologists, heart specialists
and orthopaedic surgeons. This
faster and more accurate imaging
also reduces the waiting times for
test results compared to traditional
CT scan or ultrasound.
A new generator at Cranbourne

Integrated Care Centre ensures
our services can continue
uninterrupted even during a
power failure. This removes the
risk of disruption for patients and
staff if the surrounding power
fails, and means dialysis and
day surgery can continue without
interruption.
Seventy senior leaders came

together for an all-day Patient
First Transformation Boot Camp
where participants were presented
with the findings from a pro-bono
McKinsey & Company review
into patient flow and resulted
in valuable contributions to the
transformational activities currently
underway across the organisation.
During 2012, we installed

variable speed drives to the
heating and cooling pumps, car
park extraction fan and kitchen
air conditioning fan at Monash
Medical Centre Clayton. The
new drives have made a
significant impact on the running
costs associated with this
equipment which has decreased
our carbon footprint as well as
creating savings of approximately
$184,250 per annum.
A new forum called the Clinical

Practice Review was launched
by the Monash Innovation and
Quality team to help clinical staff
improve their practice through
reflecting on past cases. Cases
that have important organisation
wide outcomes are selected for
the forum, which is facilitated to
focus on improving future care.
A number of major Information

Technology contracts for
software and hardware have
been renegotiated resulting in
improved services at significant
cost savings.
All capital projects are also

designed and built with a key
focus on sustainable practice.
Our designs encompass features
that ensure our developments
provide the best healing
environments for our patients.
Allied Health staff across Monash

Health provided supervision
and support to a record number
of students, recording a 52%
increase in placement days
over the last year. This was
made possible by the team of
allied health managers, student
coordinators and clinicians who
have been working together to
provide support, leadership and
training to supervisors of all allied
health students.
Allied Health has developed the
Monash HealthAllied Health
Competency Framework to
define and assess the workplace
competence of the allied health
workforce.
10
It supports changing scope

of practice, health workforce
innovation and reform and the
implementation of safety and
quality initiatives. The Department
of Health will be utilising this
framework in a partnership
project to develop a statewide
Governance Framework for
Professional Practice in Allied
Health Practice. The framework
is also being used as part
of an Allied Health Assistant
Competencies Tool Kit and forms
part of a suite of resources for
public health services across the
state.
Monash Health was successful
in obtaining funding for the
implementation of the Aboriginal
Nursing and Midwifery Cadetship
program. Four Aboriginal nursing
cadets have been employed as
nursing attendants and will act as
family liaison personnel. They
will attend ward and allied health
rounds, identify families in need,
and then act as an advocate or
liaison between the family and
the relevant nursing and allied
health staff.
Under their scope of practice
the objective is to familiarise
the cadet with the clinical
environment and personnel,
whilst enhancing and
consolidating advocacy and
communication skills.
Under the leadership of the Chief
Executive a Monash Health
Young Leaders Council has been
established supporting emerging
leaders in developing their growth
and leadership capabilities. The
program is also designed to
provide a dialogue with Monash
Healths senior leadership and to
encourage innovative thinking.
MonashHeart performed two live
cases via satellite to the largest
cardiology meeting in the Asia
Pacific, CardioVascular TCTAP
2013. Both cases were performed
simultaneously in two cardiac
catheterisation laboratories to
a live audience of over 5,000
cardiologists from Asia Pacific
who congregated in Seoul, Korea
for the conference. The highlight
was Professor Ian Meredith and
the team implanting a Lotus
Valve, the first time this new
heart valve had been seen by
Asia Pacific cardiologists. It was

the first time a Lotus heart valve
implantation had been performed
as a live case in the world.
the chance to have face-toface communication and they

welcomed the new and improved
system.
Monash Healths Bariatric

Patient Safety Project conducted
at Kingston Centre has been
recognised by Worksafe and
will move to the next stage of
the 2013 WorkSafe Awards.
The project was undertaken
to address emerging issues
related to the care of the bariatric
patients at the Kingston site and
the safety of those providing that
care and rehabilitation.
Monash Health started the

Worker Health Checks program
called WorkHealth in 2009
and in 2012 partnered with
Springboard Health and
Performance to continue to
provide the checks. Since
2009 nearly 3,800 checks have
been completed. The aim of
WorkHeatlh is to improve the
health and wellbeing of workers
by providing them the opportunity
to attend a free, voluntary check
in the workplace. WorkHealth
participants receive immediate,
practical health and lifestyle
advice based on their results.
More than 4,000 nurses from

around the world attended the
International Council of Nurses
25th Quadrennial Congress
which offered delegates the
opportunity to visit local health
services. Monash Health proudly
hosted visitors from around the
world at Monash Medical Centre
Clayton, Dandenong Hospital and
Chestnut Gardens.
Monash Doctors is the new
name for our medical community
which endeavours to build an
instantly recognisable brand
identity and build stronger clinical
engagement for Monash Health
medical staff.
Simulation of wound and foot
care has been launched within
our podiatry department.
Students use plastic models to
practice wound debridement,
instrument handling, wound
dressing choices, padding to
offload areas of pressure and
total contact casting. Students
have reported these simulation
training workshops have prepared
them for the work they need to
perform while on placement.
We have reviewed our
Occupational Health and Safety
(OHS) Management System and
had excellent feedback from our
customers. We have reduced
the complexity of the system
by removing some elements
and layers. The system is
risk management focused and
resources are focused in high
risk areas. Audits are conducted
by the OHS team. Managers
are reporting they have a
greater understanding of OHS
requirements, they appreciate
From November 2012 to

February 2013 a series of Interprofessional Learning Centres
were delivered to the Residential
Aged Care Services (RACS)
executive team and ward
leaders. The design incorporated
realistic simulations, such as
planning meetings with team
members and performance
discussions with direct reports,
and the completion of a series
of behavioural assessments.
Participants were assessed
against capabilities from the
Monash Health Capability
Framework.
Each participant was assigned a
senior leader during the Learning
Centre from within Monash
Health who acted as a coach to
provided immediate feedback
after each of the assigned
activities. Confidential individual
reports were provided and
development plans put in place
as a result.
The iBelong: Working With
Others program was launched
in October 2012. The 20-minute
online program was developed
to educate and focus on the
importance of creating an
inclusive work environment free
from harassment, discrimination
and bullying. The competencybased program has been
designed for all Monash Health
employees to complete every
three years. More than 8,500
employees have completed the
iBelong online program.
Staff
achievements
We take great pride in recognising

and celebrating the achievements
of our staff, volunteers and
supporters. Congratulations to our
dedicated team members who were
recognised for their outstanding
achievements during 2012-2013
including:
Professor Euan Wallace was
appointed the Head of the
Department of Obstetrics and
Gynaecology at Southern Clinical
School, Monash University
and was awarded an Order of
Australia (OA) in June 2013
for his significant service to
medicine, particularly in the areas
of obstetrics and gynaecology.
A number of our staff and
supporters were recognised with
Australia Day honours in January
2013. MonashHeart surgeon,
Associate Professor Andrew
Cochrane, was awarded a
Member of the Order of Australia
(AM); Neurologist Professor
Robert Iansek and coordinator
of the Family Language Program
Maggie Lynch both received an
Order of Australia Medal (OAM);
and our President of the Central
Council of Auxiliaries Mrs Pat
Huggins, OAM, was Glen Eiras
Citizen of the Year.
Chief Executive Shelly Park
completed the Vincent Fairfax
Fellowship program at the
Centre for Ethical Leadership
at Melbourne Business School
following the receipt of a
scholarship. Shelly is actively
using the outcomes from this
program to develop an enhanced
Culture of Safety across
Monash Health by building
on programs such as the falls
prevention program and Target
Zero.
We recently had two successful
applicants receive scholarships
for the Doctor of Business
Administration (DBA) program
at the Australian Institute
of Business. Paul Jurman,
Director Information Technology
Services, will research homebased telehealth supported selfmanagement for chronic disease
conditions and Fiona McAlinden,
Allied Health Director, will
11
examine constraints and identify

opportunities to improve the
current referral practices to Allied
Health services in the bed-based
services.
Each year our nurses and

midwives are recognised at
the Monash Health Nursing
and Midwifery Awards and
Scholarships Dinner. Ms Sue
Coles, Nurse Unit Manager
at Casey Hospital Emergency
Department was named Nurse of
the Year.
serve in this role for two years

2013-2015 and then serve as
President 2015-2017 of the
Endocrine Society of Australia.
Professor Teede has been on
Council for several years and
will now be the first female
endocrinologist to serve as
President.
Dr Anna Rosamilia, Head of the

Monash Health Pelvic Floor Unit
(PFU), was elected treasurer of
the International Urogynaecology
Association (IUGA).
Nephrologys Access Nurse

Coordinator, Mechelle
Seneviratne won the Operation
Angel award from Kidney
Health Australia that recognises
outstanding people who have
made exceptional contributions to
the community.
Associate Professor Ken Lau,

from Diagnostic Imaging, won
the Wiley-Blackwell Best Exhibit
Award at the Asia-Oceanic
Congress of Radiology 2012.
Professor Rob McLachlan, Head

of Prince Henrys Institutes
Clinical Andrology Laboratory and
Deputy Head of Monash Healths
Endocrinology Department,
was named 2014 Hoffenberg
International Medallist in
recognition for his outstanding
contribution to the field of
endocrinology as a member of
the scientific community outside
of the United Kingdom.
Associate Professor Michelle

Leech, Monash Medical Centre
Rheumatologist and Director of
Clinical Teaching Programs for
the MBBS program at Monash
University, received the Australian
Medical Students Association
(AMSA) 2012 National Teaching
Award and was also the recipient
of the 2013 Deans Award
for Excellence in Education
(Innovation in Teaching).
Dr Sebastian Hobson, Ms
Simone Gibson, Mrs Samantha
Sevenhuysen and Dr John
Cheek were the recipients of
the 2013 Emerging Researcher
Fellowships.
Dr Greg Tesch, Head of Monash

Health Diabetes Research at the
Nephrology Laboratory, has been
awarded the T J Neale Award
for Outstanding Contribution to
Nephrological Science.
Nephrologist Dr Jessica Ryan

won the 2013 ISN World
Congress of Nephrology
(APSN) Top Basic Science
from a Developed Country
young investigator prize while
undertaking her PhD with the
Department of Nephrology and
Monash University.
Professor Linda Kristjanson was

awarded the Bethlehem Griffiths
Research Foundation medal
for her outstanding contribution
to palliative care research and
education over three decades.
Dandenong Hospital Emergency

Physician, Sheila Bryan, was
awarded the Teaching Excellence
Award from the Australasian
College for Emergency Medicine
(ACEM).
Dr Tom Manley, Gynaecology

Endoscopy Unit Fellow for
and Monash Health, was
awarded for an Outstanding
Oral Presentation at the Annual
Scientific Meeting of Australasian
Gynaecological Endoscopy and
Surgery Society (AGES).
Professor Eric Morand, Director
of Rheumatology was appointed
Head of the Southern Clinical
School of the faculty of medicine,
nursing and health sciences at
Monash University.
12
Dr Bruce Campbell received the

2012 Young Researcher of the
Year award for his research on
the use of advanced imaging to
improve our understanding of the
treatment of stroke.
Dr Simon Craig, Director of

Clinical Training Clayton, was
awarded the Australasian
College for Emergency Medicine
Research award.
Dr Tanya Davison, Senior
Research Fellow, Aged Mental
Health Research Unit, MONARC,
was awarded the Alastair
Heron Prize by the Australian
Psychological Society College of
Clinical Psychologists.
Dianne Cameron,
Physiotherapist/Adjunct Research
Fellow, Clinical Research Centre
for Movement Disorders and
Gait, MONARC, won an award
for an Outstanding Presentation
on Balance, Gait and Falls for
her podium presentation at the
Parkinsons Australia National
Conference.
Adjunct Professor Cheyne
Chalmers, Executive Director
Nursing, Midwifery and Support
Services, was awarded the
2012 Deakin University Health
Super Nursing and Midwifery
Leadership Award for Exemplary
Leadership and Dedication to the
Profession.
Dr Louis Huang, Associate

Professor David Nikolic-Paterson,
and Dr Greg Tesch from Monash
Health Nephrology Laboratory
were awarded for their work in
renal science at the Australian
and New Zealand Society of
Nephrology meeting in Auckland.
Dr Cate Lombard, a Monash

University researcher working in
partnership with Monash Health,
has been recognised with the
BUPA Health Foundation National
Research Award for her work
in preventive health including
important research undertaken
at Monash Health to improve
healthy lifestyles in pregnancy.
Professor Helena Teede, Director

of Diabetes and Vascular
Medicine was voted in as
President elect of the Endocrine
Society of Australia. Helena will
Dr Andrew Edwards of Monash

Womens presented at the
World Congress on Ultrasound
in Obstetrics and Gynecology in
Copenhagen and was awarded
the Best Research Prize.

Subsequently, this work has been
presented at the Australasian
Society for Ultrasound in
Medicine Annual Scientific
Meeting in Sydney and, again,
was awarded the Best Research
Prize.
At the Annual Scientific Meeting
of the Australasian Society of
Ultrasound in Medicine, three
Monash Health sonographers
took home significant awards:
o Glenda McLean won Best
Sonographer Research for her
work comparing 2D and 3D
imaging of the neonatal brain
o Keith Van Haltren won
Best First Time Presenter
for his study of ventricular
measurement in the second
trimester fetus
o Greg Curry was awarded
Best Poster award for his
retrospective analysis of
the arterial supply to renal
transplants.
Each year, Monash Health enters
projects, teams and individuals
to the Victorian Public Healthcare
Awards. These Awards are an
opportunity to showcase our work
and staff. We had three finalists,
Police and Community Triage,
Cleaning Innovations and the
iPad iCare field-testing project,
all of which achieved a Highly
Commended award.
Interpreter, Ana Maria Cek was
awarded a Victorias Multicultural
Award for Excellence 2012 for
outstanding achievements in
promoting the cultural diversity of
Victorias community.
Celebrating
our services
Throughout the year we celebrated

the diverse range of services we
offer. The 2012-2013 events have
included:
Dandenong Hospital celebrated
its 70th anniversary. The hospital
has evolved from a community
hospital to a modern tertiary
service with over 520 beds.
More than 100 of our dedicated
past and current staff, members
of the Aboriginal community,
media and local supporters,
met in February 2013 when the
history of Dandenong Hospital
and its links with the Aboriginal
community was celebrated.
A plaque acknowledging the
Wurundjeri people, the traditional
custodians of the land on which
Dandenong stands, was unveiled
following a traditional welcome by
Senior Elder Aunty Pat Ockwell,
and a smoking ceremony to
cleanse those present.
The South East Centre Against
Sexual Assault (SECASA)
celebrated 35 years of service
with a birthday event held in
September 2012.
celebrated its 25th anniversary in
November 2012.
The Nutrition and Dietetics
Depatment at Dandenong
Hospital held a hospital-wide
event to celebrate Australias
Healthy Weight Week. The event
aimed to raise awareness of
healthy morning tea ideas for
hospital staff. The Anthropometry
Station assisted staff to calculate
their Body Mass Index, focusing
on healthy weight and waist
circumference.
Medication Safety Week 2013
was hosted by the Medication
Safety Committee with the aim
of improving awareness of safe
medication practices at Monash
Health and highlight issues such
as high-risk medications and
documentation of medication
allergies.
DonateLife Week provided

an opportunity to talk about
organ and tissue donation.
Monash Health employs a
team of donation specialists,
whose role is to recognise and
facilitate donation, educate
health professionals, as well as
providing support and guidance
for families and staff involved in
the donation process.
World Kidney Day offered
opportunities to learn more
about kidney health, participate
in quizzes and have free blood
pressure checks.
To mark National Palliative Care
Week, McCulloch House set up
an interactive information display
at Monash Medical Centre
Clayton where staff and visitors
were able to place a message
card on a heart string in memory
of a loved one passed.
Monash Childrens Hospital
celebrated National Childrens
Week 2012 with a range of
activities for patients and their
families. The festivities included
parties, workshops, activities,
events and special guest visits
at Monash Childrens wards
across all sites. Patients and
families enjoyed visits by
costumed characters, Cosentino
the Illusionist, baby animals
from Healesville Sanctuary and
a special guest visit from Radio
Lollipop. The week ended with
the first Monash Childrens
Hospital Community Day.
Occupational Therapy Week
2012 celebrated a profession that
is committed to helping people
improve their everyday skills in
order to perform activities of daily
living independently.
Thank you
We would like to extend our sincere
thanks to our staff, board, executive
management team, volunteers,
auxiliaries and supporters for their
continued dedication to the delivery
of excellent care for our community.
Our great team of staff are Monash
Healths most important asset. We
truly value the diverse skills our
team have across the organisation
and it is through this team that we
13
are able to offer care across the

entire lifespan to the people of
Melbournes south east.
Our many partners in service
delivery, research and education;
and our donors, auxiliary members
and volunteers also continue
to play a major role in our care
provision and we are immensely
grateful for their ongoing support.
During 2012-2013 we welcomed a
new Board member Professor Greg
Bamber to our dedicated team of
Board members whose leadership
and support is invaluable to the
success of Monash Health.
A heartfelt thank you to each and
every individual who has played
a part in providing care for our
community in 2012-2013.
Community Support
We are fortunate at Monash Health
to be supported by more than
300 enthusiastic and committed
volunteers.
These community-minded
individuals freely give their time
and talents to roles as diverse
as guiding visitors around our
hospitals, providing assistance
to patients in our emergency
departments, and supporting
rehabilitation programs.
We receive valuable feedback
and input from the contribution
of consumers and community
members to advisory committees
and consumer panels.
Our five auxiliaries continued
their fundraising with a total of
$54,863 raised to purchase medical
equipment and support the work
of Monash Health. This year saw
the closing of the Seasons Group
which had raised funds through
the sales of Christmas cards since
1996, and we pay tribute to the
hard-working members, particularly
its founder Mrs Elsie Ferguson.
Monash Health Foundation
The Monash Health Foundation
oversees the development of
the philanthropy across Monash
Healths services and facilities.
14
Fundraising revenue for 2012-2013

totalled in excess of $4 million
which is our best ever fundraising
result.
One of our major campaigns for
2012-2013 - the Monash Health
Foundations 2013 Love Your Heart
Week campaign - raised more than
$70,000 toward the $100,000 target
that has now been achieved for
MonashHeart.
The aim was to raise funds to
purchase and implement Acute
Cardiac Care Smart Screens for
Dandenong Hospital and Monash
Medical Centre Clayton. The
screens will be used to display
dynamic, interactive images of the
patients condition, the surgical
procedure performed, and the
expected post-operative recovery
process.
The highlight of the week was
a special live broadcast, when
3AW brought its studio to Monash
Medical Centre Clayton.
Thank you to our many generous
individual, community and
philanthropic donors who have
supported us throughout the year,
including:
The Danks Trust generously
awarded Monash Health
$100,000 for the renovation
and refurbishment of a flat in
Wright Street Clayton which will
accommodate Aboriginal patients
and their families from rural
Victoria who are accessing health
care services at Monash Medical
Centre Clayton. The upgraded
facilities will have an enormous
impact on supporting many
Aboriginal families in the region
for many years to come.
The Bayside Blue Healers
raised $30,000 for the Monash
Childrens Cancer Centre at
their annual golf day. These
funds will be utilised for an
adolescent educational centre
within the new Monash Childrens
Cancer Centre expansion. The
Blue Healers have generously
supported the centre for the past
eight years with funds raised
enabled the purchase of a
portable anaesthetic machine and
the renovation of the outdoor play
area.
Over the past nine years, Patrick

Tessier and his Salesforce team
have raised over $1.4 million for
the Monash Childrens Cancer
Centre through the Baileys Day
golf and luncheon. In 2012, they
raised over $200,000.
Judy Allatt and Silla Moller,
founders of Belleveue
Philanthropy held an Oaks Day
luncheon in November 2012
and raised $29,000 to fund
the position of a part time play
therapist in Monash Childrens
Hospital Emergency Department.
Collier Charitable Fund awarded
Dandenong Hospital a grant of
$17,865 for the purchase of vital
equipment for coronary care
patients; plus a grant of $17,800
to McCulloch House in Clayton
for the continuation of their
Human Rooms project.
After holding a very successful
Pink Dinner Brighton Grammar
raised over $15,000 in support
of Monash Womens. The funds
raised will help Monash Womens
upgrade areas of their post-natal
unit at Monash Medical Centre
Clayton.
The R. E. Ross Trust awarded a
$14,000 grant to produce a short
health promotion film regarding
female circumcision entitled
Empowering Change.
Lions Club of Oakleigh
generously donated $13,000 for
the purchase of a blood gases
machine for Monash Childrens
Hospital. This piece of equipment
will allow staff to measure oxygen
levels in the patients blood and
determine their organ function
without having to take the test to
the lab for results. This means
faster diagnosis and treatment
and more staff on the ward.
We also gratefully acknowledge the
many anonymous donors who have
generously given to the Monash
Health Foundation over the last
year. While we respect their
request for privacy we would like
them to know that their gifts have
made an amazing difference.
It is through the support of our
generous donors and supporters
who continue to help us achieve
these stunning fundraising results
and allow us to continue to provide

patient centered care to our
community.
We also acknowledge the
ongoing support of the Victorian
Government, Victorian Department
of Health and Commonwealth
Government.
It is their ongoing funding which has
allowed us to continue to deliver
high quality health care to the
people of Melbournes south east.
Thank you
to our supporters
Major supporters
Baileys Day
Bellevue Philanthropy
Chain Reaction
Childrens Cancer Centre Foundation

Kids with Cancer Foundation
The Bayside Blue Healers
The Danks Trust
Mates on a Mission
Moose Enterprise
Woolworths
Zouki Enterprise
Zouki Monash
Partners
Clown Doctors
Healesville Sanctuary
Radio Lollipop
Ronald McDonald House Monash

Starlight Childrens Foundation
Philanthropic supporters
ANZ Trustees
Collier Charitable Fund
Community Broadcasting Foundation

Felice Rosemary Lloyd Trust
Louis and Lesley Nelken Trust

Scleroderma Victoria
State Trustees
Telstra Foundation
The Grosvenor Foundation

The R. E. Ross Trust
Victorian Lions Rheumatism and Arthritis

Medical Research Foundation
Victorian Womens Trust
We are immensely proud of the

many organsiational achievements
in 2012-2013, the last year of our
current Strategic Plan.
These achievements are a direct
reflection of the commitment shown
by our team of staff, volunteers,
partners and supporters to
providing the very best care to
our community. We look forward
to continuing to work together as
we approach the start of our new
Strategic Plan 2013-2018.
Barbara Yeoh
Chair, Board of Directors

Shelly Park
Chief Executive
Corporate supporters
Medicare Dandenong
A2 Dairy Products
Nursing Australia
3AW
All Souls Opportunity Shop

Artist Photographer
Avant
Bank of Melbourne
BankVic (formerly Police Credit)

Berwick Opportunity Shop
Belmore Nurses Bureau
Bounty Services
Bunurong Land Council

Cardinia Shire Council
City Life Church
Commonwealth Bank Clayton Branch

Covidien
Dandenong Crime Investigation Unit
First State Super (Formerly Health Super)

Fitness First
Friends of the Children Foundation

Good Guys Dandenong
HESTA
Hilton Manufacturing
HUGS
Iveco Trucks Dandenong

Kids with Cancer Project
Leader Community Newspapers
Museums Australia Victoria

Pacific Trends
Philips
Prime Group
Ricoh
Ride on Entertainment
Ritchies Community Benefit Program

ROMAC
Rotary Club of Casey
Rotary Club of Clayton
Rotary Club of Dandenong
Rotary Club of Dandenong South East

Rotary Club of Emerald
Rotary Club of Huntingdale

Rotary Club of Monash
Rotary Club of Mordialloc

RSL Clayton
Sanofi Aventis
Semaphore Consulting
Siemens
Sofa Concept
Toshiba Medical Division

Vawser and Associates
Verathon Medical Australia Pty Ltd
Lions Club Carnegie
Auxiliaries
Lions Club Endeavour Hills
McCulloch House Auxiliary
Lions Club Dandenong

Lions Club Lyndhurst
Lions Club Moorabbin
Lions Club Mulgrave and Sandown

Lions Club Noble Park
Lions Club Oakleigh
Lions Club Victoria
Lions Club Waverley

Lunico Hotel
Maxxia
Clayton Auxiliary
Monash Kids Support Group
Moorabbin Hospital Ladies Auxiliary

Seasons Group
MonashHealth
Foundation
Medibank
15
Our sites,
services and staff
Monash Health provides services to a quarter of metropolitan Melbournes

population. We also play a significant role in providing regional and state-wide
specialist services for Victoria.
Our
sites
We provide quality public health care in our community from over 40 care locations
across south eastern Melbourne, including major tertiary and secondary hospitals,
aged residential care centres and an extensive network of rehabilitation, community
health and mental health facilities.
is a 640 bed teaching and research
hospital of international standing
providing a comprehensive range
of specialist surgical, medical, allied
health and mental health services
to our community.
This tertiary site is a designated
national provider of renal and
pancreatic transplants, and
statewide provider of thalassaemia
and childrens cancer services. It
is also the base for MonashHeart,
a centre of excellence in cardiac
assessment, treatment and
research, and Monash Childrens,
the third largest provider of
paediatric services in Australia.
Uniquely offering maternity and
newborn services integrated on the
one site, Monash Medical Centre
Clayton provides one of Victorias
largest womens health services
through Monash Womens. It is
also renowned for mens health
services and ambulatory models of
care.
McCulloch House, located on
site, is a 16 bed facility providing
palliative care for people within
our catchment area with advanced
progressive disease.
16
Dandenong Hospital is a 573 bed

hospital providing a wide range of
health services to the people living
and working in Dandenong and
surrounding areas. The hospital
provides a number of general
and specialist services. These
services include general medical
and surgical, an intensive care
unit, MonashHeart cardiac care
centre, rehabilitation and aged
services, pathology, radiology,
maternity services, special care
nursery, Monash Childrens,
outpatients, day chemotherapy,
home haemodialysis, mental health
services and allied health services.
Dandenong Hospital also provides
specialist services including
orthopaedic, plastics, vascular,
facio-maxillary, gynaecology,
respiratory and infectious diseases.
Casey Hospital is a 243 bed

hospital serving one of the fastest
growing areas in Melbournes
outer east. Services include
an emergency department,
general medical, mental health,
rehabilitation, surgical and
ambulatory care services, maternity
and a special care nursery. The
hospital is a provider of paediatric
services for Monash Childrens and
gives access to the leading cardiac
services of MonashHeart.
Moorabbin Hospital is a 135 bed

hospital incorporating Monash
Cancer Centre, one of Victorias
leading cancer treatment centres
operating in partnership with Peter
Mac Cancer Centre. The hospital
also offers elective surgery, shortstay care and dialysis. Home to
Victorias first Patient Simulation
Centre, the hospital plays a major
role in the education and training of
undergraduate and postgraduate
medical students, nurses and allied
health professionals. The hospital
hosts the Southern Melbourne
Integrated Cancer Services and is
a centre for research, in particular a
major contributor to cancer related
research.
Cranbourne Integrated Care
Centre provides a range of sameday acute and sub-acute services
including surgery, renal dialysis,
specialist consulting services,
regional ophthalmology services
and mental health services. It
also provides the local community
with access to community health
services and a community
rehabilitation centre.
Kingston Centre is a 136 bed

transition care program and subacute facility specialising in high
quality rehabilitation, functional
restoration, transitional care, aged
care and aged mental health. Its
highly regarded rehabilitation
program focuses on restoring
function after illness or injury
with the full range of allied health
services provided to adults of
all ages. The centre provides
specialist services for older people
including aged care assessment,
cognitive dementia and memory
services. It also offers, a falls and
balance clinic, pain clinic, clinical
gait analysis and continence
service. It is at the forefront of
research into movement and gait
disorders, aged mental health and
geriatric medicine.
Aged residential care is provided
for 165 residents requiring high
care at Allambee Nursing Home,
Cheltenham; Chestnut Gardens
Aged Care, Doveton; and
Yarraman Nursing Home, Noble
Park. Mooraleigh Hostel, East
Bentleigh and AG Eastwood Hostel,
Cheltenham are home to
89 residents requiring low care.
Community rehabilitation
services are provided from
centres at Kingston, Clayton,
Doveton, Springvale, Dandenong,
Cranbourne and Pakenham
and in clients homes through
the Rehabilitation In The Home
services.
Community services are provided

through a number of services
including Community Support
Options, Greater Dandenong
Community Health and CardiniaCasey Community Health.
Our services place the client at the
centre of all interactions. We take
into account the clients personal
preferences, cultural beliefs and
values, their family and lifestyle
situations.
Our client is an integral member
of the care team who is involved
in all decision making. We aim to
empower and prepare clients to
manage their health and health
care. A particular focus is placed on
ensuring access for those with or
at risk of poorest health status and
those most in need.
Our staff are located across 11
sites (Cranbourne Integrated
Care Centre, Mundaring Drive,
Cockatoo, Doveton, Kingston,
Berwick, Pakenham, Parkdale,
Springvale, Thomas and David
Streets Dandenong).
Mental health services are

provided through hospital and
community based facilities. Our
comprehensive range of services
for children, youth and adults
experiencing mental health
issues include the South East
Alcohol and Drug Service; a
telephone psychiatric triage
service; community and inpatient
perinatal, child and youth services;
crisis assessment and treatment
teams and enhanced crisis
assessment and treatment teams
(Monash Medical Centre Clayton,
Dandenong Hospital, Casey
Hospital); consultation liaison
psychiatry; primary mental health
teams; community care teams;
mobile support and treatment
services; acute inpatient care;
secure extended care services;
perinatal infant service including
an inpatient unit; eating disorders
services; prevention and recovery
care services; community
residential and rehabilitation
services.
Services are provided at each

site by multi-disciplinary teams of
Allied Health workers including
physiotherapists, podiatrists,
occupational therapists, dietitians,
counsellors, speech pathologists,
nurses, health promotion
practitioners, and exercise
physiologists.
We also run a wide variety of
groups to support social inclusion
and better health. Self management
is central to our care. We aim to
empower and prepare clients to
manage their health and health
care across all levels of the care
continuum.
Community Support Options is a
community care service offering a
range of services to assist people
who are aged or have a disability.
Respite services are also provided
to support carers.
17
Our
services
We uniquely provide our community integrated primary, secondary and

tertiary health care in one organisation, offering over 250 different programs
and services.
Allied Health
Chief Operating Officer Monash Clayton Sector
Mr Adam Horsburgh
General Manager
Ms Donna Markham
Aboriginal Health
Allied Health
Allied Health Clinical Research
Unit
Dietetic Services
Exercise Physiology
Interpreter Services
Music Therapy
Occupational Therapy
Orthotics
Physiotherapy
Podiatry
Psychology
Social Work
Sexual Assault
Speech Pathology
18
Ambulatory and
Community Care
Mr Adam Horsburgh
General Manager
Ms Kate MacRae
Aboriginal Health
ACCESS
Acquired Brain Injury: Slow to
Recover Program
Aids to support people with a
disability
Allied Health
Assisting Care and Housing for
the Aged
Birthing Support
Childrens Early Intervention
Chronic Disease Management
Clinical Gait Analysis Service
Cognitive Dementia and Memory
Service
Community Access Service
Community Aged Care Packages
Linkages
Community Health Services
Cardinia-Casey and Greater
Dandenong
Community Nursing
Community Rehabilitation
Home and Centre Based Care
Continence Clinic
Counselling and Casework
Diabetes Education and
Management
Domestic Violence Support
Falls and Balance Clinic
Family Planning
Financial Counselling
General Practitioner Liaison
HACC - Aged and Disability

Support
Health Information and Referral
Health Promotion and Education
Healthy Mothers Healthy Babies
Program
Hospital In The Home
Hospital In-reach Residential
Care Facilities
Hospital Admissions Risk
Program
Housing
In-reach
Intake Services
LIAISE support for people with
acquired brain injury
Mobile Access Services Team
Medicare Local Liaison Unit
Mens Health
Movement Disorders Clinic
Movement Disorders Community
Support Program
Needle Syringe Program
Optometry
Oral Health (Dental)
Outpatient Services Specialist
Clinics
Pain Clinic
Planned Activity Groups
Post-Acute Care
Post Sub-Acute Care
Primary Care
Refugee Health
Respite Service
South East Advocacy and
Support
Self Management Programs
Sexual and Reproductive Health
Program
Young Adults Transition Service
Youth Health
Critical Care Program

Chief Operating Officer Monash South East Sector
Mr Siva Sivarajah
Program Director
Dr Bill Shearer (until 1/2/13)
Dr John Monagle (from 1/2/13)
General Medicine
Program
Mr Adam Horsburgh
Program Director
Professor Don Campbell
Director of Nursing
Ms Karlene Willcocks
Director of Nursing
Ms Trish Dito
Anaesthesia
Intensive Care
Operating Theatres
Peri-operative services
Pharmacy Services
General Medicine
Acute Assessment Unit
Hospital In The Home
Emergency Medicine
Program
Mr Adam Horsburgh
Program Director
Professor George Braitberg
Director of Nursing
Ms Jennine Harbrow
Emergency Department
Dandenong Hospital
Casey Hospital
Paediatric Emergency Medicine
Specialty Program
Mr Adam Horsburgh
Program Director
Professor Julian Smith
Director of Nursing
Ms Sharon Wood
Breast Services
Cardiac CT
Cardiac Care
Cardiac Rhythm Management
Cardiothoracic Surgery
Echocardiography
Interventional Cardiology
MonashHeart
Neurology
Neuropsychology
Neurosurgery
Ophthalmology
Paediatric Cardiology
Stroke
Thoracic Surgery
Specialty Medicine
Program

Mr Siva Sivarajah
Program Director
Associate Professor Richard King
Director of Nursing
Ms Lynne Bickerstaff
Aged Persons Mental Health
Aged Persons Residential Care
Clinical Genetics
Clinical Haematology
Clinical Immunology
Clinical Nutrition and Metabolism
Cognitive Dementia and Memory
Service
Continence Clinic
Dermatology
Diabetes
Diabetes Education
Diagnostic Imaging
Endocrinology
Falls and Balance Clinic
Gastroenterology
Geriatric Medicine Outpatient
Clinic
Haemodialysis
Infectious Diseases and Clinical
Epidemiology
Interventional Radiology
Medical Assessment and
Planning Unit
Medical Oncology
Monash Ageing Research Centre
Movement Disorders Clinic
Nephrology
Oncology Day Care
Pathology
Peritoneal Dialysis
Radiology
Renal and Pancreatic
Transplantation
Respiratory and Sleep Medicine
(Adult)
Rheumatology
Sub-acute Inpatient Services
Supportive and Palliative Care
Thalassaemia
Young Adults Transition Service
19
Surgery Program
Mr Siva Sivarajah
Medical Director
Mr Al Saunder
Director of Nursing
Ms Shirlee Graham
Audiology
Colorectal Surgery and Stoma
Therapy
Endocrine Surgery
Ear, Nose and Throat Surgery
General Surgery
Oral and Maxillofacial Surgery/
Dental /Cleft Palette
Orthopaedic Surgery
Plastic and Reconstructive
Surgery
Upper Gastrointestinal and
Hepatobilary
Urology
Vascular and Transplant Surgery
20
Womens and Childrens

Program
Mr Adam Horsburgh
Medical Director
Professor Nick Freezer
Director of Nursing
Ms Kym Forrest
Monash Womens:
Birth Centre Team

Contraceptive Counselling
Delivery Suite
Endometriosis Service
Fetal Diagnostic
General Obstetrics
Gynaecology
Gynaecology Endoscopy
Gynaecology Oncology
Lactation Consultant
Maternal Fetal Medicine
Menopause Service
Menstrual Management
Midwifery Care Unit
Midwives in Partnership
Multiple Pregnancy Service
Obstetric Metabolic Service
Pelvic Floor Disorders
Perinatal Services
Reproductive Medicine
Victorian Fetal Therapy Unit
Monash Childrens:
Adolescent Medicine
Childrens Cancer Centre
Cardiology
Child and Adolescent Psychiatry
Developmental Disabilities
Dental
Diabetes
Eating Disorders
Emergency
Endocrinology
Ear, Nose and Throat (ENT)
Forensic Medicine Service
Gastroenterology
General Paediatrics
Genetic Services
Growth and Development
Haematology
Hearing Services
Imaging
Infectious Diseases
Intensive Care
Melbourne Childrens Sleep
Centre
Monash Childrens at Home
(formerly Carelink)
Monash Newborn
Neurology
Neurosurgery
Orthopaedics
Plastics
Quality
Rehabilitation
Renal and Continence Renal
Transplantation
Respiratory Medicine
Rheumatology
Surgery
Urology
Mental Health Program

Executive Director
Ms Anne Doherty
Operational
Early in Life Mental Health

Service (ELMHS)
Ms Lisa Lynch
Adult
Mr Umit Agis
Community, Access and
Partnerships (CAPS)
Mr George Osman
Professional
Medical Director
Associate Professor
David Barton
Director of Nursing
Ms Jakqui Barnfield
Director Allied Health
Ms Elizabeth Scutt
Director Psychology
Dr Melissa Casey
Director Consumer and
Carer Relations
Ms Vrinda Edan
Adult Mental Health Acute
Adult Acute Inpatient Units
Crisis Assessment and Treatment
Teams (CATT)
Enhanced Crisis Assessment and
Treatment Teams (ECATT)
Inpatient Units
Psychiatric Triage Service
Adult Mental Health Services
Clozapine Clinic
Community Care Units (CCUs) Doveton and East Bentleigh
Continuing Care Teams
(CCT) - Middle South, Clayton,
Dandenong, Casey, Cranbourne
Mobile Support and Treatment
Teams (MST) Middle South,
Dandenong
Secure Extended Care Unit

Psychiatric Assessment and
Recovery Care Service
Springvale and Clayton
Early In Life Mental Health
Service
Adolescent Recovery Centre Day Program
Community Teams - Dandenong,
Casey, Frankston
Eating Disorder Service
Early Psychosis - Recovery and
Prevention of Psychosis Service
(RAPPS)
Integrated Perinatal and Infant
Mental Health Team (Outpatient
Team)
Intensive Mobile Youth Outreach
Service
Mother and Baby Unit
Monash Health Butterfly Eating
Disorder Day Program
Specialist Team - incorporating
Hospital Consultation Liaison,
Crisis Clinicians (Monash,
Dandenong, Casey, Frankston)
and Neuro Developmental
Assessment Clinic (Endeavour
Hills)
Stepping Stones Adolescent
Inpatient Unit including
Educational Service - Lyndale
Secondary School
Stepping Stones Transition (Step
up/Step down) Program
Youth Inpatient Unit
Mental Health Education,
Training and Research
Centre for Developmental
Psychiatry and Psychology,
Monash University
Centre for Psychological and
Behavioural Medicine, Monash
University
Precept - Nursing Training and
Education Team
Southern Synergy; Monash

Health Adult Psychiatry
Research, Training and
Evaluation, Monash University
Tele-psychiatry
Mental Health Consumer and
Carer Relations
Administration of the Carer
Brokerage Fund
Consumer Consultants
Director of Consumer Carer
Relations
Parent / Carer Consultants
Community Access Partnerships
Acquired Brain Injury Programs
Addiction Medicine Unit - Hospital
Liaison, Outpatients and Shared
Care
Adult Counselling Services
Adult Hospital Consultation
Liaison - Monash and Dandenong
Community Development
- Mental Health Promotion,
General Practice Liaison
Clinicians, Mental Health Nurses
in General Practices
Culturally and Linguistically
Diverse Community Programs.
Drink Drive Programs
Forensic Intervention Unit
Gender Dysphoria Service
Koori Alcohol and Drug Programs
Needle Exchange Program
Pharmacotherapy Outpatient
Clinic
Primary Mental Health Teams Middle South, South East
Regional Dual Diagnosis Program
South Eastern Alcohol and Other
Drugs Service
Withdrawal Programs Residential Based and
Outpatient/Home Based
Youth Drug and Alcohol
Program, Including Supported
Accommodation and Outreach
21
Our
staff
Our staff continue to provide quality healthcare to our community.
Staff numbers
Labour category
June EFT
Nursing
4,160
Administration and Clerical

Medical Support
2012-2013*
2011-2012
1,385
1,389
1,036
4,149
1,044
Average EFT
2012-2013*
2011-2012
1,386
1,368
4,122
1,036
4,142
1,035
Hotel and Allied Services
847
846
844
846
Hospital Medical Officers
844
851
844
855
Medical Officers
Sessional Clinicians
170
180
263
256
Ancillary Staff (Allied Health) 766

TOTAL
174
259
756
9,471
181
253
756
9,472
773
9,421
9,452
* Full time equivalent staff at Monash Health and Jessie McPherson Private Hospital as at 30 June 2013.
WorkCover claims
Number of standard
claims
Claims per $ million or
remuneration
2012 2013
166
0.22
2011 - 2010 2012

2011
166
151
0.23
0.22
2009 2010
2008 2009
0.24
0.303
152
165
2007- 2006 2008 20077

174
171
0.333
0.344
2005 2006
2004 2005
0.396
0.396
184
164
Occupational health and safety management system

We have reviewed our management system and had excellent feedback from our customers. We have reduced the
complexity of the system by removing some elements and layers. The system is risk management focused and
resources are focused in high risk areas. Audits are conducted by the Occupational Health and Safety (OHS) team.
Managers are reporting they have a greater understanding of OHS requirements, they appreciate the chance to have
face-to-face communication and they value the new and improved system.
22
Governance
Monash Health is a public health service; a body corporate established under

Section 65P of the Health Services Act 1988 as amended in 2004, and listed in
Schedule 5 of that Act.
The Minister for Health, The Honourable David Davis MP is the responsible
Minister.
Clinical
Governance
Clinical governance refers to the

systems which guide activities and
initiatives within Monash Health
to ensure the vision, purpose and
strategic goals of the organisation
are achieved. This should occur in
a manner which is patient-centred,
transparent, and commands
accountability.
Specifically, effective clinical
governance ensures that
leadership roles are defined clearly
and are consistent with strategic
goals, and provides a framework
which encourages innovation,
transparency and trust.
At Monash Health, clinical
governance supports the iCare
values: Integrity, Compassion,
Accountability, Respect and
Excellence.
The clinical governance
framework is implemented via
the organisational management
structure, individual job descriptions
and the terms of reference
for various committees.This
framework compliments other
organisational governance
frameworks such as the Patient
First Transformation Framework,
a centralised initiative to transform
systems in our effort to deliver
outstanding care.
The Monash Health clinical

governance framework is based
on a number of key elements
including:
Leadership
Leadership objectives and
responsibilities are clearly defined
in the position descriptions of
each Manager, Service Director
and Executive at Monash Health.
Individually they are expected to
lead innovative initiatives that aim
to achieve the strategic objectives
of Monash Health.
Risk minimisation
There are practical, robust and
effective systems in place to
identify, analyse and minimise risks
at each operational level and site,
and across the organisation.
Performance improvement
Performance of individuals,
operational teams and the
organisation as a whole are
monitored by key performance
indicators.
Patient centred care

Patient centred care at Monash
Health is the partnership with
patients, families, carers and other
consumers to provide exceptional
care and achieve outstanding
outcomes.
This occurs at all levels of Monash
Health and includes informed
consent and shared decision
making about care, consumer
partnership in service planning,
consumer partnership in designing
care and consumer partnership
in service measurement and
evaluation.
The Monash Health Community
Participation Plan, Community
Advisory Committee, Primary Care
and Population Health Advisory
Committee and various consumer
feedback networks ensure the
interests of stakeholders are
incorporated into the organisational
strategic objectives.
The performance improvement

strategy implemented at Monash
Health incorporates these key
performance indicators, enabling
identification of performance
leaders and their innovative
practices.
23
Our Board
of Directors
The Board of Directors of Monash Health is appointed by the Governor in

Council on the recommendation of the Minister for Health in accordance with
the Health Services Act 1988.
In the Victorian Government Gazette dated 30 May 2013, it was noted:
The Governor in Council, under section 8(4)(c) of the Health Services Act
1988, amends the name of Southern Health, as it appears in Schedule 5 of that
Act, to Monash Health.
Functions of the
Board of Directors
The functions of the Board are:
To monitor the performance of
Monash Health.
To appoint and determine the
employment terms (including
remuneration) of a Chief
Executive.
To oversee the management
of Monash Health and monitor
the performance of the Chief
Executive.
To develop statements of
priorities and strategic plans for
the operation of Monash Health
and monitor their compliance.
To develop financial and
business plans, strategies and
budgets to ensure accountable
and efficient provision of health
services by Monash Health and
its long term financial viability,
as well as to ensure they are
adhered to.
24
To establish and maintain

effective systems to ensure that
the health services meet the
needs of the community served
by Monash Health and that the
views of users and providers of
health services are taken into
account.
To ensure that Monash Health
operates within its budget and
that its systems accurately reflect
its financial position and viability.
To ensure effective and
accountable systems are in
place to monitor and improve
and quality and effectiveness
of health services provided by
Monash Health.
To ensure that any problems
identified with the quality and
effectiveness of health services
are addressed in a timely
manner and that Monash Health
strives to continuously improve
quality and foster innovation.
To develop arrangements with

other agencies and health
service providers to enable
effective and efficient service
delivery and continuity of care.
To establish the organisational
structure, including the
management structure, of
Monash Health.
To establish and ensure the
effectiveness of a Finance
Committee, an Audit Committee
and a Quality Committee and
other Committees considered
appropriate.
To facilitate health research
and education and any other
functions conferred on the Board
by or under the Act.
Board
committees
The following committees
support the functions of the
Board of Directors:
Quality Committee
The purpose of the Quality
Committee is to support the Boards
function of providing strategic
leadership in relation to the clinical
governance of quality and safety
at Monash Health. It serves to
ensure, on behalf of the Board, that
the following broad objectives are
fulfilled:
Effective and accountable
systems are in place to monitor
and improve the quality and
effectiveness of health services
provided by Monash Health.
Any problems identified with the
quality or effectiveness of the
health services provided are
addressed in a timely manner.
Monash Health continuously
strives to improve the quality of
the health services it provides
and to foster innovation.
Audit Committee
The role of the Audit Committee
is to advise the Board of Directors
on audit matters and matters
relating to the financial, accounting
and legislative compliance and
the operational effectiveness and
efficiency of Monash Health.
The Committee also advises the
Board on the level of business
risk or exposure to which Monash
Health might be subject and
oversight of internal and external
audit activities.
Finance Committee
The role of the Finance Committee
is to advise the Board of Directors
on financial matters and to assist
in the oversight of financial
performance.
The Finance Committee reviews
and makes reccomendations to the
Board regarding financial strategy,
financial policies, annual operating
and capital budgets, cash flow and
business plans to ensure alignment
with key strategic priorities and
performance objectives.
Remuneration Committee
The principal role of the
Remuneration Committee is to
advise the Board of Directors
on matters relating to the
organisations remuneration
policies and practices.
In addition, the Remuneration
Committee provides oversight with
respect to succession planning
for the Chief Executive and senior
executive positions.
The Committee also has a key role

in assisting the Board to monitor
financial performance and financial
risk.
leadership in relation to the

integration of consumer, carer and
community views into all levels of
health service operations, planning
and policy development and to
advocate to the Board of Directors
on behalf of the community,
consumers and carers.
the health status of our community

in areas such as the hospital
primary care interface, mental
health wellbeing, health promotion,
health independence programs,
research and education and the
health of refugees, Aboriginal
and Torres Straight Islanders and
culturally and linguistically diverse
communities.
Board advisory
committees
Community Advisory Committee

The Community Advisory
Committee assists the Board to
appropriately integrate consumer
and community views at all levels
of Monash Healths operations.
The Committee has the
responsibility to advise on
governance, policy and strategy in
relation to community participation
and its impact on health service
outcomes.
The two key roles of the
Community Advisory Committee
are to provide direction and
Primary Care and Population

Health Advisory Committee
The Primary Care and Population
provides strategic advice to the
Board on matters specific to
primary care and population health
with a particular focus on improving
25
Members of the
Board of Directors
Ms Barbara Yeoh
BSc (Hons), FAICD

Chair of the Monash Health Board

Chair, Remuneration Committee
Member, Finance Committee
Term of appointment: July 2009 - current
Professor Greg Bamber

BSc (Hons), PhD, AcSS, FASSA, FAIM,
FBAM, FCMI, FCIPD, LFANZAM
Member, Remuneration Committee
Member, Primary Care & Population Health
Advisory Committee
Ms Yeoh was a long standing member of the

Board of Eastern Health until June 2009. She
is Director of the Melba Conservatorium of
Music and Trustee of the Melba Opera Trust,
Director of the Victoria State Emergency
Service, Chair of the Civil Aviation Safety
Authority Audit Committee, Chair of the ACT
Treasury Investment Advisory Board, Member
of the Gambling and Lotteries Licence Review
Panel (Victoria) and Member of the Statutory
Fishing Rights Allocation Review Panel
(Commonwealth). Ms Yeoh is a Principal
Associate of PhillipsKPA.
Dr Bamber is Professor and Discipline Leader:

Human Resources and Employment Relations,
Management Department, Monash University.
He was formerly Director of Research. He
has served as a Director on boards in the
fields of education and of sport. He advises
governments, universities, private and public
sector enterprises and other organisations
(e.g. International Labour Organisation). His
research is international and includes: hospitals,
airlines, manufacturing, the public sector
and telecommunications, as well as: highperformance work systems, dispute prevention
and settlement, process improvement,
outsourcing and shared services.
Mr Charles Gillies
BSc/BA, MBA, SF Fin, GAICD
Dr Errol Katz
MBBS (Hons), LLB (Hons), MPP,
GAICD
Chair Finance Committee

Member, Kitaya Holdings Board Pty Ltd*
Mr Gillies is co-founder of Jolimont Capital

which specialises in investing in technology
companies. These companies are generally
Australian based and compete in fast moving,
highly competitive technology markets. As an
active investor himself his approach has been
to work closely with management to develop
a plan to create economic value. He has
been Director and Chairman of a number of
investments and has worked closely with CEOs
and management teams, developing strategies,
setting objectives and performance targets.
[*Kitaya Holdings Pty Ltd operates Jessie McPherson

Private Hospital.]
26
Chair, Board Quality Committee

Member, Remuneration Committee
Member, Audit Committee
Dr Katz returns to Monash Health as a Board

member, having been a medical student at
Monash Medical Centre. His professional
experience has been in business and finance,
with roles atthe Boston Consulting Group,Visy
Industries and in private equity. He is on
the board of Primary Health Care, and was
previously a Board member of Dental Health
Services Victoria.
Mr Ross McClymont
BCom, LLB
Ms Helen Owens
BEc (Hons), MEc
Chair, Audit Committee

Member, Board Quality Committee
Chair, Primary Care and Population Health

Advisory Committee
Member, Board Quality Committee
Mr McClymont is a partner of global law firm,

Ashurst, and leads the firms restructuring
and insolvency practice in Melbourne. He has
nearly 20years experience in his chosen
field, and regularly advises boards of both
listed and unlisted companies with respect to
issues including directors duties, corporate
governance, continuous disclosure obligations
and solvency matters. Mr McClymont is the
National Director of the Insolvency Practitioners
Association of Australia and a member of the
Insolvency and Reconstruction Law Committee
of the Law Council of Australia.
Ms Owens, a health economist and health

policy consultant, is currently a member of the
Victorian Cancer Agency. Previous positions
held include full-time Commissioner on the
Productivity Commission, part-time member of
the Commonwealth Grants Commission, expert
strategic advisor to the Victorian Department
of Premier and Cabinet on health reform and
casemix consultant to the Australian Healthcare
and Hospitals Association. Academic positions
at Monash and Melbourne universities have
included Associate Professor and Deputy
Director of the National Centre for Health
Program Evaluation.
Ms Linda Perry
B.Acc, ACA
Ms Debbie Williams
MBA, ME, BCom, GAICD
Member, Community Advisory Committee

Member, Audit Committee
Member of the Finance Committee

Member of the Primary Care and Population
Ms Perry has worked for more than 20 years

in leadership roles within the professional
services industry in both audit and business
development and marketing. She is a
Chartered Accountant and auditor with skills
in finance, audit and risk management and
corporate governance. Ms Perryis an Audit
Committee Member for Community Chef and
Regional Kitchen Pty Ltd and a member of
WNBL Melbourne Boomers Board. Ms Perry
was a partner with BDO and William Buck and
worked with Deloitte for 14 years.
Ms Williams is a health care strategy

consultant who brings extensive experience
in health care management, corporate
governance, business strategy management,
mental health management and financial
management. Ms Williams is a member of the
Board of the Inner East Mental Health Services
Association and Chair of its Boards Finance
and Risk Management Committee.
27
Organisational
structure
as at 30 June 2013
Board of Directors
Chair, Barbara Yeoh
Greg Bamber
Charles Gillies
Errol Katz
Ross McClymont
Helen Owens
Linda Perry
Debbie Williams
Chief Executive
Shelly Park
Chief Operating
Officer - Monash
South East Sector
Chief Operating
Officer - Monash
Clayton Sector
Executive Director
Medical Services
Innovation & Quality
Executive Director
Nursing & Midwifery
& Support Services
Siva Sivarajah
Adam Horsburgh
Erwin Loh
Cheyne Chalmers
Professional Governance:
Programs
Critical Care
Surgery
Specialty Medicine
Major facilities:
Dandenong Hospital
Casey Hospital
Kingston Centre & Aged
Residential Care
Cranbourne Integrated
Care Centre
General Medicine
Emergency
Specialty
Womens & Childrens
Ambulatory & Community
Care
Major facilities:
Monash Medical Centre

Clayton
Moorabbin Hospital
Functions & Services:
Functions & Services:
Organisational KPI:
Organisational KPI:
Patient Flow & Access

Health Information
Services
Capital & Infrastructure
Property
Engineering Services
Elective Surgery Performance
28
Programs
Medical Workforce
Medical Education
Quality & Centre for
Clinical effectiveness
Change, Innovation &
Redesign
Consumer Complaints
Research Directorate
Simulation Centre
Library
Nursing & Midwifery

Strategic Directorate
Nursing & Midwifery
Education & Strategy
Infection Control
Support Services
Emergency Management
Monash Health Bureau
Allied Health
Strategy & Planning
Jessie McPherson Private
Hospital
Emergency Performance
Medical Workforce
Nursing & Midwifery
Organisational structure
Board Committees
Audit
Chair, Ross McClymont
Errol Katz
Linda Perry
John Thompson (independent member)
Finance
Quality
Remuneration
Advisory Committees
Community
Primary Care & Population Health
Office of the Chief Executive

Corporate Counsel
John Snowdon
Executive Director Financial & Business Improvement
& Procurement
John Sutherland
General Manager Allied Health (Professional Governance)
Donna Markham
Chief Information Officer
Philip Nesci
Executive Director
Mental Health
Executive Director
Human Resources
Executive Director
Finance
Anne Doherty
Fiona Prestedge
Basil Ireland
Mental Health Program:

Adult
Early in Life Mental
Health Service
Community &
Rehabilitation
Alcohol & Drugs
Mental Heath
Education, Training &
Research Centre
Human Resources
Consulting
Occupational Health &
Safety
Organisational
Development & Learning
Recruitment & Retention
Industrial Relations
Payroll
Finance
Revenue
Reporting & Analysis
Executive Director
Public Affairs &
Communication
Andrew Williamson
Media Relations
External Communication
Internal Communication
Community Relations
Volunteers & Auxiliaries
Art & Historical
Collections
Monash Health
Foundation
Psychology
29
Statutory
compliance
Compliance with the Building Act
1993
Our facilities are managed through
site inspections, risk assessments
and independent audits, with
comprehensive contracts in place
to maintain the Essential Safety
Measures and annual compliance
reporting by independent auditors.
Building standards and condition
assessments
The condition of our buildings are
assessed through site inspections
and condition audits by architects
and consultant engineers, on an as
needs basis. Fire audits and risk
assessments are undertaken by
consultant fire engineers to comply
with the Department of Health Fire
Risk Management Engineering
Guidelines Series 7.
Recommendations from fire audits
are actioned through a series of
projects developed in conjunction
with the Department of Health to
maintain a high degree of fire safety.
All bed-based facilities are audited in
five yearly cycles.
Fire engineering consultants and
registered building surveyors were
appointed through a comprehensive
tendering process to carry out Fire
Safety Audits of all overnight bedbased facilities in July 2012. There
are 12 facilities in this portfolio
and the audits were completed in
November 2012.
Essential safety measures
maintenance
Contracts are in place to maintain
all essential safety measures
elements at major sites and minor
sites owned by Southern Health.
Audits were performed at these sites
by registered building surveyors to
ensure compliance with essential
safety measures maintenance
regulations. Action plans to rectify
defects identified during the audits
are currently in place. In accordance
with regulatory requirements, service
and maintenance records are kept
to enable completion of an annual
30
essential safety measures report for

all properties owned by Southern
Health. This is confirmation that
all essential safety measures are
operational at the required level of
performance and the integrity of the
fire safety of these facilities. Records
and reports are retained on the
premises for inspection by relevant
authorities.
Risk assessment
Victorian Managed Insurance
Authority (VMIA) conducts detailed
Site Risk Assessments (SRS) at
and Moorabbin, Kingston Centre,
Dandenong Hospital, Cranbourne
Integrated Care Centre and Chestnut
Gardens. Risk treatment options
generated from the SRS are
monitored through risk action plans
until they are completed.
Freedom of Information Act 1982
Summary of requests received under
the Act between 1 July 2012 to 30
June 2013.
Number of requests
1570
Access in full
1139
Access in part
90
Access denied in full
4
Other (no documents found)
34
Application fee not paid
117
(Cancelled application)
120
Not yet finalised 183
Exemptions cited total
Section:
25 A(1)
33(1)
33(4)
35(1)(b)
38
106
1
83
1
20
1
Fees and charges

Application fees collected - $30,622.00
Application fees waived - $8,785.00
Copy charges collected - $34,307.10
Copy charges waived - $12,528.50
Initial decision makers

Vicky Hammond, Legal Counsel;
John Snowdon, Corporate Counsel;
Brooke Whiteside, FOI Operations
Manager; Maija Dimits, FOI Advisor.
Internal reviewers
Vicky Hammond, Legal Counsel;
John Snowdon, Corporate Counsel.
Merit and equity
Merit and equity principles are
encompassed in employment and
diversity management activities
throughout Monash Health.
National Competition Policy
Monash Health continued to comply
with the Victorian Governments
Competitive Neutrality Policy. In
addition, the Victorian Governments
Neutrality Pricing Principles for all
relevant business activities have
been applied by Monash Health since
1 July 1988.
Victorian Industry Participation
Policy
Monash Health complies with the
intent of the Victorian Industry
Participation Policy Act 2003 which
requires, wherever possible, local
industry participation in supplies;
taking into consideration the principle
of value for money and transparent
tendering processes.
Additional Information
In compliance with the requirements
of the Standing Directions of the
Minister for Finance, details in
respect of the items listed in Finance
Regulation 22C have been retained
by Monash Health and are available
to the relevant Minister, members of
Parliament and the public on request
(subject to the freedom of information
requirements, if applicable).
Disclosure
Index
The Annual Report of Monash Health is prepared in accordance with all relevant
Victorian legislation. This index has been prepared to facilitate identification of the
Departments compliance with statutory disclosure requirements.
Legislation
Page
Legislation
Ministerial Directions
Report of Operations

Charter and purpose

FRD 22C Manner of establishment

and the relevant Minister
2-41

23
Objectives, functions,
powers and duties
FRD 22C

Nature and range of

services provided
16
Management and structure

FRD 22C Organisational structure
Financial and other information

FRD 10 Disclosure index

31
FRD 11
Disclosure of ex-gratia payments
NA
FRD 15B
Executive officer disclosures
123
FRD 21A Responsible person and

executive officer disclosures
122
FRD 22C

Application and operation of

Freedom of Information Act 1982
30
FRD 22C

Compliance with building and

30
maintenance provisions of

Building Act 1993
39

FRD 22C

Major changes or factors

affecting performance
41

FRD 22C
Occupational health and safety
22
FRD 22C

Operational and budgetary

34
objectives and performance
against objectives

10
Environmental performance
FRD 25

Victorian Industry Participation 30

Policy disclosures
SD 4.2(j)
Sign-off requirements
SD 3.4.13 Attestation on Data Integrity
32
SD 4.5.5 Attestation on Compliance

with Australian/New Zealand

Risk Management Standard
33

SD 4.2(a)
Statement of changes in equity
48
SD 4.2(b)
Operating statement
46
SD 4.2(b)
Balance sheet
Details of consultancies
under $10,000
30
FRD 22C
FRD 22C

39
Financial statements required under Part 7 of the

FMA
Details of consultancies
over $10,000
FRD 22C

FRD 22C

41
Financial Statements
FRD 22C Significant changes in financial

position during the year
39

Statement of availability of
other information
124
Subsequent events
FRD 22C
28
30
22
FRD 22C Workforce Data Disclosures

including a statement on the

application of employment and

conduct principles
Statement of National
Competition Policy
FRD 22C Summary of financial results for the

year
FRD 22C

FRD 22C

Page
SD 4.2(b) Cash flow statement
SD 4.2(a)

SD 4.2(c)
47
49
Compliance with Australian

50
accounting standards and other
authoritative pronouncements
Compliance with Ministerial Directions 50
Legislation

43
Victorian Industry Participation Policy Act 2003
30
Financial Management Act 1994
44
Other requirements under Standing Directions 4.2
SD 4.2(c) Accountable officers declaration
31
Attestations
32
Attestations
33
Key financial and

service performance
reporting
Statement of Priorities:
Part A
Part A: Strategic priorities for 2012-2013

Priority
Action
Deliverable
Outcome
Developing a
system that is
responsive to
peoples needs
In partnership with
other local providers
apply existing
service capability
frameworks to
maximise the
use of available
resources across
the catchment.
Complete the South East Growth Corridor project, which

is a partnership between Local Government Areas,
Medicare Locals, Department of Health and Southern
Health to map and plan for ambulatory and community
care services.
Completed.
Complete the Dandenong Ambulatory Precinct work,

including consideration of haemodialysis facilities and
provision in Dandenong region.
Design well progressed and Tender for

works is due for release in July 2013. Works
scheduled for completion in February 2014.
Change management and transition planning
underway.
Redesign outpatient services across Monash Health

and implement changes.
Department of Health Access Policy released

in June 2013. Outpatient Services Steering
Committee established to oversee service
redesign for compliance with this policy.
Improving every
Victorians health
status and
experiences
Use existing
service capability
frameworks, patient
pathways and
clinical guidelines to
support better health
outcomes.
Continue the implementation of Monash Healths

Service Improvement framework, to improve patient
experience, staff experience and reduce length of stay.
Ongoing and on track.
Expanding
service,
workforce and
system capacity
Identify
opportunities to
address workforce
gaps by optimising
workforce capability
and capacity, and
exploring alternative
workforce models.
Clearly articulate workforce plan outlining opportunities

for advanced practice roles and extended scope of
practice.
Completed.
Educate clinical staff on how to access and use web

based quality and safety data set.
Progress the Monash Health Translation Precinct

program of work.
Design well progressed and due for final

completion in August 2013. Tendering for
Managing Contractor underway with EOI
complete and under review. Demolition works
will commence in July 2103 and main works
in January 2014.
Develop a calendar / plan for workforce engagement

and / or opinion surveys.
Completed.
Review the diversity practices to support a culturally

diverse workforce.
Completed.
Improve our outcomes in injury management and

ongoing quality assurance.
Completed.
Develop a volunteer recruitment strategy that targets

young people.
Completed.
Build leadership capacity in managers who currently

fall outside the qualifying criteria for existing leadership
programs.
On track.
Continue to progress the establishment of the Monash

Partners Academic Health Science Centre.
Completed.
34
Key financial and service performance reporting

Priority
Action
Deliverable
Outcome
Increasing the
systems financial
sustainability and
productivity
Identify opportunities
for efficiency and
better value service
delivery.
Achieve against the Monash Health Living Within Our

Means Strategy; and implement the Activity Based
Funding action plan to ensure readiness for the National
Activity Based Funding program.
Living Within Our Means Strategy target has

been achieved.
Readiness for Activity Based Funding is on
track.
Develop and support the Monash Health Foundation

Advisory Board.
Achieved.
Ensure compliance and mitigation strategies to achieve

budget.
Achieved.
Develop and implement an organisational strategy

that links to budget control at the unit level medical,
nursing and allied health.
Budget has been built with links between

activity and cost. Further refinement will be
achieved.
Examine and
reduce variation
in administrative
overheads
By June 2013, undertake a workforce review and

utilise benchmarking information to identify potential
administrative and operational efficiencies.
Monash Health has participated in the Ernst

& Young sector review into opportunities for
administrative efficiency savings.
In addition, we commenced efforts to reduce
administrative and support eft expense
achieving an eft reduction (June 2012
compared against June 2013) of 12.95 eft.
Develop and
implement
improvement
strategies that
better support
patient flow and
the quality and
safety of hospital
services.
Develop and
implement
strategies that
support service
innovation and
redesign.
Continue the implementation of Monash Healths

Service Improvement Framework, focused on
emergency flow, elective access and outpatient
services. Priority to be given to achievement of the
NEAT and continued improvement against the NEST.
Continue to coordinate and further enhance patient

safety walk around process.
Implement strategy to measure real time patient

experience and confidence.
Completed.
Increase
transparency and
accountability in
reporting of accurate
and relevant
information about
the organisations
performance.
Implement the new National Standards reporting

requirements across all of Monash Healths clinical
areas; and continue the development of SHARE,
to provide real-time data on performance against
operational targets.
Prepare the organisation for accreditation against the

national healthcare standards.
Maximise the
use of health ICT
infrastructure.
Deliver against the Monash Health IT Strategic Plan

2012-2015.
Collaboration with Department of Health and

Human Services to develop a guidance note for
use by hospitals, aged care facilities and emergency
services in planning for and conducting a relocation or
evacuation.
Completed.
Continue to explore opportunities for Telehealth

across Monash Health and with our partner agencies.
Implementation of electronic clinical handover, audit,
and discharge summary system.
Established infrastructure to support

Telehealth at Monash Medical Centre
Clayton. Consultations underway in Mental
Health Cranbourne.
Clinical handover and Audit System
implemented.
Disseminate the Talking with your Doctor guide and

DVD to the appropriate patient groups.
Victorian Quality Council (VQC) evaluated

this DVD in 2012. In light of this evaluation
the Patient Centred Care (PCC) Committee
recommended that this intervention is not
proceeded with. As an alternative efforts
have focussed on:
1. PCC education for staff
2. Development of patient information
standards
3. Development and implementation of a
welcome pack for patients.
Implement HARP changes / chronic disease selfmanagement tool.
Completed.
Implementing
continuous
improvements
and innovation
Increasing
accountability
and transparency
Improving
utilisation of
e-health and
communications
technology
35
Part B
Part B: Performance priorities

Financial performance
Operating result
Target
2012-2013
actuals
0.5
1.1
Target
2012-2013
actuals
100
100.7
Target
2012-2013
actuals
Creditors (days)
< 60 days
28
Debtors (days)
< 60 days
57
Target
2012-2013
actuals
Percentage of ambulance transfers within 40 minutes (%)
90
74
NEAT - Percentage of emergency presentations to physically leave the emergency department for
admissions to hospital, be referred to another hospital for treatment, or be discharged within four hours
(July - December 2012)
70
66
(January - June 2013)
75
72
Annual Operating result ($m)
WIES activity performance

Percentage of WIES (public and private) performance to target (%)
Cash management
Access performance
Emergency care
Casey Hospital
Number of patients with length of stay in the emergency department greater than 24 hours
Percentage of Triage Category 1 emergency patients seen immediately (%)
100
100
80
72.2
0.9
90
64
70
53
75
58
100
100
80
78
1.5
90
58.4
70
61
75
65
Percentage of Triage Category 1 to 5 emergency patients seen within clinically recommended times (%)
Dandenong Hospital
Percentage of operating time on hospital bypass (%)
Percentage of operating time on hospital bypass (%)
36
100
100
80
72.2

Part B: Performance priorities (Continued)
Elective surgery
Target
2012-2013
actuals
100
100
NEST - Percentage of Urgency Category 2 elective surgery patients treated within 90 days (July-December 2012) (%)
75
44
NEST - Percentage of Urgency Category 2 elective surgery patients treated within 90 days (January June 2013) (%)
80
44
NEST - Percentage of Urgency Category 3 elective surgery patients treated within 365 days (JulyDecember 2012) (%)
93
85
94.5
84
9,850
9,524
8.0
Target
2012-2013
actuals
Number of patients admitted from the elective surgery waiting list quarter 1
5,084
5,265
5,536
5,619
5,100
5,030
6,130
6,072
Target
2012-2013
actuals
Number of days operating below agreed Monash Medical Centre ICU minimum operating capacity
26
Number of days operating below agreed Dandenong Hospital ICU minimum operating capacity
Number of days operating below agreed Neonatal ICU minimum operating capacity
61
Target
2012-2013
actuals
Health service accreditation
Achieved
Achieved
Residential aged care accreditation
Achieved
Achieved
Percentage of Urgency Category 1 elective patients treated within 30 days (%)
NEST - Percentage of Urgency Category 3 elective surgery patients treated within 365 days (January June 2013) (%)
Number of patients on the elective surgery waiting list
Number of Hospital Initiated Postponements per 100 scheduled admissions
Service performance
Elective surgery
Critical care
Quality and safety
Cleaning standards
Hospital acquired infection surveillance
Hand Hygiene (rate) (%)
Achieved
Achieved
No outliers
No Outliers
70
73
2/10,000
1/10,000
Victorian Patient Satisfaction Monitor (OCI)
73
75.9
Consumer Participation Indicator
75
78.5
Achieved
Achieved
Target
2012-2013
actuals
100
98.2
2012-2013
target
2012-2013
actuals
14
14.5
SAB rate per occupied bed days
People Matter Survey
Maternity
Percentage of woman with prearranged Postnatal home care (%)
Mental health
28 day readmission rate (%)
Post-discharge follow-up rate (%)
Seclusion rate per occupied bed days
75
86.3
<20/1,000
10/1,000
37
Part C
Part C: Activity and funding

Funding type
Acute admitted
2012-2013
activity achievement
WIES Public
123,688
WIES Private
12,784
Total PPWIES (Public and Private)

WIES Renal
136,472
3,736
WIES DVA
851
WIES TAC
673
WIES TOTAL
141,732
Subacute admitted
CRAFT Public
829
CRAFT Private
350
Rehab L1 Public
585
Rehab L2 Public
5,824
Rehab L2 Private
Rehab L2 DVA
748
497
GEM Public
32,273
GEM Private
5,553
GEM DVA
1,577
Palliative Care Public
5,678
Palliative Care Private
212
Palliative Care DVA
125
Subacute non-admitted
Transition Care - Bed days
17,203
Transition care - Home days
10,174
Aged Care
Aged Care Assessment Service
Residential Aged Care
2,879
53,510
Mental Health and Drug Services

Mental Health Inpatient
63,070
Primary Health
Community Health / Primary Care Programs (hours)
185,686
* Data presented in the Report of Operations is not final and is yet to be consolidated with the Victorian Admitted Episode
Dataset (VAED) and Elective Surgery Information System (ESIS).
38
Summary of
financial results
Financial
indicators
Total Revenue
2012-2013
$000
1,344,046
1,268,565
1,144,842
1,052,668
1,344,438
1,318,318
1,267,748
1,173,541
1,056,921
Net Result for the

year (incl. capital and
specific items)
(2,738)
25,728
817
(28,698)
(4,253)
Retained Surplus /
(Accumulated Deficit)
(72,469)
(68,470)
(94,362)
(94,743)
(67,698)
1,050,623
1,048,724
989,975
971,186
972,779
Total Liabilities
397,416
392,779
359,758
341,786
314,514
Net Assets
653,207
655,945
630,217
629,400
658,265
Total Expenses
Total Assets
Total Equity
Average collection
days
Private
1,341,700
2011-2012 2010-2011 2009-2010 2008-2009

$000
$000
$000
$000
653,207
2012-2013
655,945
630,217
629,400
658,265
2011-2012 2010-2011 2009-2010 2008-2009
57
58
63
59
60
Transport Accident
Commission (TAC)
111
98
166
74
104
Victorian Workcover
Authority (VWA)
134
142
102
140
150
29
31
29
26
30
< 30 Days
$000
31 - 60
Days
$000
Nursing Home
Inpatient debtors
ageing
TAC
Private
61 - 90 > 90 Days 2012-2013 2011-2012 2010-2011

Days
$000
$000
$000
$000
$000
-
74
74
260
4,235
486
111
583
5,415
4,172
10,040
VWA
115
90
37
212
455
242
497
Nursing Home
347
62
26
232
667
400
660
Total
Consultants
Consultants cost
Total Number of
Consultants
4,698
2012-2013
$000
1,201,833
78
638
173
1,102
6,611
4,814
11,457
2011-2012 2010-2011 2009-2010

$000
$000
$000
1,619,002
1,867,162
1,835,840
121
132
133
39
Summary of financial results

Consultants paid over
$10,000
Purpose of
consultancy
Start
date
End date
Total
approved
project
fee
$000
Expenditure
$000
Future
expenditure
$000
Ernst & Young
Internal Audit and

projects
1/07/12
30/06/13
630
630
Philip Chun Pty Ltd
ESM audit
1/07/12
30/06/13
69
69
Procept Pty Ltd
Clinical
1/06/13
30/06/13
60
60
LB & RB Family Trust
Clinical
1/03/13
30/04/13
39
39
Deliberatepractive Pty Ltd
Executive coaching
1/01/13
30/06/13
33
33
Kronos
Payroll system
1/07/12
30/06/13
29
29
Care Training Australia

Pty Ltd
Training/coaching
1/11/12
30/11/12
29
29
Resolutions Australia Pty

Ltd
Employee assistance
program
1/07/12
30/06/12
25
25
Jodie Lucas consulting
Training/coaching
1/09/12
30/06/13
20
20
Batman Discretionary
Trust
Funding reviews
1/07/12
30/06/13
18
18
Quality Directions Australia Training/coaching

Pty Ltd
1/10/12
31/03/13
17
17
Service Industry Advisory

Group
Human resources
1/07/12
30/05/13
17
17
Murdoch Children's
Research Institute
Clinical
1/07/12
31/07/12
16
16
Deloitte Tax
FBT advice and

lodgement
1/07/12
31/07/12
12
12
40
Financial
summary
The 2012-2013 financial year saw continued growth in demand for services across
Monash Health.
The key financial performance measure monitored by Monash Health management and the Department of Health
is the Net Result Before Capital and Specific Items and in 2012-2013 Monash Health achieved a surplus result of
$1.072 million compared with a deficit result of $2.883 million in 2011-2012.
We are pleased to report that we exceeded our Statement of Priorities budget target by $572,000.
Monash Healths Comprehensive Result, which includes capital and specific items, was a deficit of $2.738
million in 20122013 compared to a surplus of $25.728 million in 2011-2012. Included in the 2011-2012
Comprehensive Result was a capital grant of $51.0 million from the Commonwealth Government for the Monash
Health Translation Precinct project.
Total revenue from operations for the 2012-2013 financial year was $1,267 million which is an increase of $34.159
million or 2.8 per cent compared with the previous year. In the same period, operating expenditure was $1,266
million which is an increase of $30,207 million or 2.4 per cent.
Monash Healths cash as at 30 June 2013 was $0.640 million compared with $49.498 million as at 30 June 2012.
The reason for the decline in cash holding was primarily attributable to the $47.8 million investment of cash in
term deposits.
The $62.9 million net cash inflow from operating activities was offset by the capital expenditure program
undertaken to meet the needs of Monash Health.
Basil Ireland
Executive Director Finance
Melbourne
30 August 2013
41
Financial statements
and explanatory notes
42
Southern Health Annual Report 2011-2012
Declaration
Southern Health Annual Report 2011-2012
43
Auditor-Generals
Report
44
Auditor-Generals Report
45
Monash Health Annual Report 2012-2013 - Financial Statements and Explanatory Notes
Monash Health (formerly Southern Health)

Comprehensive Operating Statement
For the Year Ended 30 June 2013
Note
Parent
Entity
Parent
Entity
Consolidated
Consolidated
2013
$'000
2012
$'000
2013
$'000
2012
$'000
1,194,330
1,267,084
1,232,925
Revenue from Operating Activities
Employee Expenses
(925,872)
(909,556)
(944,145)
Non Salary Labour Costs
(14,226)
(14,801)
(15,252)
(15,038)
Supplies and Consumables
(180,242)
(177,019)
(182,023)
(179,046)
Other Expenses From Continuing Operations
(106,755)
(96,663)
(124,644)
(114,624)
Share of Net Result of Associates & Joint

Ventures Accounted for using the Equity
Method
11
Net Result Before Capital & Specific

Items
1,226,799
52
(244)
(3,709)
111,120
-
52
1,072
68,758
5,806
(927,101)
(2,883)
Capital Purpose Income

Specific Income
2
2e
68,758
5,806
111,120
-
Depreciation and Amortisation

Specific Expenses
4
3c
(62,546)
(2,201)
(66,995)
(811)
(62,627)
(2,201)
(67,084)
(811)
Finance Costs
(5,449)
(5,619)
(5,449)
(5,619)
Expenditure using Capital Purpose Income
(8,097)
(8,995)
(8,097)
(8,995)
NET RESULT FOR THE YEAR
(3,973)
24,992
(2,738)
25,728
COMPREHENSIVE RESULT FOR THE YEAR
(3,973)
24,992
(2,738)
25,728
This Statement should be read in conjunction with the accompanying notes.
46
Monash Health Annual Report 2012/2013

Balance Sheet
As at 30 June 2013
Note
Current Assets
Cash and Cash Equivalents
Receivables
Inventories
Investments
Other Assets
Total Current Assets
Non-Current Assets
Receivables
Investments Accounted for using the Equity Method
Property, Plant and Equipment
Intangible Assets
Other Assets
Total Non-Current Assets
TOTAL ASSETS
Current Liabilities
Payables
Borrowings
Provisions
Other Liabilities
Total Current Liabilities
Non-Current Liabilities
Interest bearing liabilities
Provisions
Total Non-Current Liabilities
TOTAL LIABILITIES
NET ASSETS
EQUITY
Property, Plant and Equipment Revaluation Surplus
Restricted Specific Purpose Surplus
Contributed Capital
Accumulated Deficits
TOTAL EQUITY
Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
6
7
8
9
10
5,161
34,684
17,391
47,800
2,989
108,026
54,932
31,379
22,586
2,340
111,237
5,161
39,988
17,391
47,800
2,989
113,330
54,933
37,068
22,586
2,343
116,930
7
11
12
13
10
39,685
3,335
884,774
8,509
936,303
1,044,329
34,733
3,283
884,503
8,121
93
930,733
1,041,970
39,685
3,335
885,764
8,509
937,293
1,050,623
34,734
3,283
885,563
8,121
93
931,794
1,048,724
14
16
17
18
67,943
4,195
203,516
5,254
280,907
68,121
4,047
194,268
5,434
271,870
58,628
4,195
206,450
5,254
274,527
63,815
4,047
194,453
5,434
267,749
16
17
82,112
40,213
122,324
403,232
641,097
85,090
39,940
125,030
396,900
645,070
82,112
40,777
122,889
397,416
653,207
85,090
39,940
125,030
392,779
655,945
319,318
4,294
401,893
(84,408)
641,097
319,318
3,033
401,893
(79,174)
645,070
319,487
4,294
401,895
(72,469)
653,207
319,487
3,033
401,895
(68,470)
655,945
19a
19a
19b
19c
Commitments
22
Contingent Assets and Contingent Liabilities
23
This Statement should be read in conjunction with the accompanying notes.
47
48
This Statement should be read in conjunction with the accompanying notes
Balance at 1 July 2011

Net result for the year
Transfers
Balance at 30 June 2012
Transfers
Parent

Transfers
Transfers
Consolidated
19a,c
Note
19a,c
19a,c
Note

Statement of Changes in Equity
319,318
319,318
319,318
$'000
Property, Plant
and Equipment
Revaluation
Surplus
319,487
319,487
319,487
$'000
Property, Plant
and Equipment
Revaluation
Surplus
3,197
(164)
3,033
1,261
4,294
$'000
Restricted
Specific
Purpose
Surplus
3,197
(164)
3,033
1,261
4,294
$'000
Restricted
Specific
Purpose
Surplus
$'000
401,893
401,893
401,893
Contributed
Capital
401,895
401,895
401,895
$'000
Contributed
Capital
$'000
(104,329)
24,991
164
(79,174)
(3,973)
(1,261)
(84,408)
Accumulated
Deficits
(94,362)
25,728
164
(68,470)
(2,738)
(1,261)
(72,469)
$'000
Accumulated
Deficits
$'000
620,079
24,991
645,070
(3,973)
641,097
Total
$'000
630,217
25,728
655,945
(2,738)
653,207
Total

Cash Flow Statement
Note
CASH FLOWS FROM OPERATING ACTIVITIES

Operating Grants from Government
Patient and Resident Fees Received
Private Practice Fees Received
Donations and Bequests Received
GST Received from ATO
Recoupment from private practice for use of hospital
facilities
Interest Received
Interest Paid - Car Park Loan
Other Receipts
Employee Expenses Paid
Payments for Supplies and Consumables
Other Payments
Cash Generated from Operations
Parent
Entity
2012
$'000
1,059,002
37,263
81,438
2,312
27,147
1,050,715
21,252
62,195
2,390
28,240
11,028
4,442
(1,216)
21,393
(920,968)
(204,883)
(107,712)
9,246
Capital Grants from Government

NET CASH INFLOW FROM OPERATING
ACTIVITIES
Parent
Entity
2013
$'000
20
23,315
2,350
(1,246)
56,512
(901,760)
(206,310)
(126,219)
11,434
Consolidated Consolidated
2013
$'000
2012
$'000
1,059,002
37,263
121,720
2,312
27,147
1,050,455
21,252
100,887
2,390
28,240
11,028
4,442
(1,216)
21,782
(941,963)
(223,872)
(108,388)
9,257
23,315
2,350
(1,246)
55,795
(919,641)
(225,849)
(126,497)
11,451
53,673
88,661
53,673
88,661
62,919
100,095
62,930
100,112
CASH FLOWS FROM INVESTING ACTIVITIES

Payments for investments
Purchase of Property, Plant and Equipment
Proceeds from Sale of Property, Plant and Equipment
NET CASH OUTFLOW FROM INVESTING
ACTIVITIES
(47,800)
(63,641)
135
(52,533)
307
(47,800)
(63,652)
135
(52,550)
307
(111,306)
(52,226)
(111,317)
(52,243)
(471)
(442)
(471)
(442)
(471)
(442)
(471)
(442)
CASH FLOWS FROM FINANCING ACTIVITIES

Repayment of Car Park Loan (i)
NET CASH OUTFLOW FROM FINANCING
ACTIVITIES
NET INCREASE/(DECREASE) IN CASH AND
CASH EQUIVALENTS HELD
CASH AND CASH EQUIVALENTS AT BEGINNING OF
YEAR
CASH AND CASH EQUIVALENTS AT END OF
YEAR
(48,858)
47,427
(48,858)
47,427
49,498
2,071
49,498
2,071
640
49,498
640
49,498
(i) In 2012 an adjustment of $1,246,000 was made to seperately disclose interest paid relating to Car Parking Loan to ensure consistency with
current year disclosure.
This Statement should be read in conjunction with the accompanying notes
49
Note 1: Summary of Significant Accounting Policies

These annual financial statements represent the audited general purpose financial
statements for Monash Health for the period ending 30 June 2013. The purpose of the
report is to provide users with information about the stewardship of resources entrusted
to Monash Health.
(a) Statement of compliance

These financial statements are a general purpose financial report which have been
prepared in accordance with the Financial Management Act 1994 and applicable
Australian Accounting Standards (AASs) which include interpretations issued by the
Australian Accounting Standards Board (AASB). They are presented in a manner
consistent with the requirements of AASB 101 Presentation of Financial Statements.
The financial statements also comply with relevant Financial Reporting Directions (FRDs)
issued by the Department of Treasury and Finance, and relevant Standing Directions
(SDs) authorised by the Minister for Finance.
Monash Health is a not-for profit entity and therefore applies the additional Aus
paragraphs applicable to not-for-profit Health Services under the AASs.
The annual financial statements were authorised for issue by the Board of Monash Health
on 30 August 2013.
(b) Basis of accounting preparation and measurement

Accounting policies are selected and applied in a manner which ensures that the
resulting financial information satisfies the concepts of relevance and reliability, thereby
ensuring that the substance of the underlying transactions or other events is reported.
The accounting policies set out below have been applied in preparing the financial
statements for the year ended 30 June 2013, and the comparative information presented
in these financial statements for the year ended 30 June 2012.
The going concern basis was used to prepare the financial statements.
These financial statements are presented in Australian dollars, the functional and
presentation currency of Monash Health.
The financial statements, except for cash flow information, have been prepared using the
accrual basis of accounting. Under the accrual basis, items are recognised as assets,
liabilities, equity, income or expenses when they satisfy the definitions and recognition
criteria for those items, that is they are recognised in the reporting period to which they
relate, regardless of when cash is received or paid.
The financial statements are prepared in accordance with the historical cost convention,
except for:
50
Non-current physical assets, which subsequent to acquisition, are measured at a

revalued amount being their fair value at the date of the revaluation less any
subsequent accumulated depreciation and subsequent losses. Revaluations are
made and are re-assessed with sufficient regularity to ensure that the carrying
amounts do not materially differ from their fair values;
The fair value of assets other than land is generally based on their depreciated
replacement value
Historical cost is based on the fair values of the consideration given in exchange for
assets.
In the application of AASs, management is required to make judgments, estimates and
assumptions about carrying values of assets and liabilities that are not readily apparent
from other sources. The estimates and associated assumptions are based on professional
judgments derived from historical experience and various other factors that are believed
to be reasonable under the circumstances. Actual results may differ from these
estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions
to accounting estimates are recognised in the period in which the estimate is revised if
the revision affects only that period or in the period of the revision, and future periods if
the revision affects both current and future periods. Judgements and assumptions made
by management in the application of AASs that have significant effects on the financial
statements and estimates, with a risk of material adjustments in the subsequent
reporting period, relate to:
The fair value of land, buildings, infrastructure, plant and equipment (refer to
Note 1(k));
Superannuation expense (refer to note 1(g)); and
Actuarial assumptions for the employee benefit provisions based on the likely
tenure of existing staff, patterns of leave claims, future salary movements and
future discount rates (refer Note 1(l)).
(c) Reporting Entity

The financial statements include all the controlled activities of Monash Health (formerly
Southern Health).
Its principal address is:
246 Clayton Road
Clayton
Victoria 3168
A description of the nature of Monash Healths operations and its principal activities is
included in the report of operations, which does not form part of these financial
statements.
51
(d) Principles of Consolidation

In accordance with AASB 127 Consolidated and Separate Financial Statements, the
consolidated financial statements of Monash Health incorporates the assets and liabilities
of all entities controlled by Monash Health as at 30 June 2013, and their income and
expenses for that part of the reporting period in which control existed. Control exists
when Monash Health has the power to govern the financial and operating policies of an
entity so as to obtain benefit from its activities. In assessing control, potential voting
rights that presently are exercisable are taken into account. The consolidated financial
statements include the audited financial statements of Kitaya Holdings Pty Ltd.
Consistent accounting policies have been adopted by all entities. In the process of
preparing consolidated financial statements for Monash Health all material transactions
and balances between consolidated entities are eliminated.
Intersegment Transactions
Transactions between segments within Monash Health have been eliminated to reflect
the extent of Monash Healths operations as a group.
Associates
Investments in associates are accounted for in accordance with the policy outlined in
Note 1(j) Financial Assets.
(e) Scope and presentation of financial statements

Fund Accounting
Monash Health operates on a fund accounting basis and maintains three funds:
Operating, Specific Purpose and Capital Funds. Monash Healths Capital and Specific
Purpose Funds include unspent capital donations and receipts from fund-raising activities
conducted solely in respect of these funds.
Services Supported By Health Services Agreement and Services Supported By
Hospital and Community Initiatives
Activities classified as Services Supported by Health Services Agreement (HSA) are
substantially funded by the Department of Health and includes Residential Aged
Care Services (RACS) and are also funded from other sources such as the
Commonwealth, patients and residents, while Services Supported by Hospital and
Community Initiatives (H&CI) are funded by Monash Health's own activities or local
initiatives and/or the Commonwealth.
Comprehensive operating statement
The Comprehensive Operating Statement includes the subtotal entitled Net Result
Before Capital and Specific Items to enhance the understanding of the financial
performance of Monash Health. This subtotal reports the result excluding items such as
capital grants; assets received or provided free of charge, depreciation, expenditure
using capital purpose income and items of an unusual nature and amount such as
specific income and expenses. The exclusion of these items is made to enhance
matching of income and expenses so as to facilitate the comparability and consistency of
results between years and Victorian Public Health Services. The Net Result Before
Capital and Specific Items is used by the management of Monash Health, the
52
Department
of
Health
and
the
Victorian
Government
to
measure
the
ongoing
performance of Health Services.

Capital and specific items, which are excluded from this sub-total, comprise:
Capital purpose income, which comprises all tied grants, donations and bequests
received for the purpose of acquiring non-current assets, such as capital works,
plant and equipment or intangible assets. It also includes donations of plant and
equipment (refer Note 1 (f)). Consequently the recognition of revenue as capital
purpose income is based on the intention of the provider of the revenue at the
time the revenue is provided.
Specific income/expense, comprises the following items, where material:

o
o
Redundancy payments
Specified State Grants
Impairment of financial and non-financial assets, includes all impairment losses

(and reversal of previous impairment losses), which have been recognised in
accordance with Note 1 (j)
Depreciation and amortisation, as described in Note 1 (g)
Assets provided or received free of charge (refer to Note 1 (f))
Expenditure using capital purpose income, comprises expenditure which either

falls below the asset capitalisation threshold or doesnt meet asset recognition
criteria and therefore does not result in the recognition of an asset in the balance
sheet, where funding for that expenditure is from capital purpose income.
Balance sheet
Assets and liabilities are categorised either as current or non-current (non-current being
those assets or liabilities expected to be recovered/settled more than 12 months after
reporting period), are disclosed in the notes where relevant.
Statement of changes in equity
The statement of changes in equity presents reconciliations of each non-owner and
owner equity opening balance at the beginning of the reporting period to the closing
balance at the end of the reporting period. It also shows separately changes due to
amounts recognised in the comprehensive result and amounts recognised in other
comprehensive income.
Cash flow statement
Cash flows are classified according to whether or not they arise from operating activities,
investing
activities,
or
financing
activities.
This
classification
is
consistent
with
requirements under AASB 107 Statement of Cash Flows.

For the cash flow statement presentation purposes, cash and cash equivalents includes
bank overdrafts, which are included as current borrowings in the balance sheet.
53
Rounding
All amounts shown in the financial statements are expressed to the nearest $1,000
unless otherwise stated.
Minor discrepancies in tables between totals and sum of components are due to
rounding.
Comparative Information
Where necessary the previous years figures have been reclassified to facilitate
comparisons.
(f)
Income from transactions
Income is recognised in accordance with AASB 118 Revenue and is recognised as to the
extent that it is probable that the economic benefits will flow to Monash Health and the
income can be reliably measured. Unearned income at reporting date is reported as
income received in advance.
Amounts disclosed as revenue are where applicable, net of returns, allowances and
duties and taxes.
Government Grants and other transfers of income (other than contributions by
owners)
In accordance with AASB 1004 Contributions, government grants and other transfers of
income (other than contributions by owners) are recognised as income when Monash
Health gains control of the underlying assets irrespective of whether conditions are
imposed on Monash Healths use of the contributions.
Contributions are deferred as income in advance when Monash Health has a present
obligation to repay them and the present obligation can be reliably measured.
Indirect Contributions from the Department of Health
Insurance is recognised as revenue following advice from the Department of Health.
Long Service Leave (LSL) Revenue is recognised upon finalisation of movements in

LSL liability in line with the arrangements set out in the Metropolitan Health and Aged
Care Services Division Hospital Circular 05/2013.
Patient and Resident Fees

Patient fees represents revenue earned from the provision of patient services by Monash
Health. Patient fees are recognised as revenue at the time invoices are raised.
Private Practice Fees
Private practice fees are recognised as revenue at the time invoices are raised.
Revenue from commercial activities
Revenue from commercial activities such as commercial laboratory medicine is
recognised at the time invoices are raised.
Donations and Other Bequests
Donations and bequests are recognised as revenue when received. If donations are for a
special purpose, they may be appropriated to a surplus, such as the specific restricted
purpose surplus.
54
Dividend Revenue
Dividend revenue is recognised when the right to receive payment is established.
Interest Revenue
Interest revenue is recognised on a time proportionate basis that takes in account the
effective yield of the financial asset.
Sale of investments
The gain/loss on the sale of investments is recognised when the investment is realised.
Fair value of assets and services received free of charge or for nominal
consideration
Resources received free of charge or for nominal consideration are recognised at their
fair value when the transferee obtains control over them, irrespective of whether
restrictions or conditions are imposed over the use of the contributions, unless received
from another Health Service or agency as a consequence of a restructuring of
administrative arrangements.
carrying value.
In the latter case, such transfer will be recognised at
Contributions in the form of services are only recognised when a fair
value can be reliably determined and the service would have been purchased if not
received as a donation.
Other income
Other income includes non-property rental, dividends, forgiveness of liabilities, and bad
debt reversals.
(g) Expense Recognition

Expenses are recognised as they are incurred and reported in the financial year to which
they relate.
Cost of Goods Sold
Costs of goods sold are recognised when the sale of an item occurs by transferring the
cost or value of the item/s from inventories.
Employee expenses
Employee expenses include:
Wages and salaries;
Accrued days off;
Annual leave;
Sick leave;
Long service leave; and
Superannuation expenses which are reported differently depending upon whether

employees are members of defined benefit or defined contribution plans.
Defined contribution plans

In relation to defined contribution (i.e. accumulation) superannuation plans, the
associated expense is simply the employer contributions that are paid or payable in
55
respect of employees who are members of these plans during the reporting period.
Contributions to defined contribution superannuation plans are expensed when incurred.
Defined benefit superannuation plans
The amount charged to the comprehensive operating statement in respect of defined
benefit superannuation plans represents the contributions made by Monash Health to the
superannuation plans in respect of the services of current Monash Health staff during the
reporting period.
Superannuation contributions are made to the plans based on the
relevant rules of each plan, and is based upon actuarial advice.

Employees of Monash Health are entitled to receive superannuation benefits and Monash
Health contributes to both the defined benefit and defined contribution plans.
The
defined benefit plans provide benefits based on years of service and final average salary.
Depreciation
All infrastructure assets, buildings, plant and equipment and other non-financial physical
assets that have finite useful lives are depreciated. Depreciation begins when the asset
is available for use, which is when it is in the location and condition necessary for it to be
capable of operating in a manner intended by management.
Depreciation is generally calculated on a straight line basis, at a rate that allocates the
asset value, less any estimated residual value over its estimated useful life. Estimates of
the remaining useful lives and depreciation method for all assets are reviewed at least
annually, and adjustments made where appropriate. This depreciation charge is not
funded by the Department of Health. Assets with a cost in excess of $1,000 are
capitalised and depreciation has been provided on depreciable assets so as to allocate
their cost or valuation over their estimated useful lives.
The following table indicates the expected useful lives of non-current assets on which the
depreciation charges are based.
Buildings
- Structure Shell Building Fabric
- Site Engineering Services and Central Plant
Central Plant
- Fit Out
- Trunk Reticulated Building Systems
Plant and Equipment
Medical Equipment
Computers and Communication
Furniture and Fitting
Motor Vehicles
Intangible Assets (with finite useful lives)
Leased Buildings
Leased Medical Equipment
2013
2012
40 to 70 years
22 to 30 years
40 to 70 years
22 to 30 years
22 to 30 years
22 to 30 years
3 to 10 years
3 to 10 years
3 years
Up to 10 years
4 years
5 years
45 years
3 to 10 years
22 to 30 years
22 to 30 years
3 to 10 years
3 to 10 years
3 years
Up to 10 years
4 years
5 years
45 years
3 to 10 years
Please note: the estimated useful lives, residual values and depreciation method are
reviewed at the end of each annual reporting period, and adjustments made where
appropriate.
56
As part of the buildings valuation, building values were separated into components and
each component assessed for its useful life which is represented above.
Amortisation
Amortisation is allocated to intangible assets with finite useful lives on a systematic
(typically straight-line) basis over the assets useful life. Amortisation begins when the
asset is available for use, that is, when it is in the location and condition necessary for it
to be capable of operating in the manner intended by management. The consumption of
intangible assets with finite useful lives is classified as amortisation.
The amortisation period and the amortisation method for an intangible asset with a finite
useful life are reviewed at least at the end of each annual reporting period. In addition,
an assessment is made at each reporting date to determine whether there are indicators
that the intangible asset concerned is impaired. If so, the assets concerned are tested as
to whether their carrying value exceeds their recoverable amount.
Intangible assets with indefinite useful lives are not amortised, but are tested for
impairment annually or whenever there is an indication that the asset may be impaired.
The useful lives of intangible assets that are not being amortised are reviewed each
period to determine whether events and circumstances continue to support an indefinite
useful life assessment for that asset. In addition, Monash Health tests all intangible
assets with indefinite useful lives for impairment by comparing the recoverable amount
for each asset with its carrying amount:
annually; and
whenever there is an indication that the intangible asset may be impaired.
Any excess of the carrying amount over the recoverable amount is recognised as an
impairment loss.
Finance Costs
Finance costs are recognised as expenses in the period in which they are incurred.
Finance costs include:
interest on bank overdrafts and short-term and long-term borrowings (interest
amortisation of discounts or premiums relating to borrowings;
amortisation of ancillary costs incurred in connection with the arrangement of
expense is recognised in the period in which it is incurred);
borrowings; and
finance charges in respect of finance leases recognised in accordance with AASB

117 Leases.
Grants and other transfers

Grants and other transfers to third parties (other than contribution to owners) are
recognised as an expense in the reporting period in which they are paid or payable. They
include transactions such as: grants, subsidies and personal benefit payments made in
cash to individuals.
Other operating expenses
57
Other operating expenses generally represent the day-to-day running costs incurred in
normal operations and include:
Supplies and consumables
Supplies and services costs which are recognised as an expense in the reporting
period in which they are incurred. The carrying amounts of any inventories held
for distribution are expensed when distributed.
Bad and doubtful debts
Refer to Note 1 (j) Impairment of financial assets.
(h) Other comprehensive income

Other comprehensive income measures the change in volume or value of assets or
liabilities that do not result from transactions.
Net gain/(loss) on non-financial assets
Net gain/(loss) on non-financial assets and liabilities includes realised and unrealised
gains and losses as follows:
Revaluation gains/(losses) of non-financial physical assets
Refer to Note 1(k) Revaluations of non-financial physical assets.
Disposal of non-financial assets
Any gain or loss on the disposal of non-financial assets is recognised at the date of
disposal and is determined after deducting from the proceeds the carrying value of
the asset at that time.
Net gain/(loss) on financial instruments
Net gain/(loss) on financial instruments includes:
o
realised and unrealised gains and losses from revaluations of financial
impairment and reversal of impairment for financial instruments at
disposals of financial assets and derecognition of financial liabilities
instruments at fair value;

amortised cost (refer to Note 1 (j)); and
Revaluations of financial instrument at fair value

Refer to Note 1 (i) Financial instruments.
Share of net profits/(losses) of associates and joint entities, excluding
dividends.
Refer to Note 1 (d) Basis of consolidation.
Other gains/(losses) from other comprehensive income
Other gains/(losses) include:
o
the revaluation of the present value of the long service leave
liability due to changes in the bond interest rates; and
58
transfer of amounts from the reserves to accumulated surplus or
net result due to disposal or derecognition or reclassification.
(i) Financial instruments

Financial instruments arise out of contractual arrangements that give rise to a financial
asset of one entity and a financial liability or equity instrument of another entity. Due to
the nature of Monash Healths activities, certain financial assets and financial liabilities
arise under stature rather than contract. Such financial assets and financial liabilities do
not meet the definition of financial instruments in AASB 132 Financial Instruments:
Presentation. For example, statutory receivables arising from taxes, fines and penalties
do not meet the definition of financial instruments as they do not arise under contract.
Where relevant, for note disclosure purposes, a distinction has been made between
those financial assets and liabilities that meet the definition of financial instruments in
accordance with AASB 132 and those that do not.
The following refers to financial instruments unless otherwise stated:
Categories of non-derivative financial instruments
Financial assets and liabilities at fair value through profit or loss
Financial assets are categorised at fair value through profit or loss at trade date if they
are classified as held for trading or designated as such upon initial recognition. Financial
instrument assets are designated at fair value through profit or loss on the basis that the
financial assets form part of a group of financial assets that are managed by the entity
concerned based on their fair values, and have their performance evaluated in
accordance with documented risk management and investment strategies.
Financial instruments at fair value through profit or loss are initially measured at fair
value and attributable transaction costs are expensed as incurred. Subsequently, any
changes in fair value are recognised in the net result as other comprehensive income.
Loans and receivables
Loans and receivables are financial instrument assets with fixed and determinable
payments that are not quoted in an active market. These assets are initially recognised
at fair value plus any directly attributable transaction costs. Subsequent to initial
measurement any loans and receivables are measured at amortised cost using the
effective interest rate method, less any impairment.
Loans and receivables category includes cash and deposits (refer Note 1(j)), term
deposits with greater maturity than three months, trade receivables, loans and other
receivables but not statutory receivables.
The effective interest method is a method of calculating the amortised cost of a financial
asset and of allocating interest income over the relevant period. The effective interest
rate is the rate that exactly discounts estimated future cash receipts through the
expected life of the financial assets, or where appropriate, a shorter period.
Financial liabilities at amortised cost
Financial instrument liabilities are initially recognised on the date they are originated.
They are initially measured at fair value plus any directly attributable transaction costs.
59
Subsequent to initial recognition, these financial instruments are measured at amortised

cost with any difference between the initial recognised amount and the redemption value
being recognised in profit and loss over the period of the interest-bearing liability, using
the effective interest rate method.
Financial instrument liabilities measured at amortised cost include all of Monash Healths
contractual payables, deposits held and advances received, and interest-bearing
arrangements other than those designated at fair value through profit or loss.
(j) Financial assets

Cash and cash equivalents comprise cash on hand and cash at bank, deposits at call and
highly liquid investments with an original maturity of three months or less, which are
held for the purpose of meeting short term cash commitments rather than for
investment purposes, which are readily convertible to known amounts of cash and are
subject to insignificant risk of changes in value.
Receivables
Receivables consist of:
Statutory receivables, which includes predominantly amounts owing from the

Victorian Government and Goods and Services Tax (GST) input tax credits
recoverable; and
Contractual receivables, which includes mainly debtors in relation to goods and

services, loans to third parties, accrued investment income, and finance lease
receivables.
Trade debtors are carried at nominal amounts due and are due for settlement within 30
days from the date of recognition. Collectability of debts is reviewed on an ongoing
basis, and debts which are known to be uncollectible are written off. A provision for
doubtful debts is recognised when there is objective evidence that the debts may not be
collected and bad debts are written off when identified.
Receivables that are contractual are classified as financial instruments and classified as
loans and receivables. Statutory receivables are recognised and measured similarly to
contractual receivables (except for impairment), but are not classified as financial
instruments because they do not arise from a contract.
Receivables are recognised initially at fair value and subsequently measured at
amortised cost, using the effective interest method, less any accumulated impairment.
Investments and Other Financial Assets
Investments are recognised and derecognised on trade date where purchase or sale of
an investment is under a contract whose terms require delivery of the investment within
the timeframe established by the market concerned, and are initially measured at fair
value, net of transaction costs.
Investments are classified in the following categories:
60
Financial assets at fair value through profit or loss;
Loans and receivables; and
Monash Health classifies its other financial assets between current and non-current
assets based on the purpose for which the assets were acquired. Management
determines the classification of its other financial assets at initial recognition.
Monash Health assesses at each balance sheet date whether a financial asset or group of
financial assets is impaired.
All financial assets, except those measured at fair value through profit or loss are subject
to annual review for impairment.
Investments accounted for using the equity method
Associates are those entities over which Monash Health exercises significant influence,
but not control.
Investments in associates are accounted for using the equity method of accounting.
Under the equity method for accounting, Monash Healths share of the post-acquisition
profits or losses of associates is recognised in the net result and its share of postacquisition changes in revaluation surpluses and any other reserves, are recognised in
both the comprehensive operating statement and the statement of changes in equity.
The cumulative post acquisition movements are adjusted against the cost of the
investment.
Joint ventures are contractual arrangements between Monash Health and one or more
other parties to undertake an economic activity that is subject to joint control. Joint
control only exists when the strategic financial and operating decisions relating to the
activity require the unanimous consent of the parties sharing control (the venturers).
Interests in jointly controlled entities are accounted for in the financial statements using
the equity method, as applied to investments in associates.
Details of these investments are set out in note 11.
Derecognition of financial assets
A financial asset (or, where applicable, a part of a financial asset or part of a group of
similar financial assets) is derecognised when:
the rights to receive cash flows from the asset have expired; or
Monash Health retains the right to receive cash flows from the asset, but has
assumed an obligation to pay them in full without material delay to a third party
under a pass through arrangement; or
Monash Health has transferred its rights to receive cash flows from the asset and
either:
(a) has transferred substantially all the risks and rewards of the asset; or
(b) has neither transferred nor retained substantially all the risks and rewards of
the asset, but has transferred control of the asset.
Where Monash Health has neither transferred nor retained substantially all the risks and
rewards or transferred control, the asset is recognised to the extent of Monash Healths
continuing involvement in the asset.
Impairment of Financial Assets
61
At the end of each reporting period Monash Health assesses whether there is objective
evidence that a financial asset or group of financial assets is impaired. All financial
instrument assets, except those measured at fair value through profit or loss, are
subject to annual reviews for impairment.
Receivables are assessed for bad and doubtful debts on a regular basis. Bad debts
considered as written off and allowances for doubtful receivables are expensed and
classified as impairment of financial assets in the net result.
The amount of the allowance is the difference between the financial assets carrying
amount and the present value of estimated future cash flows, discounted at the effective
interest rate.
Where the fair value of an investment in an equity instrument at balance date has
reduced by 20 percent or more than its cost price or where its fair value has been less
than its cost price for a period of 12 or more months, the financial asset is treated as
impaired.
In assessing impairment of statutory (non-contractual) financial assets, which are not
financial instruments, professional judgement is applied in assessing materiality using
estimates, averages and other computational methods in accordance with AASB 136
Impairment of Assets.
Net Gain/(Loss) on Financial Instruments
Net gain/(loss) on financial instruments includes:
realised and unrealised gains and losses from revaluations of financial instruments
that are designated at fair value through profit or loss;
impairment and reversal of impairment for financial instruments at amortised cost;

and
disposals of financial assets and derecognition of financial liabilities.
Revaluations of Financial Instruments at Fair Value

The revaluation gain/(loss) on financial instruments at fair value excludes dividends or
interest earned on financial assets.
(k) Non-Financial Assets

Inventories
Inventories include goods and other property held either for sale, consumption or for
distribution at no or nominal cost in the ordinary course of business operations. It
includes land held for sale and excludes depreciable assets.
Inventories held for distribution are measured at cost, adjusted for any loss of service
potential. All other inventories are measured at the lower of cost and net realisable
value.
The bases used in assessing loss of service potential for inventories held for distribution
include current replacement cost and technical or functional obsolescence. Technical
obsolescence occurs when an item still functions for some or all of the tasks it was
originally acquired to do, but no longer matches existing technologies. Functional
62
obsolescence occurs when an item no longer functions the way it did when it was first
acquired.
Cost for all other inventory is measured on the basis of weighted average cost.
Inventories acquired at no cost or for nominal consideration are measured at current
replacement cost at the date of acquisition.
All non-current physical assets are measured initially at cost and subsequently revalued
at fair value less accumulated depreciation and impairment. When an asset is acquired
for no or nominal cost, the cost is its fair value at the date of acquisition.
The initial costs for non-physical assets under finance lease (refer Note 1(m)) is
measured at amounts equal to the fair value of the leased asset or, if lower, the present
value of minimum lease payments, each determined at the inception of the lease.
Crown Land is measured at fair value with regard to the propertys highest and best
use after due consideration is made for any legal or constructive restrictions imposed on
the asset, public announcements or commitments made in relation to the intended use
of the asset. Theoretical opportunities that may be available in relation to the asset(s)
are not taken into account until it is virtually certain that any restrictions will no longer
apply.
Land and Buildings are recognised initially at cost and subsequently measured at fair
value less accumulated depreciation and impairment.
Plant, Equipment and Vehicles are recognised initially at cost and subsequently
measured at fair value less accumulated depreciation and impairment. Depreciated
historical cost is generally a reasonable proxy for fair value because of the short lives of
the assets concerned.
Cultural, Collections, Heritage Assets and Other Non-Current Physical Assets
that the State intends to preserve because of their unique historical, cultural or
environmental attributes are measured at the cost of replacing the asset less, where
applicable, accumulated depreciation calculated on the basis of such cost to reflect the
already consumed or expired future economic benefits of the asset.
Restrictive nature of cultural and heritage assets, Crown land and
infrastructure assets
During the reporting period, Monash Health may hold cultural assets, heritage assets,
Crown land and infrastructure assets. Such assets are deemed worthy of preservation
because of the social rather than financial benefits they provide to the community. The
nature of these assets means that there are certain limitations and restrictions imposed
on their use and/or disposal.
Leasehold improvements
The cost of a leasehold improvement is capitalised as an asset and depreciated over the
shorter of the remaining term of the lease or the estimated useful life of the
improvements.
63
Revaluations of Non-current Physical Assets

Non-current physical assets are measured at fair value and are revalued in accordance
with FRD 103D Non-current physical assets. This revaluation process normally occurs at
least every five years, based upon the assets Government Purpose Classification, but
may occur more frequently if fair value assessments indicate material changes in values.
Independent valuers are used to conduct these scheduled revaluations and any interim
revaluations are determined in accordance with the requirements of the FRDs.
Revaluation increments or decrements arise from differences between an assets
carrying value and fair value.
Revaluation increments are recognised in other comprehensive income and are credited
directly to the asset revaluation surplus, except that, to the extent that an increment
reverses a revaluation decrement in respect of that same class of asset previously
recognised as an expense in net result, the increment is recognised as income in the net
result.
Revaluation decrements are recognised in other comprehensive income as expenses in
the net result, except that, to the extent that a credit balance exists in the asset
revaluation surplus in respect of the same class of assets, they are debited directly to
the asset revaluation surplus.
Revaluation increases and revaluation decreases relating to individual assets within an
asset class are offset against one another within that class but are not offset in respect
of assets in different classes.
Revaluation surplus is not transferred to accumulated funds on derecognition of the
relevant asset.
In accordance with FRD 103D, Monash Healths non-current physical assets were
assessed at balance sheet date to determine whether revaluation of the non-current
physical assets was required.
Intangible Assets
Intangible assets represent identifiable non-monetary assets without physical substance
such as computer software.
Intangible assets are initially recognised at cost. Subsequently, intangible assets with
finite useful lives are carried at cost less accumulated amortisation and accumulated
impairment losses. Costs incurred subsequent to initial acquisition are capitalised when
it is expected that additional future economic benefits will flow to Monash Health.
Expenditure on research activities is recognised as an expense in the period on which it
is incurred.
An internally-generated intangible asset arising from development (or from the
development phase of an internal project) is recognised if, and only if, all of the following
are demonstrated:
a. the technical feasibility of completing the intangible asset so that it will be
available for use or sale;
b. an intention to complete the intangible asset and use or sell it;
c. the ability to use or sell the intangible asset;
64
d. the intangible asset will generate probable future economic benefits;

e. the availability of adequate technical, financial and other resources to
complete the development and to use or sell the intangible asset; and
f.
the ability to measure reliably the expenditure attributable to the

intangible asset during its development.
Other non-financial assets

Prepayments
Other non-financial assets include prepayments which represent payments in advance of
receipt of goods or services or that part of expenditure made in one accounting period
covering a term extending beyond that period.
Disposal of Non-Financial Assets
Any gain or loss on the sale of non-financial assets is recognised in the comprehensive
operating statement at the date of disposal (refer Note 1(h)).
Impairment of Non-Financial Assets
Apart from intangible assets with indefinite useful lives, all other non-financial assets are
tested annually for impairment (as described below) and whenever there is an indication
of impairment, except for:
inventories; and
assets arising from construction contracts.
If there is an indication of impairment, the assets concerned are tested as to whether

their carrying value exceeds their possible recoverable amount. Where an assets
carrying value exceeds its recoverable amount, the difference is written-off as an
expense except to the extent that the write-down can be debited to an asset revaluation
surplus amount applicable to that same class of asset.
If there is an indication that there has been a change in the estimate of an assets
recoverable amount since the last impairment loss was recognised, the carrying amount
shall be increased to its recoverable amount. This reversal of the impairment loss occurs
only to the extent that the assets carrying amount does not exceed the carrying amount
that would have been determined, net of depreciation or amortisation, if no impairment
loss had been recognised in prior years.
It is deemed that, in the event of the loss or destruction of an asset, the future economic
benefits arising from the use of the asset will be replaced unless a specific decision to
the contrary has been made. The recoverable amount for most assets is measured at
the higher of depreciated replacement cost and fair value less costs to sell. Recoverable
amount for assets held primarily to generate net cash inflows is measured at the higher
of the present value of future cash flows expected to be obtained from the asset and fair
value less costs to sell.
65
(l) Liabilities
Payables
These amounts consist predominantly of liabilities for goods and services.
Payables are initially recognised at fair value, and then subsequently carried at
amortised cost and represent liabilities for goods and services provided to Monash Health
prior to the end of the financial year that are unpaid, and arise when Monash Health
becomes obliged to make future payments in respect of the purchase of these goods and
services.
The normal credit terms are usually Nett 30 - 35 days.
Statutory payables represent liabilities for such items as GST and Fringe Benefits Tax
payable. Statutory payables are recognised and measured similarly to contractual
payables but are not classified as financial instruments and not included in the category
of financial liabilities at amortised cost because they do not arise from a contract.
Borrowings
All borrowings are initially recognised at fair value of the consideration received, less
directly attributable transaction costs (refer also to note 1(m) leases) the measurement
basis subsequent to initial recognition depends on, whether Monash Health has
categorised its borrowings as either, financial liabilities designated at fair value through
profit or loss, or financial liabilities at amortised cost. Any difference between the initial
recognised amount and the redemption value is recognised in net result over the period
of the borrowing using the effective interest method.
Provisions
Provisions are recognised when Monash Health has a present obligation, the future
sacrifice of economic benefits is probable, and the amount of the provision can be
measured reliably.
The amount recognised as a provision is the best estimate of the consideration required
to settle the present obligation at reporting date, taking into account the risks and
uncertainties surrounding the obligation. Where a provision is measured using the cash
flows estimated to settle the present obligation, its carrying amount is the present value
of those cash flows, using a discount rate that reflects the time value of money and risks
specific to the provision.
When some or all of the economic benefits required to settle a provision are expected to
be received from a third party, the receivable is recognised as an asset if it is virtually
certain that recovery will be received and the amount of the receivable can be measured
reliably.
Employee Benefits
These provisions arise for benefits accruing to employees in respect of wages and
salaries, annual leave and long services leave rendered to the reporting date.
Wages and Salaries, Annual Leave, Sick Leave and Accrued Days Off
Liabilities for wages and salaries, including non-monetary benefits, annual leave
accumulating sick leave and accrued days off which are expected to be settled within
66
12 months of the reporting date are recognised in the provision for employee benefits
in respect of employees services up to the reporting date, and are classified as current
liabilities and measured at their nominal values.
Those liabilities that are not expected to be settled within 12 months are also
recognised in the provision for employee benefits as current liabilities, but are
measured at present value of the amounts expected to be paid when the liabilities are
settled using the remuneration rate expected to apply at the time of settlement.
Long Service Leave
The liability for long service leave (LSL) is recognised in the provision for employee
benefits.
Current Liability unconditional LSL (representing 10 or more years of continuous
service) is disclosed in the notes to the financial statements as a current liability even
where Monash Health does not expect to settle the liability within 12 months because it
will not have the unconditional right to defer the settlement of the entitlement should
an employee take leave within 12 months.
The components of this current LSL liability are measured at:
present value component that Monash Health does not expect to settle within
12 months; and
nominal value component that Monash Health expects to settle within 12

months.
Non-Current Liability conditional LSL (representing less than 10 years of

continuous service) is disclosed as a non-current liability.
There is an unconditional
right to defer the settlement of the entitlement until the employee has completed the
requisite years of service. Conditional LSL is required to be measured at present value.
Consideration is given to expected future wage and salary levels, experience of
employee departures and periods of service. Expected future payments are discounted
using interest rates of Commonwealth Government guaranteed securities in Australia.
On-Costs
Employee benefit on-costs, such as payroll tax, workers compensation
superannuation are recognised together with provisions for employee benefits.
and
Superannuation liabilities
Monash Health does not recognise any unfunded defined benefit liability in respect of the
superannuation plans because Monash Health has no legal or constructive obligation to
pay future benefits relating to its employees; its only obligation is to pay superannuation
contributions as they fall due. The Department of Treasury and Finance administers and
discloses the States defined benefit liabilities in its financial statements.
Termination Benefits
Termination benefits are payable when employment is terminated before the normal
retirement date or when an employee accepts voluntary redundancy in exchange for
these benefits.
67
Liabilities for termination benefits are recognised when a detailed plan for the
termination has been developed and a valid expectation has been raised with those
employees affected that the terminations will be carried out. The liabilities for
termination benefits are recognised in other creditors unless the amount or timing of the
payments is uncertain, in which case they are recognised as a provision.
Derecognition of financial liabilities
A financial liability is derecognised when the obligation under the liability is discharged,
cancelled or expires.
When an existing financial liability is replaced by another from the same lender on
substantially different terms, or the terms of an existing liability are substantially
modified, such an exchange or modification is treated as a de-recognition of the original
liability and the recognition of a new liability. The difference in the respective carrying
amounts is recognised as an expense in the estimated consolidated comprehensive
operating statement.
(m) Leases
A lease is a right to use an asset for an agreed period of time in exchange for payment.
Leases are classified at their inception as either operating or finance leases based on the
economic substance of the agreement so as to reflect the risks and rewards incidental to
ownership.
Leases of property, plant and equipment are classified as finance leases whenever the
terms of the lease transfer substantially all the risks and rewards of ownership to the
lessee. All other leases are classified as operating leases.
Finance Leases
Finance leases are recognised as assets and liabilities at amounts equal to the fair value
of the lease property or, if lower, the present value of the minimum lease payment, each
determined at the inception of the lease. The lease asset is depreciated over the shorter
of the estimated useful life of the asset or the term of the lease.
Minimum lease
payments are apportioned between reduction of the outstanding lease liability, and the
periodic finance expense which is calculated using the interest rate implicit in the lease,
and charged directly to the comprehensive operating statement. Contingent rentals
associated with finance leases are recognised as an expense in the period in which they
are incurred.
Operating Leases
When the entity is a lessor, rental income from operating lease is recognised on a
straight-line basis over the term of the relevant lease.
When the entity is a lessee, operating lease payments, including any contingent rentals,
are recognised as an expense in the comprehensive operating statement on a straight
line basis over the lease term, except where another systematic basis is more
representative of the time pattern of the benefits derived from the use of the leased
asset. The leased asset is not recognised in the Balance Sheet.
68
Lease Incentives
All incentives for the agreement of a new or renewed operating lease are recognised as
an integral part of the net consideration agreed for the use of the leased asset,
irrespective of the incentives nature of form or the timing of the payments.
In the event that lease incentives are received by the lessee to enter into operating
leases, such incentives are recognised as a liability. The aggregate benefits of incentives
are recognised as a reduction of rental expense on a straight line basis, except where
another systematic basis is more representative of the time pattern in which economic
benefits from the leased asset is diminished.
Leasehold Improvements
The cost of leasehold improvements are capitalised as an asset and depreciated over the
remaining term of the lease or the estimated useful life of the improvements, whichever
is the shorter.
(n) Equity
Contributed Capital
Consistent with Australian Accounting Interpretation 1038 Contributions by Owners Made
to Wholly-Owned Public Sector Entities and FRD 119 Contributions by Owners,
appropriations for additions to the net asset base have been designated as contributed
capital. Other transfers that are in the nature of contributions or distributions that have
been designated as contributed capital are also treated as contributed capital.
Property, Plant & Equipment Revaluation Surplus
The asset revaluation surplus is used to record increments and decrements on the
revaluation of non-current physical assets.
Specific Restricted Purpose Surplus
A specific restricted purpose surplus is established where Monash Health has possession
or title to the funds but has no discretion to amend or vary the restriction and/or
condition underlying the funds received.
(o) Commitments
Commitments for future expenditure include operating and capital commitments arising
from contracts. These commitments are disclosed by way of a note (refer to note 21) at
their nominal value and are inclusive of the goods and services tax (GST) payable. In
addition, where it is considered appropriate and provides additional relevant information
to users, the net present values of significant individual projects are stated. These future
expenditures cease to be disclosed as commitments once the related liabilities are
recognised on the balance sheet.
(p) Contingent assets and contingent liabilities

Contingent assets and contingent liabilities are not recognised in the balance sheet, but
are disclosed by way of note and, if quantifiable, are measured at nominal value.
69
Contingent assets and contingent liabilities are presented inclusive of GST receivable or
payable respectively.
(q) Service concession arrangements

Monash Health sometimes enters into certain arrangements with private sector
participants to design and construct or upgrade assets used to provide public services.
These arrangements are typically complex and usually include the provision of
operational and maintenance services for a specified period of time. These arrangements
are often referred to as either public private partnerships or service concession
arrangements (SCAs).
These SCAs usually take one of two main forms. In the more common form, Monash
Health pays the operator over the period of the arrangement, subject to specified
performance criteria being met. At the date of commitment to the principal provisions of
the
arrangement,
these
estimated
periodic
payments
are
allocated
between
component related to the design and construction or upgrading of the asset and
components related to the ongoing operation and maintenance of the asset. The former
component is accounted for as a lease payment in accordance with the lease policy (see
Note 1(m)). The remaining components are accounted for as commitments (see Note
1(o)) for operating costs which are expensed in the comprehensive operating statement
as they are incurred.
(r) Goods and Services Tax (GST)

Income, expenses and assets are recognised net of the amount of associated GST,
unless the GST incurred is not recoverable from the taxation authority. In this case it is
recognised as part of the cost of acquisition of the asset or as part of the expense.
Receivables and payables are stated inclusive of the amount of GST receivable or
payable. The net amount of GST recoverable from, or payable to, the taxation authority
is included with other receivables or payables in the balance sheet.
Cash flows are presented on a gross basis. The GST components of cash flows arising
from investing or financing activities which are recoverable from, or payable to the
taxation authority, are presented as an operating cash flow.
Commitments for expenditure and contingent assets and liabilities are presented on a
gross basis.
(s) Events after the reporting period

Assets, liabilities, income or expenses arise from past transactions or other past events.
Where the transactions result from an agreement between Monash Health and other
parties, the transactions are only recognised when the agreement is irrevocable at or
before the end of the reporting period. Adjustments are made to amounts recognised in
the financial statements for events which occur after the reporting period and before the
date the financial statements are authorised for issue, where those events provide
information about conditions which existed in the reporting period. Note disclosure is
made about events between the end of the reporting period and the date the financial
70
statements are authorised for issue where the events relate to conditions which arose
after the end of the reporting period and which may have a material impact on the
results of subsequent reporting periods.
(t) Foreign currency

All foreign currency transactions during the financial year are brought to account using
the exchange rate in effect at the date of the transaction.
71
(u) New Accounting Standards and Interpretations

Certain new Australian accounting standards and interpretations have been published
that are not mandatory for the 30 June 2013 reporting period. DTF assess the impact of
all the new standards and interpretations and advises Monash Health of their
applicability and early adoption where applicable.
As at 30 June 2013, the following standards and interpretations had been issued but
were not mandatory for the reporting period ending 30 June 2013. Monash Health has
not and does not intend to adopt these standards early.
Standard/Interpretation Summary
AASB 9 Financial
instruments
AASB 10 Consolidated
AASB 11 Joint
Arrangements
72
Applicable
for annual
reporting
periods
beginning
on
1 Jan 2015
This standard simplifies
requirements for the classification
and measurement of financial
assets resulting from Phase 1 of the
IASBs project to replace IAS 39
Financial Instruments: Recognition
and Measurement (AASB 139
Financial Instruments: Recognition
and Measurement).
This Standard forms the basis for 1 Jan 2014
determining which entities should
be consolidated into an entitys
financial statements. AASB 10
defines control as requiring
exposure or rights to variable
returns and the ability to affect
those returns through power over
an investee, which may broaden
the concept of control for public
sector entities.
The AASB has issued an exposure
draft ED 238 Consolidated
Financial Statements Australian
Implementation Guidance for Not-
for-Profit Entities that explains and
illustrates how the principles in the
Standard apply from the
perspective of not-for-profit
entities in the private and public
sectors.
This Standard deals with the
1 Jan 2014
concept of joint control, and sets
out a new principles-based
approach for
determining the type of joint
arrangement that exists and the
corresponding accounting
Impact on public sector entity

financial statements
Subject to AASBs further

modifications to AASB 9, together
with the anticipated changes
resulting from the staged projects
on impairments and hedge
accounting, details of impacts will
be assessed.
Not-for-profit entities are not
permitted to apply this Standard
prior to the mandatory
application date.

Subject to AASBs final
deliberations on ED 238 and any
modifications made to AASB 10
for not-for-profit entities, the
entity will need to re-assess the
nature of its relationships with
other entities, including those
that are currently not
consolidated.

application date.

Subject to AASBs final
deliberations and any
AASB 12 Disclosure of
Interests in Other
Entities
AASB 13 Fair Value

Measurement
AASB 119 Employee

Benefits
Applicable
for annual
reporting
periods
beginning
on

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.

modifications made to AASB 11

for not-for-profit entities, the
entity will need to assess the
nature of arrangements with
other entities in determining
whether a joint arrangement
exists in light of AASB 11.
This Standard requires disclosure of 1 Jan 2014

information that enables users of
financial statements to evaluate
the nature of, and risks associated
with, interests in other entities and
the effects of those interests on
the financial statements. This
Standard replaces the disclosure
requirements in AASB 127 Separate
Financial Statements and AASB 131
Interests in Joint Ventures.
The exposure draft ED 238
proposes to add some
implementation guidance to
AASB 12, explaining and illustrating
the definition of a strucutured
entity from a not-for-profit
perspective.
This Standard outlines the
1 Jan 2013
requirements for measuring the
fair value of assets and liabilities
and replaces the existing fair value
definition and guidance in other
Australian accounting standards.
AASB 13 includes a fair value
hierarchy which ranks the
valuation technique inputs into
three levels using unadjusted
quoted prices in active markets for
identical assets or liabilities; other
observable inputs; and
unobservable inputs.
In this revised Standard for defined 1 Jan 2013
benefit superannuation plans,
there is a change to the
methodology in the calculation of
superannuation expenses, in
particular there is now a change in
the split between superannuation
interest expense (classified as
transactions) and actuarial gains

application date.

Impacts on the level and nature
of the disclosures will be assessed
based on the eventual
implications arising from AASB 10,
AASB 11 and AASB 128
Investments in Associates and
Joint Ventures.
Disclosure for fair value

measurements using
unobservable inputs are relatively
detailed compared to disclosure
for fair value measurements using
observable inputs. Consequently,
the Standard may increase the
disclosures required assets
measured using depreciated
replacement cost.

application date.
While the total superannuation
expense is unchanged, the
revised methodology is expected
to have a negative impact on the
net result from transactions a few
73
Applicable
for annual
reporting
periods
beginning
on
and losses (classified as Other

economic flows other
movements in equity) reported on
the comprehensive operating
statement.
AASB 127 Separate

Victorian public sector entities

that report superannuation
defined benefit plans.

application date. The AASB is
assessing the applicability of
principles in AASB 127 in a not-
for-profit context.
As such, the impact will be
assessed after the AASBs
deliberation.
AASB 128 Investments in This revised Standard sets out the 1 Jan 2014 Not-for-profit entities are not
Associates and Joint
requirements for the application of
Ventures
the equity method when
accounting for investments in
application date. The AASB is
associates and joint ventures.
assessing the applicability of
principles in AASB 128 in a not-
for-profit context.
As such, the impact will be
assessed after the AASBs
deliberation.
1 July 2013 The Victorian Government is
AASB 1053 Application This Standard establishes a
of Tiers of Australian
currently considering the impacts
differential financial reporting
Accounting Standards
of Reduced Disclosure
framework consisting of two
Requirements (RDRs) for certain
tiers of reporting requirements
public sector entities, and has not
for preparing general purpose
decided if RDRs will be
financial statements.
implemented in the Victorian
public sector.

74
This revised Standard prescribes

1 Jan 2014
the accounting and disclosure
requirements for investments in
subsidiaries, joint ventures and
associates when an entity prepares
separate financial statements.

(v) Category Groups

Monash Health has used the following category groups for reporting purposes for the
current and previous financial years.
Admitted Patient Services (Admitted Patients) comprises all recurrent health
revenue/expenditure on admitted patient services, where services are delivered in
public hospitals, or free standing day hospital facilities, or alcohol and drug treatment
units or hospitals specialising in dental services, hearing and ophthalmic aids.
Mental
Health
Services
(Mental
Health)
comprises
all
recurrent
health
revenue/expenditure on specialised mental health services (child and adolescent,

general and adult, community and forensic) managed or funded by the state or
territory health administrations, and includes: Admitted patient services (including
forensic mental health), outpatient services, emergency department services (where
it is possible to separate emergency department mental health services), communitybased services, residential and ambulatory services.
Outpatient
Services
(Outpatients)
comprises
all
recurrent
health
revenue/expenditure on public hospital type outpatient services, where services are

delivered in public hospital outpatient clinics, or free standing day hospital facilities, or
rehabilitation facilities, or alcohol and drug treatment units, or outpatient clinics
specialising in ophthalmic aids or palliative care.
Emergency
Department
Services
(EDS)
comprises
all
recurrent
health
revenue/expenditure on emergency department services that are available free of

charge to public patients.
Aged Care comprises revenue/expenditure from Home and Community Care (HACC)
programs, Allied Health, Aged Care Assessment and support services.
Primary Health comprises revenue/expenditure for Community Health Services
including health promotion and counselling, physiotherapy, speech therapy, podiatry
and occupational therapy.
Off Campus, Ambulatory Services (Ambulatory) comprises all recurrent health
revenue/expenditure on public hospital type services including palliative care facilities
and rehabilitation facilities, as well as services provided under the following
agreements: Services that are provided or received by hospitals (or area health
services) but are delivered/received outside a hospital campus, services which have
moved from a hospital to a community setting since June 1998, services which fall
within the agreed scope of inclusions under the new system, which have been
delivered within hospitals i.e. in rural/remote areas.
Residential Aged Care including Mental Health (RAC incl. Mental Health)
referred to in the past as psychogeriatric residential services, comprises those
Commonwealth-licensed residential aged care services in receipt of supplementary
75
funding from the Department of Health under the mental health program. It excludes
all other residential services funded under the mental health program, such as mental
health funded community care units (CCUs) and secure extended care units (SECs).
Other Services excluded from Australian Health Care Agreement (AHCA)
(Other) comprises revenue/expenditure for services not separately classified above,
including: Public health services including Laboratory testing, Blood Borne Viruses /
Sexually Transmitted Infections clinical services, Kooris liaison officers, immunisation
and screening services, Drugs services including drug withdrawal, counselling and the
needle and syringe program, Dental Health services including general and specialist
dental care, school dental services and clinical education, Disability services including
aids and equipment and flexible support packages to people with a disability,
Community Care programs including sexual assault support, early parenting services,
parenting assessment and skills development, and various support services. Health
and Community Initiatives also falls in this category group.
76
- Diagnostic Imaging
- Pharmacy Services
- Car Park
- Property Income
- Research
- Other
Total Business Units & Specific Purpose Funds
Donations & Bequests

1,114,938
163,892
52
5,806
5,572
68,758
(301)
12,908
50,579
89,276
2,285
2,312
13,638
84,679
3,541
3,091
12,665
4,272
19,986
11,849
15,636
190,512
1,096
111,120
(312)
51,000
9,600
13,171
36,565
79,392
2,350
2,595
11,815
74,447
3,175
3,174
11,302
4,184
18,017
11,021
11,760
$'000
H&CI
2012
1,301,415
52
5,806
5,572
68,758
(301)
12,908
50,579
1,226,799
21,136
2,285
11,028
2,312
13,638
84,679
3,541
3,091
12,665
4,272
19,986
11,849
15,636
4,557
37,263
32,706
6,536
4,952
1,583
2,414
63,906
1,061,560
7,395
487,864
16,221
483,761
$'000
Total
2013
1,305,450
1,096
111,120
(312)
51,000
9,600
13,171
36,565
1,194,330
21,744
2,350
10,561
2,595
11,815
74,448
3,175
3,174
11,302
4,184
18,017
11,021
11,760
5,025
33,688
28,663
12,889
11,394
1,495
2,330
56,745
1,036,056
7,254
969,727
$'000
Total
2012
1,137,523
1,137,523
21,136
11,028
4,557
37,263
32,706
6,536
4,952
1,583
2,414
63,906
1,061,560
7,395
487,864
16,221
483,761
2013
$'000
HSA
1,114,938
1,114,938
21,744
10,561
5,025
33,688
28,663
12,889
11,394
1,495
2,330
56,745
1,036,056
7,254
969,727
$'000
HSA
2012
H&CI
2012
3,541
3,091
12,665
4,272
19,986
11,849
15,636
204,175
52
5,806
5,572
68,758
(301)
12,908
50,579
129,559
2,285
40,282
2,312
229,108
1,096
111,120
(312)
51,000
9,600
13,171
36,565
117,988
2,350
38,596
2,595
11,815
74,447
3,175
3,174
11,302
4,184
18,017
11,021
11,760
$'000
13,638
84,679
$'000
Consolidated
H&CI
2013
Indirect contributions by Department of Health: Department of Health makes certain payments on behalf of Monash Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.
1,137,523
Total Revenue (refer to note 2a)
Specific Income (refer note 2e)

Share of Net Result of Associates & Joint Ventures Accounted for
using the Equity Model (refer note 11)
Other Capital Purpose Income

Total Revenue from Capital Purpose Income
Net Gain/(Loss) on Disposal of Non-Financial Assets (refer note

2c)
Commonwealth Government Capital Grants

Assets Received Free of Charge (refer note 2d)
1,114,938
1,137,523
- Funding for Casey Hospital
21,744
10,561
5,025
33,688
28,663
12,889
11,394
1,495
2,330
56,745
1,036,056
7,254
969,727
$'000
$'000
Parent
H&CI
2013
HSA
2012
21,136
- Targeted Capital Works and Equipment
State Government Capital Grants
Capital Purpose Income
Other Revenue from Operating Activities

Total Revenue from Operating Activities
Interest & Dividends
Private Hospital Fees (refer note 2b)
11,028
Recoupment from Private Practice for Use of Hospital Facilities
- Laboratory Medicine
4,557
37,263
32,706
- Private Practice and Other Patient Activities Fees
Business Units & Specific Purpose Funds
- Residential Aged Care (refer note 2b)

Total Patient & Resident Fees
- Patient and Resident Fees (refer note 2b)
6,537
4,952
Total Indirect Contributions by Department of Health
1,583
- Long Service Leave
2,414
63,906
1,061,560
7,395
487,864
16,221
483,761
2013
$'000
HSA
- Insurance
Indirect Contributions by Department of Health
- Commonwealth Government
- Residential Aged Care Subsidy
- Other (Recurring Grants)
Total Government Grants
- Dental Health Services Victoria
- State Pool Fund Administrator
- Department of Human Services Victoria
- Department of Health
Revenue from Operating Activities

Government Grants
Note 2: Revenue
1,341,699
52
5,806
5,572
68,758
(301)
12,908
50,579
1,267,084
21,136
2,285
40,282
11,028
2,312
13,638
84,678
3,541
3,091
12,665
4,272
19,986
11,849
15,636
4,557
37,263
32,706
6,535
4,952
1,583
2,414
63,906
1,061,561
7,395
487,864
16,221
483,761
$'000
Total
2013
1,344,046
1,096
111,120
(312)
51,000
9,600
13,171
36,565
1,232,925
21,744
2,350
38,596
10,561
2,595
11,815
74,448
3,175
3,174
11,302
4,184
18,017
11,021
11,760
5,025
33,688
28,663
12,888
11,394
1,495
2,330
56,745
1,036,056
7,254
969,727
$'000
Total
2012
Monash Health
Notes To and Forming Part of the Financial Statements
30 June 2013
77
78

68,869
68,869
712,641
712,641
153
1,463
67,253
4,476
25,750
682,416
Outpatients
2013
$'000
49,259
49,259
304
-
48,956
EDS
2013
$'000
79,090
79,090
420
-
78,670
Ambulatory
2013
$'000
128,722
128,722
751
2,168
125,805
Mental
Health
2013
$'000
31,606
31,606
2,414
-
215
4,557
24,421
RAC incl. Mental

Health
2013
$'000
10,498
10,498
82
-
10,416
Aged Care
2013
$'000
22,074
22,074
134
-
21,940
Primary Health
2013
$'000
238,937
204,175
2,312
84,679
40,282
2,285
52
68,758
5,806
34,763
21,136
8,614
-
3,327
1,685
Other
2013
$'000
Indirect contributions by Department of Health:

Department of Health makes certain payments on behalf of Monash Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.
Total Revenue
Revenue from Services Supported by

Donations & Bequests (non capital)
Private Hospital Fees
Other
Capital Purpose Income (refer note 2)
Sub-Total Revenue from Services
Supported by Hospital and Community
Initiatives
Patient & Resident Fees (refer note 2b)

Recoupment from Private Practice for Use of
Hospital Facilities
Share of Net Result of Associates & Joint
Ventures Accounted for using the Equity Model
(refer note 11)
Sub-Total Revenue from Services
Supported by Health Services Agreement
Indirect contributions by Department of Health
Revenue from Services Supported by

Health Services Agreement
Government Grants
Admitted
Patients
2013
$'000
Note 2a: Analysis of Revenue by Source
(based on the consolidated view of note 2)
1,341,699
204,175
2,312
84,679
40,282
2,285
52
68,758
5,806
1,137,523
21,136
-
11,028
-
6,535
37,263
1,061,561
Total
2013
$'000
Monash Health
30 June 2013
Note 2a: Analysis of Revenue by Source
70,420
708,696
70,420
708,696
68,984
216
1,220
Outpatients
2012
$'000
680,932
9,418
18,346
Admitted
Patients
2012
$'000
48,087
48,087
47,814
273
-
EDS
2012
$'000
79,950
79,950
79,068
882
-
Ambulatory
2012
$'000
113,868
113,868
110,401
1,343
2,124
Mental
Health
2012
$'000
27,980
27,980
2,330
20,252
373
5,025
RAC incl. Mental

Health
2012
$'000
9,189
9,189
9,045
144
-
Aged Care
2012
$'000
19,129
19,129
18,889
240
-
Primary Health
2012
$'000
267,134
229,515
2,595
74,854
38,596
2,350
111,120
37,619
21,744
8,231
671
6,973
Other
2012
$'000
Indirect contributions by Department of Human Services:

Department of Human Services makes certain payments on behalf of Monash Health. These amounts have been brought to account in determining the operating result for the year by recording them as revenue and expenses.
Total Revenue
Sub-Total Revenue from Services Supported by

Revenue from Services Supported by Hospital

and Community Initiatives
Donations and Bequests (non capital)
Business Units and Specific Purpose Funds
Private Hospital Fees
Interest and Dividends

Sub-Total Revenue from Services Supported by
Health Services Agreement
Revenue from Services Supported by Health

Services Agreement
Government Grants
Indirect contributions by Department of Health
Patient and Resident Fees (refer note 2b)
Recoupment from Private Practice for Use of Hospital
Facilities
(based on the consolidated view of note 2)
1,344,046
229,515
2,595
74,854
38,596
2,350
111,120
1,114,938
21,744
10,561
1,036,057
12,889
33,687
Total
2012
$'000
Monash Health
30 June 2013
79
Monash Health
30 June 2013
Note 2b: Patient and Resident Fees

Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000

Recurrent:
Acute
Inpatients
25,750
22,360
25,750
22,360
Outpatients
1,463
1,220
1,463
1,220
Other
2,119
1,851
2,119
1,851
Residential Aged Care

Generic
Mental Health
Mental Health
Other
Total Recurrent
309
316
309
316
4,249
4,708
4,249
4,708
2,168
2,124
2,168
2,124
1,208
37,263
1,108
33,688
1,208
37,263
1,108
33,688
40,282
40,282
38,596
38,596
Non-HSA Patient Fees

Kitaya Holdings Pty Ltd
Total Non-HSA Patient Fees
80
Monash Health
30 June 2013
Note 2c: Net Gain/(Loss) on Disposal of Non-Financial Assets
Proceeds from Disposals of Non-Current

Assets
Plant and Equipment
Medical Equipment
Motor Vehicles
Total Proceeds from Disposal of NonCurrent Assets
Less: Written Down Value of NonCurrent Assets Sold
Plant and Equipment
Medical Equipment
Motor Vehicles
Total Written Down Value of Non-Current
Assets Disposed
Net gain/(loss) on Disposal of NonFinancial Assets
Parent Entity Parent Entity Consolidated Consolidated

2013
2012
2013
2012
$'000
$'000
$'000
$'000
24
111
3
1
1
302
24
111
3
1
1
302
135
307
135
307
22
252
1
161
158
37
424
22
252
1
161
158
37
424
436
619
436
619
(301)
(312)
(301)
(312)
81
Monash Health
30 June 2013
Note 2d: Assets Received Free of Charge or For Nominal

Consideration
During the reporting period, the fair

value of assets received free of charge,
was as follows:
Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
2013
2012
$'000
$'000
Land and buildings
9,600
9,600
TOTAL
9,600
9,600
82
Monash Health
30 June 2013
Note 2e: Specific Income

Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
2013
2012
$'000
$'000
Specific Income
Grant for departure payments
Specified State Grant
TOTAL
1,565
4,241
1,565
4,241
5,806
5,806
83
84
6,875

38,614
- VAGO - Audit of Financial Statements

- Other
Total Other Expenses from Continuing
Operations
Audit Fees
Other Administrative Expenses

270
374
86,952
96,396
24,616
3,930
281
354
25,294
3,964
Lease Expenses
1,480
5,124
5,133
3,157
Patient Transport
Bad & Doubtful Debts
13,635
13,855
1,832
16,152
8,397
11,140
163,085
6,998
12,266
80,814
24,392
Repairs & Maintenance
20,038
Insurance costs funded by Department of

Health
7,443
14,600
1,583
10,833
1,840
5,316
Motor Vehicle Expenses
11,903
Fuel, Light, Power and Water
164,259
Domestic Services & Supplies
Other Expenses from Continuing Operations
Total Supplies & Consumables
7,001
83,255
12,735
Medical, Surgical Supplies and Prosthesis
Pathology Supplies
Food Supplies
37,549
23,719
Drug Supplies
S100 Drugs
Supplies & Consumables
13,743
Agency Costs - Other
Total Non Salary Labour Costs
1,875
4,994
Fees for Visiting Medical Officers
834,052
732,731
10,012
26,393
64,916
752,571
10,112
21,547
67,114
851,344
HSA
2012
$'000
HSA
2013
$'000
Agency Costs - Nursing
Total Employee Benefits
Employee Expenses
Salaries & Wages
WorkCover Premium
Departure Packages
Long Service Leave
Superannuation
Note 3: Expenses
10,359
(1)
-
9,288
93
296
27
567
14
(10)
75
15,983
514
102
15,015
350.86
482
481
74,528
65,603
880
2,270
5,775
9,712
8,912
118
113
10
439
16
16
87
13,934
357
153
13,233
192
201
200
75,504
66,543
889
2,274
5,799
H&CI
2012
$'000
Parent Entity
H&CI
2013
$'000
106,755
281
354
34,582
4,058
3,453
5,160
14,422
1,597
20,047
10,823
11,978
180,242
7,515
12,838
98,271
23,719
37,899
14,226
7,355
4,994
1,876
925,872
818,174
10,992
23,817
72,888
Total
2013
$'000
96,663
270
374
33,528
4,049
1,593
5,134
14,074
1,848
16,152
8,412
11,227
177,019
7,355
12,419
94,047
24,392
38,806
14,801
7,643
5,317
1,841
909,556
799,274
10,901
28,667
70,715
Total
2012
$'000
113,448
281
354
42,347
3,964
3,157
5,133
13,855
1,583
20,038
10,833
11,903
164,259
7,001
12,735
83,255
23,719
37,549
13,742
6,875
4,994
1,875
851,344
752,571
10,112
21,547
67,114
HSA
2013
$'000
104,175
274
374
41,837
3,930
1,480
5,124
13,635
1,832
16,152
8,397
11,140
163,084
6,998
12,266
80,814
24,392
38,614
14,599
7,443
5,316
1,840
834,052
732,731
10,012
26,393
64,916
HSA
2012
$'000
11,196
34
-
9,597
93
294
40
692
14
(10)
433
17,764
559
540
15,655
1,010
1,508
1,128
379
92,801
82,151
1,048
2,637
6,965
10,447
26
-
9,239
118
116
13
483
16
16
420
15,960
401
760
13,882
918
439
218
220
93,045
82,484
1,053
2,609
6,900
H&CI
2012
$'000
Consolidated
H&CI
2013
$'000
124,644
315
354
51,944
4,057
3,451
5,173
14,547
1,597
20,047
10,823
12,336
182,023
7,560
13,275
98,910
23,719
38,559
15,252
8,003
5,373
1,876
944,145
834,722
11,160
24,184
74,079
Total
2013
$'000
114,624
301
374
51,076
4,049
1,596
5,137
14,118
1,848
16,152
8,412
11,561
179,046
7,400
13,026
94,696
24,392
39,532
15,038
7,661
5,536
1,841
927,101
815,216
11,066
29,003
71,816
Total
2012
$'000
Monash Health
30 June 2013
Depreciation & Amortisation
1,125,743
Total
Total Expenses
Finance Costs
1,098,689
Specific Expense
HSA
2012
$'000
HSA
2013
$'000

Other Expenses
- Other
Total Other Expenses
Total Expenditure using Capital Purpose
Income
Note 3: Expenses (Continued)
179,643
70,196
5,449
2,201
62,546
8,097
8,097
8,097
181,859
73,514
5,619
811
67,084
8,995
8,995
8,995
PARENT ENTITY
H&CI
H&CI
2013
2012
$'000
$'000
1,305,387
70,196
5,449
2,201
62,546
8,097
8,097
8,097
Total
2013
$'000
1,280,549
73,514
5,619
811
67,084
8,995
8,995
8,995
Total
2012
$'000
1,142,793
HSA
2013
$'000
1,115,910
HSA
2012
$'000
201,643
70,277
5,449
2,201
62,627
8,097
8,097
8,097
202,401
73,515
5,619
811
67,084
8,995
8,995
8,995
CONSOLIDATED
H&CI
H&CI
2013
2012
$'000
$'000
1,344,438
70,277
5,449
2,201
62,627
8,097
8,097
8,097
Total
2013
$'000
1,318,317
73,514
5,619
811
67,084
8,995
8,995
8,995
Total
2012
$'000
85
86
Note 3a: Analysis of Expenses by Source

732,286
Total Expenditure usine Capital Purpose Income
Total Expenses
50,341
1,324
19,254
Other Expenses
1,324
-
19,254
-
Depreciation & Amortisation (refer note 4)

Specific Expenses (refer note 3c)
Finance Costs (refer note 5)
Total Expense from Services Supported by Hospital and
Community Initiatives
49,017
713,033
7,698
9,521
65,041
Employee Benefits
Services Supported by Hospital and Community

Initiatives

Total Expenses from Services Supported by Health
Services Agreement
113,621
1,615
30,183
526,065
8,306
Outpatients
2013
$'000
Admitted
Patients
2013
$'000
Services Supported by Health Services Agreement

Employee Expenses
(based on the consolidated view)
79,135
2,081
2,081
-
77,054
6,586
6,641
1,290
62,537
EDS
2013
$'000
85,479
2,247
2,247
-
83,231
7,158
10,952
468
64,653
Ambulatory
2013
$'000
116,824
3,523
3,523
-
113,300
13,749
9,920
1,160
88,472
Mental
Health
2013
$'000
59,409
28,808
28,808
-
30,601
3,061
2,092
296
25,152
RAC incl.
Mental
Health
2013
$'000
16,462
287
287
-
16,174
2,202
3,364
35
10,572
Aged Care
2013
$'000
20,808
604
604
-
20,204
1,125
1,784
21
17,273
Primary
Health
2013
$'000
183,698
8,097
8,097
135,419
5,449
4,498
2,201
11,196
17,764
1,508
92,804
40,182
6,828
6,363
552
26,438
Other
2013
$'000
1,344,438
8,097
8,097
193,549
5,449
62,627
2,201
11,196
17,764
1,508
92,804
1,142,793
113,448
164,259
13,742
851,344
Total
2013
$'000
Monash Health
30 June 2013
Note 3a: Analysis of Expenses by Source
50,117
713,108
1,484
1,484
21,118
21,118
Depreciation and Amortisation (refer note 4)

734,226
Total Expenses from Services Supported by Capital

Purpose Income
Total Expenses
Other Expenses
Services Supported by Capital Purpose Income
Specific Expenses (refer note 3c)

Finance Costs (refer note 5)
Total Expense from Services Supported by Hospital and
Community Initiatives
51,601
8,945
9,971
58,842
110,284
1,632
29,569
536,466
7,516
Outpatients
2012
$'000
Admitted
Patients
2012
$'000
Employee Benefits
Services Supported by Hospital and Community

Initiatives

Total Expenses from Services Supported by Health
Services Agreement
Services Supported by Health Services Agreement

Employee Expenses
(based on the consolidated view)
77,619
2,233
2,233
-
75,386
6,176
6,643
1,603
60,964
EDS
2012
$'000
86,302
2,482
2,482
-
83,820
6,708
11,147
425
65,540
Ambulatory
2012
$'000
117,453
3,429
3,429
-
114,024
12,511
10,378
802
90,333
Mental
Health
2012
$'000
58,706
30,859
30,859
-
27,847
2,490
2,164
242
22,951
RAC incl.
Mental
Health
2012
$'000
14,928
277
277
-
14,651
1,192
3,219
19
10,221
Aged Care
2012
$'000
21,683
576
576
-
21,107
1,772
1,781
23
17,531
Primary
Health
2012
$'000
155,802
8,995
8,995
130,949
5,619
4,627
811
10,447
15,960
439
93,045
15,858
5,538
7,498
2,337
485
Other
2012
$'000
1,318,317
8,995
8,995
193,407
5,619
67,084
811
10,447
15,960
439
93,045
1,115,916
104,176
163,086
14,599
834,056
Total
2012
$'000
Monash Health
30 June 2013
87
Monash Health
30 June 2013
Note 3b: Analysis of Expenses by Internal and Restricted Specific

Purpose Funds for Services Supported by Hospital and Community
Initiatives
Private Practice and Other Patient Activities

Laboratory Medicine
Diagnostic Imaging
Property Expenses

2013
2012
2013
2012
$'000
$'000
$'000
$'000
11,632
10,538
11,632
10,538
2,988
2,744
2,988
2,744
10,584
9,525
10,584
9,525
(5)
(9)
(5)
(9)
Other
83
99
83
99
- Breastscreen service
- Bequests & Donations
3,488
3,458
3,488
3,458
- Cardiology
5,592
4,525
5,592
4,525
(4)
(13)
(4)
(13)
10,246
9,497
10,246
9,497
Fundraising and Community Support
2,777
1,527
2,777
1,527
Research and Scholarship
2,794
3,181
2,794
3,181
Other
7,129
7,167
7,129
7,167
57,306
52,247
57,306
52,247
- DHS Special Projects

- Mobility Impaired Services
- Special Purpose Medical
Other Activities
TOTAL
88
Monash Health
30 June 2013
Note 3c: Specific Expenses

Parent
Entity
2013
$'000
Specific Expenses
Departure payments
Total Specific Expenses
2,201
2,201
Parent
Entity
2012
$'000
811
811
2013
2012
$'000
$'000
2,201
2,201
811
811
89
Monash Health
30 June 2013
Note 4: Depreciation and Amortisation
Depreciation
Buildings
Plant and Equipment
Medical Equipment
Furniture and Fittings
Motor Vehicles
Leased Building
Leased Plant and Equipment
Leased Medical Equipment
Leased Furniture and Fittings
Total Depreciation
Amortisation
Software
Total Amortisation
Total Depreciation and Amortisation
90

2013
2012
2013
2012
$'000
$'000
$'000
$'000
38,424
1,890
10,077
2,480
138
349
4,959
26
1,096
1
59,441
41,851
2,038
9,779
3,137
137
579
4,973
26
1,135
1
63,656
38,426
1,896
10,122
2,480
137
349
4,989
26
1,096
1
59,522
41,851
2,044
9,830
3,137
139
579
5,003
26
1,135
1
63,745
3,105
3,105
3,339
3,339
3,105
3,105
3,339
3,339
62,546
66,995
62,627
67,084
Monash Health
30 June 2013
Note 5: Finance Costs

Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
2013
2012
$'000
$'000
Finance Charges on Finance Leases
4,233
4,373
4,233
Interest on Treasury Corporation of Victoria Car Park Loan
1,216
1,246
1,216
1,246
5,449
5,619
5,449
5,619
Total Finance Costs
4,373
91
Monash Health
30 June 2013
Note 6: Cash and Cash Equivalents

For the purposes of the cash flow statement, cash assets includes cash on hand and in banks, and short-term deposits
which are readily convertible to cash on hand, and are subject to an insignificant risk of change in value, net of outstanding
bank overdrafts.
Parent
Entity
2013
$'000
75
5,086
5,161
Parent
Entity
2012
$'000
76
54,856
54,932
Represented by:
Cash for Health Service Operations (as per Cash
Flow Statement)
640
49,498
640
49,498
Cash for Monies Held in Trust (refer to Note 18)

- Cash at Bank
Total Cash and Cash Equivalents
4,521
5,161
5,434
54,932
4,521
5,161
5,434
54,933
Cash on Hand
Cash at Bank
Total Cash and Cash Equivalents
92
2013
2012
$'000
$'000
76
76
5,086
54,857
5,161
54,933
Note 7: Receivables
CURRENT
Contractual
Inter Hospital Debtors
Trade Debtors
Patient Fees
Accrued Revenue - Other
Less Allowance for Doubtful Debts
Trade Debtors
Patient Fees
Monash Health
30 June 2013
Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
690
4,210
17,873
11,222
895
5,197
15,288
8,642
690
4,210
22,719
11,689
895
5,197
20,497
9,139
(105)
(2,131)
31,759
(173)
(1,197)
28,652
(105)
(2,143)
37,060
(173)
(1,211)
34,344
TOTAL CURRENT RECEIVABLES
2,925
2,925
34,684
2,727
2,727
31,379
2,928
2,928
39,988
2,724
2,724
37,068
NON CURRENT
Statutory
Long Service Leave - Department of
Health
TOTAL NON-CURRENT RECEIVABLES
TOTAL RECEIVABLES
39,685
39,685
74,369
34,733
34,733
66,112
39,685
39,685
79,673
34,734
34,734
71,802
Statutory
GST Receivable
(a) Movement in the Allowance for doubtful debts

Balance at beginning of year
Amounts written off during the year
Increase/(decrease) in allowance recognised
in net result
Balance at end of year
1,370
(2,519)
897
(1,228)
1,384
(2,519)
910
(1,228)
(1,087)
(2,236)
1,701
1,370
(1,113)
(2,248)
1,702
1,384
(b) Ageing analysis of receivables

Please refer to note 21(b) for the ageing analysis of contractual receivables
(c) Nature and extent of risk arising from receivables
Please refer to note 21(b) for the nature and extent of credit risk arising from contractual receivables
93
Monash Health
30 June 2013
Note 8: Inventories
Pharmaceuticals
At cost
Medical and Surgical
At cost
General Stores
At Cost
Pathology
At Cost
Gift Shop
At Cost
TOTAL INVENTORIES
94
Parent
Entity
2013
$'000
Parent
Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
6,172
6,304
6,172
6,304
9,745
14,561
9,745
14,561
493
616
493
616
972
1,096
972
1,096
9
17,391
9
22,586
9
17,391
9
22,586
47,800
47,800
47,800
47,800
47,800
47,800
47,800
47,800
47,800
Consolidated
2013
2012
$'000
$'000
(b) Nature and extent of risk arising from investments and other financial assets
Please refer to note 21(b) for the nature and extent of credit risk arising from investments and other financial assets
(a) Ageing analysis of investments and other financial assets

Please refer to note 21(b) for the ageing analysis of investments and other financial assets
* Balance relates to funding from the Commonwealth Department of Health and Ageing for the Monash Health Translation Precinct
development.
Represented by:
Health Service Investments*
TOTAL INVESTMENTS AND OTHER FINANCIAL
ASSETS
47,800
47,800
TOTAL INVESTMENTS AND OTHER FINANCIAL

ASSETS
-
47,800
47,800
47,800
47,800
CURRENT
Term Deposit
Aust. Dollar Term Deposits > 3 months
Total Current
-
Parent Entity
2013
2012
$'000
$'000
Capital Fund
2013
2012
$'000
$'000
Note 9: Investments and other Financial Assets
Monash Health
30 June 2013
95
Monash Health
30 June 2013
Note 10: Other Assets
CURRENT
Prepayments
TOTAL CURRENT OTHER ASSETS
NON-CURRENT
Investment in Evivar Medical Pty Ltd
TOTAL NON-CURRENT OTHER
ASSETS
TOTAL OTHER ASSETS
96
Parent
Entity
2013
$'000
2,989
2,989
Parent
Entity
2012
$'000
2,340
2,340
Consolidated
2013
$'000
2,989
2,989
Consolidated
2012
$'000
2,343
2,343
93
93
2,989
93
2,433
2,989
93
2,436
The principal activity of the entity is property investment.
Name of Entity
Monash Health Research Precinct Pty Ltd
TOTAL INVESTMENT ACCOUNTED FOR USING THE EQUITY METHOD
Investment in Associates
Australia
Country of
Incorporation
Parent
Entity
2013
$'000
3,335
3,335
Consolidated
2013
$'000
3,335
3,335
20.33
2013
20.33
2012
Ownership Interest
Parent
Entity
2012
$'000
3,283
3,283
Note 11: Investments Accounted for Using the Equity Method
2013
$'000
3,335
2012
$'000
3,283
Published Fair Value
Consolidated
2012
$'000
3,283
3,283
Monash Health
30 June 2013
97
Monash Health
30 June 2013
Note 11: Investments Accounted for Using the Equity Method

(Continued)
Summarised Share of Financial Information of Associates:
2013
$'000
2012
$'000
Current Assets
Non-Current Assets
Total Assets
834
3,478
4,311
781
3,546
4,327
Current Liabilities
Non-Current Liabilities
Total Liabilities
Net Assets
84
930
1,013
3,298
94
950
1,044
3,283
316
52
437
-
52
Total Income
Net Result
Share of Associates Result After Income Tax
Dividends received from Associates
Dividends Received from Associates
During the year, Monash Health received dividends of $0 (2012: $0) from its associates.
Contingent Liabilities and Capital Commitments

There are no contingent liabilities or capital commitments arising from associates.
98
Monash Health
30 June 2013
Note 12: Property, Plant and Equipment
Land
Land at Valuation
Total Land
Parent Entity
2013
$'000
Parent Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
128,228
128,228
130,187
130,187
128,440
128,440
130,398
130,398
Work in Progress
Buildings Under Construction
Software
Total Work in Progress
103,575
4,994
108,569
62,154
3,862
66,016
103,575
4,994
108,569
62,154
3,862
66,016
Buildings
Building at Cost
Less Accumulated Depreciation
Buildings at Fair Value
Total Buildings
176,359
(12,498)
488,172
(168,054)
483,979
173,397
(8,037)
484,481
(134,093)
515,748
176,359
(12,501)
488,172
(168,054)
483,976
173,397
(8,037)
484,481
(134,093)
515,748
Plant and Equipment

Plant and Equipment at Fair Value
Total Plant and Equipment
28,106
(17,084)
11,022
26,625
(15,609)
11,016
28,209
(17,153)
11,056
26,729
(15,674)
11,055
Medical Equipment
Medical Equipment at Fair Value
Total Medical Equipment
133,352
(76,506)
56,846
126,623
(69,199)
57,424
134,151
(77,082)
57,069
127,411
(69,731)
57,680

Computers and Communication at Fair Value
Total Computers and Communication
27,011
(24,524)
2,487
27,260
(23,454)
3,806
27,076
(24,588)
2,488
27,325
(23,520)
3,805
Furniture and Fittings

Furniture and Fittings at Fair Value
Total Furniture and Fittings
2,207
(1,484)
723
2,058
(1,354)
704
2,239
(1,513)
726
2,091
(1,382)
709
Motor Vehicles
Motor Vehicles at Fair Value
Total Motor Vehicles
8,219
(7,941)
278
8,573
(7,935)
638
8,219
(7,941)
278
8,573
(7,935)
638
Cultural Assets
Cultural Assets at Fair Value
Total Cultural Assets
2,793
2,793
2,797
2,797
2,793
2,793
2,797
2,797
116,342
(27,690)
88,652
108,663
(14,892)
93,771
116,342
(27,690)
88,652
108,663
(14,892)
93,771
893
(373)
520
893
(343)
550
Leased Assets
Building Leased at Fair Value
Less Accumulated Amortisation
Building Leasehold Improvements
Plant and Equipment at Fair Value

298
(271)
27
310
(257)
53
298
(271)
27
310
(257)
53
Medical Equipment at Fair Value

10,927
(9,759)
1,168
11,309
(8,969)
2,340
10,927
(9,759)
1,168
11,309
(8,969)
2,340
736
(736)
-
841
(841)
-
736
(736)
-
841
(841)
-
14
(12)
2
89,849
14
(11)
3
96,167
14
(12)
2
90,369
14
(11)
3
96,717
Computers and Communications at Fair Value

Furniture and Fittings at Fair Value
Total Leased Assets
TOTAL PROPERTY, PLANT and EQUIPMENT
884,774
884,503
885,764
885,563
During the year 30 June 2005, Casey Hospital commenced operation. Construction and fit out of Casey Hospital
was funded as a Public Private Partnership under a Project Agreement between the State of Victoria and
Progress Health Pty Ltd. Southern Health is responsible for operating Casey Hospital and has recognised the
leased asset and associated interest bearing liabilities (Note 16). The State of Victoria is obligated to fund
quarterly service payments due to the Project Agreement for the life of that agreement, a period of up to
25 years.
99
100
Depreciation and Amortisation (note 4)
Capitalisation of Work In Progress
Land and buildings carried at valuation
483,976
2,270
(38,426)
1,958
2,426
515,748
47,848
(41,851)
11,056
(1,896)
(17)
1,914
11,055
(2,044)
(145)
5,006
8,238
$'000
57,069
(10,122)
(152)
9,663
57,680
(9,830)
(15)
8,984
58,541
$'000
Medical
Equipment
Plant and
Equipment
$'000
2,488
(2,480)
(1)
1,165
3,805
(3,137)
3,492
3,450
Communication
Computers and
$'000
726
(137)
(5)
159
709
(139)
(7)
189
666
Furniture and
Fittings
A managerial valuation of Monash Health's land and buildings was performed as at 30 June 2013. The valuation has been performed in accordance with FRD103D Non-Current Physical Assets.
278
(349)
(50)
38
638
(579)
(121)
157
1,181
$'000
Motor Vehicles
In accordance to FRD103D, the Victorian Valuer-General engaged Charter Keck Cramer to perform fair value evaluations on Southern Health's land and buildings acquired 12 months prior to 30 June 2009.
128,440
Depreciation and Amortisation (note 4)
(1,958)
Capitalisation of Work In Progress
Net transfers between classes
Disposals
Additions
130,398
9,600
Disposals
509,750
$'000
120,798
$'000
Additions
Buildings
Land
Reconciliations of the carrying amounts of each class of asset for the consolidated entity at the beginning and end of the previous and current financial year is set out below.
Note 12: Property, plant and equipment (continued)
2,793
(4)
2,797
230
2,567
$'000
Assets
Cultural
90,369
(6,112)
(236)
96,717
(6,165)
(330)
103,212
$'000
Assets
Leased
108,569
(2,270)
44,823
66,016
(47,848)
34,482
79,382
$'000
Progress
Work in
885,764
(59,522)
(465)
60,188
885,563
(63,745)
(618)
62,140
887,786
$'000
Total
Monash Health
30 June 2013
Monash Health
30 June 2013
Note 13: Intangible Assets
Software
Total Intangible Assets
Parent
Entity
2013
$'000
22,826
(14,317)
8,509
Parent
Entity
2012
2013
2012
$'000
$'000
$'000
19,333
22,826
19,333
(11,212)
(14,317)
(11,212)
8,121
8,509
8,121
Reconciliation of the carrying amounts of intangible assets at the beginning and end of the previous
and current financial year:
Parent Entity Consolidated
$'000
$'000
Additions
Amortisation (note 4)
Additions
Amortisation (note 4)
11,450
10
(3,339)
8,121
3,493
(3,105)
8,509
11,450
10
(3,339)
8,121
3,493
(3,105)
8,509
101
Monash Health
30 June 2013
Note 14: Payables
CURRENT
Contractual
Trade Creditors (i)
Accrued Expenses
Payment Doctors
Superannuation accrual
Inter-entity Loan to Kitaya Holdings Pty Ltd
Prepaid Revenue - Department of Health
Other
TOTAL PAYABLES
Parent Entity Parent Entity

2013
2012
$'000
$'000
22,012
14,204
74
14,431
9,671
2,071
5,480
67,943
28,767
14,832
63
5,758
4,250
12,019
2,432
68,121
Consolidated
2013
$'000
22,015
13,339
74
14,538
2,071
6,591
58,628
Consolidated
2012
$'000
28,784
14,744
63
5,758
12,019
2,447
63,815
(i) The average credit period is 30 - 35 days. No interest is charged on trade payables for the first 30 days from the date of the invoice.
(a) Maturity analysis of payables

Please refer to Note 21(c) for the ageing analysis of contractual payables
(b) Nature and extent of risk arising from payables
Please refer to note 21(c) for the nature and extent of risks arising from contractual payables
102
57,082
Total
59,465
37,172
19,781
66
447
1,970
29
Consolidated
2013
$'000
71,388
44,576
23,928
35
525
2,295
29
Parent
Entity
2012
$'000
71,388
44,576
23,928
35
525
2,295
29
Consolidated
2012
$'000
Paid Contribution for the Year
(i) The bases for determining the level of contributions is determined by the various actuaries of the
defined benefit superannuation plans.
35,202
19,400
66
447
1,938
29
Defined contribution plans:

Health Super
Hesta
VicSuper and Other
(i)
Defined benefit plans:

State Superannuation Fund
Health Super
Unisuper
Parent
Entity
2013
$'000
14,431
8,438
5,779
26
33
153
2
Parent
Entity
2013
$'000
14,538
8,483
5,839
26
33
155
2
Consolidated
2013
$'000
5,758
3,611
1,875
16
86
168
2
Parent
Entity
2012
$'000
5,758
3,611
1,875
16
86
168
2
Consolidated
2012
$'000
Contribution Outstanding at Year End
The name, details and amounts expense in relation to the major employee superannuation funds and contributions made by Monash Health are as follows:
However superannuation contributions paid or payable for the reporting period are included as part of employee benefits in the comprehensive operating
statement of Monash Health.
Monash Health does not recognise any defined benefit liability in respect of the plans because the entity has no legal or constructive obligation to pay future
benefits relating to its employees; its only obligation is to pay superannuation contributions as they fall due. The Department of Treasury and Finance discloses the
States defined benefits liabilities in its disclosure for administered items.
Employees of Monash Health are entitled to receive superannuation benefits and Monash Health contributes to both defined benefit and defined contribution plans.
The defined benefit plans provides benefits based on years of service and final average salary.
Note 15: Superannuation
Monash Health
30 June 2013
103
Monash Health
30 June 2013
Note 16: Borrowings

2013
2012
2013
2012
$'000
$'000
$'000
$'000
CURRENT
Australian Dollar Borrowings
(i)
Finance Lease Liability
Treasury Corporation of Victoria Car Park Loan
Total Australian Dollars Borrowings
2,507
1,688
4,195
2,359
1,688
4,047
2,507
1,688
4,195
2,359
1,688
4,047
4,195
4,047
4,195
4,047
NON-CURRENT
Australian Dollar Borrowings
(i)
Finance Lease Liability
(ii)
Treasury Corporation of Victoria Car Park Loan
Total Australian Dollars Borrowings
65,527
16,585
82,112
68,034
17,056
85,090
65,527
16,585
82,112
68,034
17,056
85,090
Total Non-Current
82,112
85,090
82,112
85,090
Total Borrowings
86,307
89,137
86,307
89,137
(ii)
Total Current
(i) During the year ended 30 June 2005, Casey Hospital commenced operation. Construction and fit out of Casey Hospital was funded as Public Private
Partnership under a Project Agreement between the State of Victoria and Progress Health Pty Ltd. Monash Health is responsible for operating Casey
Hospital and has recognised the leased asset (Note 16) and associated interest bearing liabilities. The State of Victoria is obligated to fund quarterly
service payments due under the Project Agreement for the life of that agreement, a period of up to 25 years.
(ii) During the year ended 30 June 2010, Monash Health entered into a loan agreement with the Treasury Corporation of Victoria to fund $19.6m
improvements required to the car park at the Clayton site. The loan is repayable over 22 years with repayments being made quarterly.
(a) Maturity analysis of borrowings

Please refer to note 21(c) for the ageing analysis of borrowings.
(b) Nature and extent of risk arising from borrowings
Please refer to note 21(c) and (d) for the nature and extent of risks arising from borrowings.
(c) Defaults and breaches
During the current and prior year, there were no defaults and breaches of any of the borrowings.
104
Monash Health
30 June 2013
Note 16: Borrowings (continued)

(a) Finance lease liabilities
Casey Hospital Public Private Partnership lease
Minimum future
(i)
lease payments
2012
2013
$'000
$'000
Commissioned PPP related finance lease liabilities payable
Not longer than one year
Longer than one year but not longer than five years
Longer than five years
Present value of minimum lease payments
Included in the financial statements as:
Current borrowings lease liabilities (Note 16)
Non-current borrowing lease liablities (Note 16)
Present value of
minimum future
lease payments
2012
2013
$'000
$'000
(ii)
2,507
11,704
53,823
68,034
2,359
11,012
57,022
70,393
2,507
65,527
68,034
2,359
68,034
70,393
2,483
10,756
34,245
47,484
2,332
10,443
37,041
49,816
(i) Minimum future lease payments include the aggregate of all base payments and any guaranteed residual
(ii) Other finance lease liabilities include obligations that are recognised on the balance sheet; the future payments
related to operating and lease commitments are disclosed in Note 22
The weighted average interest rate implicit in leases is 6.11% (2012 - 6.11%)
105
Monash Health
30 June 2013
Note 17: Provisions

Parent Entity
2013
$'000
Current Provisions
Employee Benefits (i)
- Unconditional and expected to be settled within 12
months (ii)
- Unconditional and expected to be settled after 12
months (iii)
Provisions relating to Employee Benefit On-Costs
- Unconditional and expected to be settled within 12
months (ii)
- Unconditional and expected to be settled after 12
months (iii)
Total Current Provisions
Non-Current Provisions
Employee Benefits (i)
Provisions related to Employee Benefit On-Costs
Total Non-Current Provisions
Total Provisions
Parent Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
93,902
92,781
95,422
92,965
84,930
178,832
77,867
170,648
86,343
181,765
77,867
170,832
9,483
9,666
9,484
9,667
15,201
24,684
203,516
13,954
23,620
194,268
15,201
24,685
206,450
13,954
23,621
194,453
-
34,060
6,153
40,213
33,829
6,111
39,940
34,625
6,153
40,777
33,829
6,111
39,940
243,729
234,208
247,227
234,393
106,758
67,126
26,319
3,313
97,744
65,938
27,263
3,323
108,256
68,201
26,680
3,313
97,744
65,938
27,447
3,323
40,213
243,729
39,940
234,208
40,777
247,227
39,941
234,393
(a) Employee Benefits and Related On-Costs

Current Employee Benefits and related on-costs
Unconditional Long Service Leave Entitlement
Annual Leave Entitlements
Accrued Wages and Salaries
Accrued Days Off
Non-Current Employee Benefits and related on-costs
Conditional Long Service Leave Entitlements (iii)
Total Employee Benefits and Related On-Costs
Notes:
(i) Provisions for employee benefits consist of amounts for annual leave and long service leave accrued by employees, not including on-costs.
(ii) The amounts disclosed are nominal amounts
(iii) The amounts disclosed are discounted to present values
(b) Movements in provisions

Movement in Long Service Leave:
Balance at start of year
Provision made during the year
Settlement made during the year
Balance at end of year
106
137,684
22,121
(12,835)
146,970
120,239
28,994
(11,549)
137,684
137,684
24,184
(12,835)
149,033
120,239
28,994
(11,549)
137,684
Note 18: Other Liabilities
CURRENT
Monies Held in Trust*
- Patient Monies Held in Trust*
- Accommodation Bonds (Refundable
Entrance Fees)*
Total Other Liabilities
* Total Monies Held in Trust
Represented by the following assets:
Cash Assets (refer to Note 6)
TOTAL
Monash Health
30 June 2013
Parent Entity
2013
$'000
Parent Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
280
336
280
336
4,974
5,254
5,098
5,434
4,974
5,254
5,098
5,434
4,521
733
5,254
5,434
5,434
4,521
733
5,254
5,434
5,434
107
Note 19: Equity
Monash Health
30 June 2013
Parent Entity
2013
Parent Entity
2012
Consolidated
2013
Consolidated
2012
$'000
$'000
$'000
$'000
(a) Surpluses
Property, Plant and Equipment Revaluation Surplus 1
Balance at the beginning of the reporting period
Balance at the end of the reporting period*
* Represented by:
- Land
- Buildings
- Cultural Assets
- Motor Vehicles
(1)
319,318
319,318
319,318
319,318
319,487
319,487
319,487
319,487
66,462
252,092
447
317
319,318
66,462
252,092
447
317
319,318
66,631
252,092
447
316
319,487
66,632
252,092
447
316
319,487
The property, plant and equipment revaluation surplus arises on the revaluation of property, plant and equipment.
108
Note 19: Equity (continued)
Monash Health
30 June 2013
Parent Entity
2013
$'000
Restricted Specific Purpose Surplus
Transfer to/(from) accumulated funds
Balance at the end of the reporting period
3,033
1,261
Parent Entity
2012
$'000
3,197
(164)
Consolidated
2013
$'000
Consolidated
2012
$'000
3,033
1,261
3,197
(164)
4,294
3,033
4,294
3,033
Total Surpluses
323,612
322,351
323,781
322,520
(b) Contributed Capital

401,893
401,893
401,893
401,893
401,895
401,895
401,895
401,895
(c) Accumulated Surpluses/(Deficits)

Net Result for the Year
Transfer (to)/from Restricted Specific Purpose Reserve
(79,174)
(3,973)
(1,261)
(84,408)
(104,329)
24,991
164
(79,174)
(68,470)
(2,738)
(1,261)
(72,469)
(94,362)
25,728
164
(68,470)
Total Equity at end of financial year
641,097
645,070
653,207
655,945
109
Monash Health
30 June 2013
Note 20: Reconciliation of Net Result for the Year to Net Cash
Inflow/(Outflow) from Operating Activities
Net Result for the Year

Depreciation and Amortisation
Provision for Doubtful Debts
Net Loss from Sale of Plant and Equipment
Net Movement in Finance Leases
Assets received free of charge
Change in Operating Assets and Liabilities
(Increase) in Receivables
(Increase) in Prepayments
Increase in Payables and Other Liabilities
Increase in Provisions
(Increase) in Inventories
NET CASH INFLOW FROM OPERATING
ACTIVITIES
110

2013
2012
2013
2012
$'000
$'000
$'000
$'000
(3,973)
24,991
(2,738)
25,728
62,546
866
301
(2,211)
-
66,995
473
312
(2,220)
(9,600)
62,627
866
301
(2,211)
-
67,084
473
312
(2,220)
(9,600)
(8,257)
(649)
(3,557)
12,658
5,195
(14,164)
(701)
4,242
31,914
(2,147)
(7,871)
(646)
(5,427)
12,834
5,195
(14,496)
(701)
3,580
32,099
(2,147)
62,919
100,095
62,930
100,112
Monash Health
30 June 2013
Note 21: Financial Instruments
(a) Financial risk management objectives and policies

Monash Health's principal financial instruments comprise of:
- Cash Assets
- Receivables (excluding statutory receivables)
- Payables (excluding statutory payables)
- Finance Lease payables
- Accommodation Bonds
Details of the significant accounting policies and methods adopted, including the criteria for
recognition, the basis of measurement and the basis on which income and expenses are
recognised, with respect to each class of financial asset, financial liability and equity
instrument are disclosed in note 1 to the financial statements.
Monash Health's main financial risks include credit risk, liquidity risk and interest rate risk.
Monash Health manages these risks in accordance with its financial management policy.
The main purpose in holding financial instruments is to prudentially manage Monash Health's
financial risks within the government policy parameters.
Categorisation of financial instruments
Financial Assets
Cash and cash equivalents
Investments - Term Deposit (refer to Note 9)
Loans and Receivables
(i)
Total Financial Assets
Financial Liabilities
Payables
Borrowings
Accommodation Bonds
Other Liabilities
Total Financial Liabilities
Carrying
Amount
Carrying Amount
Consolidated
2013
$'000
Consolidated
2012
$'000
5,161
47,800
37,060
90,021
54,933
34,344
89,277
58,628
86,306
4,974
280
150,188
63,815
89,137
5,098
336
158,386
(i) The total amount of financial assets disclosed here excludes statutory receivables (i.e.
GST input tax credit recoverable)
Net holding gain/(loss) on financial instruments by category
Financial Assets
Cash and Cash Equivalents (i)
Investments - Term Deposit (i)
Loans and Receivables (i)
Payables (ii)
Interest Bearing Liabilities (ii)
Accommodation Bonds (ii)
Net holding
gain/(loss)
2013
$'000
Net holding
gain/(loss)
2012
$'000
2,285
2,478
(2,434)
2,329
2,350
(1,069)
1,281
(129)
(4,233)
76
(4,286)
251
(4,373)
77
(4,045)
(i) For cash and cash equivalents, loans or receivables, the net gain or loss is calculated by
taking the movement in the fair value of the asset, interest revenue, plus or minus foreign
exchange gains or losses arising from revaluation of the financial assets, and minus any
impairment recognised in the net result.
(ii) For financial liabilities measured at amortised cost, the net gain or loss is calculated by
taking the interest expense, plus or minus foreign exchange gains or losses arising from the
revaluation of financial liabilities measured at amortised cost.
111
Monash Health
30 June 2013
Note 21: Financial Instruments (continued)

(b) Credit risk
Credit risk arises from the contractual financial assets of Monash Health, which comprise cash and
deposits and non-statutory receivables. Monash Healths exposure to credit risk arises from the
potential default of a counter party on their contractual obligations resulting in financial loss to
Monash Health. Credit risk is measured at fair value and is monitored on a regular basis.
Credit risk associated with the Monash Healths contractual financial assets is minimal because the
main debtor is the Victorian Government. For debtors other than the Government, it is Monash
Healths policy to only deal with entities with a satisfactory credit rating and to obtain sufficient
collateral or credit enhancements, where appropriate.
In addition, Monash Health does not engage in hedging for its contractual financial assets and mainly
obtains contractual financial assets that are on fixed interest, except for cash assets, which are mainly
cash at bank. As with the policy for debtors, Monash Healths policy is to only deal with banks with
high credit ratings.
Provision of impairment for contractual financial assets is recognised when there is objective evidence
that Monash Health will not be able to collect a receivable. Objective evidence includes financial
difficulties of the debtor, default payments, debts which are more than 60 days overdue, and changes
in debtor credit ratings.
Except as otherwise detailed in the following table, the carrying amount of contractual financial assets
recorded in the financial statements, net of any allowances for losses, represents Monash Healths
maximum exposure to credit risk without taking account of the value of any collateral obtained.
Credit quality of contractual financial assets that are neither past due nor impaired
2013
Financial
institutions
(AA- credit
rating)
Government
agencies
(AAA credit
rating)
Other
Total
Consolidated
$'000
Consolidated
$'000
Consolidated
$'000
Consolidated
$'000
5,086
47,800
-
76
606
36,454
5,161
47,800
37,060
52,886
682
36,454
90,021
54,857
-
76
594
33,750
54,933
34,344
54,857
670
33,750
89,277
Financial Assets
Investments - Term Deposit
Receivables (i)
2012
Financial Assets
Receivables (i)
(i) The total amounts disclosed here exclude statutory amounts (e.g. amounts owing from Victorian
Government and GST input tax credit recoverable).
Ageing analysis of Financial Assets as at 30 June
Carrying
Amount
Consolidated
$'000
2013
Not Past Due

and Not
Impaired
Less than 1
Month
$'000
$'000
Past Due But Not Impaired

1-3 Months
3 months 1 Year
$'000
$'000
1-5 Years
Impaired
Financial
Assets
$'000
$'000
Financial Assets
Receivables (i)
2012
Financial Assets
Receivables (i)
5,161
47,800
37,060
5,161
47,800
26,909
4,974
1,600
2,682
895
90,021
79,870
4,974
1,600
2,682
895
54,933
34,344
54,933
28,203
1,321
1,127
3,230
463
89,277
83,136
1,321
1,127
3,230
463
(i) Ageing analysis of financial assets must exclude the types of statutory financial assets (i.e GST input tax credit)
There are no material financial assets which are individually determined to be impaired. Currently Monash Health does not
hold any collateral as security nor credit enhancements relating to any of its financial assets.
There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired,
and they are stated at the carrying amounts as indicated. The ageing analysis table above discloses the ageing only of
contractual financial assets that are past due but not impaired.
112
Monash Health
30 June 2013

(c) Liquidity risk
Liquidity risk is the risk that Monash Health would be unable to meet its financial obligations as and when they
fall due.
Monash Healths maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in
the face of the balance sheet. Monash Health manages its liquidity risk by preparing daily cash flow forecasts
and the active management of working capital needs.
The following table discloses the contractual maturity analysis for Monash Health's financial liabilities. For
interest rates applicable to each class of liability refer to Note 21(d).
Maturity analysis of Financial Liabilities as at 30 June
2013
Carrying
Amount
Contractual
Cash Flows
Consolidated
Consolidated
$'000
$'000
Less than
1 Month
1-3
Months
$'000
$'000
Maturity Dates
3 months - 1-5 Years
1 Year
$'000
$'000
Over 5
Years
$'000
Payables
Borrowings
Other Financial Liabilities (i)
- Other
58,628
86,307
58,628
86,307
47,327
612
10,446
1,044
855
2,539
23,543
58,569
4,974
280
4,974
280
280
52
-
162
-
2,162
-
2,596
-
150,189
150,189
48,219
11,542
3,556
25,705
61,165
Payables
Borrowings
Other Financial Liabilities (i)
- Other
63,815
89,137
63,815
89,137
47,030
576
16,677
1,007
108
2,463
22,651
62,440
5,098
336
5,098
336
336
53
-
166
-
2,215
-
2,661
-
158,386
158,386
47,942
17,737
2,737
24,866
65,101
2012
(i) Ageing analysis of financial liabilities excludes the types of statutory financial liabilities (i.e GST payable)
113
Monash Health
30 June 2013

(d) Market risk
Monash Health's exposures to market risk are primarily through interest rate risk with only
insignificant exposure to foreign currency and other price risks. Objectives, policies and
processes used to manage each of these risks are disclosed in the paragraph below.
Currency risk
Monash Health is exposed to insignificant foreign currency risk through its payables relating to
purchases of supplies and consumables from overseas. This is because of a limited amount of
purchases denominated in foreign currencies and a short timeframe between commitment and
settlement.
Interest rate risk
Exposure to interest rate risk might arise primarily through Monash Health's interest bearing
liabilities. Minimisation of risk is achieved by mainly undertaking fixed rate or non-interest
bearing financial instruments. For financial liabilities, Monash Health mainly undertake
financial liabilities with relatively even maturity profiles.
Other price risk
Monash Health is not subject to any other price risks.
Interest rate exposure of financial assets and liabilities as at 30 June
Weighted
Carrying
Average
Amount
Effective
2013
Interest Rate Exposure

Fixed
Interest
Variable
Interest
NonInterest
Interest
Consolidated
Rate
Rate
Bearing
Rate (%)
$'000
$'000
$'000
$'000
Financial Assets
3.10
5,161
5,161

Receivables(i)
4.94
47,800
47,800
37,060
37,060
5,161
37,060
90,021
Payables(i)
Borrowings
6.21
47,800
58,628
58,628
86,307
86,307
4,974
4,974
280
280
63,882
Other Financial Liabilities

- Other
150,189
86,307
2012
Financial Assets
4.23

Receivables(i)
Payables(i)
Borrowings
6.21
54,933
54,933
34,344
34,344
89,277
54,933
34,344
63,815
63,815
89,137
89,137
5,098
5,098
336
336
69,249
Other Financial Liabilities

- Other
158,386
89,137
(i) The carrying amount must exclude types of statutory financial assets and liabilities (i.e. GST
input tax credit and GST payable)
114
Monash Health
30 June 2013

(d) Market risk (continued)
Sensitivity disclosure analysis
Taking into account past performance, future expectations, economic forecasts, and
management's knowledge and experience of the financial markets, Monash Health
believes the following movements are 'reasonably possible' over the next 12 months
(Base rates are sourced from the Reserve Bank of Australia)
- A shift of +1.25% and -1.25% in market interest rates (AUD) from year-end rates
of 2.75%
The following table discloses the impact on net operating result and equity for each
category of financial instrument held by Monash Health at year end as presented to
key management personnel, if changes in the relevant risk occur.
No other category of financial instrument would be affected by shift in market interest rates.
Carrying
Amount
2013
Consolidated
Interest Rate Risk

-1.25%
+1.25%
Profit
Equity
Profit
Equity
$'000
$'000
$'000
$'000
Financial Assets
5,161
(65)
(65)
65
65
47,800
(598)
(598)
598
598
(662)
(662)
-1.25%
2012
662
662
+1.25%
Financial Assets
54,933
(687)
(687)
(687)
(687)
687
687
687
687
115
Monash Health
30 June 2013

(e) Fair value
The fair values and net fair values of financial instrument assets and liabilities are determined as
follows:
Level 1 - the fair value of financial instrument with standard terms and conditions and traded in
active liquid markets are determined with reference to quoted market prices;
Level 2 - the fair value is determined using inputs other than quoted prices that are observable for
the financial asset or liability, either directly or indirectly; and
Level 3 - the fair value is determined in accordance with generally accepted pricing models based
on discounted cash flow analysis using unobservable market inputs.
Monash Health considers that the carrying amount of financial instrument assets and liabilities
recorded in the financial statements to be a fair approximation of their fair values, because of the
short-term nature of the financial instruments and the expectation that they will be paid in full.
The following table shows that the fair values of most of the contractual financial
assets and liabilities are the same as the carrying amounts.
Comparison between carrying amount and fair value

Carrying
Amount
Fair value
Carrying
Amount
Fair value
Consolidated
2013
Consolidated
2013
Consolidated
2012
Consolidated
2012
$'000
$'000
$'000
$'000
Financial Assets
Receivables(i)

Payables
Borrowings
Other Financial Liabilities(i)
- Other
5,161
47,800
37,060
90,021
5,161
47,800
37,060
90,021
54,933
34,344
89,277
54,933
34,344
89,277
58,628
86,307
58,628
86,307
63,815
89,137
63,815
89,137
4,974
280
150,189
4,974
280
150,189
5,098
336
158,386
5,098
336
158,386
(i) The carrying amount must exclude types of statutory financial assets and liabilities (i.e. GST input tax
credit and GST payable).
116
Note 22: Commitments
Monash Health
30 June 2013
a) Commitments
Capital expenditure commitments
Payable:
Land and buildings
Plant and equipment
Total capital expenditure commitments
Other expenditure commitments
Payable:
Contracted services
Total other expenditure commitments
Lease commitments
Commitments in relation to leases contracted for at the
reporting date:
Operating leases
Finance leases
Total lease commitments
Parent Entity
2013
$'000
Parent Entity
2012
$'000
Consolidated
2013
$'000
Consolidated
2012
$'000
322
1,415
1,737
530
4,302
4,832
322
1,415
1,737
530
4,302
4,832
100,600
100,600
99,227
99,227
100,600
100,600
99,227
99,227
8,789
8,172
8,789
8,172
68,034
70,393
68,034
70,393
Operating leases
(Include a general description of operating lease
arrangements) payable as follows:
Cancellable
Sub Total
8,789
8,789
8,172
8,172
8,789
8,789
8,172
8,172
Non-cancellable
Total operating lease commitments
8,789
8,172
8,789
8,172
2,507
65,527
68,034
68,034
2,359
68,034
70,393
70,393
2,507
65,527
68,034
68,034
2,359
68,034
70,393
70,393
76,823
78,565
76,823
78,565
179,159
182,625
179,159
182,625
76,823
78,565
76,823
78,565
Finance Leases
Commitments in relation to finance leases are
payable as follows:
Current
Non-current
Minimum Lease Payments
Less Future Finance Charges
Total finance lease commitments

Total Commitments (inclusive of GST)

* Provide for each type of commitment
All amounts shown in the commitments note are nominal amounts inclusive of GST.
117
118

47,484
68,034
Other Commitments
Present Value Nominal Value
2013
$'000
49,816
70,393
Other Commitments
Present Value Nominal Value
2012
$'000
(i) The present values of the minimum lease payments for commissioned public private partnerships (PPPs) are recognised on the balance sheet and are not disclosed as
commitments.
(ii) The year on year reduction in the nominal amounts of the other commitments reflects the payments made.
(iii) The year on year reduction in the present values of the other commitments mainly reflects the payments made, offset by the impact of the discounting period being one
year shorter.
Casey Hospital Public Private Partnership lease

Total commitments for public private partnerships
Commissioned public private partnerships - other

commitments (ii)(iii)
(b) Public private partnerships (treated as Finance Leases)(i)
Note 22: Commitments (continued)
Monash Health
30 June 2013
(c ) Commitments payable
Monash Health
30 June 2013
Capital expenditure commitments payable

Less than 1 year
Longer than 1 year but not longer than 5 years
5 years or more
Total capital expenditure commitments
Other expenditure commitments payable
Less than 1 year
5 years or more
Total other expenditure commitments
Lease commitments payable
Less than 1 year
5 years or more
Public private partnership commitments (commissioned)
Less than 1 year
5 years or more
Total public private partnership commitments
Total commitments (inclusive of GST)
Less GST recoverable from the Australian Tax Office
Total commitments (exclusive of GST)
2013
$'000
1,737
-
2012
$'000
4,832
-
1,737
4,832
41,509
38,339
20,752
36,021
58,398
4,807
100,600
99,227
2,876
5,913
-
2,650
5,414
108
8,789
8,172
2,507
11,704
53,823
2,359
11,012
57,022
68,034
179,160
(16,287)
162,873
70,393
182,624
(16,602)
166,022
119
Monash Health
30 June 2013
Note 23: Contingent Assets and Contingent Liabilities

As at 30 June 2013, there are no contingent assets (2012: $0).
As at 30 June 2013, there is a contingent liability in respect of grants received from Department of
Health they may be subject to recall of $3,445,000. (2012: $0).
120
(922,335)
(922,335)
(12,477)
(27,847)
(27,847)
133
(30,601)
(30,601)
(24,905)
(37,382)
(30,859)
(30,726)
(28,808)
(27,803)
407,451
407,451
OTHER INFORMATION
Segment Assets
Unallocated Assets
Total Assets
Segment Liabilities
Unallocated Liabilities
Total Liabilities
(6,214)
(6,214)
(7,118)
(7,118)
(95,047)
(95,047)
352,250
352,250
407,359
407,359
1,005
909,858
909,858
(90,094)
(90,094)
360,020
360,020
(42,594)
(27,273)
(13,276)
(13,276)
49,834
49,834
11,898
(3,523)
15,421
(15,322)
(922,475)
(113,300)
(113,300)
128,722
128,722
(12,735)
(12,735)
45,190
45,190
(3,585)
(3,423)
(162)
(114,029)
(114,029)
113,868
113,868
Mental Health
2013
2012
$'000
$'000
(922,475)
907,154
907,154
Acute Health
2013
2012
$'000
$'000
27,980
27,980
2012
$'000
31,606
31,606
RAC
Interest Income
Capital Grants
Share of Net Result of Associates
& Joint Ventures using Equity
Method
Capital Purpose Expense
Finance Costs
Specific expense (refer note 3c)
Depreciation & amortisation
expense
Non cash expenses other than
depreciation
Net Result for Year
REVENUE
External Segment Revenue
Intersegment Revenue
Unallocated Revenues
Total Revenue
EXPENSES
External Segment Expenses
Intersegment Expenses
Unallocated Expense
Total Expenses
Net Result from ordinary
activities
2013
$'000
Note 24: Segment Reporting
(3,439)
(3,439)
8,546
8,546
1,266
(604)
1,870
(20,204)
(20,204)
-
22,074
22,074
(3,307)
(3,307)
7,592
7,592
(2,554)
(575)
(1,979)
(21,108)
(21,108)
-
19,129
19,129
Primary Health
2013
2012
$'000
$'000
(2,321)
(2,321)
4,064
4,064
(5,964)
(287)
(5,676)
(16,174)
(16,174)
-
10,498
10,498
(2,085)
(2,085)
3,647
3,647
(5,739)
(276)
(5,462)
(14,652)
(14,652)
-
9,189
9,189
Aged care
2013
2012
$'000
$'000
(85,249)
(190,965)
(276,215)
63,618
164,859
228,477
55,248
(4,498)
52
5,806
(8,097)
(5,449)
(2,201)
68,758
877
(163,448)
(163,448)
(134,102)
155,606
155,606
2012
$'000
(80,018)
(198,326)
(278,344)
61,755
163,161
224,916
(1,596)
110,924
(4,678)
(8,995)
(5,619)
(811)
111,120
21,504
(134,102)
Other
164,325
164,325
2013
$'000
(206,450)
(190,965)
(397,416)
885,764
164,859
1,050,623
(2,738)
(62,627)
52
5,806
(8,097)
(5,449)
(2,201)
68,758
1,020
(1,266,063)
(1,266,063)
1,267,084
1,267,084
(194,453)
(198,326)
(392,779)
885,563
163,161
1,048,724
(1,596)
25,728
(67,084)
(8,995)
(5,619)
(811)
111,120
(1,287)
(1,234,213)
(1,234,213)
1,232,925
1,232,925
Consolidated
2013
2012
$'000
$'000
Monash Health
30 June 2013
121
Monash Health
30 June 2013
Note 25a: Responsible Persons Disclosures

In accordance with the Ministerial Directions issued by the Minister for Finance under the Financial Management Act 1994 , the following disclosures are made
regarding responsible persons for the reporting period.
Period
Responsible Ministers:
The Honourable David Davis, MLC, Minister for Health and Ageing
The Honourable Mary Wooldridge, MLA, Minister for Mental Health
Governing Boards
Ms Barbara Yeoh
Ms Debbie Williams
Ms Helen Owens
Mr Charles Gillies
Mr Errol Katz
Mr Ross McClymont
Ms Linda Perry
Mr Gregory Bamber
Accountable Officers
Ms Shelly Park
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
1/7/2012 - 30/6/2013
28/8/2012 - 30/6/2013
1/7/2012 - 30/6/2013
Remuneration of Responsible Persons

The number of Responsible Persons are shown in their relevant income bands;
Parent
Income Band
$20,000 - $29,999
$30,000 - $39,999
$60,000 - $69,999
$430,000 - $439,999
Total Numbers
Total remuneration received or due and receivable by Responsible Persons from the
reporting entity amounted to ($'000):
Amounts relating to Responsible Ministers are reported in the financial statements of the
Department of Premier and Cabinet
2013
No.
2012
No.
1
6
1
1
9
8
1
1
10
$731
$753
$'000
$'000
-
Other Transactions of Responsible Persons and their Related Parties.
Consolidated
2013
2012
No.
No.
1
6
8
1
1
1
1
9
10
$731
$'000
-
Transactions with Controlled entity

Kitaya Holdings Pty Ltd operates Jessie McPherson Private Hospital. Monash Health is reimbursed by its controlled entity, Kitaya Holdings Pty
Ltd, for the provision of goods and services required to run the private hospital. The fee includes charges for labour, power, food, cleaning and
other services. All transactions are conducted on normal commercial terms and conditions.
The aggregate amounts brought to account in respect of the following types of transactions were:
2013
Rental income received from its controlled entity
Contracted Goods & Services provided to its controlled entity
2012
1,034,382
1,034,279
29,815,077
36,630,781
9,671,025
4,251,256
Amounts owing at Balance Date

Amount owing to controlled entity
122
$753
$'000
-
$180,000 $189,999
$190,000 - $199,999
$200,000 $209,999
$210,000 $219,999
$220,000 $229,999
$230,000 $239,999
$240,000 $249,999
$250,000 $259,999
$260,000 $269,999
$270,000 $279,999
$280,000 - $289,999
$300,000 $309,999
Total
Total annualised employee
equivalents (AEE)
Total Remuneration ($'000)
8
2,094
$
8
2,072
8
1,849
2
1
1
1
8
1,836
PARENT
Total Remuneration
Base Remuneration
2013
2012
2013
2012
No.
No.
No.
No.
1
1
1
1
1
1
1
1
2
1
1
1
1
2
1
1
1
1
1
1
2
8
8
8
$
8
2,094
8
2,072
8
1,849
2
1
1
1
8
1,836
CONSOLIDATED
Total Remuneration
Base Remuneration
2013
2012
2013
2012
No.
No.
No.
No.
1
1
1
1
1
1
1
1
2
1
1
1
1
2
1
1
1
1
1
1
2
8
8
8
Executive Officers' Remuneration

The numbers of executive officers, other than Ministers and Accountable Officers, and their total remuneration during the reporting period are shown in the first
two columns in the table below in their relevant income bands.
The base remuneration of executive officers is shown in the third and fourth columns. Base remuneration is exclusive of bonus payments, long-service leave
payments, redundancy payments and retirement benefits.
Several factors affected total remuneration payable to executives over the year. A number of executives received bonus payments during the year. These
bonus payments depend on the terms of individual employment contracts.
Note 25b: Executive Officer Disclosures
Monash Health
30 June 2013
123
Monash Health
30 June 2013
Note 26: Events Occurring after the Balance Sheet Date

There have been no significant events after reporting date.
124
Note 27: Controlled Entities
Monash Health
30 June 2013
Name of entity
Kitaya Holdings Pty Ltd (trading as Jessie McPherson Private Hospital)
Country of
incorporation
Australia
Equity
Holding
100%
125
Monash Health
30 June 2013
Note 28: Economic Dependency
Monash Health is wholly dependent on the continued financial support of the State Government and
in particular, the Department of Health. The Department of Health has provided confirmation that it
will continue to provide Monash Health adequate cash flow support to meet its current and future
obligations as and when they fall due for a period up to September 2014.
126
Monash Health
30 June 2013
Note 29. Remuneration of auditors
Victorian Auditor-General's Office

Audit or review of financial statement
2013
$'000
315
315
2012
$'000
301
301
127
Monash Health
30 June 2013
Note 30. Ex Gratia Payments

There have been no ex gratia payments made during the financial year (2012: $0).
128
Monash Health
Corporate Office
246 Clayton Road
Clayton
t: 03 9594 6666
e: info@monashhealth.org
www.monashhealth.org
Casey Hospital
62-70 Kangan Drive
Berwick
t: 03 8768 1200
Greater Dandenong Community

Health Service
Cardinia Casey Community

Health Service
Springvale
55 Buckingham Avenue
Springvale 3171
t: 03 8558 9000
Berwick
28 Parkhill Drive
Berwick 3806
t: 03 8768 5100
Dandenong
229 Thomas Street
Dandenong 3175
t: 03 8792 2200
Cockatoo
7-17 McBride Street
Cockatoo 3781
t: 03 5968 7000
Dandenong Hospital
135 David Street
Dandenong
t: 03 9554 1000
Dandenong
135 David Street
Dandenong 3175
t: 03 9554 8270
Cranbourne
140-154 Sladen Street
Cranbourne 3977
t: 03 5990 6789
Kingston Centre
Cnr Kingston and Warrigal Roads
Cheltenham
t: 03 9265 1000
Parkdale
Home Based Allied Health (HBAH)
335 Nepean Highway
Parkdale 3195
t: 85870192
Cranbourne
Planned Activity Group
7 Mundaring Dve, Cranbourne
T: 03 59965339
Cranbourne Integrated Care

Centre
140-154 Sladen Street
Cranbourne
t: 03 5990 6789

246 Clayton Road
Clayton
t: 03 9594 6666
Moorabbin Hospital
823-865 Centre Road
East Bentleigh
t: 03 9928 8111
Cheltenham
Kingston Adult Day Activity Service
(KADAS)
Southern Community Church of
Christ
1-8 Chesterville Road
Cheltenham 3192
t: 95836471
Specialist Clinics
Cnr Kingston and Warrigal Roads
Cheltenham 3192
t: 03 9265 1401
Doveton
67 Power Road
Doveton 3177
t: 03 9212 5700
Pakenham
Cnr Deveney Street and Princes
Highway
Pakenham 3781
t: 03 5941 0500
129
Monash Health
Corporate Office
246 Clayton Road
Clayton
t: 03 9594 6666
e: info@monashhealth.org
www.monashhealth.org
MonashHealth

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2012-2013 Annual Report

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Annual

Greater Dandenong Community Health Service

Monash Health is proud to provide

Better health in our community

We uniquely provide health care across

We improve the health of our community

Monash Health Annual Report 2012-2013

To plan and deliver quality, patient

We remain firmly committed to our

2.44 million episodes

Total episodes of care

more than 2.44 million episodes of

more than 986,000 occasions of service

more than 193,000 people admitted to

more than 9,000 babies delivered.

more than 180,000 people came to

more than 29,000 admissions of children

more than 46,000 ambulance arrivals

more than 39,000 operations performed.

more than 235,000 client contacts.

Community health services

more than 185,000 hours of direct

About Monash Health

Report of the Chair of the

Our sites, services and staff

Our Board of Directors

Key financial and service

Summary of financial results

Financial statements and

Independent Auditors Report

In accordance with the Financial Management Act 1994, we are pleased to

Our Means priority and the strong

wide priority has continued to result

In May 2013, we renamed our

During the last year we have also

The new name also builds on

The result is four new key priorities

This has allowed us to invest in

During the past 12 months we

This significant achievement has

We have also continued our focus

you to each and

Monash Health Annual Report 2012-2013

Report of the Chair of the Board and Chief Executive

Safe and effective patient

The Intensive Care Unit (ICU) at

Monash Health Annual Report 2012-2013

The Patient Centred Care staff

At Casey Hospital our clinical

Report of the Chair of the Board and Chief Executive

To help combat the national

The South Eastern Centre

The think before you cannulate

The Monash Health Human

built a reputation for providing

We were absolutely delighted to

Monash Health Annual Report 2012-2013

Report of the Chair of the Board and Chief Executive

Two Acute Assessment Units

Monash Health Annual Report 2012-2013

The Narre Warren Adult

support for adults who have

We are proud to be a part of the